جستجوی مقالات مرتبط با کلیدواژه "مدیریت زنجیره بحرانی" در نشریات گروه "فنی و مهندسی"

Nowadays traditional point of view is not able to meet the needs of construction project management. Therefore, the use of modern management approaches can be greatly helpful. The first step to reach this goal is to identify and verification variety of projects in terms of linear or network types, the difference in project and multi-project management, management and execute methods. In this research, critical chain management method is used instead of critical path method to provide more practical schedule. The proposed method solves a scheduling problem with time/resource tradeoff to provide a minimum-makespan deterministic schedule which will generally be a good starting point for project execution. Also to overcome the risk in the case, schedulers have a medium risk coefficient based on cognitive style. Anyway, the change of parameter β will give a little change in project duration. The proposed method is useful for both project planning and execution. The methods is simple, practical and can be easily computerized. It should be noted that although the advances in the field of computers and computing speed and information processing it is done, we still need to project manager and human using engineering vision, experience and knowledge can choose the best algorithm for each project to be felt.

The project planning and control process is a complex task, including initial planning based on estimates and available resources, measuring progress and evaluating current programs, and undertaking corrective actions after the disruption. Disruptions in projects often occur due to the occurrence of random changes during the execution of activities. In this research, a model is developed to monitor the performance status of the critical and non-critical chains of the project in terms of buffer consumption index and also the calculation of the schedule performance index. Corrective action is required if warning signals predict possible future delays. The superiority of the method for determining the proposed precautionary reserve compared to the current and most commonly used critical chain methods for managing the project is illustrated by numerical examples and a case study. One of these advantages can be improved scheduling reliability through better allocation of buffer times and a decrease in the mean and variance of completion time delays for the output of the proposed method compared to other commonly used critical chain approaches. A robust project control model is based on integrating time management (critical chain) management and indicators of value management approach. The amount of precautionary consumption in critical and non-hazardous chains was investigated and analyzed. The results of the project management based on time-saving management showed that non-hazardous project chains also exacerbate the likelihood of delays if their precautionary consumption levels are at critical points.

Today's traditional views alone can not meet the needs of managing civil engineering projects. Therefore, the use of modern managerial approaches can be largely controversial. The first step towards achieving this goal is to understand the types of projects in terms of line or network, the difference between managing a project with multi-project management and project management and implementation methods. In this research, the critical chain management approach has been used instead of the critical path method to provide a more practical timetable. In order to overcome uncertainty, the proposed method of fuzzy numbers in terms of the definite time of activity and knowledge of experts is used to model uncertainty over the duration of the activity. The proposed method, instead of replacing the initial deterministic scheduler with the fuzzy set time schedule, still holds the definite time schedule and simply arranges the project buffer to deal with uncertainty. The size of the project buffer is determined using calculations on fuzzy numbers. Also in order to overcome the risk in the case study, this study considers an average risk factor to meet the needs of the project buffer. However, changing the risk factor in different high, medium and low risk situations will have little effect on buffer size. In this study, in order to evaluate the model presented in this study, several linear-repeater construction projects were simultaneously studied and planned.