營造廠施工階段專案績效評估指標之研究

Research on Project Performance Measurement and Assessment Tools for Taiwan Construction Company

劉加麗(Denise C. Loisel)

指導教授 ： 曾惠斌

國立臺灣大學/工學院/土木工程學研究所/碩士(2009年)

https://doi.org/10.6342/NTU.2009.02194

摘要

營建業以專案為核心基礎活動，專案管理的重要性不容小覷，績效評估更是占了專案管理中重要的一環。國內的績效評估，少有營造廠專為施工中專案的執行進行執行績效評估，因此針對營造廠對專案的內部管控制定一套管理衡量標準是有必要的。加上國內傳統施工表現的評估多仰賴管理人員主觀的經驗判斷，評估結果常缺乏客觀資料的佐證，使得管理成效未能獲得改善。本研究目的為針對工程執行的階段，提供一套專門供營造廠使用的通用指標，可客觀的評估專案績效。
　　研究以美國營建研究院(Construction Industry Institute, CII)發展之專案持續績效指標為基礎，建構符合國內營造廠特性之施工專案績效評估項目。研究採用專案執行過程中實際可量測之數據做為指標，以避免人為主觀的判斷。研究內容主要分三部分：（一）指標轉換：將CII之績效指標轉換為適用於國內的名詞，並透過專家訪談方式驗證內容符合實務。（二）篩選與建立指標架構：透過問卷調查法，以李克特(Likert Scale)量表，搭配因素分析法，歸納出適用於本國營造廠的績效評估指標，並建立指標架構表與層級表。(三)導入完工案例做實際績效評估的演練。
　　研究成果歸納出44項工程績效評估指標，並提出一套工程績效評估的方法與模式，供國內營造廠參考使用。這些績效指標分為四大類：成本與財務、勞工安全、時程與人力，及變更設計，並依造指標之重要程度，分為三階層：重要層、次要層及普通層。指標之分類與架構可以提供營造廠在工程執行過程中，資料蒐集與成本分類的架構，並以這些指標作為即時績效評估的依據。

關鍵字

營造廠專案管理 ； 績效指標 ； 績效評估

並列摘要

The construction industry is based on project-oriented activities, not to mention the importance of project management, of which performance measurement took an important role. In Taiwan construction industry, only few contractors apply performance measurement on their current projects. Therefore, it is necessary to establish a set of performance measuring standards for contractor internal project management. Furthermore, traditional project management depends mostly on the experience of the project managers; the results are often subjective, making management effectiveness hard to improve. The purpose of this study is to provide construction contractors with a general set of performance indicators to measure project performance objectively during the project construction phase.
　　This research adopts the concept of CAPP, developed by the Construction Industry Institute, to develop project performance measurement indicators for Taiwan construction contractors. This study uses actual obtainable and measurable data from actual project execution as performance indicators to avoid subjective judgments. Study was divided into three parts: (1) indicators conversion: convert CII indicators to suit Taiwan environment; verify the applicability and adaptability of these indicators thought interviews; (2) screen indicators and establish framework: generalize performance indicators that suit Taiwan environment through questionnaire survey with Likert Scale and factor analysis, together with the establishment of a framework; (3) real-time performance measurement: propose a project performance measurement method using the previous indicators; introduce actual completed project data thought case study to simulate real-time project performance measurement.
　　The result of this study generalized 44 construction contractor project performance indicators, together woth a project performance measurement method and model for the use of construction contractor project management. These indicators were categorized into four groups: financial, labor safety, schedule and labor, and change order, and three phrases: phases one, two, and three, in accordance with the importance of indicator.

並列關鍵字

performance measurement ； performance indicators ； construction contractor project management

參考文獻

13. 張金輝 (2002), “承包商執行專案工程績效評估之研究”

18. 吳聰敏 (2007), “實獲值管理應用於營建工程專案成本管控之研究” ,國立台灣大學碩士學位論文

5. Kagioglou, M., Cooper, R. and Aouad, G. (2001), “Performance management in construction:a conceptual framework”, Construction Management and Economics, Vol.19, p. 85–95

6. Cox, R.F., R.R.A. Issa, and D. Ahrens (2003), “Management's perception of key performance indicators for construction”, Journal of Construction Engineering and Management, Vol.129(2): p. 142-151

7. “A Guide to the Project Management Body of Knowledge 3rd edition” (2004), Project Management Institute