民間參與公共建設在引進民間的資金、技術、管理及活力，但在執行上效能是否較傳統政府自建為佳尚未有定論。本研究探討民間參與公共建設之因素對工程興建進度與品質之影響，比較傳統與民間參與工程執行與效能的不同。
以北捷與高捷為案例（高捷政府出資太多，非全然民參工程），各選取五個在進度與品質佳或不佳的標案，兩階段訪談政府業主、承包商、設計者、特許公司等共17次。探討興建期間發包方式及參與者心理等之輸入因素、執行過程之進度與品質因素，及輸出結果進度及品質效能之關係。此四類因素的確影響民參工程的執行，但並未直接影響效能，反是廠商的經驗能力，非民參影響因素，卻直接深刻影響民參工程之執行與效能。詳細發現如下：
發包方式因素中，民參工程採用促參法採購較具彈性，廠商可發揮活力及能力。特許公司聲譽及能力很重要，廠商最好由興建及專業營運公司組成。廠商財力需比傳統工程雄厚。設計與施工關係若依傳統方式執行，會造成許多困難。進度因素中，民參工程之設計加施工工期短。採計價里程碑可能因認知不同，產生施工順序及勘驗問題。興建營運期機制會使興建進度較快。
品質因素中，民參工程若政府出資多，政府監督程度不會比傳統工程鬆。監督組織與程序上，民參工程毋需太多監督。民參之高捷工程品質效能與北捷沒有不同。參與者心理因素中，民參工程政府出資如大於民間機構，心態上還是不會輕鬆，但已不若傳統工程嚴格。執行廠商可發揮活力，但應考慮政府風險。施工者受重視、地位提高。
對民參工程執行上的建議，特許公司最好由興建及專業之營運公司組成，財力需雄厚，設計及施工分段規劃發包，里程碑計價應有配套措施，不以驗收標準勘驗，政府的監督程度應適中，程序莫過複雜。

Private participation (PP) in public works has induced private funds, technology, management and vigor to the once-government-executed construction projects. However, whether the construction effectiveness of PP projects is better than that of government projects is not known. This research explores the factors influenced by PP and their impact on execution and effectiveness of schedule and quality of design and construction.

Selecting five projects individually from the government-executed Taipei Rapid Transit Systems (TRTS) and PP-Kaohsiung Mass Rapid Transit (KMRT), this study interviewed owners, contractors, designers, franchisee and other participants 17 times at two stages, to seek the relationships of input factors, execution process and output effectiveness. It is found that the input factors of procurement methods and participant's psychology influence the schedule and quality execution but not their effectiveness. It is the experience and ability that influence the PP construction projects.

In the factors of procurement methods, the PP procurement is more flexible and the franchisee can develop the vigor and ability because of the PP promotion law. The reputation, ability and financial soundness of the franchisee are very important and the construction team is better composed of construction and operation companies. The design-built construction projects will undergo troubles if executed in the traditional design-bid-build way. The construction duration of PP projects is shorter than that of traditional projects. The payment milestone should be better arranged.

In the factors of construction quality, there is no difference between TRTS and KMRT. The supervision organization and procedure should be simple and the PP projects needs little supervision from the government. In the factors of participant's psychology, the psychology burden of government employees is still not light if public funds are involved. The PP projects bring vigor but should consider the government risk. The status of constructors becomes higher compared with designers in PP projects.

1. Askar, M. M. (2002), “Problems facing parties involved in build, Operate, and Transfer projects in Egypt.” ASCE, Vol.18, Issue 4, pp.173-178.
2. Burati, J. L., Farrington, J. J., and Ledbetter, W. B. (1992). “Causes of quality deviations in design and construction.” J. Constr. Eng. Manage., 118(1), 34–49.
3. Chan, T. W., Chen, C., Messner, J. I. and Chua, D. K. H. (2005), “Interface Mmanagement for China’s build–operate–transfer projects.” Journal of Management in Engineering, ASCE, Vol. 131, No. 6, 645-655.
4. Chan T. W, Messner, and Chen C.etc. (2005), “Interface management for China’s build-operate-transfer projects.” Journal of Management in Engineering, ASCE, Vol.131, No.6, pp.645-655.
5. Chang, A. S. (2002), “Reasons for cost and schedule increase for engineering design projects.” Journal of Management in Engineering, ASCE, 18 (1), 29-36.
6. Chase, G.. W. (1993), “Effective total quality management (TQM) process for construction.” Journal of Management in Construction, ASCE, Vol.9, No.4, 433-443.
7. DBIA (1994), Design-Build Manual of Practice. Design-Build Institute of America, Washington, D.C.
8. Deffenbaugh, R. L. (1993), “Total quality management at construction jobsites.” Journal of Management in Construction, ASCE, Vol. 9, No. 4, 382-389.
9. Dym, C. L. and Little, P. (2001), Engineering Design: A Project-Based Introduction, John Wiley & Sons Inc, New York.
10. Fredrickson, K. (1998), “Design guidelines for design-build projects.” Journal of Management in Engineering, ASCE, Vol.14, No.1, pp.77-80.
11. Gransberg D. D. and Molenaar K. (2004), “Analysis of owner’s design and construction quality management approaches in design/build projects.” Journal of Management in Engineering, ASCE, Volume 20, Issue 4, 162-169
12. Gordon, C. (1991), Compatibility of Construction Contracting Methods with Projects and Owners. Master Thesis, Civil Engineering Dept., Massachusetts Institute of Technology (MIT).
13. Graves, R. (1993), “Total Quality—Does it work in engineering management?” Journal of Management in Construction, ASCE, Vol. 9, No. 4, 444-455.
14. Ibbs, W., Kwak, Y. H., Ng, T., and Odabasi, A. M. (2003), “Project delivery systems and project change: quantitative analysis.” Journal of Construction Engineering and Management, Vol.145, No.4, pp.382-387.
15. Jamali, D. (2004), “Success and failure mechanisms of public private partnerships (ppps)in developing.” IJPSM, Vol. 17, No. 5, 414-430
16. Kumaraswamy, m. m. (2002), “Build-operate-transfer-type procurement in Asian megaprojects.” Journal of Management in Engineering, ASCE, Vol. 128, No. 2, 93-102.
17. Kuprenas, J. A. and Kenney, M. D. (1998), “Total quality management implementations and results: progress update.” Journal of Management in Engineering, ASCE, Vol. 3, No. 1, 34-39.
18. Ledbetter, W. B. (1994). “Quality performance on successful projects.” Journal of Construction Engineering and Management, ASCE, 120 (1), 34-46.
19. Ling, Y. Y., Chan, S.L and Chong, E. (2004) “Predicting performance of design-bulid and design-bid-build projects.” Journal of Construction Engineering and Management, ASCE, Vol. 130, No. 1, 75-83.
20. Ngowi, A. B. (2000), “Construction procurement based on concurrent engineering principles.” Logistics Information Management, Volume 13, No. 6, 361-368.
21. Pheng, S. L. and Teo J. A. (2004), “Implementing total quality management in construction firms” Journal of Construction Engineering and Management, ASCE, Vol. 20 No.1, 8-14.
22. Pietroforte, R. and Miller, J. B. (2007). “Procurement methods for US infrastructure: historical perspectives and recent trends.” Building Research & Information, 30:6, 425 – 434.
23. Saarinen, A. W. and Hobel, M. A.(1990) “Setting and meeting requirements for quality” Journal of Construction Engineering and Management, ASCE, Vol. 6, No.2, pp.177-184.
24. Schoonmaker, S. (1997), ISO 9001 for engineers and designers, McGraw-Hill, New York.
25. Songer, A. D. (1996), “Selecting design-build: Public and private sector owner attitudes.” Journal of Construction Engineering and Management, ASCE, Vol. l2, No.6, pp.47-58.
26. Tiong, R. L. K. (1992), “The structuring of Build-Operate-Transfer construction projects,” Centre for Advanced Construction Studies, Nanyang Technological University, Singapore.
27. Tiong, R. L. K. (1995), “Risk and guarantees in BOT tender,” Journal of Construction Engineering and Management, ASCE, Volume 121, No. 2, 183-188.
28. Tiong, R. L. K. (1995), “Competitive advantage of equity in BOT tender,” Journal of Construction Engineering and Management, ASCE, Volume 121, No. 3, 282-289.
29. Tiong, R. L. K. (1996), “CSFS in competitive tendering and negotiation model for bot projects.” Journal Construction Engineering and Management ASCE, Volume 122, No. 3, 205-211
30. Ye, S. and Tiong, L. K. (2003). “The effect of concession period design on completion risk management of BOT projects.” Construction Management and Economics, July, 21, 471-482.
31. Zhang, W. R., Wang, S.Q., Tiong, R. L. K., Ting, S.K. and Ashley, D.(1998), “Risk management of Shanghai’s privately financed Yan’an Donglu tunnels,” Engineering Construction and Architectural Management, Vol.5, No.4, 399-409.
32. Zhang, X. and Kumaraswamy, M. M. (2001), “Hong Kong experience in managing BOT projects,” Journal of Construction Engineering and Management, ASCE, Vol.127, No.2, pp.154-162.
33. Zhang, X. (2005), “Concessionaire's financial capability in developing Build-Operate- Transfer type infrastructure projects.” Journal of Management in Construction, ASCE, Vol. 131, 1054-1064.
34. C3聯合顧問團(民91)，高雄都會區大眾捷運系統民間參與捷運顧問(第三部份)品質及安全管理監督顧問服務-工作執行3計畫書。
35. 王冠雄與黃宏傑（民90），「高雄捷運BOT 計畫與執行策略之探討」，高雄捷運工程技術研討會（二）論文集，4 月23 日，高雄市政府捷運局，高雄。
36. 宋明哲(民89)，風險管理：非金融風險，第四版，五南圖書出版有限公司，台北市。
37. 林同棪工程顧問股份有限公司(2001)，民間參與公共建設交通計畫 BOT 辦理方式、法規及高雄捷運案例。
38. 林能白等（民89），從高速鐵路及國際金融大樓兩案之經驗檢討我國BOT制度之設計，研究計畫編號RDEC-RES-089-004，行政院研究發展考核委員會，五月。
39. 周禮良及楊瓊貴（民91），「民間參與捷運系統之監督與管理」，工程雙月刊，第75卷，第2 期，29-41頁。
40. 周禮良(民96)，信任，草根出版社，12月，台北。
41. 邱皓政(民93)，結構方程模式-Lisrel的理論、技術與應用，雙葉書廊有限公司出版，台北。
42. 吳大川（民92），BOT工程品質管理制度之研究－以軌道工程為例，高雄第一科技大學營建工程系，碩士論文，高雄。
43. 胡仲英（民88），BOT理論與實務：兼論我國BOT政策之推動，財團法人孫運璿學術基金會，8月，台北。
44. 莊曜聰（民93），BOT計畫之政府監督管理程度，成功大學土木工程研究所，碩士論文，台南。
45. 陳國書（民92），公共工程履約爭議處理之研究，中山大學企業管理所碩士在職專班，高雄。
46. 陳舜田、沈進發、呂守陞、鄭明淵(2002)，「ＢＯＴ計畫工程管理體系之探討」，2 月，台北。
47. 張行道等(2003)，公共建設BOT計畫組織協調與工作整合-以高雄捷運工程為例，研究計畫編號92946，中華顧問工程司，十二月。
48. 張學孔（民87），「政府應在公共工程BOT 案中扮好角色」，營建知訊，第184 期， 6-7頁。
49. 黃振聲（民92），「政府部門獎勵民間參與交通建設之研究：以台北市公共停車場BOT為例」，玄奘管理學報，第一卷，第一期1-50頁。
50. 黃朗文譯(民88), Fowler F. J., Jr., Mangione T.W.著，標準化調查訪問，弘智文化出版，台北。
51. 葉至誠、葉立誠 (民88)，研究方法與論文寫作，商鼎，台北。
52. 劉憶如等（民94），國內推動民間參與重大交通建設專案融資實務之研究，研究計畫編號1-0-94-31-02-0002，交通部高速鐵路工程局，7月。
53. 劉福勳(民88)，「營造業實施ISO認證之現存缺失及改善策略」，營造天下，第46期，pp. 43-46。
54. 促進民間參與公共建設法，民國90 年10 月31 日修正。
55. 促進民間參與公共建設法施行細則，民國92 年08 月13 日修正。
56. 公共工程委員會（民93），民間參與公共建設資訊，工程會網站www.pcc.gov.tw。
57. 行政院公共工程委員會(民96)，促進民間參與公共建設簡介，民間參與公共建設資訊網 http://60.248.253.154/popp/web/default.htm
58. 台北捷運工程局(民96)，政策專區-捷運白皮書，台北市政府捷運工程局網站http://www.dorts.gov.tw/home/home.asp
59. 高雄捷運工程局(民96)，捷運計畫-高雄捷運簡介，高雄市政府捷運工程局網站http://mtbu.kcg.gov.tw/html/promote/index.php