結合ANP及DEMATEL方法探討影響工程顧問業專案關鍵成功因素

Investigating the Critical Success Factors of the Project Engineering Consultancy Industry with ANP and DEMATEL

鄭宏逵(Hong-Kuei Cheng)

指導教授 ： 蔡榮發

國立臺北科技大學/管理學院/管理學院經營管理EMBA專班/碩士(2014年)

https://doi.org/10.6841/NTUT.2014.00069

摘要

專案管理的概念萌芽於1950年代，至1980 年後，隨著專案管理理論基礎漸趨成熟，不論科技產品、傳統工業乃至於工程顧問業皆非常重視。近年來，因應國家公共工程建設之管理需求，許多工程主辦機關及工程顧問公司開始改變思維，期望藉由實施專案管理，達到縮短工期、提昇品質、減少衝突等效益。
工程顧問專案具整合性及知識密集的特性，在執行與管理實屬不易，因此，如何做好專案管理是確保專案成功的重要因素。回顧工程專案關鍵成功因素評估文獻，大多探討營建工程專案，少有工程顧問專案實證研究，且研究方法多以分析階層程序法(AHP)進行評估，限制評估因素指標為獨立而忽略互相影響的情形。
本研究認為工程顧問專案關鍵成功因素之間實務上應存在互相影響關係，經參考Pinto et al.(1997)等文獻，彙整工程顧問專案管理概念，建立雛型架構，以德爾菲法(Delphi Method)訪談15位PMP（Project Management Professional）專家確認關鍵成功因素，結合分析網路程序法(ANP)及決策實驗室法(DEMATEL)，透過工程顧問業35位專家問卷，建立因素間之互相影響程度與因果關係，分析影響工程顧問業專案管理關鍵成功因素，提供未來專案團隊參酌，以提高專案品質。
本研究分析發現原因度的排名前二項因素「專案團隊領導人的特性」、「高階主管的支持度」，歸屬PMBOK(2013)利害關係人知識領域，是工程顧問專案成功首先要著手的因子，可以提升團隊的溝通管理能力，改善專案所需的人力資源，有助於專案規劃及時程控管、範圍及目標達成，對於專案的績效有正向影響。因此，專案團隊積極面對利害關係人，建構溝通協調的機制化解衝突，引導支持專案的運作，利害關係人的管理為從事工程顧問專案的關鍵任務。

關鍵字

工程顧問業 ； 專案管理 ； 關鍵成功因素 ； 決策實驗室法 ； 分析網路程序法

並列摘要

The concepts of project management started in the 1950s, and the theories of project management became mature in the 1980s. Since the 1980s, project management is important not only for the high-tech industry but also for the engineering consultancy industry. Project management expects to achieve a short construction time, improved quality, and less benefit conflicts in construction projects. In recent years, many project sponsoring agencies and engineering consulting companies take into account project management to meet the management requirements of national public infrastructure projects.
Because an engineering consultancy project is knowledge-intensive and difficult to implement and manage, an appropriate project management will ensure the success of the project. In the literature of assessing critical success factors (CSFs) for engineering projects, most cases involve construction projects, with only few on engineering consultancy projects. The current approaches are mostly based on the Analytic Hierarchy Process (AHP) method that does not consider independence of assessment factors and their mutual influence.
We assume that the critical success factors of an engineering consultancy project are inter-dependent in practice. To provide the project team with effective methods and suggestions to improve project quality, we carry out three studies. First, according to Pinto et al. (1997), the concepts of engineering consultancy project management are established to build a prototype framework. Second, by the Delphi Method and from the interviews with 15 PMP (Project Management Professional) experts, we identify CSFs. In the third step, we distribute questionnaires to 35 engineering consulting experts. The result is used to establish the link between degree of causality and CSFs by a combined method of Analysis Network Process (ANP) and Decision Making Trial and Evaluation Laboratory (DEMATEL). We find that the two most CSFs are the characteristic of the project team leader and the support from senior executives, which belong to knowledge of stakeholders PMBOK (2013). It is concluded that the knowledge of stakeholders is the key to the success of engineering consultancy project. Therefore, the key task for engineering consultancy project is to manage the stakeholders. The two factors will affect communication skills, management skills, and human resources requirements. Moreover, the factors result in positive influences of the project performance, including project planning, project scheduling, and project scope. In conclusion, management of stakeholders is the key task in engineering consultancy projects. The task includes project team-member positive confronting with stakeholders, constructing communication mechanism to resolve conflicts, and guiding and supporting for the project operation.

並列關鍵字

Engineering Consultancy Industry ； Project Management ； Critical Success Factors ； Decision Making Trial and Evaluation Laboratory ； Analytic Network Process

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