施工管理廠商與PCM併行管理之案例分析

Abstract

摘要

近年來不動產行業蓬勃發展，除規模逐漸擴大外，建案每坪銷售的單價也屢創新高，更吸引相當多原本不是建築本業的產業，逕相投入不動產行業，但因業主專業營建能力及人力的不足，對於專案管理的需求成為必然的趨勢。民間採行專案管理的模式，有別於傳統或統包工程的方式，乃因業主為降低施工成本，以及掌控採購主導權，通常將專業工程項目分開發包，除委託PCM管理廠商契約外，亦給付土建承攬廠商管理費用；以作為施工管理廠商；負責統籌進度協調、安衛管理，以及介面管控的工作。 本研究將先以「問卷調查」的方式，對民間工程專案管理的方式進行資料蒐集，透過回收資料瞭解目前民間工程專案管理的作法、施工廠商契約型式，以及施工管理費計算的基準，並調查專案人員對於施工管理廠商與PCM併行時，管理問題發生可能的原因，以及可能產生權責不清的看法。 本研究亦將針對某一建案採行此種專案管理方式進行個案研究，探討管理問題發生的原因與權責不清的情形，獲得主要的原因有廠商契約設定的型式、管理權責與工作範圍界定、PCM管理職責的認知、協同管理的機制，以及施工管理廠商專業的能力與管理責任擔當等，另將對研究案例的成員及實際從事專案管理的人員進行專家訪談，綜整相關建議及意見，就業主契約面、PCM督導面、以及施工管理廠商管理面，研擬管理問題的因應對策，以作為日後業主採用這種專案管理方式的參考與應用。

Abstract

In recent years the real estate industry has flourished. The unit price per ping of the construction project has continued to hit record highs in addition to the gradual expansion of its size. Industries other than the construction industry itself have been attracted to engage themselves in the real estate industry. However, due to owners’ inability to undertake professional construction and shortage of manpower, the demand for project management has become an inevitable trend. The project management model adopted by the private sector is different from the traditional or turnkey project in that owners often subcontract a project in order to reduce construction costs and take control of leadership in procurement. In addition to entrusting management of contractors’ contracts to PCM, owners also pay management fees to civil engineering contractors, so that they can act as the construction management contractors. These contractors are responsible for coordinating the various contractors’ progress, safety and health, as well as for interface control. This study first collected data on the manners of project management of private construction by means of a questionnaire survey. These data were then used to understand the manners of current project management of private construction, types of construction contractors’ contracts, and the basis for calculating construction management fees. Project staff’s opinions on the possible causes of management problems and reasons for confusion of responsibilities when construction management and PCM contractors work together were also investigated. This study also conducted a case study on a construction project that adopts the aforementioned project management, in order to explore the causes of management problems and situations concerning confusion of responsibilities. The findings showed that types of contractors’ contracts, the boundary between management responsibility and job scope, the perceptions of PCM contractors’ management responsibility, the co-management mechanism, and the professional capacity and management responsibility of the construction management contractors are the main reasons. In addition, expert interviews with members who conducted the case study and personnel who actually carried out the project management were conducted. Recommendations and opinions were compiled to propose countermeasures to respond to management problems from the perspectives of owners’ contracts, supervision by PCM contractors, and management by construction management contractors, in order to be used as a reference for owners when they apply the aforementioned project management.