A Case Study on the Collaboration of Construction Management and PCM
|關鍵字:||施工管理廠商;PCM;問卷調查;專家訪談;construction managment contractors;PCM;questionnaire survey;expert interviews|
Abstract In recent years the real estate industry has flourished. The unit price per ping of the construction project has continued to hit record highs in addition to the gradual expansion of its size. Industries other than the construction industry itself have been attracted to engage themselves in the real estate industry. However, due to owners’ inability to undertake professional construction and shortage of manpower, the demand for project management has become an inevitable trend. The project management model adopted by the private sector is different from the traditional or turnkey project in that owners often subcontract a project in order to reduce construction costs and take control of leadership in procurement. In addition to entrusting management of contractors’ contracts to PCM, owners also pay management fees to civil engineering contractors, so that they can act as the construction management contractors. These contractors are responsible for coordinating the various contractors’ progress, safety and health, as well as for interface control. This study first collected data on the manners of project management of private construction by means of a questionnaire survey. These data were then used to understand the manners of current project management of private construction, types of construction contractors’ contracts, and the basis for calculating construction management fees. Project staff’s opinions on the possible causes of management problems and reasons for confusion of responsibilities when construction management and PCM contractors work together were also investigated. This study also conducted a case study on a construction project that adopts the aforementioned project management, in order to explore the causes of management problems and situations concerning confusion of responsibilities. The findings showed that types of contractors’ contracts, the boundary between management responsibility and job scope, the perceptions of PCM contractors’ management responsibility, the co-management mechanism, and the professional capacity and management responsibility of the construction management contractors are the main reasons. In addition, expert interviews with members who conducted the case study and personnel who actually carried out the project management were conducted. Recommendations and opinions were compiled to propose countermeasures to respond to management problems from the perspectives of owners’ contracts, supervision by PCM contractors, and management by construction management contractors, in order to be used as a reference for owners when they apply the aforementioned project management.