Last Planner System ( LPS) and Critical Chain Project Management ( CCPM) serve to be two important tools for construction planning management in Lean Construction, which are aimed at controlling the progress of a project plan from two different perspectives with the former attempting to reduce the variability of construction workflow, and the latter seeking to shorten the project duration. Whether they can be integrated in the same project and how can a smooth integration be achieved in planning management? By analyzing their advantages and disadvantages together with their compatibility, the result of the study has revealed that LPS can compensate lack of sufficient consideration of CCPM at micro-level planning operation and CCPM can rectify the defect of LPS in terms of compactness of the macro-level plans. Based on the high degree of complementary feature with good integration of the two tools, the authors propose the synergetic pattern of CCPM-LPS and elaborate some fundamental aspects including the participant roles, organization ways, management process and collaborative steps and so on. Under the CCPM -LPS pattern, every participant plays a different role at different stages of planning;plans at different levels have different natures of push and pull in the organization ways;three plan levels including strategy layer, tactics layer and execution layer have different plan leaders, contents and decision-making methods; the internal-expert opinion-centralized method should be adopted when making collaborative decisions on important issues.%最后计划者系统(LPS)和关键链项目管理(CCPM)均是项目进度计划管理的工具,两者从不同的视角应用不同的手段管控项目计划,前者竭力降低建造工作流的变化性,后者力图缩短项目的工期.但是在同一个项目中两者是否可以整合?以及如何协同配合?通过LPS与CCPM优缺点和契合性分析,结果表明:利用LPS能够弥补CCPM对微观层面计划操作性考虑不足,利用CCPM可以弥补LPS对宏观层面计划不紧致的缺陷.两者不仅存在高度互补性,同时具有良好的融合性.基于此,本文提出CCPM-LPS协同模式的构想,并详细阐述其组织主体、组织方式、管理流程和协同步骤等.在CCPM-LPS模式下,不同计划阶段各组织主体所发挥的作用不同;组织方式中不同层次计划具有不同的推拉性质;管理流程上战略层、战术层和执行层三个层级具有不同的计划主导者、计划内容和决策方法;在重要问题协同决策上宜采取内部专家意见集中法.
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