國內統包工程攸關全民生活，但工程爭議事件仍多有所聞，如何透過在工程執行的管理面上降低工程爭議實屬甲/乙雙方關鍵議題。 本研究將整合國際FIDIC統包工程合約(銀版) 與專案管理理論，以PMBOK專案管理知識領域分析FIDIC銀版各合約章節在工程專案管理中之關連性，並據以作為統包專案工程執行過程須隨時留意之管理知識，並藉PMBOK中專案整合管理為中心，向外整合範疇、時間、成本、品質、人力資源、溝通、風險及採購等專案管理重點，以建立優質統包工程管理模式，以期以有效之專案管理模式避免工程爭議之發生，使統包公共工程藉由有效之工程管理將爭議事件減到最低，以提升統包公共工程效率。 本研究希望將FIDIC銀版合約一般條款整合至專案生命週期，以PMBOK專案管理九大知識領域中各個流程階段之投入工作項目、其可以運用之工具及技術，到每個階段流程之產出一一檢視，希望可以做為日後統包工程專案執行合約前、中、後各個階段可以運用PMBOK專案管理之方法制訂相關程序書或計畫書並加以運用。 In Taiwan, EPC Turnkey Project relevant to all citizen life. But controversial disputation is still over and over again happened. How to minimize controversial disputation happened through project execution management is an essential topic for both client and contractor parties. The study is integrated and analyzed from the general conditions of Contract FIDIC (Silver Edition) and the project management theory (PMBOK) in order to highlight the importance of project management knowledge during the execution of project. With well manage and integrate all project management phases: integration, scope, time, cost, quality, human resource, communication, risk and procurement, it will be effective of avoiding any potential controversial disputation happened and to minimize the conflict events happened between client and contractor in order to improve the work efficiency during the execution of turnkey project. Therefore, this study is intending to integrate the general conditions of Contract FIDIC (Silver Edition) into the project life cycle by applying the tools and techniques to each process of work items based on PMBOK’s 9 knowledge areas. Furthermore, it can be served as project management guideline for a turnkey project before, during and after the Contract signed. In addition, PMBOK project management methodologies can be utilized for developing project procedures and execution plans in more effective manner.
