The Progress Management Of R & D Projects Based On Critical Chain Theory In G Corporation

With the highly keen competition of market, every product gets its product life cycle for any Research and Development of new product. This product has to be faded out by other new products once its mature stage comes. Planning schedule of Research and Development project benefits the profit timely to compensate the expenses that have occurred. The coordination of resources ensure resources can be used when necessary to predict different funds and resources necessary to prior different project levels within various time periods. Nevertheless, in the course of the progress of the implementation of the plan, factors like human, material supply and other conditions influences the original plan becomes more popular.Traditional project plan which based on Critical Path Method (CPM) or Program Evaluation and Review Technique (PERT) does not take into account the issue of practical resource constraints of project management, which cannot timely realize the dynamic progress of the project that the original project plan cannot be amended correspondingly and induces corporation in a difficult state in the market. Theory of Constraints (TOC) puts forward a Critical Chain (CC) method and the concept of the buffer zone, to overcome resource conflicts and uncertainties and provide theoretical and practical to provide guidance.In this paper, based on the TOC project management methods, combined with the real situation of G 's Research & Development projects, the progress of the project data in a certain degree of restraint undergoes empirical analysis. Through the empirical anal?? shows that the TOC based on the progress of the project management methods can overcome inflexibility, passive management, cannot be comprehensive and effective solution to climate change from the uncertainty of project progress problems occurred in traditional method. It can also overcome the conflict come from resources and the influence of "student syndrome" and other factors, to improve the operational efficiency of the project and increase the flexibility of project management, the effective protection of the progress of plans to secure the progress of the project goals achievement. At the same time, based on the TOC project management approach can help enterprises focus on the entire plan in the complex and ever-changing environment, enhance the adaptability to change, improve from being passive to active, undergo operation more flexible and effective, to achieve the three control (quality, progress, cost) objectives.