| 摘要: | 今世界先進各國政府組織爰引進市場機制與民間力量，企圖以績效管理、參與管理、契約管理、責任管理等管理工具，對於現有政府組織的改革，並重新思考政府組織既有業務與轉型，以解決長久以來官僚體制的僵化與無效能。自五○年代政府播遷來台公務機關，原為公共工程與重要民生工程的規劃、設計、監造、施工之使命，於當時確為維持國家基本命脈所必須的作為。然因民意伸張，及原有之使命與任務已不符時代潮流且有與民爭利之實與限制公平競爭之嫌。故由八○年代起陸續原為公務機關管理之業務轉變為開放民營或公辦民營等外包方式。 內政部台北第二辦公室因時空因素改變原有設置目的及政府組織再造致使工作使命與任務轉變，必須轉換原有任務型態與工作內容以及管理方式，方能繼續存續。故本研究擬探討「營建署代辦建築工程施工專案管理之能力」，並以代辦工程時問題探討為本，研擬因應策略與管理機制及轉換方式。 研究採整理工程文件、學術論文文獻、專題研究報告、政府機關檢討報告等資料內容。因受時間等因素影響採用歸納法作為研究之方法，並以營建署導入專案管理（PM）模式代辦管理建築工程做為觀點。而未來之研究成果概述如下： 一、 檢視代辦機關在施工階段實施專案管理之策略。 二、 代辦機關採系統化管理模式，專案經理人所需管理之能力。 三、 提升代辦機關工程專案管理能力於施工履約階段建議方案。 Developed nations have been incorporating market force and private sector in running government agencies. They try an attempt is to adopt Performance Management, Participative Management, Contract Administration and Accountability Management in order to reform government agencies. They attempt also to reconsider the existing business in government agencies so as to solve the systemic or long term problem of lack of flexibility and efficiency. During the 1950s when the Central Government moved to Taiwan, these government agencies were critical in managing public projects, including the planning, design, administration and execution phases. However as the private sector grows in its efficiency, the mission and functions of the agencies no longer fit the current demand. The old way makes it appear as if government agencies are competing for business profit with the private sector, and inhibiting fair market competition. Since the 1980s the functions that used to be managed by the government agencies gradually evolved to be open to private sector or to be outsourced to another government agency. My organization, Construction and Planning Agency, Department of the Interior, has experienced the demand for change in its mission and functions. This is due to the change in space and time. The purpose of this office has to make a transition in the types of functions, the work content, as well as management styles so that the office will not become obsolete. This paper studies, therefore, the capability of the Construction and Planning Agency in managing projects outsourced from another government agency and the issues arising from such outsourcing. The paper aims at providing a strategy, management mechanisms and ways of implementation when outsourcing such projects. Sources of data include project documentation reviews, academic research papers, and governmental review and appraisal reports. Due to the constraints of time the “inductive methodology” is used. The paper is written from the perspective of the Construction and Planning Agency in its role to manage outsourced projects. The main points of this paper can be summarized as follow: 1. To examine the strategy in project management for Construction Projects. 2. To find out the qualifications needed for the project managers when the outsourced agency adopts the model of “systematic management”. 3. To make proposals to improve the project management skills in Contract Administration for Construction Projects. |
