【摘要】：伴隨著世界經(jīng)濟的飛速發(fā)展,市場競爭變得異常激烈。為了公司的財務(wù)收入和戰(zhàn)略發(fā)展,眾多企業(yè)家們都不斷開始考慮同時兼管多個工程項目的問題,多項目管理也隨著人們的關(guān)注,逐漸成為項目管理屆的焦點。同一時間對多個工程項目進行組織管理,雖然各子工程項目間彼此相互獨立,但是卻需要對企業(yè)僅有的有限資源進行合作共享。在對多項目進行組織管理的過程中,極有可能會牽涉到多個工程項目在資金劃撥、時間沖突、人才爭奪以及設(shè)備不足等多種多樣的資源沖突和調(diào)配共享問題。組織進行多項目管理的核心思想和重點內(nèi)容就是對資源合理有效的分配,從而使項目施工總工期被縮短、投資成本被降低,最后實現(xiàn)公司整體利益能夠得以最大化的目標(biāo)。關(guān)鍵鏈技術(shù)是一門對項目進行更好管理的新技術(shù),在管理項目時,能發(fā)揮出合理縮減工期、協(xié)調(diào)分配沖突資源,并建立有效緩沖機制來抵抗項目計劃實施中的各種不確定因素。所以,在多個工程項目進度管理應(yīng)用領(lǐng)域,開展關(guān)鍵鏈技術(shù)的研究,有著重大的理論研究和實際指導(dǎo)意義。本文從多工程項目實施協(xié)同管理的實際問題著手,以在多項目進度管理執(zhí)行過程中,能夠高效應(yīng)用關(guān)鍵鏈方法為主要內(nèi)容。首先,從企業(yè)整體利益角度出發(fā),綜合考慮影響多工程項目管理的復(fù)雜度和管理實施過程中的各種風(fēng)險因素,構(gòu)建能夠衡量各項目對于企業(yè)整體利益重要性大小的綜合評價指標(biāo)體系,充分結(jié)合物元可拓理論的評價思想,建立適合多項目優(yōu)先級的綜合評價模型,有效地將影響因素的“質(zhì)”和“量”結(jié)合在一起,通過構(gòu)造關(guān)聯(lián)函數(shù)計算影響指標(biāo)的綜合關(guān)聯(lián)度,客觀得到各個子項目對于企業(yè)整體利益的重要性級別;其次,根據(jù)關(guān)鍵鏈方法基本指導(dǎo)思想,結(jié)合多工程項目協(xié)同管理的實際特點,尋找出影響其進度實施的瓶頸約束資源,并對多項目整體管理計劃進行關(guān)鍵鏈識別,同時依據(jù)項目重要性和工序重要性大小,挖掘多項目中瓶頸資源的使用規(guī)則,平衡協(xié)調(diào)瓶頸資源在各項目間引起的資源沖突,得到多項目管理的初步關(guān)鍵鏈;再次,充分考慮多項目管理中的工序位置和工序復(fù)雜度等影響因素,制定適合多項目關(guān)鍵鏈管理的緩沖區(qū)設(shè)置新方法,合理消除安全時間并設(shè)置緩沖區(qū),確定多項目管理的最終關(guān)鍵鏈;最后,通過對具體工程實例實施基于多項目優(yōu)先級的關(guān)鍵鏈管理計劃,證明了該管理模型在多項目進度實施協(xié)同管理中的易操作性和科學(xué)性,為企業(yè)發(fā)展實施整體利益最大化管理提供一個新方法。
[Abstract]:With the rapid development of the world economy, the market competition becomes extremely fierce. For the financial revenue and strategic development of the company, many entrepreneurs are constantly beginning to consider the problem of managing multiple projects at the same time. With the attention of people, multi-project management has gradually become the focus of project management. Several engineering projects are organized and managed at the same time. Although each sub-project is independent of each other, it is necessary to cooperate and share only limited resources of the enterprise. In the process of organizing and managing multi-projects, it is very likely to involve a variety of resource conflicts and allocation and sharing problems such as fund allocation, time conflict, talent competition and lack of equipment. The core idea and key content of multi-project management is to allocate the resources reasonably and effectively, so that the total construction period of the project is shortened, the investment cost is reduced, and the goal of maximizing the overall interests of the company is finally realized. The key chain technology is a new technology for better management of the project. In the management of the project, it can play a reasonable role in reducing the duration of the project, coordinating the allocation of conflict resources, and establishing an effective buffer mechanism to resist all kinds of uncertain factors in the implementation of the project plan. Therefore, it is of great theoretical and practical significance to carry out research on key chain technology in many engineering project schedule management application fields. This paper starts with the practical problems of collaborative management of multi-project projects and takes the key chain method as the main content in the implementation of multi-project schedule management. First of all, considering the complexity of multi-project management and various risk factors in the process of implementation, we consider the complexity of multi-project management from the perspective of the overall interests of the enterprise. A comprehensive evaluation index system, which can measure the importance of each project to the overall interests of the enterprise, is constructed, and a comprehensive evaluation model suitable for the priority of multiple projects is set up, which is fully combined with the evaluation idea of matter-element extension theory. Combining the "quality" and "quantity" of the influencing factors effectively, and calculating the comprehensive correlation degree of the influence index by constructing the correlation function, the importance level of each sub-project for the overall benefit of the enterprise is obtained objectively. Secondly, according to the basic guiding ideology of the key chain method, combined with the actual characteristics of multi-project collaborative management, the bottleneck constraint resources that affect the progress of the project are found, and the key chain identification of the multi-project overall management plan is carried out. At the same time, according to the importance of the project and the importance of the process, mining the use rules of the bottleneck resource in the multi-project, balancing and coordinating the resource conflict caused by the bottleneck resource in each project, get the initial key chain of the multi-project management; Thirdly, considering the influence factors such as process location and process complexity in multi-project management, a new buffer setting method suitable for multi-project key chain management is developed to reasonably eliminate the safe time and set buffer. Determine the final key chain of multi-project management; Finally, through the implementation of the key chain management plan based on multi-project priority, it is proved that the management model is easy to operate and scientific in the implementation of collaborative management of multi-project schedule. It provides a new method for enterprise development to implement overall benefit maximization management.
【學(xué)位授予單位】：河北工程大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TU722

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本文編號：2398441