從專案管理知識架構（PMBOK）探討統包商因應公共工程統包履約衝突之策略─以「臺北縣中港大排污染改善暨河廊環境營造工程」為例

Abstract

統包工程為近年來政府辦理公共工程大力推廣的採購方式，因為它有縮短工程與減少介面衝突的種種優點，加上以總價承攬的方式可以避免工程主辦機關將來可能超出預算的風險。惟國內引進統包作業模式迄今，無論在採購或履約階段，廠商與主辦機關間卻不斷產生歧見。有鑑於此，本研究以實際案例履約階段所生之爭議作為探討範圍，以尋求解決之道。

本研究針對統包工程、履約爭議及專案管理等文獻進行回顧，並以實際案例為探討對象，歸納履約衝突原因共24點提問，透過訪談實地執行該統包工程專案人員以分析衝突原因之所在，其中可以發現部分爭議問題已於事後因協商結果獲得大多數人認同，而仍有部分問題因涉及契約見解的不同而無法達成共識。

本研究由衝突原因分析結論，以國際專案管理知識體系（PMBOK）之觀點加以分類至九大知識領域中，再由各知識領域的觀點提出統包商因應公共工程統包履約衝突策略之建議。在因應建議上因專案管理模式未必須踐行PMBOK所列舉之各個流程，只要依循九大領域的分類模式，尋求合適的管理技術，並確實活用專案管理的各種知識即可發揮成效。

最後，本研究的貢獻在於透過訪談暸解到統包工程個案的衝突原因，可供未來辦理統包工程專案執行的作業單位參考。並因採取PMBOK的觀點來做為因應衝突的策略，可以使後續研究或執行者瞭解如何將九大知識領域應用於個案專案管理之中。

Design-build is a procurement method which has been strongly promoted by the government on public construction in recent years. It has various advantages, including shortening time for the project and reducing interface conflicts. In addition, lump sum contracts can avoid possible future over budget of the project for hosting authorities. However, since the design-build mode was introduced into Taiwan, no matter it is in the procurement or performance stage, disagreements between contractors and authorities have often emerged. Therefore, this research used some examples of disputes in the performance stage in an actual case as the scope of our study and sought for solution. This research reviewed literatures concerning design-build projects, performance disputes and project management, and used an actual case as the research objects. We summed up 24 questions from the performance conflicts, and analyzed the reasons of the conflicts through interviewing the personnel who had actually executed the design-build project. In the process, it could be found that part of the disputes had been solved through consultations and the majority had agreed with the results. But there were still some of problems that people could not reach agreements due to the different views on the contracts. This research analyzed the reasons of the conflicts, classified the conclusions into the nine knowledge areas from the view of PMBOK, and posed suggestions on the strategy of contractors handling the performance conflicts of public construction design-build projects. On the suggestions of conflict handling, because it is not necessary to implement every step listed in the PMBOK in the project management model, we just need to follow the classification method of the nine knowledge areas, find out appropriate management techniques, and properly use the knowledge of project management to obtain the effect. Lastly, the contribution of this research is the reasons we found through our interviews of the conflicts in the design-build case, which could be references for those units executing design-build projects in the future. In addition, because the view of PMBOK was adopted as the strategy of handling conflicts, future studies or executors will know how to apply the nine knowledge areas to the management of case project.