導入專案管理提升工程分包績效之研究－以S公司工程分包為例;Performance Effect of Implementing Project Management on Engineering Subcontracts — A Case Study of S Company

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题名:	導入專案管理提升工程分包績效之研究－以S公司工程分包為例;Performance Effect of Implementing Project Management on Engineering Subcontracts — A Case Study of S Company
作者:	呂理誠;Lu,Li-cheng
贡献者:	高階主管企管碩士班
关键词:	專案管理;平衡計分卡;流程設計;Project Management;Balanced Scorecard;Process Design
日期:	2014-06-03
上传时间:	2014-08-11 18:31:31 (UTC+8)
出版者:	國立中央大學
摘要:	處於競爭日趨激烈而多變的環境裡，組織必須有能力滿足客戶的需求。且隨著組織成長，可以運用的資源越來越有限，加上激烈的競爭，組織必須要擁有快而精準且有效控制成本的能力。公司應導正分散而缺乏效率的管理，採用以專案為依據來推展業務。因此在管理上，以專案為主的組織已經揚棄傳統的階層管理。取而代之的是較新且富有彈性的組織結構以滿足客戶的需求。　　本研究以個案公司工程分包為研究對象，擬以專案管理流程的觀點，予以檢視和分析並配合學術理論的研究及解釋，將工程分包策略中所需具備工程知識和專案組織型態予以連結。接著設計出適用的管理流程─重視實務的成效並使用有效的平衡計分卡方式以及提升工程分包的獲利率；最後，再以具有相關性的關鍵性指標並使用平衡計分卡方法來衡量組織在此流程設計的結構運作之下，是否達到顧客滿意並獲得預期的利潤並在管理上予以制度化。;In an increasingly competitive and changing environment, organizations must have the ability to meet customer needs. In addition, with the situations of organizations’ growth and increasingly limited resources while facing strong competitions, organizations must have the capabilities to control costs in a fast, accurate, and effec-tive manner. Therefore, companies should guide the disorientation and lack of efficient management and then focus on using the project-based management to promote business. Meanwhile, the management of project-based organization has given up the traditional hierarchy management, instead applying the relatively new and flexible organization structures to meet the needs of customers. This study is a case study of engineering subcontract, with the concepts of pro-ject management and academic theories, to link the required engineering knowledge in the strategies of engineering subcontract with the patterns of the project organiza-tion. This study then designs effective management processes, i.e., highlighting the importance of practice and using effective balanced scorecard, in order to enhance the subcontract profitability. Finally, by applying the method of balanced scorecard and the measures of relevance key indicators, we evaluate whether customer satisfac-tions are achieved, expected profits are gained, and the management processes are institutionalized. The results are very positive and therefore should be able to provide some useful guidelines for companies alike to enhance their processes and profitabil-ity.
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