| Summary: | 博士 === 國立臺灣科技大學 === 營建工程系 === 102 === In recent years, construction project has been of huge scale, complexity and high-tech. It has been unable to meet demand when construction firm uses functional organizations to implement the project. Projectized organizations are nearly opposite to the functional organizations, focusing on the project itself, and being more loyal to the project. However, there’re disadvantages that may cause inefficiencies in resource utilization, and project team members may find themselves having less allegiaces after completion.
Matrix organizations are a mixture of functional and projectized organizations, taking advantage of the strengthes of both and combining them into one. But there are still disadvantages in terms of lack of customer focus, low level of function knowledge transfering, the dual reporting relationships and need for a balance of power. Through literature review, it is proposed that the company using matrix organizations should strengthen project target management, knowledge information sharing system and quantify the performance evaluation. However, as for how to practice and implatment in a company, the relative researches are few.
As far as project orientation, this research systematically constructs a pattern of the operation flow of a construction firm, and evaluates the gap between the project participant’s needs and existing process services. It also aims to assist the project manager in quickly defining project target and in quantifying the performance gap and service gap of existing process. By linking single-loop and double-loop Knowledge Management Learning Concept, and Business Process Reengineering (BPR), it helps to conquer the low level of function knowledge transfer problem in matrix organization. In addition, this research applies Organization Trend Analysis to clarify the cooperation and coordination of reengineering process to make better balance of power in matrix organization. Finally, it adopts the process value appraisal to help construction firm seek the appropriate project processes for continuous improvement purposes.
Based on the aforementioned concepts, this research establishes the Project-Oriented Business Process Reengineering Model for construction firm with matrix organization. The major contributions of this research presents as follows:
1.Applying Target Component Achievement Matrix to assist the project manager in quickly defining project target, and in quantifying the performance gap and service gap of existing process. It aims to be an important reference for construction firm to implement BPR.
2.This research quantifies the project target contribution value of esch existing process activity and knowledge data, and providing an important reference for design of new processes.
3.According to the measurement of process performance and service gaps, this mode uses the knowledge life cycle model concept, with single-loop and double-loop learning outcomes table for process redesign. It does ensure the consistency of process design results.
4.This research applies Organization Trend Analysis to calculate process cooperation and coordination resistance value. That enables construction firm to assess the fitness of new processes in the implementation of the matrix organization.
5.Last, this research uses altering cost and evaluation process resistance as an illustration, aiming to calculate the process value before and after reengineering. The purpose is to ensure that accountable information is top-down delivered, rather than uncertain subconscious anxiety for decision-making process.
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