Planning And Process Control Of Productive Innovation Multi-projects In S Company

With the arrival of the knowledge economy era in the early 1980s, the major means of competition between enterprises have shifted from resources and funding to technology and management. Issues such as innovation management, breaking away from the routine, improving business operation efficiency, stimulating employees' technological innovation awareness, and invigorating the business vitality have become bigger concerns of business managers. Therefore, to adopt Multi-projects management approach to achieve overall planning and control in a business that extensively used traditional project management methods could be a pretty excellent management innovation activity.In this thesis, the productive innovation Multi-projects management in S company is used as the study object; guided by traditional project management and Multi-projects management theories, the causes for the current schedule delay and undesired project effects are summarized and analyzed on the basis of actual investigation situation and data. The objective is to seek a Multi-projects management approach that is suitable for the business. During the study process, the author has read a great number of Chinese and foreign literatures associated with traditional project management and Multi-projects management, and the author has summarized the study results. By taking into account the company's internal resources condition and the original management methods of multiple productive innovation projects, the following four major issues are concluded through analysis, including:(1)Project allocation; (2)Project scheduling; (3) Project risk assessment; (4) Project management process. Three parallel real-world projects are used as examples: WBS is processed; key resources are identified; strategic priority AHP is employed to determine project priorities rankings. CCPM technology is used to identify multiple project critical chains based on project priorities; the conflicts that are caused by bottleneck resources between projects are equilibrated; the security time is reasonably eliminated; unified project buffer zones are set up; finally, the ultimate critical chain plans of multiple projects are developed. Though the dynamic monitoring of buffer zone use in the project implementation cycle, a set of priority-based Multi-projects management critical chain methods is established. Through taking advantage of the optimized Multi-projects management critical chain plans, the total scheduled duration is shortened by 12 working days; actual project progress proceeds in a good manner; management effects are obviously improved; so the satisfactory results have been achieved.Through the study of this thesis, new methods have been proposed. So S company can better plan and manage multiple projects in the context of limited resources by using its own strategic objectives as guides to measure the value of multiple projects. It also provides references for other similar Multi-projects management cases.