運用實獲值管理概念於改良工程專案管理績效

An implication of Earned Value Management Views on improving performance of Engineering Project management

王寶盛(Pao-Sheng Wang)

指導教授 ： 魏乃捷

義守大學/管理學院/工業管理學系/碩士(2014年)

https://doi.org/10.6343/ISU.2014.00261

摘要

專案管理最重要的三個管理目標為『時程、性能(品質)、成本』，一個專案的成功涉及到專案成本、時程、品質、範疇、風險等九大因素，執行時需做好全面性的管理及監控，才能真正實現專案管理之目標。一般專案管理著重於時程規劃及進度控管，忽略成本、品質。而實獲值管理則是納入成本控制的概念，同時考慮時程與技術績效的資源規劃管理技術。
本研究以實獲值管理方法導入於實務的工程專案管理中並運用BCWS/BCWP/ACWP以及SPI & CPI的曲線相關性，利用實際個案分析研究實獲值管理落實在工程專案管理上的預測差異價值意義。

關鍵字

實獲值管理 ； 專案管理 ； 工程專案

並列摘要

Project management three most important management objective is 『schedule, performance (quality), cost』a successful project involves a project cost, schedule, quality, scope, risk factors and other nine, when the need to do a comprehensive executive ofmanagement and control, in order to truly achieve the goals of the project management.
General project management focuses on planning and progress schedule control, ignoring cost、quality. The Earned Value Management of concept included in cost control, taking into account technical performance schedule and resource planning management techniques.
In this study, earned value management approach introduced into practical engineeringproject management and use the BCWS / BCWP / ACWP and SPI & CPI curve correlation using actual case study research beneficial for predicting differences in value management real engineering project management on value Significance.

並列關鍵字

Earned ValueManagement ； Project Management ； Engineering Project ； BCWS ； ACWP

參考文獻

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