Ccpm Application In Pressure Vessle Manufacture Multi-project Management

More and more enterprises expand the scale, the number of projects on its internal running is more and more, it formed the multi-project management environment. In the multi-project management company, resource conflicts is the main contradictions and bottlenecks, many enterprises face conflict resources, and can't allocate resources efficiently, which become the biggest problems and challenges for many companies, therefore the research for project management is necessary. In recent years, many countries scholars and researchers put lots of energy on the study of multi-project management.X-company is a foreign-funded manufacturing company, whose main product is a pressure vessel. Pressure vessel manufacturing industry is a typical multi-project management company, its main features are: many projects, the project cycle is short, the project as a whole similar, but each project has a different, more projects running in parallel. Each project manager needs to manage multiple projects, for the entire company, it means that while there are dozens or even hundreds of projects in parallel. Since X-company found in 2007, it has completed a lot of projects and got the praise from customers, but also has the following problem below.(1) Since multiple projects are operated at the same time, the resource conflicts often occur in project implementation progress, the project manager in order to ensure their project on schedule, often using various methods to fight for resources. And X-company project managers and other department managers are flat level institutions, project manager in the allocation of resources can only be done through negotiation. When resource conflicts between multiple projects, production planning department often provisioning of resources is unreasonable, and thus lead to a crisis in progress other projects, in order to ensure the smooth progress of other projects, but also need to spend a lot of time and resources to catch workers. Such a vicious cycle not only increases the operating costs will also affect the normal execution of other projects, often resulting in between departments and sectors, friction and conflicts between employees, increasing the difficulty of the enterprise management, thereby affecting the company as a whole progress of the project and completion of quality, resulting in customer complaints, affecting the reputation of the enterprise.(2) Project Manager authorization is not enough and lack of expertise, pressure vessel manufacturing enterprises generally adopt a weak matrix organization structure, run solely by the project manager responsible for the project, but the right to give the project manager is very enough, because the project manager controls only as coordination, and no incentive for the project participants have the right, on behalf of the rights and experts alone right tube multiple projects simultaneously. Because it is a foreign company X, which requires project managers need good communication skills in English, but many are not professional and technical personnel and business background, their manufacturing processes, manufacturing processes, business processes, which are not familiar with, but also makes the project the implementation process, can't be carried out in a timely manner to develop analysis and decision-making issues identified problems, the complexity of the problem, increase the conflicting and other sectors and distrust, to project management corresponding increase in risk.(3) The project period is short with the development of CAD / CAE technology, the current pressure vessel manufacturing industry also uses the popular theory of concurrent engineering and zero inventory to reduce inventory cycle rate and compression products, improve the competitiveness of enterprises, so many projects the cycle is very short, and often is designed and manufactured at the same time, it also led to the design change may be due to rework or scrap products caused.These questions lead to a direct impact on X-company, first is the completion of many projects delayed delivery, second is the relatively low productivity. Use PMO and CCPM theory to explore how to optimize the allocation of resources to improve the X-company efficiency of resource using, PMO and CCPM mutually binding multi-project management system, X-company used to improve project management level, improve their resource utilization and profits. Through PMO and CCPM theory in X-company's application, track and monitor its 2012 to 2014 years of data, the two main problems existed in the X-company have been significantly solved. This also shows that the PMO theory and CCPM theory in X-company's application is effective and successful, and then prove its usefulness in pressure vessel manufacturing enterprise multi-project management, project delays for solving, improve production efficiency and It has a significant role in terms of resources and equipment, from the perspective of the overall interests of the enterprise to provide benefits, but also can provide reference and guidance as a multi-project management is similar to other manufacturing enterprises.