Research Of Project Schedule Management Base On The Critical Chain In500kV DP Power Substation

As the main network of southern power grid system,500kV power network not only intotal investment accounts for a large proportion, but also has a high capital costs, technicalcomplexity and environmental features. In the process of engineering construction, scheduledelays and cost overruns and other problems often occur. In order to find a scientificmanagement method for power transmission and transformation engineering projectmanagement, this paper discusses a new method of project management-critical chain projectmanagement(CCPM), and apply it to optimize project schedule management on the basis ofproject progress management.Firstly, the author investigates the500kV DP Power Substation status of project progressthrough the project site, and analyzes three problems of project progress management. First,the project planned to use the traditional management techniques which may cause a lot ofproblems: such as not taking into account resource constraints, only concerns the logicalrelation between processes, subjective estimates of activity duration, can not be timely to theproject schedule control. Second, the project may be the existence of a large number ofuncertain factors, the security boundary, plus the team members are expected to pressureproject Senior Management cuts duration, these factors may cause the problem of long projectduration estimation. Third, because of "student syndrome","Parkinson ’s" laws, projects apositive bias has not been passed, the effects of multiple active paths project due to loss ofproject safety time and etc.Secondly, further study of500kV DP Power Substation project schedule managementusing CCPM from eliminating the safety time of the project, to resolve a resource conflict, toidentify key chains, buffer size, and other aspects to optimize project schedule. In eliminatingproject safety time, using50percent probability of process may be completed in time, that isthe most optimistic time as the time it takes to process; On identification of key chain, the"earliest arrival time rule (EarAT)" priority guidelines of parallel algorithms are used toallocate resources to identify key chain; Project on the settings for the size of the buffer, usingelastic coefficient method to determine the size of the buffer, resulting in optimal projectschedule.Finally, in order to ensure the effective implementation of the plan after optimization,controlling the progress of the project through the establishment of the project buffermanagement mechanism, that is, by establishing a project buffer management alert, set the green light, yellow light, red alert form, compiling project buffer management decision tables,implement flow charts based on buffer management on project progress control.be preparedprior to project implementation measures and guarantee measures of progress management. Inapplying the critical chain management schedule, we should be mindful of the human healthimpacts on critical chain, concern the relationship between consumption of buffer size inrelation to the projects, focusing on some of the biggest design change may impact on projectbuffer size. After the implementation of the project, the actual construction period reduces theduration of45days and saves the project cost536,355yuan compared to the original planthrough comparative analysis. So CCPM is feasible in theory and practice,we can promotethe apply in the same project in the future.