Chain Project Research Articles

Exact and flexible solution approach to a critical chain project management problem

An important component in critical chain project management is a scheduling methodology to support resource constraints. Given task duration estimates and precedence relations along with resource designation for each task, one seeks to adhere to a target due date as well as to shorten the estimated makespan. Key are two types of time buffers to absorb potential delays accumulated from preceding tasks, and this makes the problem complex and hard to solve. The “good enough” strategy has been prevalent in research, focusing on the development of heuristic solution methods. There has been only one attempt to minimize estimated makespan, wherein discrete algebra is utilized. The method is, however, inflexible as you must compose a search space. Even the slightest extension requires a major recast of the approach. Hence, we develop a new approach to find an exact optimal solution in an efficient manner. Given a project instance, an optimization problem is constructed as a mixed-integer linear-program, for which an exact solution can be found using an off-the-shelf solver. While the problem is NP hard, larger-scale project instances, including up to 30 tasks, can be solved within a practical time standard. Extension with respect to resource assignment is easily accomplished. Experimental results highlight the significance of the developed framework.

The constraints of theory: What is the impact of the Theory of Constraints on Operations Strategy?

Although previous studies have advanced understanding on about the effects of the Theory of Constraints (TOC) in different areas in Operations and Supply Chain Management (OSCM), a relevant knowledge gap still remains concerning how the TOC elements impact the main competitive dimensions of operations strategy, and how they can be applied to influence the strategic priorities of the firm. In order to fill this knowledge gap, in this paper, we extended the operations strategy to the TOC context to examine with more precision the influence of TOC elements upon the competitive priorities high speed, on-time delivery, high flexibility, low cost, and high quality. A multi-method approach was adopted, combining both qualitative and quantitative approaches. Findings suggest that the primary competitive dimensions leveraged by TOC elements are on-time delivery and high speed, followed by high flexibility. Also, primarily, Scheduling Process (DBR and S-DBR), Critical Chain Project Management, TOC Replenishment for Distribution and Dynamic Buffer Management influence the competitive dimensions with different intensity levels and overlaps. The first contribution of this paper is in offering a better comprehension of the significant overlaps existing between various TOC elements and their simultaneous influence on firm's operational performance. Second, we provide prescriptive strategies to firms for prioritising managerial efforts and resources while implementing TOC elements, in isolation or combined with other management philosophies. Third, the paper enhances understanding of how to improve decision-making and to manage conflicting strategic objectives affecting the firms’ competitiveness. The added value and originality of this paper is in (i) minimising the lack of knowledge regarding whether and how TOC elements affect the competitive priorities in operations strategy; (ii) enable decision-makers to evaluate their continuous improvement initiatives adopted as part of the operations strategy and, eventually, select other managerial philosophies to enhance the competitive dimensions and operational performance; (iii) enable a better organisational design, attenuating the trade-offs among conflicting strategic objectives in OSCM.

Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

Due to the COVID-19 pandemic, a number of employees transitioned into virtually distributed supply chain project team environments for the first time in their careers due to shelter-in-place and social distancing mandates that impacted industries around the world. With project managers implementing processes and procedures remotely to employees fielding calls from home while caring for children, the world entered into an unprecedented time and an unknown unknown. As the pandemic required organizations to implement agile practices, project managers within various industries had to adjust operational processes, while at the same time had to ensure project team needs were addressed. In an effort to mitigate the risk of transitioning back to conventional management approaches, a qualitative survey method was performed in this study to understand supply chain project team member experiences during this transition period. The results of the survey uncovered that the creation of a supply chain uncertainty management plan, demonstrating the benefits of virtual supply chain project teams, and the continuous integration of collaborative technology tools may contribute positive outcomes from the COVID-19 pandemic.

Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

Due to the COVID-19 pandemic, a number of employees transitioned into virtually distributed supply chain project team environments for the first time in their careers due to shelter-in-place and social distancing mandates that impacted industries around the world. With project managers implementing processes and procedures remotely to employees fielding calls from home while caring for children, the world entered into an unprecedented time and an unknown unknown. As the pandemic required organizations to implement agile practices, project managers within various industries had to adjust operational processes, while at the same time had to ensure project team needs were addressed. In an effort to mitigate the risk of transitioning back to conventional management approaches, a qualitative survey method was performed in this study to understand supply chain project team member experiences during this transition period. The results of the survey uncovered that the creation of a supply chain uncertainty management plan, demonstrating the benefits of virtual supply chain project teams, and the continuous integration of collaborative technology tools may contribute positive outcomes from the COVID-19 pandemic.

Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

Due to the COVID-19 pandemic, a number of employees transitioned into virtually distributed supply chain project team environments for the first time in their careers due to shelter-in-place and social distancing mandates that impacted industries around the world. With project managers implementing processes and procedures remotely to employees fielding calls from home while caring for children, the world entered into an unprecedented time and an unknown unknown. As the pandemic required organizations to implement agile practices, project managers within various industries had to adjust operational processes, while at the same time had to ensure project team needs were addressed. In an effort to mitigate the risk of transitioning back to conventional management approaches, a qualitative survey method was performed in this study to understand the supply chain project team member experiences during this transition period. The results of the survey uncovered that the creation of a supply chain uncertainty management plan, demonstrating the benefits of virtual supply chain project teams, and the continuous integration of collaborative technology tools may contribute positive outcomes from the COVID-19 pandemic.

Assessment and analysis of programs for the management of transport infrastructure construction projects

The use of probabilistic non-alternative network models for planning investment construction projects has been thoroughly studied and has been widely used in construction practice for several decades. One of the common methods based on such models is the Program Evaluation and Review Technique. This method is for planning the project dates in which the durations of all or some of activities cannot be unambiguously determined due to the high degree of uncertainty in the external environment in which such projects are implemented. However, the problem of controlling the deadlines and milestones of an investment construction project based on the Program Evaluation and Review Technique has not been studied well enough. This article investigates the possibilities of applying the Program Evaluation and Review Technique to track and control the construction project schedule. A method based on monitoring the values of the probability function of the timely completion of the project is presented. The method takes into account possible deviations of the predicted completion date of the project and, if they exceed the established limits, prescribes the initiation of corrective measures. We give recommendations for improving the Program Evaluation and Review Technique that reduce its shortcomings in applying for control the construction period. The greatest effect can be obtained by combining the Program Evaluation and Review Technique with other known methods, in particular, the Critical Chain Project Management.

Research on Procurement Schedule Management of Large-scale Power Plant EPC Project

[Introduction] The schedule management of the procurement plan has been the prime focus of the thesis. In this investigation we measured the procurement schedule using the critical chain project management. The results have shown that there are obvious advantages when the critical chain project management is applied, compared to the traditional schedule management. [Method] Thus, we demonstrated the feasibility of concluding some approach on how to manage the procurement schedule in the large-scale EPC project based on the critical chain project management. [Result] The critical chain project managemen emphasizes the importance of identifying core equipment and materials, rationally allocating human resources, setting up appropriate buffer and early warning signals, and playing the role of procurement as a bridge connecting design and construction, so as to effectively strengthen procurement schedule management. [Conclusion] This work provides some guidance for further study on work of schedule management in the EPC project.

An innovative interval type-2 fuzzy approach for multi-scenario multi-project cash flow evaluation considering TODIM and critical chain with an application to energy sector

Project management has been proven to be an effective tool to manage sophisticated activities. Various techniques of project management have played an essential role for successful project implementation in different areas. Managing projects, especially in a multi-project environment, involves a complex situation because of its distinguishing feature in which a number of projects are being executed simultaneously, that is, they are followed in parallel. Therefore, applying human resources will be more effective and more idle time will be eliminated as well. More so, it can enable people to share their lessons learned from one project to another. With respect to handling a number of projects at the same time by most firms, it is sophisticated for contractors to cope with financial issues of projects, which involve different project cash inflows and outflows. Thus, taking an accurate cash flow prediction into account for projects has been changed into a crucial matter for firms, and lack of this consideration may result in the failure of projects as well. Moreover, there is a desperate need for uncertainties to be addressed thoroughly regarding their vital role for suitable project management. With these in mind, an innovative approach is proposed in this paper to anticipate the cash flow of project by considering type-2 fuzzy extension of both critical chain project management (CCM) for project scheduling and TODIM (an acronym in Portuguese for interactive Multi-Criteria Decision Making) method for selecting the best scenario in a multi-project environment. Hence, type-2 fuzzy numbers are utilized in order to state uncertainties. Eventually, a real-world project in a petro-refinery firm is applied to indicate the capability of the presented approach.

Incentive schemes for resolving Parkinson’s Law in project management

Project management is a business process that supports about 30% of the world’s economic activity. Yet projects routinely suffer from the influence of Parkinson’s Law. This behavioural phenomenon routinely results in failure to deliver work that is completed early before its assigned deadline. As a consequence, the late completion of other work is not offset, and overall project performance suffers. Hence, project success rates below 40% are widely reported.Our work uses mechanism design within non-cooperative game theory. A particular issue in the design process is to eliminate the possibility that a project worker with multiple dependent tasks can improve their incentive payment by falsely reporting some of their task completion times. From our review of the academic and business literature of project management, no incentive scheme used in practice accomplishes this.Our results include the design of incentive schemes that eliminate or mitigate Parkinson’s Law. These schemes apply to projects designed under either traditional Critical Path Method (CPM) planning or modern Critical Chain Project Management (CCPM) planning, and are also invulnerable to group strategy. A large-scale computational study validates the resulting benefit to project performance as substantial and also robust across different project characteristics. We also provide what is apparently the first analytical comparison between traditional CPM and modern CCPM planning systems.The incentive schemes we propose are simple and easily implementable. We recognize that performance incentives are structured differently by each organization, but our work provides a flexible basis from which various practical schemes can be designed.

Scheduling evaluation in construction projects using the critical chain project management method

PT. A is a company engaged in construction, EPC (Engineering, Procurement and Construction), infrastructure investment, property and real estate. The case study that was raised in this study was the construction project of the retaining wall and the ABC dock that was carried out by PT. A. The problem in the project is that the project scheduling is not good, causing delays in project completion. The purpose of this research is to evaluate the scheduling of the project so that the optimum schedule can be obtained in project implementation. The method used in this study is Critical Chain Project Management (CCPM). CCPM is a project scheduling method that can optimize the schedule due to the absence of multitasking. The CCPM begins by estimating the time without safeguarding the existing time on each job by using the Cut & Paste Method. The critical path serves to find out the critical or non-critical work or activity. Critical activities on wall construction projects anchoring land and ABC dock namely work keep directors. Based on buffer consumption monitoring indicators due to the potential for the emergence of waste will end in use of project buffer duration consumed during the 19-35 period day and immediately take action if the buffer is consumed in the period of 36-53 days. Based on evaluation with critical application Project chain management obtained one feeding 4-day buffer and duration of the buffer project 53 days with the existing scheduling period 432 days to 379 days without buffer consumption.

Predicting Penetration of the Project Buffer Time of Critical Chain Project Management (CCPM) Using a Linear Programming Approach

Managing the disruptions in projects is a challenging task for project managers. In this respect, critical chain project management (CCPM) has been considered as a promising methodology in expediting projects. However, the effectiveness of this methodology is often lost in search of optimal use of project buffers to hedge against delays occurring in the critical chain. The more critical chain activity gets delayed, the greater is the likelihood of penetration of project buffer time. The resource constraints of critical chains have been considered as a major determinant of project buffer penetration. Although a project buffer is provided to protect the critical chain, to keep the CCPM project schedule competitive, it is the priority of the project manager to minimize the blatant consumption of project buffer time by multiple critical chain activities. Historically, resource constraints within the critical chain have been associated with penetration of project buffer time. The literature suggests that the productivity of resources deployed in the critical chain can predict the penetration of project buffer time. Based on the premise that delays are omnipresent and unavoidable but predictable, this research aims to consider the post-facto measures of delays instead of pre-facto measures. Pre-facto measures are resources productivity and resources availability while post-facto measures are the compensation paid by the client and the cost of liquidity damages incurred by the contractor. It is assumed that pre-facto measures are convertible into post-facto measures. A linear programming model is formulated and tested using the case of Botanical Garden Construction Project in Pune city. Sensitivity analysis revealed that the propensity of project buffer penetration on a critical chain varies with the compensation matrix. Varieties of scenario are developed and the optimal solution is validated with the case study.

Characterization of aerosol particles at Cabo Verde close to sea level and at the cloud level – Part 1: Particle number size distribution, cloud condensation nuclei and their origins

Abstract. In the framework of the MarParCloud (Marine biological production, organic aerosol particles and marine clouds: a Process Chain) project, measurements were carried out on the islands of Cabo Verde (a.k.a. Cape Verde) to investigate the abundance, properties and sources of aerosol particles in general, and cloud condensation nuclei (CCN) in particular, both close to sea level and at the cloud level. A thorough comparison of particle number concentration (PNC), particle number size distribution (PNSD) and CCN number concentration (NCCN) at the Cape Verde Atmospheric Observatory (CVAO, sea-level station) and Monte Verde (MV, cloud-level station) reveals that during times without clouds the aerosols at CVAO and MV are similar and the boundary layer is generally well mixed. Therefore, data obtained at CVAO can be used to describe the aerosol particles at cloud level. Cloud events were observed at MV during roughly 58 % of the time, and during these events a large fraction of particles was activated to cloud droplets. A trimodal parameterization method was deployed to characterize PNC at CVAO. Based on number concentrations in different aerosol modes, four well-separable types of PNSDs were found, which were named the marine type, mixture type, dust type1 and dust type2. Aerosol particles differ depending on their origins. When the air masses came from the Atlantic Ocean, sea spray can be assumed to be one source for particles besides new particle formation. For these air masses, PNSDs featured the lowest number concentration in Aitken, accumulation and coarse modes. Particle number concentrations for sea spray aerosol (SSA, i.e., the coarse mode for these air masses) accounted for about 3.7 % of NCCN,0.30 % (CCN number concentration at 0.30 % supersaturation) and about 1.1 % to 4.4 % of Ntotal (total particle number concentration). When the air masses came from the Sahara, we observed enhanced Aitken, accumulation and coarse mode particle number concentrations and overall increased NCCN; NCCN,0.30 % during the strongest observed dust periods is about 2.5 times higher than that during marine periods. However, the particle hygroscopicity parameter κ for these two most different periods shows no significant difference and is generally similar, independent of air mass. Overall, κ averaged 0.28, suggesting the presence of organic material in particles. This is consistent with previous model work and field measurements. There is a slight increase in κ with increasing particle size, indicating the addition of soluble, likely inorganic, material during cloud processing.

Integrated Supply Chain Projects and multifunctional local development: the creation of a Perfume Valley in Tuscany

Marginal rural areas are undergoing major pressures from the effects of globalization, especially when no alternative has been found to conventional extensive agriculture and a lack of investments and vision squeezes the income of farmers. The objective of the paper is to show how Integrated Supply Chain Projects (Progetti Integrati di Filiera (PIF)), Italian rural policy tools funded in the framework of EU’s Rural Development Policy, can integrate supply chain innovation and territorial integrated strategies, fostering a multifunctional development of marginal rural areas towards a newly discovered identity. The case study is the PIF “Flora Aromatica Santa Luce” funded by the Tuscany Regional Administration RDP in 2016. The project aims at creating a new supply chain of organic aromatic plants in the Santa Luce Valley (PI). The integration is based, on the one side, on the creation and valorization of the new supply chain product, represented by an organic cosmetic line made with lavender essential oil, and, on the other side, on the territorial development of the Valley, in an economic, social, environmental and touristic perspective. From a theoretical point of view, the approach used was based on the new rural development paradigm, assuming that the processes of broadening, deepening and regrounding, together compose the main axis of rural development. The canvas model was used in order to identify a business model for the new supply chain and the territorial development of the area, while, at the methodological level, a participatory action research (PAR) approach was adopted. Results show how a supply chain project (like a PIF) can enhance innovation and stable commercial relationships within the supply chain and support processes of vertical and horizontal coordination, but also stimulate extended territorial strategies supporting the integration processes between agriculture, processing and other economic activities following a territorial multifunctional development logic. At the same time, key benefits for the policymaker and local administrations can also be identified in particular for marginal rural areas where farmers and other local actors are weaker and collective action is more difficult. Thanks to the PAR approach, a PIF can stimulate participation of farmers to relevant RDP measures but also allow convergence of individual actions towards wider regional and local strategic objectives.

Complex Equipment Remanufacturing Schedule Management Based on Multi-Layer Graphic Evaluation and Review Technique Network and Critical Chain Method

In order to solve project schedule delays caused by resource conflicts and uncertainty of the environment, work duration, and logical relationship, this paper proposed CCPSP (critical chain project scheduling problem) optimal scheduling model which integrates CCM (critical chain method) and multi-level GERT (graphical evaluation and review technique) network. DEACA (differential evolution ant colony algorithm) is designed to solve the problem, in which DE (differential evolution algorithm) is used to deal with the cross problem and mutation problem, and ACA (ant colony algorithm) is used to deal with each stage of the optimization process. The neighborhood structure is introduced to reduce the invalid search. By storing the non-dominated Pareto optimal solution in external files, the Pareto optimal frontier is obtained. This paper makes full use of the advantages of the two algorithms to achieve fast convergence and a global search for optimal solutions. At the same time of seeking the optimization algorithm, considering the multi-resource constraints, environmental uncertainties and other factors of the project, a buffer is set up, and a “minimum duration - maximum robustness” project schedule is formulated. Finally, through the analysis and verification of the project example, it shows that the project schedule made by this method is feasible.

Implementation of Critical Chain Project Management (CCPM) and Critical Path Method (CPM) on Scheduling Ship Repair Project

Implementation of Critical Chain Project Management (CCPM) and Critical Path Method (CPM) on Scheduling Ship Repair Project

Integrando el Scrum a la planificación de proyectos por cadena crítica

La planificación estratégica es la fase inicial dentro de la Administración de Proyectos por Cadena Crítica (CCPM), y sirve para definir claramente el alcance y lograr mantener el equipo de trabajo dentro de los objetivos. Este artículo aporta una visión amplia del beneficio que genera el Scrum en CCPM. La necesidad de optimizar la planificación de proyectos mediante CCPM motivó considerablemente esta investigación, cuyos propósitos son exponer los lineamientos para integrar las disciplinas del Scrum que mejor se adapten al CCPM, y lograr una reingeniería de procesos que aborde el manejo de equipos multidisciplinarios para aumentar el desempeño y la productividad. Se realizó una investigación descriptiva para identificar sucesos y condiciones predominantes, y se evaluaron ambas metodologías para identificar los elementos que hacen exitoso el Scrum y su aplicación en CCPM. Los resultados y experiencias obtenidas son las reuniones de seguimiento, y se muestra que CCPM y SCRUM impactan positivamente los recursos humanos. Como aportes importantes destacan la nueva fusión metodológica CCPM+SCRUM para convertir entornos de trabajo en ambientes dinámicos; se instituye un procedimiento paso a paso para aplicar el método; se destacan las mejoras en la capacidad del equipo de trabajo creando grupos autoorganizados; se brindan oportunidades para ajustar las funcionalidades, prioridades y requerimientos en cada ciclo iterativo. Finalmente, se introduce la retroalimentación en ciclos semanales y mensuales.

Effect of supply chain technology internalization and e-procurement on supply chain performance

PurposeThe purpose of this paper is to examine how e-procurement (EP) and supply chain technology internalization (SCTI) influence supply chain performance (SCP) through supply chain integration (SCI).Design/methodology/approachThis research analyzed 214 survey responses from project managers who have prior experience in the field of supply chain management. Structural equation modeling was used to analyze the data.FindingsThe results show that EP and SCTI positively influence SCI and SCP. The effects of EP and SCTI on SCP are found to be mediated by SCI in the context for the construction industry.Research limitations/implicationsFuture studies should focus on quantitative measures of SCP like budget overrun, supply chain efficiency and project success. Further research can be done through the exploration of moderating interactions of the proposed model.Practical implicationsFirst, the study highlights the importance of SCTI. Supply chain managers should first focus on effective utilization of different technologies used to support supply chain. Second, the research gives the guidelines to the supply chain managers and project managers about the benefits of EP. They should focus on proper implementation of EP in their organizations.Originality/valueThis paper contributes to the literature by proposing and testing the influences of EP and SCTI on SCI. This allows a strategic viewpoint when implementing SCTI, EP systems and SCI, intended to improve SCP.

Incorporation of resource reliability into critical chain project management buffer sizing

The methods presently used for buffer sizing of Critical Chain Project Management (CCPM) have lagged far behind capturing the stochastic nature of resource acquisition in real-world projects. The work described herein represents a new step towards the sizing of buffers for CCPM by developing a probabilistic measure obtained through a reliability analysis of project resources. The proposed method treats the resource availability as a random variable in project scheduling, meaning that each resource has a distribution of possible values of availability. In this method, buffer size is determined by assigning a scaling factor to the standard deviation of a chain. This scaling factor is the function of the reliability of available resources assigned to the chain activities, taking into account the likelihood of timely completion of the chain given the reliability of each individual resource. Sensitivity analysis, as well as the comparison of the proposed method with the conventional buffer sizing methods, reveal the effectiveness of the new method.

Value Chain Approaches in a Stagnant Industry: The Case of Furniture Production in Jepara, Indonesia

This article assesses impacts of the Jepara Furniture Value Chain (FVC) project, which was intended to address challenges faced by small-scale furniture producers in Jepara, Indonesia. The assessment focuses on the effects of membership in the Jepara Small-Scale Furniture Producers Association (APKJ), a body started as part of the FVC project. Propensity score matching was used to compare differences in outcome variables between association members and matched non-members. A limited, positive impact of APKJ membership was found. Members improved their marketing, allowing them to retain more value than non-members. APKJ members were also more likely to have obtained certificates of timber legality. However, APKJ membership did not significantly affect firm profit and there was little evidence of an industry transformation. The paper also critiques the indiscriminate use of a value chain approach.