||Prioritizing Resource Utilization for Multiple Construction Projects from the Perspective of CCPM
||Department of Civil Engineering
||Alejandra Marroquin Aguja
Critical Chain Project Management
Since its development the Critical Chain Project Management (CCPM) has been characterized as being a novel approach for managing any type of projects. This method features several characteristics, like reducing lead time and uncertainties and minimizing undesirable human behaviors, which make it an appealing method for those in charge of managing projects.
The resolution of conflicts within the activities and resources of a project is a crucial step in the scheduling of the same, as the duration and cost of the project depend on part of it. The study of this issue in the construction sector has been addressed by several authors, however, many of the studies are not related to the Critical Chain and the few that have applied it as a management method have approached the issue in such a way that they limit its application to specific situations.
This research proposes a framework which is intended to improve the way construction projects are prioritized. The framework is founded on the components that define construction projects, as well as the objectives of the application of the Critical Chain method. The value of each component is defined by means of a survey and incorporating these values to the Critical Chain results in a prioritization process based on how activities and resources of construction projects are handled.
TABLE OF CONTENTS
TABLE OF CONTENTS III
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER 1 INTRODUCTION 1
1.1 Research Background. 1
1.2 Motivation of Research. 2
1.3 Objectives and Scope. 2
1.4 Research Procedure. 4
1.5 Thesis Structure. 5
CHAPTER 2 LITERATURE REVIEW 7
2.1 Problem Statement. 7
2.2 Project Management. 9
2.2.1 Critical Path Method / Project Evaluation and Review Technique. 9
2.2.2 Theory of Constraints. 11
2.2.3 Critical Chain Project Management. 13
2.2.4 Undesired Effects. 14
2.3 Multiple Projects. 15
2.3.1 Multiple Projects and Critical Path Method. 16
2.3.2 Multiple Projects and Critical Chain Project Management. 16
2.4 Summary of the Literature Review. 17
CHAPTER 3 RESEARCH DESIGN AND METHODOLOGY 19
3.1 Analytical Hierarchy Process. 19
3.2 Expert Choice© 21
CHAPTER 4 PRIORITIZING RESOURCE UTILIZATION FOR MULTIPLE CONSTRUCTION PROJECTS FROM THE PERSPECTIVE OF CCPM 23
4.1 Research Scope. 24
4.2 Research Assumptions. 25
4.3 Process Development. 26
4.4 CCPM Objectives. 27
4.5 Project Components. 29
4.6 Relationship between Project Components and CCPM Objectives. 32
4.7 Weighting of Components. 33
4.7.1 Survey Description. 34
4.7.2 Survey Results. 34
4.7.3 Survey Observations. 40
4.8 Guidelines for Resource Prioritization. 41
4.8.1 Development of Critical Chain Schedule for Independent Projects 41
4.8.2 Development of Critical Chain Schedule for Multiple Projects 42
CHAPTER 5 VERIFICATION AND RESULTS 46
5.1 Introduction 46
5.2 Case Study Description. 47
5.2.1 Projects Scope. 50
5.2.2 Original Projects Schedules. 51
5.3 Application of Prioritizing Factors for Constraining Activities. 53
5.3.1 Pair-wise Comparison. 54
5.3.2 Critical Chain Schedule for Park Project. 56
5.4 Application of Prioritizing Factors for Constraining Projects. 57
5.4.1 Original Schedule. 57
5.4.2 Pair-wise Comparison. 57
5.4.3 Critical Chain Final Project Schedule. 59
5.5 Results Verification. 60
CHAPTER 6 CONCLUSIONS AND SUGGESTIONS 61
6.1 Conclusions. 61
6.2 Future Research. 62
Appendix 1: Survey for Project Components Weighting 67
Appendix 2: Survey for Project Components Weighting (Spanish Version) 76
Appendix 3: Original Park Schedule 84
Appendix 4: Original House Schedule 87
Appendix 5: Constrained Park Schedule 90
Appendix 6: Conflicted activities – Park Project 91
Appendix 7: Constraining resources – Park Project 92
Appendix 8: Unconstrained – Critical Chain Park Schedule 93
Appendix 7: Constrained – Multiple Project Schedule 94
Appendix 8: Conflicted activities – Multiple Project Schedule 96
Appendix 9: Unconstrained – Multiple Project Schedule 97
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