| Summary: | 碩士 === 國立臺北科技大學 === 管理學院經營管理EMBA專班 === 102 === The concepts of project management started in the 1950s, and the theories of project management became mature in the 1980s. Since the 1980s, project management is important not only for the high-tech industry but also for the engineering consultancy industry. Project management expects to achieve a short construction time, improved quality, and less benefit conflicts in construction projects. In recent years, many project sponsoring agencies and engineering consulting companies take into account project management to meet the management requirements of national public infrastructure projects.
Because an engineering consultancy project is knowledge-intensive and difficult to implement and manage, an appropriate project management will ensure the success of the project. In the literature of assessing critical success factors (CSFs) for engineering projects, most cases involve construction projects, with only few on engineering consultancy projects. The current approaches are mostly based on the Analytic Hierarchy Process (AHP) method that does not consider independence of assessment factors and their mutual influence.
We assume that the critical success factors of an engineering consultancy project are inter-dependent in practice. To provide the project team with effective methods and suggestions to improve project quality, we carry out three studies. First, according to Pinto et al. (1997), the concepts of engineering consultancy project management are established to build a prototype framework. Second, by the Delphi Method and from the interviews with 15 PMP (Project Management Professional) experts, we identify CSFs. In the third step, we distribute questionnaires to 35 engineering consulting experts. The result is used to establish the link between degree of causality and CSFs by a combined method of Analysis Network Process (ANP) and Decision Making Trial and Evaluation Laboratory (DEMATEL). We find that the two most CSFs are the characteristic of the project team leader and the support from senior executives, which belong to knowledge of stakeholders PMBOK (2013). It is concluded that the knowledge of stakeholders is the key to the success of engineering consultancy project. Therefore, the key task for engineering consultancy project is to manage the stakeholders. The two factors will affect communication skills, management skills, and human resources requirements. Moreover, the factors result in positive influences of the project performance, including project planning, project scheduling, and project scope. In conclusion, management of stakeholders is the key task in engineering consultancy projects. The task includes project team-member positive confronting with stakeholders, constructing communication mechanism to resolve conflicts, and guiding and supporting for the project operation.
|
|---|
