軍事工程委託專案管理執行缺失 與改善對策之研究 ;The Research On PCM's Execution Drawbacks And Improvements For The Military Construction

NCUIR > Engineering College > Executive Master of Civil Engineering > Electronic Thesis & Dissertation > Item 987654321/1479

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/1479

Title:	軍事工程委託專案管理執行缺失與改善對策之研究;The Research On PCM's Execution Drawbacks And Improvements For The Military Construction
Authors:	陸宗鑫;Zong-Sin Lu
Contributors:	土木工程學系碩士在職專班
Keywords:	軍事工程;專案管理;project management;military construction
Date:	2007-01-12
Issue Date:	2009-09-21 09:30:02 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	國軍軍事工程經過法規變革、組織調整、工程人員精簡之相關因素，從早期自辦設計、施工、監造，有點類似「統包商」含監造的性質開始；經過自辦設計、監造及委外施工，類似「建築師」的性質；到目前大部分委外設計、監造、施工，類似「專案管理」的性質；國軍對於擔任「專案管理」階層的經驗已有將近10年歷史。因工程人員精簡之故，開始引進民間專案管理資源協助工程的執行，自88年「博愛專案」到93年陸軍「急要生活設施改善工程」，計有七個工程案以委託專案管理方式執行。國軍工程專責單位由自己是「專案管理」提升為「專案管理廠商」履約的督導者，在角色的轉變中，在制度、觀念及執行過程中，產生了不少的問題，使得委託專案管理應達到的「彌補人（能）力」、「提升品質」、「縮短工期」、「節省經費」等的預期效益成效不佳。本研究由軍事工程委託專案管理之作業模式切入探討，以「博愛專案」下轄之三個分案為主，經由個案之主辦人員訪談、施工查核缺失、履約爭議及相關文獻成果之驗證，歸納出軍事工程委託專案管理之執行缺失，並由「制度面」及「契約面」兩部分，研擬出改善對策： 1.制度面：調整國軍建案作業規定，使專案管理於專案規劃階段即行介入，使民間專案管理之服務得以連貫與成效得以彰顯。 2.契約面：應於契約明訂實需之服務項目與罰則、調整服務費付款方式以提高設計審查階段之比重、及訂定督導機制配合施工查核實施履約管理。 Due to the law and the organization were changed, and related manpower was downsizing, in the beginning, the military construction had been more like a manufacturer who is charged in design, construction and supervised at the same case. Year by year, it changed to be like an architect who is charged in design and supervised but no construction. By Now, however, it becomes to be like a project management whose almost all parts are outsourcing. Therefore, our military have the experiences of the project management for almost ten years. Besides, our military even starts to outsource the project management because of the manpower downsizing continuingly. Like “Bo-I Project” in 1999 and “Emergency Living Facility Improvement Project” in 2004, both of them included seven projects which are implemented through the project management outsourcing. On the other sides, military construction authorities are switched their role to be the supervisor of the project management companies from doing those project managements by themselves. However, we found that the expected outcomes of the project management outsourcing cannot be satisfied, which are some requirements during the project executed in procedure, such as the available manpower, rising quality, time reducing and money saving, etc. This study is trying to find out the solutions for the disadvantages of military construction project management outsourcing. We will use three sub-projects of “Bo-I Project” to analysis the military construction project management model via the key persons’ interview, the construction failure check, the controversy with contract along with some paper studies. The solutions are two parts as following: 1. In terms of system: it is necessary to modify the regulations of processing military construction. Let the project management be involved in the project planning stage to make sure that the civil project management can successfully connect with military construction project. 2. In terms of contract: by making clear for service and fine items and changing the method of payment in contract, so that the weights of design review stage can be rising. Besides, to set up the supervising mechanism to check and ensure the contract management well.
Appears in Collections:	[Executive Master of Civil Engineering] Electronic Thesis & Dissertation

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