探討專案管理對BOT模式之成功因素-以台北國際金融大樓為例

EXAMINE THE PROJECT MANAGEMENT PLAN, PERFORMING THE BOT MODEL, AND DISCUSS THE IMPORTANT FACTORS FOR ITS SUCCESS.–A CASE STUDY OF TAIPEI INTERNATIONAL FINANCIAL CENTER CORP.

曾謀忠(MOU-CHUNG TSENG)

指導教授 ： 梁世安

國立臺北大學/商學院/企業管理學系/碩士(2009年)

摘要

各國政府機構受到民營化風潮的影響，期待藉由民間投資興建公共建設，引進民間企業投資興建或經營，以符公共建設需求及改善公共設施服務品質，儼然已成為國際趨勢。公共建設計畫經費龐大，世界各國政府為減輕財政負擔、加速公共建設的興建及運用民間的經營效率，尤其是BOT模式(Build-Operate-Transfer)的運用，即順勢成為世界潮流。國內政府機構以BOT模式辨理各項公共建設，就目前的發展而言，已經成為引進民間各項資源及經營管理解決政府財政拮据、效率低落之新選擇。
然而綜觀國內的公共建設採用BOT模式進行者，至今已有百來案件之多，由於專業知識及經驗的欠缺，在推動BOT模式上相關的糾紛、爭議不斷，甚至弊端叢生，成功的案例並不多見。因此政府機構、民間投資團隊、及社會大眾…等之專家學者，就理論與實務方面均投入相當程度的相關專論及研究，其中之一環是持續探討能否經由「專案管理」管理機制，建立較適合的BOT模式的執行，因而引發本研究之動機，探討BOT模式形成的重要課題。台北國際金融大樓「台北的新地標－Taipei 101大樓」成功締造世界最高樓的新紀錄–樓高508公尺。無論從規劃、設計、施工、管理及營運…等各方面，都必須有賴「專案管理」的整合運用，才能有效的呈現其特別的之處。亦是政府以BOT 模式委由民間參與投資團隊負責興建及營運，共同基於公、私部門協力下，達到BOT契約的規定，如期、如質、順利完成各項任務之成功案例，值得探究。
本研究將透過檢視「專案管理」計畫執行「BOT 模式」機制，嚐試探討「BOT 模式」之成功因素的重要程度並透過研究、分析後提出結論與建議，以作為未來其他公共建設欲採用BOT模式執行之參考。本研究採個案研究法，經由文獻探討、個案實務資料蒐集及深度訪談後，歸納彙整結論如下：
一. BOT模式與專案管理「具相當程度」之關聯。
二. 專案管理應用於BOT模式專案的成功因素，在規劃興建部分之成功因素，充分顯示成功因素屬於「公私協力執行性、財務融資可行性」。而於營運移轉部分，則為屬於「專案管理可行性、財務運用可行性、策略聯盟可行性」為優先最為重要的成功因素。
三. 實際歸納BOT個案公司管理實務之成果效益，呈現於規劃興建部分「公私協力執行性」；而於營運移轉部分「專案管理可行性」為最重要的關鍵成功因素，具有提升投資者決策及執行能力之效益。

關鍵字

BOT模式 ； 專案管理 ； 台北國際金融大樓 ； 台北101

並列摘要

Governments around the world have been affected by the wave of privatization of state enterprises. To meet the standard of infrastructure constructions, improve public facility standards and services, introduction of private investments to state enterprises has become a trend internationally. The expenditure of projects like infrastructure construction is enormous. In order to lessen the financial pressure, governments all around the world try to accelerate infrastructure constructions and utilize the advantage that is of greater efficiency in private enterprise management. The application of the BOT (Build-Operate-Transfer) model especially, is becoming a favor in the world. The local government enterprises have adopted the model for conducting each infrastructure project. Current situation shows, privatization and encourage private investments in state enterprises are new solutions to aid government financial difficulties, improve management and inefficiency.
Up until now, the number of cases on infrastructure planning that adapts the BOT model in the country has exceeded 100. Due to the lack of professional knowledge and experience, there have been many disputes and controversial issues regarding the proposal of BOT model; the number of successful cases is at rare. As a result, scholars and professionals from the government, private enterprises and the public sector, put tireless effort on both theoretical and practical researches and related papers. One of the continuous researches is about whether through “Project management” Structure of management, the implementation of successful BOT model can be achieved. This paper therefore focusis on the important lessons during the formation process of BOT model. Taipei International Financial Center- Taipei 101, a new landmark in Taipei has successfully achieved a new world record as the world tallest building, standing at 508 meters. From planning, designing, construction, processing and management…etc, all of these highly require the utilization of integration of “Project management” Structure of management in order to effectively present its uniqueness. It is worth looking further to how the government applies the BOT model and commissions the private enterprises in processing and construction; how government departments and private enterprises cooperate to meet the BOT contract regulations and accomplish within the time frame without compromising on quality.
This research is going to examine the “project management” plan, performing the BOT model, and discuss the important factors for its success. Through research and analysis, a conclusion and suggestions will be drawn in regards to infrastructures that are to apply the BOT model in the future. This paper has adapted the case study research method. Through document research, real case reference collection and in depth interviews, an outline is drawn. It is shown as follows:
1. The relationship between the BOT model and project management is inseparable.
2. The factors contribute to the success of applying BOT model into project management and construction planning are, ‘close cooperation between the government and private sectors’, and ‘financial feasibility’. In relation to operation transfer, the key factors contribute to its success are, ‘project management feasibility’; financial feasibility’; and ‘joint venture feasibility’.
3. Drawing results from real case study in regards to application of BOT model in project management, ‘cooperation between the government and private sectors’ appears to be the most significant element. In addition, ‘project management feasibility’ shows great importance in operation transfer, which contributes to enhancing investor decisions and efficiency on execution capability.

並列關鍵字

BOT Models ； Project Management ； Taipei International Financial Center corp ； Taipei 101

參考文獻

11. 中華民國建築師公會全國聯合會(2000)，建築物監造與監工相關權責法令剖析資料。

4. 王明德、陳純敬(1997)，公共工程專案營建管理服務費用編列辦法第二期研究，財團法人台灣營建研究中心。

39. 林泰煌(2005)，叫我第一名，建築史上新里程碑，營建知訊第264期。

5. 王明德等(2004)，民間參與公共建設國際案例分析，行政院公共工程委員會委託研究。

22. 何明光(2006)，從商業倫理探討台灣BOT之制度-以台灣高鐵案為例，國立中央大學哲學研究所，碩士論文。