臺灣博碩士論文加值系統

傳統專案管理只利用兩個參數也就是實際花費成本與計劃預算成本來進行專案的管控，並未考慮到進度的因素。實獲值管理系統（ Earned Value Management System）的應用是將傳統專案管理中再加入第三個參數實獲值的概念，讓整個專案更能真實的反映專案的成本與進度管控狀況，但在第二類實獲值(進度超前且成本超支)的情況，卻不能明確的顯示出專案的進度與成本之實際情況，可能導致專案經理延誤改善專案之時機。故必須對此模糊地帶予以釐清，明確的顯示出專案的進度與成本之實際情況，以提供足夠訊息協助專案經理做出最有利專案之決策。
本研究經由理論上將成本變異及進度變異合併而得一新的預算變異參數，並選擇能夠代表建廠工程各階段之營建工程、公用系統工程及一般管線工程三個工程專案以代表一般工程專案，將新的參數導入此三個實際工程專案做驗證，證明此新提出的參數是可以明確的顯示出專案的進度與成本之實際情況，確實能有效的提供專案經理做專案執行管控的決策參考。
本研究所提出之新的觀測值－預算變異(BVWP)，將SV及CV值合併為一個值，經過三個實際工程案例的分析驗證，確實有如下幾點貢獻：
1. 能明確顯示專案的實際狀況，特別是針對第二類實獲值類型的專案。
2. 將進度及成本變異整合成一個預算變異，簡化了實獲值管理的應用。
3. 單一觀測值，能明確的看出專案的現況及趨勢，更有助於協助專案經理作出有利專案的決策。

The traditional project management only considers the actual cost and the plan cost, has not considered the progress of project. The earned value management system (EVMS) put a third factor into traditional project management, enables the entire project reflection actual cost with project progress, but in the second kind of earned value (progress in advance and cost overspending) the situation, actually cannot be clear demonstration project progress and cost actual situation, possibly causes project manager to delay opportunity for the project improvement. Must therefore the fuzzy region define clearly, explicit demonstration project progress and cost actual situation for project manager to make the most advantageous decision-making.
This research by way of theory in cost variation and schedule variation merge, but a new budget variation parameter, and chooses three cases－civil work , utility system engineering and the common pipeline project represent the general engineering project, the new parameter will induct this three actual project to make the confirmation, proved this proposed new parameter can demonstration project progress and cost actual situation, then project manager can make a effective decision for project control .
This research proposes a new observed value - budget variation (BVWP), has the following several contributions:
1. Can be clear the project state, especially for the second kind of earned value.
2. Merge cost variance and schedule variance become a parameter－budget variation, simplified the application of earned value management.

3. The sole observed value, can be clear check the state and tendency of project, is helpful project manager makes the advantageous decision-making for project.

摘 要 I
ABSTRACT II
誌 謝 IV
目 錄 V
表目錄 VII
圖目錄 VIII
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究範圍與限制 3
第四節 研究方法 4
第五節 研究架構與流程 4
第二章 文獻探討 6
第一節 專案管理 6
第二節 實獲值分析 16
第三節 文獻探討小結 25
第三章 工程專案管理流程 29
第一節 專案規劃階段 29
第二節 專案執行階段 40
第三節 專案考核階段 42
第四節 專案改進階段 43
第五節 實獲值管理 44
第四章 案例分析 49
第一節 案例一：力旭光電氣體系統建廠工程專案 49
第二節 案例二：國內某營建工程專案 58
第三節 案例三：國內某半導體建廠廢液收集系統工程專案 62
第五章 結論與建議 68
第一節 研究結論 68
第二節 研究建議 69
參考文獻 71

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