| Abstract: | 專案管理最重要的三個管理目標為『時程、效能、成本』，一個專案的成功涉及到專案成本分析、時程規劃、品質確保、流程設計、風險控管等眾多因素，執行時需做好全面性的管控，才能真正實現專案管理之目標。一般專案管理著重於時程規劃及進度控管，而實獲值管理則是納入成本控制的概念，同時考慮時程與技術績效的資源規劃管理技術。本研究嘗試將實獲值管理方法導入於實務的TFT-LCD產業所需設備專案管理中，利用個案研討的方式探討實獲值管理落實在設備專案管理上的可能性及其價值意義，並透過兩個同類型但專案時程重疊之實際設備專案，探討多專案同時進行時之案例在實獲值管理方法的應用上是否有所差異。
研究結果發現，實獲值管理方法可有效幫助專案在執行上的進度控管，於專案期間能提早發現並解決問題，其多項量化的績效指標，可幫助專案主管即時做出最佳的決策模式。其二，多專案同時進行時之工程專案其決策重點亦有所差異，一般會先考量以哪一個專案為主架構，定義為主要專案，通常主要專案規模較大且成本也較高，設備主體機構涵蓋性較廣，次要專案規模較小且會共用或參考主要專案的設計架構，透過工作分解結構展開各項專案分工作業，而在物料的採購及設備的組裝人力調度上，透過實獲值管理方法，可幫助專案主管事先規劃整合資源，使其專案決策重點能同時兼顧時程、效能、成本三個管理目標。
The most important thing of the project management includes the three management objectives, “schedule, performance, and cost”. The success of a project is related to the project cost analysis, schedule planning, quality assurance, process design, risk management and many other factors, when executives need to have a comprehensive management and control in order to truly realize the goal of the project management. General project management focuses on the progress of schedule planning and control, while earned value management is a concept included in the cost control, taking into account the schedule and technical performance, and resource planning management techniques. This study attempts to apply earned value management methods in TFT-LCD industry, by way of case studies to explore earned value management methods applied in equipment project and know the possibility and value of project management, through two, but the same type and time-overlap equipment projects to explore the multi-projects at the same time, and know what is the difference when the case was applied on equipment projects using the earned value management methods. <br> Study found first that the earned value management method can be effective in helping the project in executing the progress control, and was able to advance detection of and solving the problems. Many of its volume-oriented performance indicators can help project director to make the best and immediate decision-making patterns. Second, with multi-projects at the same time when their policy-making focuses are different, generally which projects are the base structures will be considered first, and defined as the main project. The main project is usually the larger and higher cost one, and should cover a wider scope. The scope of minor projects is smaller and will share a smaller scale of or refer to the design of main project. Therefore, through project work breakdown structures, and executing the division of labor work from procurement of materials and equipment, through earned value management methods, project director can in advance plan and integrate the resources to make policy-making focus on schedule, performance, cost, more effectively. |
