The Application With Critical Chain Method (CCM) In Enterprise Schedule Management

There is some problems in project schedule management methods (Gantt Chart、CPM/EPRT Method) that working time is too long and unconsidering the influence ofresource constraints during the work when compiling schedule estimates. And it alwaysdelay during the project execution period. At the same time, enterprises often face thecurrent situation of the implementation of multiple projects, the past schedulemanagement methods do not think the role of the relationship between projects, whichaffects the overall strategy of the enterprise development. Therefore, this papercombined with the thought and principle of the critical chain method, in view of thesituation of multiple projects in parallel and the original schedule method, to research onthe critical chain method in the enterprise application research progress management ofmultiple projects in parallel.Firstly,this paper expounds the process and the factors during the progress of theproject schedule management, and analysis the existing problems in schedulemanagement method.Through the comparative analysis of the critical chain method andthe original confirmed to get the superiority of critical chain management and advanced.For contemporary enterprise implementation of multiple projects which is easy to causethe phenomenon of resource contention, management confusion, this paper puts forwardto build project management mode and the corresponding organization structure andimprove the common matrix organization structure.This work is ready to use the criticalchain method in multiple projects.Secondly, this paper build procedure with the critical chain in the application ofproject schedule management, and put forward the specific solution and model in the judgment of project priorities, work duration of estimate, the determination of thecritical chain and buffer steps.For determine the project priority, this paper based onthe viewpoint of project cycle operation, analysis the project itself attributes, enterprisestrategic objectives, risk, resource scarcity level ten small four evaluation factors, buildthe evaluation model of unascertained measure to solve this problem.Lastly, through the two projects of B company——xin-he project and xiang-yunproject, it illustrates the critical chain project schedule management in the programmanagement, and compares the results with the original schedule method, to confirmthe superiority of critical chain project schedule management. And in the end, this paperdiscusses the further research directions.