《EMBA项目管理课件及案例》ch11_Critical Chain Project Scheduling关键链项目进度计划.pptVIP

Copyright ? 2013 Pearson Education Copyright ? 2013 Pearson Education Critical Chain Project Scheduling 关键链项目进度计划 11-0* After completing this chapter, students will be able to: 通过本章学习，学生可以： Understand the differences between common cause and special cause variation in organizations. 理解组织中常见普通原因偏差和特殊原因偏差之间的区别； Recognize the three ways in which project teams inflate the amount of safety for all project tasks. 认识三种项目团队用来为所有项目任务提高安全量的方式； Understand the four ways in which additional project task safety can be wasted. 理解四种可能浪费附加项目任务安全的方式； 11-0* Chapter 11 Learning Objectives 学习目标 Distinguish between critical path and critical chain project scheduling techniques. 区分关键路径和关键链项目进度计划技术； Understand how critical chain methodology resolves project resource conflicts. 理解关键链方法如何解决项目资源冲突； Apply critical chain project management to project priorities. 把关键链项目管理方法应用到项目优先级的设定中。 11-0* Chapter 11 Learning Objectives 学习目标 Theory of Constraints Critical Chain Project Scheduling约束理论与关键链项目进度计划 A constraint limits any system’s output. The Goal – Goldratt 约束限制任何系统的输出。? 《目标》–高德莱特 TOC Methodology 约束理论（TOC） Identify the constraint 识别约束 Exploit the constraint 利用约束 Subordinate the system 附属于系统 Elevate the constraint 打破约束 Repeat the process 重复过程 11-0* FIGURE 11.2??Five Key Steps in Theory of Constraint Methodology 图11.2 约束理论(TOC)的五大核心步骤 11-0* Copyright ? 2013 Pearson Education 识别系统约束 利用系统约束 附属于系统约束的其他一切约束 打破系统约束 重新评价系统 Variation 差异 Common Cause 普通原因 Inherent in the system 系统固有的 Special Cause 特殊原因 Due to a special circumstance 归因于特殊的环境 Managers should Understand the difference between the two types 理解两者之间的区别 Not adjust the process if variation is common cause 若偏差由普通原因造成，则不需对项目做调整 Not include special cause variation in risk simulation 风险模拟中不要包括特殊原因偏差 Not aggregate discrete project risks 不要聚合离散的项目风险 11-0* CCPM and the Causes of Project Delay关键链项目管理(CCPM)和项目延时的原因 How safety is added to project activities 如何确保项目进度 Individual activities overestima