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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/1540


    Title: 解決捷運工程施工界面問題之探討-以臺北捷運(CD550標)工程為例;The study of how to solving the construction interface problems on Mass Rapid Transportation engineering-Taipei Metro (CD550) project as example.
    Authors: 邱金鶴;CHIN-HO CHIU
    Contributors: 土木工程學系碩士在職專班
    Keywords: 專案管理;施工界面;界面整合;機電系統;project management;Electricals and Mechanicals);SEM (System wide;integration of interfaces;construction interface
    Date: 2008-06-27
    Issue Date: 2009-09-21 09:31:20 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 捷運工程是一個規模龐大複雜之系統工程,而且必須興建於人口、交通稠密的都會區,在未來仍有大量捷運工程繼續興建之前題下,如何提高捷運施工效率,降低捷運施工對社會成本的衝擊,是未來捷運工程管理的新思維。施工界面整合對大型捷運工程的進度影響甚鉅,因此本研究透過實際案例及問卷調查之分析,探討當前捷運施工之界面問題進而研擬解決對策,協助捷運施工團隊提昇對施工界面管理之效率。 解決當前捷運施工界面對工期產生之影響,本研究導出四點具體之策略: (1) 在契約執行過程,由業主與廠商共同成立界面管理專責單位。 (2) 未來捷運工程繼續採整合區段標模式辦理發包。 (3) 將土/機界面整合進度,納入契約整體時程網圖加以管控。 (4) 契約中明訂廠商應具備界面專責組織與人員素質。 透過本研究之結論,冀望未來參與捷運施工之團隊,在界面協調管理的作為上,必須於施工初期明確訂定共同之組織、機制、文件、人員,在同一個界面平台上共同管理,方能有效解決捷運施工界面之問題。 MRT is a system engineering of large scale and complexity which is to be constructed in the region of metropolitan of dense population and traffics. Lots of MRT projects are under their way to build in the near future, no doubt, all have to think over the fatal necessity to improve the efficiency of construction and decrease the impact to the community. The integration of construction interfaces will apparently affect the progress and quality of giant MRT projects. Grounding on this thought, this study approaches the problem of interfaces of MRT projects by utilizing case study and questionnaires, and provides the solution to help MRT teams out of difficulties and enhance the efficiency of interface management. This study concludes four solid strategies for solving construction interface problems which impact the schedule of contemporary MRT projects. 1) Suggest establishing a specific collaborating team formed by the client and the contractor which is responsible for interface management during performing the contract. 2) MRT projects of full system integration are still recommended for the future. 3) The integrated construction/SEM interface needs to be included in the schedule network. 4) The specific interface management team and the qualification of team members should be specified in the contract. In the light of the conclusion of this study, calls for a platform on which all the stakeholders follow the ahead stipulated organization, mechanism, document and personnel of interface coordination from early stage of construction phase. Then, effective solutions for MRT construction interface issues are clearly there.
    Appears in Collections:[土木工程學系碩士在職專班] 博碩士論文

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