A formal set of algorithms for project scheduling with critical path scheduling/material requirements planning

A hybrid model combining the critical path method (CPM) with material requirements planning (MRP) has been suggested (Aquilano) as a more robust method for scheduling projects and resources. The primary advantage of this technique is that resource acquisition lead times as well as inventory records are integrated into the process of computing the project schedule. This paper presents a set of formal CPM/MRP algorithms that may be used to compute the early and late start schedules as well as the critical sequence. A number of modifications have been incorporated into the CPM/MRP technique to improve the viability of CPM/MRP as a tool for application to actual project scheduling problems. A simple example project is used to demonstrate the CPM/MRP model.The CPM/MRP technique is designed to overcome a basic shortcoming of previously suggested project scheduling methodologies. CPM was initially designed to schedule projects subject to technological constraints only. Later, additional techniques were introduced to consider constraints upon various aspects of resource availability (Davis). None of the suggested techniques attempted to integrate resource acquisition lead time with the generation of requirements for resources. Obviously such a technique would require the integration of inventory records into the scheduling technique.The combination of CPM and MRP provides a possible vehicle for overcoming this drawback in CPM. Both CPM and MRP are linear models that generate schedules based upon precedence relationships. An integrated approach is useful since activities could be scheduled subject to information about the inventory position. An activity may be scheduled as soon as all resources are on hand. It is only delayed by those resources which must be acquired and activities which proceed it in the project network.CPM/MRP also shows promise as an aid to constrained resource scheduling since computations regarding resource availability are an integrated part of the technique. The effect of resource allocation decisions is immediately evident in the MRP-type time phased records.Results of the tests run on short projects of up to 300 activities and resources have shown that the program does work satisfactorily. Execution time for a 300 item network tested was approximately ten seconds on a CYBER 175.     

从企业管理角度论述九江盾构项目管理

关键线路法(CPM)是一种有效的网络计划工具。在信息化时代,由于复杂工程项目进度计划难以表格化,以至于其使用范围和作用的发挥都受到限制。本文针对此问题,在修正传统WBS表现形式的基础上建立复杂工程项目进度计划模型,在此基础上提出复杂工程项目进度控制的方法,以期提高进度计划的便捷性与工程项目管理的信息化效率。     

Full fixed cost recovery lot sizing with quantity discounts

Purchasers must often make lot sizing decisions when facing price schedules of price-quantity discounts. It is important to determine the supplier's pricing philosophy when establishing a solution procedure.One approach is to evaluate total costs at all of the appropriate break points. This offers limited information: a lot size and a set of total costs. This is especially true in the case of full fixed cost recovery pricing. In actual practice price schedules can be extremely lengthy: indeed, it may be in the supplier's best interests to offer comprehensive discount schedules. This situation complicates the purchaser's decision making process.An efficient alternative, which solves the price-quantity discount problem when the supplier insists on a full fixed cost recovery schedule, is presented. Computations are reduced to a few simple steps; the result is a least total cost lot size for a simple linear package price model given parameters obtained by an appropriate analysis of the supplier's price-quantity discount schedule. A starting point is determined and the choice of the lot size is made using a simple criterion. Rapid convergence is assured, given a reasonably well-behaved schedule.     

浅论基于动态目标管理的项目进度管理

国内外项目管理理论已经比较成熟,甘特图法、关键路径法等广泛应用于制定项目进度计划,而关于如何在项目管理中进行全程进度管理的理论方法较少。对基于动态目标管理的项目进度管理作简要探讨,为项目经理提供理论参考。     

核电工程设备供应合同执行管理的研究与应用——点价值系统

本文对核电工程设备供应合同执行管理全周期的工作内容进行分析、归纳和总结,将合同执行管理工作划分为5个业务模块、26个作业单元、92个典型活动和489个标准动作;在此基础上,根据已有工程经验,确定了每个标准动作的基准点价值,通过逐级累加和系数修正,得到不同采购包在不同阶段及整个项目的合同执行管理点价值数,进而计算出在建核电工程已发生合同执行管理人力成本;同时,根据赢得值分析合同执行的状态,计算各种监控指标,提高合同执行进度和成本的计划性、预见性和规范性。     

Constrained resource project scheduling subject to material constraints

Constrained resource project scheduling techniques schedule project activities subject to finite constraints on the availability of non-storable resources such as labor and equipment without consideration of constraints resulting from material requirements. Projects are frequently delayed and resources are wasted when project activities are delayed due to material shortages. A heuristic procedure is presented here for scheduling large projects subject to the availability of all necessary resources, including materials, manufactured components, facilities, equipment and labor as well as the acquisition lead times required by these resources. Results are listed for tests involving both benchmark and actual problems.     

赢得值管理在工程总承包项目中的应用

本文以工程总承包工程项目中的赢得值管理为研究对象,目前的工程项目对进度、造价控制提出了更高的要求,采用科学的赢得值管理,可以将项目的进度与成本有机地结合起来,对开展总承包项目具有一定的应用意义。     

基于冗余时间的项目工期跟踪控制算法研究

文章从项目工期调度的实际需求出发,通过定义项目各活动的冗余时间来描述项目最新执行状态,为动态跟踪控制项目工期风险、优化调度项目资源提供了一种简明的计算思路和管理方法,具有很强的可操作性。动态的冗余时间概念对于在各类项目管理中及时做出优化决策,有效控制工期、成本及项目质量有现实的指导意义。     

关键链与PERT/CPM的优缺点对比

提出关键链的基本知识和概念,并对比关键链和一些项目管理方法PERT/CPM的优缺点,证明关键链在项目进度管理应用的优越性,同时提出了关键链法中需要解决的问题。     

资源均衡优化问题的改进随机搜索算法的研究

采用随机搜索算法研究了工程项目管理中的“工期固定-资源均衡”问题,针对网络图中活动的逻辑约束和时间约束关系,提出了基于活动动态时差的改进随机搜索算法,避免了非可行解的产生;建立了活动的实际开始时间与资源方差之间的函数关系,作为评价函数;最后对实例进行了计算分析,与project2002、p3等结果做比较,优化效果取得了不同程度的提高,证实了该方法的可行性与有效性;同时获得了最优资源强度相同若干不同活动安排方案,对于工程项目管理中资源均衡优化具有实际应用价值。     

工程项目进度管理及控制探讨

工程项目进度管理是工程项目管理的一项极为重要的工作,其能全面反映项目的实施情况。做好施工阶段的项目进度控制管理对保证施工企业履行合同、工程项目按期竣工投入使用发挥着决定性作用。文章对工程项目进度管理的影响因素进行了深入分析,并对影响其的相关因素提出了具体的管理措施。工程项目进度控制、成本控制、质量控制,是项目管理三个核心内容,相铺相成。它是确保施工工程项目按期完成,科学安排资源投入、节约工程成本投资的重要举措。     

Analysis of the effect of risk management practices on the performance of new product development programs

Risk management is receiving much attention, as it is seen as a method to improve cost, schedule, and technical performance of new product development programs. However, there is a lack of empirical research that investigates the effective integration of specific risk management practices proposed by various standards with new product development programs and their association with various dimensions of risk management success. Based on a survey of 291 product development programs, this paper investigates the association of risk management practices with five categories of product development program performance: (A) Quality Decision Making; (B) High Program Stability; (C) Open, problem solving organization; (D) Overall new product development project success; and (E) overall product success. The results show that six categories of risk management practices are most effective: (1) Develop risk management skills and resources; (2) Tailor risk management to and integrate it with new product development; (3) Quantify impacts of risks on your main objectives; (4) Support all critical decisions with risk management results; (5) Monitor and review your risks, risk mitigation actions, and risk management process; and (6) Create transparency regarding new product development risks. The data shows that the risk management practices are directly associated with outcome measures in the first three categories (improved decision making, program stability and problem solving). There is also evidence that the risk management practices indirectly associate with the remaining two categories of outcome measures (project and product success). Additional research is needed to describe the exact mechanisms through which risk management practices influence NPD program success.     

An economic–probabilistic model for risk analysis in technological innovation projects

This paper presents the application of an economic–probabilistic model to conduct risk analysis in technological innovation (TI) projects. The model integrates risk and economic analysis by quantifying both value and probability of occurrence of cash flow deviations, thus resulting in an economic–probabilistic analysis of the expected returns. The main risk categories and factors in TI projects are identified and associated to cash flow groups. The model allows to calculate risk-adjusted values for cash flow groups and project net present value through stochastic simulation. As a result, the model provides both the risk-adjusted project economic return with the associated probability distribution to its NPV and the variability that each risk factor generates in the project return. The model offers important benefits from the point of view of practitioners, including a condensed list of independent risk factors and the use of a monetary scale to assess risk impact which is familiar to most decision makers.     

浅谈公路工程项目风险防范措施

针对公路工程项目风险,从工期管理、费用管理、质量管理、施工管理、合同管理等方面探讨项目风险的防范措施,以提高中小公路工程企业项目风险管理水平。     

石油化工工程理念及模式探讨

以大连石化公司各类装置的施工为例,介绍了易操作、安全的施工作业方法。阐述了工程开始前进行精心论证,以达到节省投资的目的。进一步介绍了对整个项目实施目标控制,其中包含费用控制、进度控制、质量管理和合同管理。坚持管理理念的创新,不断完善项目工程管理。     

浅谈海外EPC石油工程进度计划管理

EPC工程项目进度计划管理是整个工程项目管理的基础和根本的出发点。工程项目进度管理是否科学、有效,直接影响到整个工程项目是否能够实现合同要求中的进度目标,对于保证工程项目的整体质量以及经济效益意义重大。EPC工程项目进度计划管理在实际的工程建设中具有诸多优势。目前在海外石油工程建设方面普遍采用EPC模式,采用这种模式不仅可以有效的节省建设方的人力、物力,也在工期、协调管理、成本控制方面占有较大优势。本文将对海外石油工程建设的特点以及EPC工程进度控制方法进行一定的分析,进一步的探讨进度计划编制原则,更好的促进海外石油工程建设发展。     

BIM技术在工程造价管理中的应用研究

本文主要阐述BIM技术与工程造价管理的发展现状,探讨BIM技术在建筑全生命周期各个阶段的工程造价管理的应用价值.并以某实际工程为例,通过建立基于BIM技术的三维信息模型,导入BIM管理平台,加入时间与成本信息,形成BIM 5D信息模型,对工程进行实时的成本管理与进度管理,提高工程管理效率.     

浅析工程项目管理中费用和进度的关联性

在工程项目的管理中,费用与进度作为两个重要的构成要素,两者在无形中有着密切的关系。因此,为了探究出费用与进度在工程管理中的关联性,有必要结合数学模式制定出合理的研究方法。本文旨在论述工程项目管理中费用与进度的关联性,以便在确保工程项目管理质量的基础上,实现工程项目管理的有效性与规范性。     

浅议矿山企业基建期的成本管理和风险控制

现在企业的竞争力靠的就是内部控制和风险管理。一个处在基建期的矿山企业,由全员参与、全过程的成本管理和风险控制,就能够在减少投资、缩短工期、弱化风险方面,让自己一开始就处于行业排头兵的位置,从而提升自身竞争力。文章就如何从决策至竣工交付使用的基建期的成本管理和风险控制,做一简要的阐述。     

BIM技术在项目前期管理工作中的应用

南京江宁上坊片区安置房项目影响力较大,当地政府与甲方均高度重视。在相对短周期内既要完成各种与政府层面的沟通协调,又要确保施工质量和施工进度。结合实际情况,将BIM技术应用到项目管理中,通过植入数据信息的方式仿真模拟建筑物所有真实信息,在项目开始之前,检查出了图纸中的管线碰撞、设计缺陷等问题,利用五维施工建造模拟制定了合理的工作计划,与预算部门配合好,提高了项目成本控制。