以專案管理計分卡運用在建築專案執行之研究; A research on the utilization of project management scorecard in the implementation of a construction project

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题名:	以專案管理計分卡運用在建築專案執行之研究;A research on the utilization of project management scorecard in the implementation of a construction project
作者:	張岸礕;An-pi Chang
贡献者:	土木工程學系碩士在職專班
关键词:	專案管理計分卡;工程生命週期;專案管理;硬技術;軟技術;project management;construction lifecycle
日期:	2009-05-30
上传时间:	2009-09-21 09:31:51 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	摘要本研究以接受交付對象委託工程顧問公司之工程專案管理技術服務總顧問為案例探討，本案例為某大型企業BOT開發案委託工程顧問公司負責建築工程專案管理技術服務總顧問之業務範疇。在整體建築專案生命週期各階段執行過程中，本研究個案工程專案管理組織能夠運用專案管理計分卡指標衡量工具，自我衡量執行與解決方案之成效。因此；本研究主要將探討如何以專案管理計分卡模式，運用於工程專案管理模式與成功提昇專案管理執行成效之研究。本論文所應用之專案管理計分卡探討指標分別為：「衡量專案利害關係人滿意度、在專案期間衡量專案成員知識的差變、衡量專案的執行與進度、獲取專案管理資料的回饋、計算和詮釋業主投資的投資報酬率、獲取專案管理的無形指標以及監測專案管理的實際成本」。藉以對改善專案的執行與成果加以研析，並在現有的預算限制與資源下，尋求一個合理、合邏輯，且簡單、容易執行的方法。並配合案例中在主要執行專案內部與外部專案經理人與利害關係人(stakeholder)以問卷調查等方式獲取相關的衡量資訊，分析及彙整以瞭解評估關鍵指標，提供專案管理計分卡模式之運用，以瞭解並改善專案管理組織之運作流程，以達成業主所委託之專案管理模式效益提昇。在建築專案管理模式的成功要件中，最重要的是執行專案的人員除了應具備專案管理的「硬技術」與方法，如專案知識、技能與工具外，還須特別要求需有「軟技術」的特質，如人際關係、政治與權利問題的處理，溝通、協調、談判的能力，衝突的化解、決策分析、人力資源的運用及專案領導的藝術。所以專案管理的知識與運用，必須要「軟硬兼施」，在生命週期各個不同的階段，達成受委託專案管理與技術顧問服務模式之整體績效提昇。 Abstract In this research, we shall examine a case study of a construction consultant firm assuming the role of chief construction project management technical service consultant in a given construction project as requested in the contract. The case study involves a certain large corporation enlisting the expertise of a construction consultant firm in a BOT development project and covers all pertinent operations and responsibilities assumed by the firm as the chief construction project management technical service consultant in said project. The construction project management organization featured in the case study was able to utilize project management scorecard indicator as a tool for performance assessment throughout all phases of implementation in the entire construction lifecycle to self-assess performance and gauge the results of solutions. As such, this research will focus on the discussion on how the project management scorecard model may be deployed in a construction project management framework to successfully improve project management performance. The indicators of project management scorecard presented in the case study that are relevant to the thesis include: measurement of project stakeholders’ satisfaction; measurement of variance in project members’ knowledge during the project; measurement of project implementation and progress; acquisition of feedback from project management data; computation and interpretation of ROI for investors; acquisition of intangible indicators for project management; and monitoring of actual costs incurred from project management. These indicators would be sufficiently analyzed based on their impact on project implementation and results. Given existing budget limitations and resources, this thesis will attempt to determine a solution that is reasonable, logical yet simple and easy to execute. Relevant measurement data from the case study has been obtained through means of a questionnaire completed by internal/external project managers and stakeholders in the case study, and these data has been duly analyzed and compiled to offer in-depth knowledge of key indicators that would be instrumental in the deployment of project management scorecard model. These indicators allow one to better understand and improve upon the operations of existing project management organization to achieve improvement in project management performance as expected by proprietors. Amidst all criteria for success in construction project management, it is not only imperative for responsible personnel to be equipped with the “hard skill and methods” (i.e. professional knowledge, skills and tools involved in the project) required for project management but also the qualities for “soft skills” (i.e. the ability to handle issues relating to interpersonal relationships, politics and rights; the capacity to communicate, coordinate and negotiate; the skills to resolve conflicts, analyze decisions, utilize human resources; and the art of project leading). In other words, the application of both “hard” and “soft” skills are crucial to the acquisition and utilization of knowledge needed for project management throughout different phases of the construction lifecycle to achieve improvement in the overall performance of project management and technical consultant service as anticipated.
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