營建專案開發時程通常很長且開發過程中可能牽涉的課題範圍很廣，常造成業者面臨突發問題而未做準備，以致進度停滯，等待狀況排除，但業者蒙受巨大的成本與時間損失。為探討專案管理作法的關鍵之處，本研究參考相關文獻及一篇發表在國際專案管理期刊的論文，名為「影響新加坡廠商在中國的專案績效之關鍵專案管理作法」，引用專案管理九大知識領域的78項專案管理作法為專案績效影響因子，並作為問卷調查之題目。問卷對象為參與佛陀紀念館工程的承攬廠商之團隊成員，對該專案進行因子重要性評量。其次對填答的問卷做分析及探討，結果顯示16項較為重要的因子，前六名為「發生的爭議或求償」、「進度控制的妥適性」、「獎勵優良職員的程度」、「酬勞職員的程度」、「安全衛生管理的施行」、「本地協力廠商的經驗與能力」。這些因子之妥適處理對專案成功最為重要。本研究可供業界及後續研究參考，以促進專案管理績效。 The development duration of a construction project is usually long and in the development process a broad range of issues can be involved, often causing contractors to encounter unexpected problems without preparation and resulting in delays in progress while waiting for clearance. However, there would be great loss in cost and time for the contractor. In order to investigate what critical project management practices are, this study referred to related works and a paper published in an international project management journal entitled “Key project management practices affecting Singaporean firms’ project performance in China”, for using the listed 78 project management practices in nine project management knowledge areas as factors influencing project performance and as the questions for a questionnaire survey. The survey was targeted at the team members of the contractor for the Buddha Memorial project who were asked to assess the importance of the 78 factors with respect to the project. The collected responses were then analyzed and discussed, and the results indicate 16 more important factors, with the top six being: “Extent of claims or disputes”. “Quality of schedule control”, “Extent of rewarding high performing staff”, “Extent of compensation to staff”, “Extent of practicing health and safety management”, and “Local partner’s experience and technical capability”. Proper handling of these factors may be able to significantly contribute to project success. This study may be referred to by practitioners and future studies, so as to promote project management performance.
