| 姓名 | 王清良(Ching-Liang Wang) | 電子郵件信箱 | m12w7525@cpami.gov.tw | |
| 畢業系所 | 營建工程系碩士班(Department and Graduate Institute of Constrction Engineering) | |||
| 畢業學位 | 碩士(Master) | 畢業時期 | 91學年第2學期 | |
| 論文名稱(中) | 組織變革對營建署工務系統工程管理機制之衝擊與對策分析 | |||
| 論文名稱(英) | The Impact Analysis and Relative Counterplot of Organization Change Against the Project Management Mechanism－The Case of Study the Engineering System of Construction＆Planning Administration | |||
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論文使用權限 | 校內外完全公開 | |
| 論文語文/頁數 | 中文/93 | |||
| 摘要(中) | 摘 要 為解決工程主辦機關工程專業人力之不足及專業能力之欠缺等問題，專業營建管理（或稱為專案管理），已成為工程主辦機關管理工程之方式與趨勢。 本研究為試圖了解公部門在組織變革後之工程管理機制對公有建築工程業務上之衝擊與對策。本研究選定營建署工務系統為研究對象，分析其現行之工程管理機制，探討專案管理機制策略運用模式對營建署工務系統之衝擊。俾供其他欲導向專案管理的相關工程主辦機關或委託該署辦理專案管理之參考。 本研究結果發現： 1.在機制比對策略方面： 營建署工務系統之工程管理機制架構均與典型之專業營建管理(P.C.M)運作架構吻合。 2.在機制運用策略方面： 2-1.有高達八成以上受訪者認為營建署工務系統對任何一種專案管理機制均有能力承擔。 2-2.將來由營建署統一發包之公共建築工程以朝C4型（專案督導型）之專案管理機制為最高。 2-3.C4型（專案督導型）之專案管理機制較符合署內個人之意願。 2-4.公部門「最終一道防線」之管理機制仍有存在之價值。 2-5.所應負權責，則以實際從事施工之施工單位的權重為最重。 | |||
| 摘要(英) | ABSTRACT To solve this problem and difficulty, the “specialized construction management” (also known as “project management”) has become a method and trend to all of the construction sponsoring agencies. In order to realize the impact against the construction management system in the public construction business after organization reformation and to find a counterplot for it, we have used the current construction management system of Construction ＆ Planning Administration as an example in this study, discussing and analyzing the potential impact as well as the counterplot used in conformity with the governmental policy of application of the project management system and strategy to be provided to other related construction sponsoring agencies for references when they will cooperate with the tendency of the governmental policy. Findings through this study: 1.Viewpoint from the aspect of system comparison strategy: The structure of the construction management system of Construction ＆ Planning Administration is similar to and with that of typical professional construction management (P.C.M.). 2.Viewpoint from the aspect of system operation strategy: 2-1 More than 80% interviewees considered that with the current construction management system of Construction ＆ Planning Administration will be able to take upon itself to any types of project management system. 2-2 C4 “project supervision” type project management system will be the best choice for the purchasing policy of the upcoming public construction works parceled out by the of Construction ＆ Planning Administration. 2-3 C4 “project supervision” type project management system shall also be the best for personal volition. 2-4 The “final line of defense” of the public authorities’ management system still has its value. 2-5 It is the entity practically operating the construction works that assumes the most responsibility for the project. | |||
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