公部門專案管理概念應用之研究─以臺北市參與式預算提案主責機關為例

近年來我國政府提倡審議式民主，希望在民主的社會下，公民能多參與公共事務，最能代表此一概念的正是「參與式預算」，最早於1989年在巴西愉港開始推行，我國參與式預算最早由臺北市長柯文哲於2015年提出，並於上任後推動。臺北市參與式預算於2016年引進了私部門「專案管理」PM的概念，指定了參與式預算各提案中的「主責機關」來負責管理與執行民眾的提案。而本研究將從該個案瞭解私部門的管理工具能否應用在公部門上？而公部門在應用專案管理的過程中，能否如同私部門將專案管理的流程概念應用到業務上？其中PM的角色與執行工作是否遇到阻礙與困境？是本文的研究目的。本研究發現，主責機關中PM的角色與專案管理概念中專案管理的角色並無太大差異，但在專案工作的執行上與私部門的專案經理比較來說公部門PM則面臨許多困境，主要包含：溝通協調上的困境、執行提案上的困境等，其中也造成PM在業務上產生壓力、人力與資源上的不足，以及對工作業務產生影響。而在研究結果中，本研究也發現公部門對於專案管理的概念是相當缺乏的，且公部門對專案管理並無提供教育訓練，以至於多數公務員在接觸到專案執行時皆感到陌生。根據研究結果顯示，私部門專案管理是相當實用的工具，但對於導入公部門中仍有一段差距，其中包含了以下限制：（1）公部門運作及組織架構的限制。（2）人員上的限制，其中包含公部門PM有責任無權力且人員流動率大。（3）公部門法規上的限制。（4）資源與預算上的限制。公私部門本質上存在著相當的差異，對於專案管理工具的導入，未來仍有改善的空間。

關鍵字

參與式預算；主責機關；專案管理；專案經理；公私部門差異

並列摘要

In recent years, the Taiwan government is advocating deliberative democracy and hopes that people can participate in public affairs more often in a democratic society. The most representative of this concept is "Participatory Budgeting", which was first implemented in Porto Alegre, Brazil in 1989. Participatory budgeting in Taiwan was first proposed by Ke Wenzhe, the Mayor of Taipei City in 2015 and promoted during his mayor term. Taipei City's participatory budget introduced the concept of "project management" P.M. from private sector in 2016, and designated the authority to be responsible for the management and execution of public proposals. This study will find out that whether the management tools of the private sector can be applied to the public sector? And can the Public sector have applied the concept of “project management” on the business as the private sector? This study’s purpose is to understand what is the role of PM in Participatory Budgeting? What obstacles and difficulties they faced? This study found that the role of PM is not much different from the role in project management. However, compared with project managers in the private sector, PM in the public sector faces more difficulties on work. It mainly includes: difficulties in communication and coordination, implementing proposals, etc. Human and resource shortages also cause PM’s pressure and have an impact on work. This study also found that the public sector is lacked of the concept of project management. Moreover, the public sector does not provide education and training on project management, so that most civil servants are unfamiliar when they come into project implementation. According to the research results, the project management in private sector is a very practical tool, but there is still a gap to get into the public sector. Contains the following restrictions: (1) Public sector operation and organizational structure restrictions. (2) Restrictions on personnel, including the responsibility and powerlessness of the public sector PM and the high turnover rate of personnel. (3) Restrictions on public sector regulations. (4) Restrictions on resources and budget. There are substantial differences between the public and private sectors. There is still room for improvement in the introduction of project management tools.