建廠統包工程專案經理的職能模式之個案研究

國際上的大型建廠工程，大多採EPC(設計、採購、建造)統包發包方式，因此能夠擴張成長為大型的工程公司。反觀國內，有能力承攬統包工程的工程公司，寥寥可數，實乃因統包工程規模大、工作內容複雜，具備執行能力的專案經理人才難覓且不易培養。專案經理是專案組織的領導人，專案執行成效都是專案經理無可迴避的責任。欲有效養成優質專案經理人，必須先建立正確的職能模式，並據以發展選訓用養的相關作為。本研究針對此一議題，選擇國內A工程公司為個案研究對象，透過訪談及問卷調查現職的專案經理，用質化分析的方法，建立專案經理的職能模式。而後，本研究選擇兩位專案經理主管和兩位資深專案經理進行深度訪談，並將訪談內容與問卷結果透過內容分析比對，修正完成A工程公司統包工程專案經理的職能模式。本研究確立統包工程專案經理職能的五大面向：人際互動、變局管理、工作態度、思維能力和調適能力。執行專案時最能發揮成效的八大職能則為：溝通協調、團隊領導、計劃組織、分析判斷、問題解決、負責任、客戶服務、危機處理。成為專案經理的人選，最好先有專案工程師(PE)或專案設計經理(PEM)的經歷。專案經理的培養和訓練方面，訓練課程是最基本的計畫，而讓資深專案經理隨時指導的「教練」制度是最快速又有效的方式。

關鍵字

統包工程；專案經理；職能模式； EPC工程專案

並列摘要

In the global plant construction market, the majority of industry players are pertaining to EPC (Engineering, Procurement, Construction) lump sum project type. A lump sum project, in general, is very complicated and the scale is extremely large. One of the key successful factors of handling this kind of project hinges upon the capability of project management. However, a qualified project manager is hard to incubate, a fact which constraints the growth development of Taiwnese engineering companies. A project manager is the leader of a project organization. He or she shall take the whole responsibility and accountability of the project mission. To successfully build up a qualified project manager, one needs to start with a right competency model for project management, upon which selection, recruiting, training, developing, deploying and even compensating actions can be based. The present thesis is to establish an appropriate competency model for project management in the context of a large-scale construction company.We first conductinterviews and survey concerning required capabilities of a successful project manager based on a pool of project managers in the case company. Based on the survey results, we conclude an initial competency model of project management. We then conduct four in-depth interviews with two heads of project organization and two senior project managers currently working in the case company. An in-depth qualitative analysis on these interview data further modifies the initial competency model. With the revised competency model, we suggest five competency dimensions for a qualified project manager; they are social interaction, change management, work attitude, thinking skills, and adaptation ability. Of these dimensions comes up with eight critical competencies for a project manager: They are communication and coordination, team leadership, organized planning, analytical skill, problem solving skill, accountability, customer service, and crisis management, among others Our research also suggest that project engineer (PE) and project engineering manager (PEM) are two critical career path for building up a competent project manager. Furthermore, while training is essential, systematic coaching would be an effective approach to grow a talented project manager.