工程顧問公司於橋梁工程施工階段專案風險管理之探討

Abstract

營建業主要成員包括業主、設計、監造、營建商、分包商、專案管理者、工程師、勞工，且其生產過程複雜，並歷經規劃、興建、營運至管理維護等各個不同階段，這些種種特性使得營建業與一般製造業有著極大的不同。這也是營建業長期以來，承受著具有高風險的契約行為之主要原因之一。 風險係指某一特定事件或活動，有可能與原預測產生偏差之可能性，其影響可能是正面或負面的。專案的風險來源，於不同專案中的不同階段，針對不同的專案目標，會各有其特定的風險，而爭議發生的時機，多處於專案執行的過程。 工程契約爭議是工程專案風險之一，爭議的發生與處置對於專案執行的成果，以及專案利益相關者的權益，有著決定性的影響。雖然各公正單位的契約範本或是標準已廣為推展、執行和修正，且營建產業各單位也付出相當的努力，但是契約風險仍與日俱增。本研究認為，營建業普遍性的缺乏契約風險管理概念，也未建立或執行風險管理過程，是其爭議層出不窮的主要原因之一。 風險管理理論的發展已為成熟的管理技術，世界各國陸續頒布風險管理標準，且其應用於不同的產業領域業皆有良好的效果。為了要降低契約風險發生的可能性，本研究彙整了各國風險管理過程、專案管理理論及相關方法，採用管理循環P-D-C-A作為管理過程之建立架構，以不同風險管理系統之內容彙整作為管理過程之步驟，再輔以專案管理及其過程模式作為論述，綜整提出專案風險管理過程，其主要分為「專案風險管理計畫的規劃與擬定」、「專案風險管理計畫的執行與紀錄」、「專案風險管制階段」、「風險管理模式的資訊回饋與審查」等四階段，並詳述其流程、方法與工具。 在個案風險管理過程中，本研究透過文獻回顧及問卷調查，提出橋梁工程於施工階段之專案風險管理要項，並再從中利用風險分析之層級分析法求得風險影響衝擊較大者，分別為「變更設計作業程序及廠商要求變更契約、工程圖說規範標單、施工管理及分包廠商管理、不適任人員之撤換」。針對前述高風險管理要項，接續研擬妥當之處置對策及應有的風險管理作為，亦提出修正工程採購契約應注意之原則與建議，期望工程顧問公司利用風險管理模式之運作結果，管理契約風險，避免工程爭議發生。

Construction industry is composed of proprietors, designers, construction owners, sub-contractors, project managers, engineers, and labors. The production process of construction industry is quite complicated, including planning, building, operation, and maintenance, and these characteristics make it different from general manufacturing industries. Thus, construction industry has been exposed to high contract risks. Risk means the likelihood of a deviation from the original prediction in a specific event or activity and its influences may be positive or negative. A risk may occur in different stages of different projects and each project objective has its own specific risks, while most controversies happen in the process of project implementation. Controversies of engineering contracts are one of the risks of engineering projects. The occurrence and treatment of a controversy have a decisive impact on the outcome of project implementation and the rights and benefits of relevant people. Although the contract templates or standards of each fair unit have been promoted, enforced, and revised and each unit of construction industry has made a lot of efforts as well, contract risks are still steadily on the increase. This study suggests that the lack of concepts of contract risk management and the lack of establishment or implementation of risk management procedure is one of the main reasons which arouse endless controversies. The development of risk management theories has become quite matured and each country in the world has promulgated its risk management standards one after another. In addition, the application of risk management standards to each different industry has all achieved great effects. To reduce the likelihood of contract risk occurrence, the risk management procedures, project management theories, and their relevant methods in each country were arranged in this study. The study used the PDCA cycle management to construct the framework of management procedure, used contents arranged from different risk management systems as the processes of management procedure, and used the discussions of project management and its procedure modes to propose the project contract risk management procedure, which mainly included four stages, “the planning and development of project risk management plan,” “the implementation and recording of project risk management plan,” “the control phase of project risk,” and “the information feedback and review of risk management modes.” The study also descried the procedures, methods, and tools inside.

In the case study of contract risk management procedure, this study used literature reviews and questionnaire survey to propose important items of bridge engineering during construction phase in project contract risk management. In addition, this study used the analytical hierarchy process of risk analysis to obtain the items of greater impact on risks, which were “the change of operating procedure in design and the change of contract requested by contractors; tender specifications of engineering illustration; construction management and sub-contractor management; the replacement of unsuitable staffs.” Based on the important items of high risk management above, this study developed proper strategies and risk management behaviors, and proposed the principles and suggestions to the amendment of engineering purchasing contract. It is hoped that engineering consulting firms may make use of the operation results of project risk management modes to manage contract risks and avoid the occurrence of engineering controversies.