專案管理在現代化企業中具重要地位，相較於單專案環境，多專案環境之專案規劃、執行與控制將更加複雜，而資源分配更為多專案管理之重要議題。關鍵鏈專案管理為一套以限制理論為基礎之專案管理方法，本研究欲以多專案績效為衡量準則，探討關鍵鏈專案管理如何改善多個開發專案之資源分配問題。
本研究經由開發專案之個案研究，以簡化的情境設計呈現多專案之管理與規劃方式，其中考量資源分配問題，以模擬呈現專案實際運作之狀況，並進行多專案績效之蒐集與分析。本研究探討造成開發專案惡性循環的主要因子對專案造成之影響。研究發現學生症候群、帕金森定律與多工作業將延後專案之完成時間，且以多工作業造成專案之延期最顯著。個案研究發現關鍵鏈專案管理在群組式多專案管理下能達到降低專案完成時間、排程可靠度提升與等待任務數降低之效果，且透過關鍵鏈專案管理之對策能改善失效的專案排程、專案優序未明確、加入新專案時未衡量資源負荷與資源缺乏專注之資源分配問題。然而，在方案式管理下專案完成時間與排程可靠度之績效卻未顯著改善。最後，本研究提出一套關鍵鏈專案管理可行性評估方法，能進一步衡量多個開發專案之情境是否適合關鍵鏈專案管理發揮。

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網站資料來源
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http://www.projectup.net/blog/index.php?option=com_content&view=article&id=3695%3Awhat-to-change-part-5-&Itemid=19

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http://www.toc-goldratt.cn/content/TOC-Reference-Bank

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