臺灣博碩士論文加值系統

近年來，由於政府積極加入世界貿易組織（WTO），我國營建產業必須順應此國際化趨勢並符合國際性準則之要求；另外，睽諸國內專案工程設計層面之成本管控，皆普遍缺乏整合時間序列之「動態管理」，且設計專案管控亦面臨有好的成本/進度軟體應用工具，卻缺乏一套完整可行的管理系統配套使用之困境，以致於設計專案成本/進度之管控，僅能研判現行績效良窳，而無法達到提供預警及精確預測未來績效之功用。
有鑑於此，本研究將獲利價值管理系統（Earned Value Management System, EVMS）導入專案工程設計層面，以因應加入WTO之趨勢及有效解決上述專案工程設計層面所面臨的困境，並因應專案管理國際標準化之潮流。
本研究主要成果分成三大部分：第一部份為建立專案工程設計層面導入EVMS之架構；第二部份係以一土木工程案例進行個案研究，驗證EVMS導入專案工程設計層面之可行性；第三部份係提出專案工程設計層面導入EVMS之建議事項，以作為成本/進度管控之有利工具。

In recent years, the government makes every effort to join in World Trade Organization（WTO） positively, so the construction industry must orient the internationalization trend and conform the requirement to international criteria. In addition, the cost control in design phase of construction project often lacks of the integrated dynamic management in time sequence. Moreover, although some cost/schedule application software is efficient, it lacks of a comprehensive management system for the integrated control in the design phase. Therefore, the cost/schedule control can only determine current performance of the project. It cannot accomplish the function of forecasting future performance.
According to the problems mentioned above. This research uses Earned Value Management System (EVMS) to orient the trend of WTO, solve the above-mentioned predicaments, and orient the trend of international standardization of project management.
The features of the research are as follows: (1) build the framework for applying the EVMS in the design phase of construction project, (2) use a civil engineering as an example to verify the availability of applying the EVMS, and (3) propose suggestions of applying the EVMS for effective cost/schedule control.

表目錄
表2.1 EVMS相關準則比較表10
表3.1 本研究運用EVMS準則建立設計專案執行步驟15
表3.2 設計作業項目表例31
表3.3 預估整體設計進度表34
表3.4 設計預算金額統計表35
表3.5 實際進度表40
表3.6 完成百分比里程碑表示法43
表3.7 各組單月工時卡44
表3.8 設計專案累計工時卡45
表3.9 成本差異分析表48
表3.10 進度差異分析表49
表3.11 成本績效指數衡量表50
表3.12 進度績效指數衡量表51
表3.13 完工成本差異指標表55
表3.14 成本/進度現況報表59
表3.15 成本/進度差異分析報表60
表3.16 成本/進度績效綜合分析報表62
表3.17 完工成本差異分析報表64
表4.1 ES/LS預算金額及執行預算彙總表76
表4.2 成本/進度現況報表83
表4.3 成本/進度差異分析報表86
表4.4 成本/進度績效綜合分析報表88
表4.5 完工成本差異分析報表90
表5.1 專案工程設計層面過程群與過程模式整合表97
表5.2 C/SPR與傳統設計管控報表比較99

61.David S. Christensen and Daniel V. Ferns, ”Using Earned Value for Performance Measurement on Software Development Projects”, Acquisition Review Quarterly, 1995/spring.
【網站】
62.http://www.acq.osd.mil/pm/，Earned Value Management Web Site。
63.http://www.quentinf.com/，Quentin W. Fleming Project Management Consultancy。
64.http://www.earnedvalue.com/，Business Performance Management Group，CMS。
【其他】
65.John J. Magill, “Setting Up an Earned Value Management System（EVMS）：Approach and Lessons Learned”, GTE Government Systems Corporation, 1997/5.
66.Sean Alexander, “Earned Value Management Systems Basic Concepts”, Meridian Consulting Group, Inc., 1998/3.
67.Ron Higuera, “Earning Value From Risk”, Carnegie Mellon University, 1999/3.
68.Lawrence E. McGovern, “Earned Value as a Risk Assessment Tool”, DSc of the OAO Corp., 1999/3.
69.Kevin Kane and Jim Muir, ”EVMS in International Environments”, DCMC, 1997/5.
70.Wayne Abba, ”Earned Value Management Rediscovered”, OUSD(A&T)API/PM, 1995/10.
71.Gary Christie, “The Cost/Schedule Systems(C/SCSC) and Earned Value Management: A Vision”, 1994/9.