由業主觀點探討電廠統包專案之關鍵成功因素－以台電林口氣渦輪機發電計畫為例

Abstract

具備商業規模的發電機組的建造需動員大量的人力、物料、機具、設備，並涉及各種學門之界面工作與科際整合，素為工程專案管理應用之典型。而傳統執行建廠專案多由業主覓妥設計顧問公司完成全部設計後，再行發包予施工廠商按圖施工，業主的管理責任為依序分次辦理招商，並需同時執行對設計者及施工者的監督管理與整合協調，此種模式即係被慣稱為「設計/招標/施工」的工程採購策略。而隨著工程規模日益龐大，應用技術的複雜，以及市場競爭激烈等種種因素，業主愈益傾向新興的採購策略－「統包」。業主眼裡所見的統包的好處，包括了享有可以一次購足的「設計帶施工」解決方案、免除了需為設計者與施工者排解爭議的麻煩、以及節省自身須投入的管理資源等。 為執行統包工作，傳統的工程專案管理體系勢須配合調整，本研究先就統包觀念的發展提出說明，並整理文獻已探討的營建專案管理關鍵成功因素，以供後續研究比較。本研究主要目的，為在於瞭解台電公司初次嘗試以統包模式進行建廠工作的執行成果，並以林口氣渦輪機發電計畫為研究對象，透過參與式觀察、次級資料分析與訪談等個案研究方法，從業主的角度出發，圈選出五個電廠統包專案的關鍵成功因素－包商能力、合約編製、工程特性、組織氣氛、專案團隊。研究成果並特別指出電廠工程的工程特性（如技術成熟度），也是極為重要的關鍵因素。

The construction of the commercial generating facilities shall mobilize the huge amount of personnel, material, machines, equipment, and involves the inter-discipline integration and interfaces works. It has long been the typical application of the construction project management. Traditionally, the Owner hires a Designer to complete all design data, and then award one Constructor to execute the construction works based on the design data. The Owner has to bid sequentially to find the contractors respectively, monitor & control by itself, and bears the responsibility to coordinate the Designer & Constructor if dispute happens. Such a way is called the “Design/Bid/Build” procurement strategy. However, the project scope is getting wider, techniques adopted are much more complex, and the fierce market competition forces the Owner change to the emerging procurement method called – “Turnkey”. The benefits of turnkey in the Owners’ perspective are: One-stop shopping total solution for design and construction works, relieves the burden to be the dispute arbitrator between the Designer and the Constructor, and lessen the management overhead. The traditional construction project management system has to reflect the turnkey trend to make necessary modifications. This research first makes briefs about the “Turnkey”, and summarize the critical success factors of the construction project management literature to provide the basis for validation. The major objective of this research is to explore Taiwan Power Company’s first time experience of the turnkey plant construction project. The Lin-Kou Gas Turbine Project is adopted for case study. By way of the participation observation, secondary dada analysis and interview, five critical success factors (Contractor’s Competencies, Contractual Arrangement, Project Characteristics, Organizational Atmosphere, Project Team) were identified from the Owners’ perspective. Especially, the Project Characteristics (e.g. Pioneering Status) is also critical to the success of the turnkey power plant projects.