工程顧問公司專案管理組織績效與型態之研究; Configuration and Performance of Projectized Organization in Engineering Consulting Companies

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Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/1476

Title:	工程顧問公司專案管理組織績效與型態之研究;Configuration and Performance of Projectized Organization in Engineering Consulting Companies
Authors:	林正杰;CHENG1-CHIEH LIN
Contributors:	土木工程學系碩士在職專班
Keywords:	工程顧問公司;矩陣式組織;績效;專案管理組織;組織型態;matrix organization;structure;engineering consulting company;organizational configuration;efficiency;projectized organization
Date:	2006-07-08
Issue Date:	2009-09-21 09:29:58 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	工程顧問業係提供顧客於工程方面之相關研究，包括可行性研究、規劃設計、施工管理或其他諮詢服務工作，以人力資源為本的智慧型服務行業。我國重大公共工程建設大多委託工程顧問業，其素質及經營環境之健全與否，都直接影響到工程的品質與安全。爰此，專案管理成效日顯重要，亦是極待探討的問題之一。以往對於專案管理人力配置及組織績效評估之著墨甚少，組織之設計皆以其專案規模、專案時程長短、專案複雜度、投入資源之多寡及人員素質與過往之經驗等因素判斷，未有量化數據可供參考。然組織型態為專案執行成效其重要之環節，故本研究以『工程顧問公司專案管理組織績效與型態』為主題，蒐集工程顧問公司專案執行人時統計案例，案例中記載專案人時計有109筆，其中31筆為執行工地施工監造之人時，另10筆資料為單一部門執行專案，無專案管理人時統計，皆非本研究之範圍；扣除41筆資料後，剩餘68筆資料，包含專案人時合計、各部門非參與專案工作人時、專案管理人時及專案管理非參與專案人時，經分類整理、歸納分析，應用統計學迴歸分析技術，探討專案人時與專案管理人時、專案人時與各部門非參與專案工作人時、專案管理人時與專案管理非參與專案人時之關聯，建構專案管理人力及組織績效評估模式，利用此評估模式，發展出專案管理人力、組織績效及組織型態關聯表可供專案者在執行專案管理時組織型態選擇、專案管理人力調配及組織績效之參考，並得以下結論：專案規模若小於一定規模則組織績效差，建議專案規模小於或等於5000人時，採取傳統功能式組織較佳。專案規模越大，專案管理人力資源投入越多，則組織績效越佳，專案規模若介於5000人時至100000人時組織趨向於強矩陣式組織為佳。專案規模若大於100000人時適合專案矩陣式組織。專案規模越大，專案管理人力資源投入越多且專案績效差時，組織需做調整。 The organizational configuration can determine a firm's performance in a project-oriented market such as the construction industry. This study emphasizes the corresponding organizational configurations based on the size of projects for project-oriented engineering consulting firms. A total of 109 engineering consulting projects are initially investigated and collected as the basis for further exploration. Due to the reasons of key data missing and data mixed with multiple construction projects, 68 projects are qualified and then statistical analysis is applied to recommend the findings for corporate organization. The findings guide those projectized consulting firms to four conclusions: (1) a projectized organization significantly loses efficiency when conducting a relatively small project whose size is equal to or less than 5,000 man-hours. The functional organization structure is suggested. (2) For those whose size is greater than 5,000 man-hours but less than 100,000 man-hours, the strong projectized matrix organization structure is preferred to increase efficiency. (3) Under a consistency of management performance, organization structure is subject to change where project the size varies from 5,000 to 100,000 man-hours. (4) The projectized organization structure fits in the organization that performs projects whose size is greater than 100,000 man-hours.
Appears in Collections:	[土木工程學系碩士在職專班] 博碩士論文

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