近年因溫室效應議題及石油燃料價格節節上漲，現有核能電廠的年度總發電量逐年被要求提高，亦因此設備定期檢修工期亦被壓縮，如何在兼顧工期及品質下完成檢修工作，除了品質管理外，尚需依賴專案管理技術。本研究以導入供應鏈專案管理技術於K核能電廠汽輪機定期檢修工作為題，並以要徑法及計算評核術做為輔助工具。 K核能電廠汽輪機檢修專案管理之困難點在於現場有二項限制資源且彼此相互影響，加上各任務完成時間之不確定性，如何掌控進度及排程是專案工程師困擾之處；本研究藉由關鍵鏈專案管理技術將排程與資源整合，使用緩衝區管控專案進度，並藉由檢視關鍵鏈是否改變來決定是否需重排程。 本研究所得之結論如下：1. 藉由關鍵鏈管理技術將專案內任務劃分為關鍵鏈任務及非關鍵鏈任務，並使用 緩衝管理進度。2. 排程最佳化並非代表管理上最佳化，專案依其特性與目的之不同，應就其各別之狀況決定排程及管控專案方式；本研究因管理人員需兼顧各任務之工作品質，排程結果選擇利於管控專案進度的方式，而非最短工期之排程。3. 有限資源與各任務間先行關係決定了整體專案工期的變化，在專案執行中，若使用有限資源的任務的順序不變，則關鍵鏈亦不變，因此可藉由檢視使用有限資源任務的情形來決定是否需重排程。Because of the greenhouse issues and petroleum fuel prices rising in recent years, the total generating capacity of the nuclear power plants had been requested to increase every year and so the equipment regularly repair and inspection time has been compressed too. How to reduce the repair and inspection time and assure the quality of repair work, not only the quality management techniques, but also the project management techniques is needed. This study use the Critical Chain Programing Techniques（CCPM） to the maintenance work on the second Nuclear Power Plant in Taiwan to solve the project management problems. The problem of the maintenance work of turbines in the K nuclear power Plant is that there are two limited resources, the sand blow room and the crane, which effect the overall duration. In practice, the managers scheduled these activities and hope to use these restrained resources efficiently. This study used CCPM、CPM（Critical Path Method） and PERT（Program Evaluation and Review Technique） to control the maintenance project, and used Buffers to control the project. The conclusions of this study are as follows:1. To separate the critical tasks from the non-critical tasks, and use buffer to manage the project.2. Optimization of the schedule is not the best solution in practical situations. Every project has different characteristics and purposes, scheduling and controlling project need to fit the practical situations. In this study, the management people need to take into account the quality of work of every task, so the easier schedule to control project progress is better than the Optimization of the schedule.3. The relationship between activity dependency and limited resources will affect the whole project duration. During the project running, if the schedule of limited resources is fixed, the Critical Chain will not be changed. Additional, project managers can decide whether reschedule or not by reviewing the limited resources’ schedule.
