- 學位論文
工程顧問公司導入實獲值管理之研究-以執行專案管理(PCM)服務為例
A Study on Implementing Earned Value Management to Engineering Consultant Company - A Case of Professional Construction Management (PCM) Service
摘要
面臨全球化趨勢，國內之工程顧問公司若要走向國際化，勢必精進並提升競爭力，除在營建相關專業技術能力外，更需強化專案管理執行與績效。有鑑於工程顧問業之執行與管理皆是以專案為基礎型態，因此專案管理之能力培養與工具運用對於工程顧問公司營運而言極為重要，尤以專案成本、進度之內部控管亦為工程顧問公司於營運上特別重視之環節。然工程顧問公司執行業務之類別與型態相當廣泛，於公共工程之生命週期不同階段所執行之工作屬性亦有諸多差異，且實為複雜，故成本與進度之管理上應導入具整合且客觀之績效衡量工具，確實有其必要性。 實獲值管理(Earned Value Management)是自專案起始階段至結案階段，用以整合專案範疇、時程、成本及資源等，評量專案績效的一種管理方法與技術。它可將計畫預定執行的工作量與實際已施行的工作量及已花費的成本進行比較，以評估成本與時程是否將按計畫目標達成。實獲值管理之整合式績效衡量指標可即時量測專案目前之執行成本與進度狀態，並預測未來之趨勢，以隨時監控專案之執行，除廣泛運用於營造工程外，近年也被運用於其餘以專案為基礎核心之各項產業，如設備製造、軟體開發或廣告媒體等產業，而工程顧問業現也已逐漸採行專案管理手法，並於營運中引入實獲值管理之各項運用。 本研究將以工程顧問公司之角度，透過實際案例導入運用實獲值管理方法，探討工程顧問公司執行公共工程專案管理(PCM)服務導入運用過程，並依據所取得到之實獲值曲線與績效指標進行分析，接續歸整案例遭遇問題與績效結果，並就實務操作觀點進行成本及時程管理上交互影響之關聯及其曲線趨勢，設法反饋出此類型專案之實獲值管理改善方式，期能有助於未來相關專案導入時之參考。此外，將依據完工案例後之實獲值績效分析與檢討，提出案例績效不佳於實務上專案執行之因應與調整，以利後續此類專案成本及進度之管控得以事前預警，進而降低專案風險之影響衝擊。
並列摘要
In the trend of globalization, domestic engineering consulting companies have to improve and enhance their competitiveness, in addition to technical capabilities, and further strengthen project execution performance management to achieve international operation. The execution and management of the engineering consulting industry are based on projects. Therefore, the development of project management capabilities and the use of tools are extremely important for the operation of engineering consulting companies. In particular, the internal control of project cost and schedule is critical. However, engineering consulting companies perform various types of business, and there are many differences in the execution work at different stages of public constructions which is really complicated. It is indeed necessary to introduce integrated and objective performance measurement tools in the management of cost and schedule. Earned Value Management is a management method and technology that integrates the scope, schedule, cost and resources of the project from the initial stage of the project to the final stage of the project, and evaluates the performance of the project. It can compare the planned workload with the actual workload and the cost spent to evaluate whether the cost and schedule will be achieved according to the planned goal. The integrated performance measurement index of earned value management can measure the current execution cost and progress status of the project in real time, and predict the future trend to monitor the progress of the project at any time. In addition to being widely used in construction projects, earned value management has been used in other projects-based industries in recent years, such as equipment manufacturing, software development, or advertising media. The engineering consulting industry has gradually adopted project management methods and introduced various applications of earned value management in its operations. From the perspective of an engineering consulting company, this research has introduced the actual case and used the earned value management to study the process of professional construction management (PCM) services executed by the engineering consulting company. In this study, the analysis has been performed based on the obtained earned value curve and performance index, then the problems encountered in the case and the performance results have been integrated, and the correlation and curve trend of the interactive impact on cost and time management from the practical operation point of view have been carried out to obtain the improvement method of the earned value management introduced in the project, which will be the reference for the future projects. In addition, according to the earned value performance analysis and review after the completion of the case, the response and adjustment of the poor performance of the case to the execution of the project in practice have been proposed, so that the subsequent control of the cost and schedule of such projects can be predicted, thereby reducing the risk of project.