專案管理組織型態對政府採購專案執行成效之影響

中華民國之主要武器系統與裝備獲得管理，目前係採專案管理方式執行，而專案管理除了包含複雜的組織結構，更已成為了一門專業的學科，另外，近年來執行了多次組織簡併與人力精簡計畫，因此，如何有效運用專案管理的力量，增進投資效益以滿足建軍備戰之需求，為每一個武器系統獲得專案團隊的最大使命。再者，在現行國防體系下，無法達到像美軍完整的「純專案式組織」型態，而是以偏向「矩陣式組織」型態來執行各項武獲專案的管理。有鑑於此，本研究以政府採購案為例，採質性研究方式，透過「次級資料分析法」與「半結構式訪談法」進行資料蒐集與分析。目的為探討專案組織型態與武獲專案管理執行成效之影響程度，希望藉由此研究了解目前武獲專案組織對於專案管理成效有哪些影響因素，以作為爾後武獲專案精進之參考。研究結果發現，現行的專案組織型態，可朝下列方向精進：(1)遴選具有與該專案相關背景的專業幕僚加入專案編組；(2)增加專案經理對納編分工小組成員的考核權；(3)定期針對專案成員工作狀況及工作負荷實施評估，以適時調整業務；(4)參照工作分解結構來執行分工與授權，以降低工作分配、執行以及任務推展上的衝突產生。

關鍵字

採購；武獲；專案管理；組織結構

並列摘要

The management of the major weapon system and equipment acquisition in R.O.C. government is using project management method. And the project management includes complicated organization structures, besides, it has become a professional subject now. On the other hand, the government executed the reduction programs several times to reduce and combine the organization and manpower. So, how to use the power of project management effectively and increase the investment profit to meet the requirement to establish the military and prepare for war is the most important mission of every weapon system acquisition project team. Furthermore, based on the military structure, the weapon system acquisition project cannot be organized as a Project Organization, but a Project Matrix Organization to execute the weapon system acquisition project management. For the reasons above, this research took the government procurement cases for examples and used qualitative research method by secondary analysis and semi structured interview to collect and analyze the data. The purpose is to discuss and realize the effects between the weapon system acquisition project organization and the project management outcomes. And the result could be used for the reference to improve the weapon system acquisition project. The study’s results shows that the project organization could be improved by the following ways: (1)choose the person who has relative background with the project to join the project; (2)increase the manager’s authority to appraise the members; (3)to evaluate the member’s working condition and workload, and adjust in time; (4)to assign and authority the work according to the Work Breakdown Structure, in order to decrease the conflicts in assigning, executing work and carry out the mission.