應用專案管理探討專案時程與成本之關係－以住宅建築業為例

Application of Project Management to Explore Relationship of Project Schedule and Project Cost －The Dwelling Architecture As An Example

周佳樺(CHIA-HUA CHOU)

指導教授 ： 何財能

長榮大學/管理學院/企業管理研究所/碩士(2009年)

摘要

隨著數位化科技的發展與電子化企業的衝擊，促進了專案管理的運用與發展，近年來企業面對瞬息萬變的環境，科技間整合發展與跨功能的任務逐漸增加，更突顯專案管理的重要性。本研究以住宅建築業為例，使用專案管理中的時間管理與成本管理兩大知識領域，配合起始、計畫、執行、監督與管控、結案等五大過程，探討時程與成本之關係。
研究結果發現：（1）使用自上而下法發展出有27個工作包的WBS和專案活動項目表，並以結束－開始(Finish-to-Start；FS)決定各活動的從屬關係；（2）本研究的資源分為建築材料與人員，透過資源工作表配置各項活動需要的資源，並根據成本累算方式估算得到總預算NT＄10,293,856；（3）利用要徑法估算時程，分析出最早開始與完成時間和最遲開始與完成時間(表4-7)，以及本研究的要徑為「清潔－公共設施復原－交屋」；（4）從資源工作表中發現監工1與監工2有過度分派的情況，透過資源撫平之後，仍呈現過度分派的現象，專案團隊日後進行資源分派改善，以解決問題的參考資料；（5）執行過程中，以預估開始與完成時間為比較基準，與實際開始和完成時間比較之後發現，整個工程完成時間延後23個工作日；則實際成本與預估成本比較後發現，除餘土處理、地磚、磁磚、門窗等有剩餘成本之外，其餘項目的實際成本與預估成本相符；（6）透過實獲值、時程與成本績效指標衡量進度/成本的績效和差異，部份項目執行效率較預期差，故若可以解決部分項目產生的問題，必能達事半功倍之效果。因此，希望可以提供上述的研究分析結果給業者作為分析時程與成本的參考。

關鍵字

專案、專案管理、時間、時程、預算、成本

並列摘要

Due to impacts from digitalized technology development and electronicalized industries, it has contributed project management utilization and development. With constantly changing industrial environment in recent years, intra-technology integration development and cross-functional missions have gradually increased which signifies importance of project management. This study uses residential building for instance, in two major professional fields of project management, time management and cost management, it combines five major process including starting project, planning, executing, monitoring and control, and closing project, and discusses relationship of schedule and cost.
The study result finds that: (1) it develops 27 work packages WBS and project activity item list using top-to-down method, and determine each activity’s subordination relation using finish-to-start; (2) the research resource divides into construction material and staff. Via resource workload chart, it assigns required resources for each activity and obtains a total budget NT $ 10,293,856 using cost accumulative calculation method; (3)it analyzes earliest start time, earliest finish time, latest start time and latest finish time (table 4-7) and this study’s critical path as “cleaning- public facility restoring-completion” using critical path method; (4) from resource task table, it shows that work supervisor 1 and work supervisor 2 has assigned comparatively more task; with resource leveling, it still shows the same; (5) during executing this process, based on estimated starting and completion time that compares with actual starting and completion time, it shows actual completion time delays 23 working days. Then, after comparing actual cost with estimated cost, it shows that except fugitive dust treatment, tile, ceramic tile, door and window that has remaining cost, other items’ actual cost and estimated cost remain consistent; (6) measure schedule/ cost efficiency and difference via earned value, schedule, and cost efficiency index, partial items shows slower efficiency than expected. We hope this research can benefit dwelling architecture industry analyzing schedule and cost.

並列關鍵字

project, project management, time, schedule, budget, cost

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