In the ever-evolving landscape of civil engineering, managing large-scale projects like road construction comes with a unique set of challenges. Traditional methods often fall short in addressing the complexities and uncertainties inherent in such endeavors. Enter Mohammad Javad Taheri Amiri, a researcher from Pardisan University of Fereydoonkenar, who is pioneering a new approach to project management that could revolutionize the industry.
In a recent study published in the journal ‘مهندسی و مدیریت ساخت’ (Engineering and Construction Management), Taheri Amiri explores the implementation of the Critical Chain Method (CCM) for managing linear-repetitive projects. This method, which focuses on managing project buffers rather than individual task durations, offers a more practical and flexible approach to scheduling.
“Traditional views alone can’t meet the needs of managing civil engineering projects,” Taheri Amiri explains. “The use of modern managerial approaches can be largely beneficial, and the first step is understanding the types of projects in terms of line or network.”
The study addresses two critical issues in project management: uncertainty and risk. To tackle uncertainty, Taheri Amiri proposes using fuzzy numbers to model the duration of activities. This approach allows for a more accurate representation of the variability in task durations, leading to a more robust project schedule.
“Instead of replacing the initial deterministic scheduler with the fuzzy set time schedule, we still hold the definite time schedule and simply arrange the project buffer to deal with uncertainty,” Taheri Amiri elaborates. The size of the project buffer is determined using calculations on fuzzy numbers, providing a clear and actionable strategy for managing uncertainty.
To address risk, the study considers an average risk factor to meet the needs of the project buffer. While changing the risk factor in different high, medium, and low-risk situations has little effect on buffer size, it provides a valuable tool for project managers to anticipate and mitigate potential risks.
The implications of this research are significant for the energy sector, where large-scale infrastructure projects are common. By adopting the Critical Chain Method and incorporating fuzzy numbers for uncertainty modeling, project managers can enhance the efficiency and reliability of their schedules, ultimately leading to more successful project outcomes.
Taheri Amiri’s study also highlights the importance of multi-project management and the differences between managing a single project versus multiple projects. This insight is particularly relevant for energy companies undertaking large-scale infrastructure developments, where coordinating multiple projects is often necessary.
As the energy sector continues to evolve, the need for innovative project management approaches will only grow. Taheri Amiri’s research offers a promising solution, one that could shape the future of civil engineering and infrastructure development. By embracing modern managerial approaches and leveraging the power of fuzzy numbers, project managers can navigate the complexities of large-scale projects with greater confidence and success.