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營建專案可以借鏡的「計畫管理」知識

PROGRAM MANAGEMENT KNOWLEDGE WHICH COULD BE REFERRED BY CONSTRUCTION PROJECTS

摘要


傳統上營建專案以完成實體為任務,但是實體所蘊含的服務功能往往才是工程投資真正的目標,良好的服務功能可以為投資帶來效益,因此業主及社會大眾在期待實體之外也逐漸重視效益的達成。不過效益是無形的,需要詮釋和轉化的過程,營建專案的組織型態受制於契約的束縛對於效益的詮釋和轉化缺乏應對的彈性,不時需要業主介入才能落實評估和決策。相對於個別的專案,計畫(Program)是多個關聯性專案的組合,計畫管理的目標在獲取個別專案的管理所不能獲取的效益,因此側重效益的管理和治理機制的運行。營建專案在效益導向的趨勢及欠缺彈性的組織下,或可借鏡於計畫管理的知識來幫助營建專案的執行、因此本文以美國專案管理學會有關專案、計畫及其管理的定義為基礎,探討營建專案一些固有的特性,並就這些特性介紹相應的計畫管理方法。

並列摘要


Traditionally the mission of construction projects is to complete tangible work, but the real objective of construction projects is the service function intended by the work. Good service function delivers benefits to investment, therefore project owner and general public are now paying more attention to the benefits of construction projects besides the work itself. However benefits are intangible which need a process of interpretation and transformation. The contract-based organization of construction projects does not offer the flexibility to accommodate interpretation and transformation of benefits all the time. Project owner must be involved from time to time to guide appraisal and make decision for the project. Relative to an individual project, "program" is a combination of multiple projects. Program management aims to achieve benefits that is not available from management of individual projects, therefore puts emphasis on the management of benefits and mechanism of governance. With changing objective and less flexible organization, certain knowledge of program management could be a help for construction projects. This article based on the definition of project, program and their management established by Project Management Institute will explore the unique nature of construction projects, and make introduction to the methodology of program management dealing with the nature.

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