摘要
随着市场竞争越来越激烈,企业需要在有限资源的情况下,快速开发出更为
复杂的产品以满足客户的需求,这给企业的确带来了很大的挑战。LT公司,作为
一家专业提供LED灯具的研发和制造的企业,在行业利润和企业运营费用进一步
缩减的大背景下,为了持续满足客户的越来越复杂的产品需求,LT公司管理层决
定在不额外增加资源的情况下,特别是人力资源不增加的情况下,提高研发部的
新产品开发效率,以保障新产品尽快上市,贏取更大的市场份额。但是,H前公
司各类资源特别是人力资源的供给却难以满足新产品开发项目内部的多个活动的
平行开展,时常出现多个项目活动因为资源的需求冲突而无法按进度计划顺利执
行,从而导致项目延期的频繁出现。另一方面,研发人员在估计活动工期时往往
会在实际可以完成的时间上增加一点的安全裕量时间,以最大程度保证该活动的
按期完工,但却造成了整个项目效率的下降和项目计划工期的过多冗余

综上,LT公司亟需通过对公司内人力资源的供给和需求进行分析,并在项目
的活动中将资源约束考虑进去,以减少多个活动在执行阶段出现资源冲突;并且
提高项目各项活动工期估计的准确性和项目执行效率,最终保证项目内多个活动
的顺利开展和项目的按期完工

关键链项目管理方法,是约束理论在项目管理的具体应用。其在解决资源冲
突、协调资源、监控项固进度方面有很显著的作用。本文运用项i进度管理和关
键链法等相关理论和方法,针对LT公司新产品开发项目进度管理中出现上述问题
进行研究,提出了一套考虑资源约束的项目进度计划方法。酋先阐述了项目管理、
项目时间管理的相关基础理论,介绍了应用在产品研发之上的关键链的相关理论,
对比了传统关键路径法和关键链法的优缺点,体现关键链法的优势和适用性。其
次,以LT公司太阳能草坪灯的新产品开发项目管理作为背景,分析LT公司新产
品的新产品开发项目计划,应用关键链法,找出产品研发过程中的约束资源,并
对约束资源的使用顺序进行优化排序,进而找出其项目的关键链。然后,通过压
缩项目活动的工期,减少“学生综合症”对项目时间估计的影响;并根据项目活
动的排序和特点,设立不同的时间缓冲区,对项目进度进行监控和预警,以此来
确保项目的及时率。最后通过与传统项目管理方法的使用效果进行比较分析,验
证了应用关键链法在项目时间管理方面的有效性

关键词:关键链,新产品幵发,资源约束,工期压缩,缓冲管理
I
ABSTRACT
ABSTRACT
With the rapid changes in market, company should expedite developing more and
more complicated products to meet the customers’ needs with limited resources and
budgets. That is a big challenge for company. LT company, as one of the LED lightings
companies which can provide R&D and manufacturing services, in order to meet
different customers’ demand,the top management of LT company makes a decision that
the project team can’t allow to increase any extra resources, especially for the human
resources when executing the projects, as well as to improve the efficiency in order to
ensure the new product to quickly launch into market so as to gain more and more
market share. However, currently the supply of a variety of resources especially the
human resources is hard to hit the demand in terms of conducting multi-activities in
parallel for R&D project. Often multi-activities can&39;t catch the schedule due to the
conflict between the resources and demand. As a result, that will make the project delay.
On the other hand, the engineers always add the additional time for buffer into the
schedule when they are asked for estimating the lead time for each activity so as to
secure the activities are finished on time to a great extent. However, it will make the
efficiency of the whole project decreased and the project schedule is too long and
redundant as well.
Above all, the LT company should analyze how to balance the demand and supply
for the human resources. And also need to take the resources constrains into account
when executing the project activities in order to decrease the conflict when varieties of
activities are doing at the same time in the executing phrase. Enhance the accuracy of
the estimate for lead time and increase the efficiency for the project executing. Thus to
secure varieties of activities in the project are able to be smooth going and finish on
time.
Critical Chain Project Management Method is the application on the constrain
method. Nowadays, Critical Chain Project Management Method has outstanding effects
on aspects in terms of resources conflicts handling/resources plan/project process
monitoring. The thesis applies Project Time Management theories and Critical Chain
Project Management Method to study the topic mentioned above regarding the R&D
project time management and puts forward a body of planning method considering the
ii
ABSTRACT
constrains of resources. Firstly, the thesis expounds the relevant theories regarding the
project management and project time management and introduces the Critical Chain
Project Management Method applying on R&D projects, comparing to the traditional
method Critical Path Method for the advantages and disadvantages, to reflect Critical
Chain Project Management Method’s advantages and applicability. Secondly,the thesis
is based on the R&D project solar lawn light R&D project’s management as background,
analyzes LT company’s new product R&D project plan and applies Critical Chain
Project Management Method to find the resources constrains during the R&D process
and optimizes the sequence for constrain resources so as to find the project’s Critical
Chain. Thirdly, compress the lead time for activities to reduce the affects of &39;Student
Syndrome” when estimating the lead time. Also, according to the sequence and the
feature of the project activities, set the different time buffer, monitor the project
progress and warn when abnormal occurs to secure the project on-time rate. Finally,
compare and analyze the effects of the traditional project management method and the
Critical Chain Project Management Method to validate the effectiveness of applying
Critical Chain Project Management Method on project time management.
Key Words: Critical Chain, New Product Development, Resource Constrain, Duration
Compression, Buffer Management
hi
目录
第一章绪论 1
1.1选题背景和意义1.2研究内容和思路1.2.1研究容1.2.2研究思路1.3本文章节安排第二章相关理论综述2.1项目管理 5
2.1.1项目管理的概念2.1.2项目管理主要内容和目的2.1.3新产品开发项目管理2.2项目时间管理2.2.1项目时间管理概念2.2.2项目时间管理过程和内容2.2.3项目时间管理方法
—
—关键路径法2.3关键链理论2.3.1约束理论2.3.2关键链管理的原理结构2.3.3关键链管理的过程2.3.4确认资源约束,关键链的识别2.3.5挖掘资源潜力,加入缓冲,保护关键链2.3.6关键链法和关键路径法的比较第三章LT公司新产品开发项目管理现状和分析3.1 LT公司简介3.2 LT公司新产品开发项目管理现状3.2.1新产品开发项目现状3.2.2新产品开发项目流程现状3.2.3新产品开发项目资源现状3.2.4新产品开发项目工期估计现状
21
3.3 LT公司在新产品开发项目时间管理中的问题和解决的对策
21
IV
3.3.1新产品开发项目时间管理存在的主要问题
21
3.3.2新产品开发项目时间管理问题解决的对策
23
第四章基于关键链技术的新产品开发项目时间管理在LT公司中应用
25
4.1应用关键链技术实施的步骤
25
4.2具体实施项目介绍——Max太阳能草坪灯项目
27
4.2.1产品规划
27
4.2.2产品特点
27
4.3 Max太阳能草坪灯的项目范围定义
27
4.3.1项目阶段的划分
27
4.3.2新产品开发的WBS
28
4.4 Max太阳能草坪灯基于关键路径的初始进度计划的制定
30
4.4.1项目活动的排序
30
4.4.2项目活动历时估算
32
4.4.3编制基于关键路径的初始进度计划
34
4.5 Max太阳能草坪灯基于关键链的资源协调和缓冲区设置
39
4.5.1找出资源约束,识别关键链
39
4.5.2挖掘资源潜力,计算要添加的项目缓冲
46
4.5.3加入缓冲,保护关键链
47
4.5.4关键链中的缓冲管理和进度监控
53
4.5.5关键链项目管理实施效果
54
第五章总结 58
mif 6〇
61
v
.第一章绪论
I
第一章绪论
1.1选题背景和意义
中山LT公司原先只是一个前店后厂的作坊式街头小厂,年产值最多200万元,
利润不到20万元。在30多年的发展历程中,这个集体所有制经营的小厂经历了
集体所有转私营,再升级到股份制的所有制形式,期间准确抓住了几次重要产品
升级的契机,迎合了市场趋势,得到飞跃的发展。今天,LT公司已发展成为拥有
。。。以上简介无排版格式，详细内容请下载查看