簡易檢索 / 詳目顯示

回結果列表
研究生： 丁和曦
Divas, José Mariá
論文名稱： 營建工程進度流程成熟度與進度績效之聯結
Linkage between Scheduling Process Maturity and Schedule Performance of Construction Projects
指導教授： 張行道
Chang, Shing-Tao
學位類別： 碩士
Master
系所名稱： 工學院 - 土木工程學系
Department of Civil Engineering
論文出版年： 2011
畢業學年度： 99
語文別： 英文
論文頁數： 104
中文關鍵詞： 進度理論 、專案管理 、進度管理 、進度工作流程 、進度績效
外文關鍵詞： Schedule theory, project management, schedule management, scheduling process, schedule performance
相關次數： 點閱：63  下載：10 
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報

    • 儘管許多研究都在改善進度績效，工程延誤還是時常發生。許多研究調查影響專案成功及建立良好實務而有助於進度流程的因子。有研究指出進度管理的問題主要源自於理論與實務的落差，管理者與專案參與者缺乏相互支持，及進度方法和工具的誤用。
    本研究探討進度流程成熟度與進度績效之間的關係。首先回顧對進度績效影響的因子，設計一份由進度理論、管理理論、專案參與者及專案環境等四類進度因子組成的問卷，發送後收集得93份樣本，包含貝里斯及台灣的業主、監造及承包商。
    分析結果顯示各專案參與者對於時程各面向的觀點。承包商認為進度流程與進度績效有良好的聯結；專案參與者常使用基本進度流程且使用良好，但其與進度績效只有中度相關，排程正式程度也和工期延誤有中度相關；進階的進度流程因專案參與者們不熟悉而較少使用。

    Delays are often found in construction projects in spite of numerous research aimed at improving schedule performance. Studies address the factors affecting project success and establish good practices to help in scheduling process. Some argue the schedule problems are lack of support between management and project participants, and the misuse of the scheduling methods and techniques, while others state that is because of an existing gap between theory and practice.
    This research studies the relationship between scheduling process maturity and schedule performance. It first reviews the factors that are of critical influence on schedule performance. A questionnaire was designed based on four parts composed of these schedule factors: schedule theory, management theory, project participants and project environment. The questionnaire was sent out and collected 93 sets of data from owners, consultants and contractors in both Belize and Taiwan.
    The analysis results reveal the views of project participants regarding various scheduling aspects. Contractors’ replies have a better linkage with schedule performance. Basic scheduling processes are most frequently and well used by project participants while having a moderate relationship with schedule performance. The scheduling formality of the project participants has a moderate relationship with project delays. Advance scheduling processes are seldom used because they are not familiar to participants are seldom practiced.

    ABSTRACT I 摘要 III ACKNOWLEDGEMENTS V TABLE OF CONTENT VII LIST OF TABLES IX LIST OF FIGURES X CHAPTER 1 INTRODUCTION 1 1.1 Motivation 2 1.2 Research Objectives 3 1.3 Research Scope and Limitation 4 CHAPTER TWO LITERATURE REVIEW 9 2.1 Schedule Theory 10 2.1.1 Planning, Scheduling and Control 10 2.1.2 Scheduling Methods and Techniques 13 2.2 Management Theory 15 2.2.1 Project management 15 2.2.2 PM Process and Benchmarking 16 2.3 Project Participants Capabilities 18 2.3.1 Human Factors 18 2.3.2 Skills, Training and Experience 19 2.4 Project Environment 19 2.4.1 Owners’ Sophistication 20 2.4.2 Project Complexity 20 2.4.3 Schedule Specification 22 2.4.4 Culture 23 CHAPTER THREE FACTORS AFFECTING SCHEDULING PROCESS 25 3.1 Scheduling Process Problems 25 3.1.1 Personnel 26 3.1.2 Procedures 28 3.1.3 Problems in Developing Countries 29 3.2 Initial Survey in Belize 32 3.2.1 Preliminary Results 33 3.2.2 Informalities in the Industry 36 CHAPTER FOUR SURVEYING SCHEDULE PRACTICE LEVELS AND RESULTS 39 4.1 Establishing Schedule Practice Levels 39 4.1.1 Effort to establish the scheduling practice 39 4.1.2 Maturity Level Assignment 41 4.2 Questionnaire Design 42 4.2.1 General Information 42 4.2.2 Project Environment 43 4.2.3 Scheduling Process 44 4.2.4 Schedule Performance 45 4.3 Survey Process and Results 46 4.3.1 General Information 47 4.3.2 Project Environment 51 4.3.3 Scheduling Process 57 4.3.4 Schedule Performance 64 CHAPTER FIVE LINKAGE ANALYSIS OF SCHEDULING ASPECTS 71 5.1 Linkage Strategy 71 5.1.1 Relationships to be Identified 71 5.1.2 Regression and correlation analysis 73 5.2 Relationship Identification 74 5.2.1 General Information-Schedule Process and Performance 75 5.2.2 Project Environment – Scheduling Process 78 5.2.3 Project Environment – Schedule Performance 82 5.2.4 Scheduling Process – Schedule Performance 85 CHAPTER SIX CONCLUSIONS AND RECOMMENDATIONS 89 6.1 Conclusions 89 6.2 Recommendations 90 REFERENCES 93 Appendix A: Initial Survey Questions about Scheduling Problems 97 Appendix B: Questionnaire (English Version) 98 Appendix C: Questionnaire (中文版) 101 Appendix C: Summary of Questionnaire Survey Results 104

    1. AACE International (2006). Recommended Practice No. 14R-90: “Responsibility and Required Skills for a Project Planning and Scheduling Professional.” pp. 1-16.
    2.AACE International (2009a). Recommended Practice No. 48R-06: “Schedule Constructability Review”. pp. 1-10.
    3.AACE International (2009b). Recommended Practice No. 38R-06: “Documenting the Scheduling Basis.” pp. 1-11.
    4.AACE International (2010). Recommended Practice No.37R-06: “Scheduling Levels of Detail – As Applied in Engineering, Procurement and Construction.” pp. 1-7.
    5.Ballast, Leaf A., and Popescu, Calin M. (2001). “Selecting Planning and Scheduling Specifications.” AACE International Transactions PS.01.1-07.
    6.Barber, E. (2004). “Benchmarking the management of projects: a review of current thinking.” International Journal of Project Management, 22, pp. 301-307.
    7.Bradley, M. (2005). “Scheduling Specifications: A Lump Sum Contractor’s Perspective.” AACE International Transaction, PS.11.1-11.4.
    8.Baccarini, David. (1996). “The concept of Project complexity – a review.” International Journal of Project Management, 14, pp. 201-204.
    9.Buziak, John P. (2008). “The Problem with hiring a Scheduler.” AACE International, PS.06.
    10.Cole, L. J. R. (1991) “Construction Scheduling: Principles, Practices, and Six Case Studies.” Journal of Construction Engineering and Management, Vol. 117, No. 4, pp. 579-587.
    11.Chan, Albert P.C., Scott, D., and Chang, Ada P.L. (2004). “Factors Affecting the Success of a Construction Project.” Journal of Construction Engineering and Management, Vol. 130, No. 1, pp. 153-155.
    12.Chen L. and Mohamed, S. (2006). “Impact of organizational cultural factors on knowledge management in construction.” The British University in Dubai.
    13.Dos Santos, A. (2002). “Evolution of Management Theory: The case of production management in construction.” Management Decision, 40/8, pg 788-796.
    14.Galloway, Patricia D. (2006a). “Survey of the Construction Industry Relative to the Use of CPM Scheduling for Construction Projects.” Journal of Construction Engineering and Management, Vol. 132, No. 7, pp. 697-711.
    15.Galloway, Patricia D. (2006b). “Comparative Study of University Courses on Critical –Path Method Scheduling.” Journal of Construction Engineering and Management, Vol. 132, No. 7, pp. 712-722.
    16.Gareis, R., and Huemann, M. (2000). “Project Management Competences in the Project-oriented Organization.” The Gower Handbook of Project Management, pp 709-721.
    17.Glenwright, Earl T. (2004). “Let’s Scrap the Precedence Diagramming Method.” AACE International Transactions, PS.08.
    18.Griffith, Andrew F. (2005). “Scheduling Practices and Project Success.” AACE International Transaction, PS. 05.1-8.
    19.Hinze, Jimmie W. (2008). Construction Planning and Scheduling, Pearson International Edition, New Jersey.
    20.Herroelen, W. (2005). “Project Scheduling: Theory and Practice.” Production and Operation Management Society, Vol. 14, No. 4, pp. 413-432
    21.Ibbs, C. W., and Kwak, Y. H. (1997). Financial and Organizational Impacts of Project Management. Project Management Institute28th Annual Seminar and Symposium.
    22.Ibbs, C. William and Reginato (2002). Measuring the Strategic Value of Project Management. University of California, pp. 1-10.
    23.Iyer, K. C., and Jha, K.N. (2006). “Critical Factors Affecting Scheduling Performance: Evidence from Indian Construction Projects.” Journal of Construction Engineering and Management, Vol. 132, No. 8, pp. 871-881.
    24.Kernzner, H. (2009). Project Management: a systems approach to planning, scheduling, and controlling, John Wiley and Sons, New Jersey.
    25.Kwak, Y. H., and Ibbs, C. W. (2002). “Project Management Process Maturity (PM2) Model.” Journal of Management in Engineering, Vol. 18, No. 3, pp. 150-155.
    26.Kwak, Y. H., and Ibbs, C. W. (2000). “Berkeley project management maturity model Measuring the value of Project Management.” IEEE, EMS, International Engineering Management Conf., pp. 1-5.
    27.Kim, J., Kyunghwan, J., Namyong, Y., and Yungsang. (2005). “Enhanced Resource Leveling Techniques for Project Scheduling.” Journal of Asian Architecture and Building Engineering, vol. 4, No. 2, pp. 461-466.
    28.Kuruoglu, M., and Ergen, E. (2002). “The Effects of Economic Development on Project Management in Developing Countries.” Instanbul Technical University, Turkey.
    29.Levin, P. (2006). “Schedule Specification for 21st Century.” AACE international Transactions, PS.18.1-4.
    30.Long, N. D., Ogunlana, S., Quang, T., and Chi, L. K. (2004), “Large Construction Project in Developing Countries: A Case Study from Vietnam.” International Journal of Project Management, 22, pp. 553-561.
    31.Lu, M., and Li, H. (2003). “Resource-Activity Critical-Path Method for Construction Planning.” Journal of Construction Engineering and Management, Vol. 129, No. 4, pp 412-420.
    32.Nassar, K. M., and Hegab, M. Y. (2006). “Developing a Complexity Measure for Project Schedule.” Journal of Construction Engineering and Management, Vol. 132, No. 6, pp. 554-561.
    33.Nepal, M. P., Park, M., and Son, B. (2006). “Effects of Schedule Pressure on Construction Performance.” Journal of Construction Engineering and Management, Vol. 132, No. 2, pp. 182-188.
    34.Nima, M., Abdul-Kadir, M. R., Jaafar, M. S., and Alghulami, R. G. (2002) “Constructability Concepts in West Port Highway in Malaysia.” Journal of Construction Engineering and Management, Vol. 128, No. 4, pp 348-356.
    35.Odeh, A. M., and Battaineh, H. T. (2002). “Causes of Construction Delay: Traditional Contracts.” International Journal of Project Management, 20 pp. 67-73.
    36.Project Management Institute. (2007) “Practice Standard for scheduling”. PMI Inc.
    37.Project Management Institute ( 2004). A guide to the Project Management Body of Knowledge, 2004 ed., Newtown Square, Pa..
    38.Sappe, R. (2007). “A schedule Success: Hartsfield-Jackson Atlanta Airport’s Runway Delivered 11 Days Early and $102 Million under Budget.” Cost Engineering, Vol. 49, No. 4, pp. 21-23.
    39.Son, J, and Rojas, E. M. (2011). “Impact of Optimism Bias Regarding Organizational Dynamics on Project Planning and Control.” Journal of Construction Engineering and Management, Vol. 137, No. 2, pp 147-157.
    40.Uher, T. E. (2003). “Programming and scheduling techniques.” University of New South Wales.
    41.Vidal, L. A., and Marle, F. (2008). “Understanding Project Complexity: Implications on Project Management.” Emeral Group, Kybernetes, Vol.37, No. 8 pp.1094-1110.
    42.Warhoe, S. P. (2009). “Schedule Specification – Handle with Care.” Cost Engineering, Vol. 5, No. 1, pp. 3-4.

    下載圖示 校內：立即公開
    校外：立即公開
    QR CODE