工程公司承攬業務包括營建工程、機電工程、特殊廠務系統工程與大型公共工程等，都是以工程專案管理與執行專案設計、施工、監造等管理為主要營業項目。因每件工程專案之組織環境、技術環境與市場環境都不儘相同，故建立、擴充與複製成功之工程團隊，相對的比訓練生產管理團隊困難。尤其在工程市場開放競爭之趨勢下，工程公司經營者必須以策略資訊系統規劃(SISP)來提升競爭力，由原始傳統式經營者Top down 日式KKD(感覺Kan-ji、經驗Kei-ken、大膽Dai-tan)方法，進階至由工程團隊Bottom up之QCD(Quality、Cost、Delivery)專案管理基本模式，進而演進組織改造導入SIS(Strategy Information System)策略資訊系統成為企業經營管理之核心競爭力。
本文是以專案管理成功三大要素(1)組織能力(2)經營能力(3)決策能力等結合資訊化作為研究主軸。首先探討工程公司固定常態式組織與專案任務型組織之分工模式及運轉模式，藉由運用資訊系統之電腦組織機能設定與核決權限設定，兼顧集權模式與授權模式之間最有利之權力與責任分配，在工程公司不同成長時期做階段性調整，成為最有品質效率與最靈活彈性之工作模式。再次以工料品名規格編號、規範表單資料庫、技術知識庫之管制模式，作為專案工程成本管控基準與技術資源整合效能之作業平台。最後以即時戰情資訊平台與企業績效管理預測分析，作為決策者風險管控與策略修正之工具，提升競爭力與客戶滿意度。
綜合文獻分析與累積多年實務觀察工程管理經驗之內隱知識，形式化成為形式知識，進而形成方法論，並藉由策略資訊系統來驅動工程公司之經營管理；推動完成SIS策略資訊系統作業平台之基礎建置，將可有效的鞏固與穩定公司80%組織力與經營力；也影響使得經營者20%關鍵性之決策力可以相得益彰，發展出超越競爭對手之秘密武器。

研究工程公司之策略資訊系統主要結論: (1)制度化電子表單流程(e-flow)與文件管理系統(DMS)工作模式建立:由機動彈性之電腦系統設定各專案之不同授權，提升組織作業績能達成品質管控。(2)標準化電子知識庫(KM)與文件管理系統(DMS)建立:藉由工料、格式化編號系統建立設計、工料分析資料庫等；另外工程品檢，工地安檢、設計規範等，工程營運標準知識庫管理模式，將有利達成成本控管。(3)即時化企業績效管理(BPM)與決策支援系統(DSS)建立:分析人力資源調度、掌握協力廠商進度、與客戶需求績效指標等，經由即時資訊提供給予專案決策者，有利推動專案交期之控管。此三項為本論文推動工程公司策略資訊系統之研究重點。

For engineering companies, main business items (including building engineering, mechanical & electrical engineering, special facility system engineering and large public infrastructure engineering) are based on project management and execute project design, construction, supervision…etc. Because of the different environments in each project, organization, technique and market, it comes harder to set up, extend and duplicate a project engineering team than to train a manufacture management team. Especially, it’s under an open and competitive direction. The top managers of engineering companies need to promote their competition by SISP (Strategy Information System Planning). The first stage is the natural manager’s method, Top down by KKD Japanese style (Kan-ji: Intuition, Kei-ken: Experience, Dai-tan: Courage), then the second stage is to the engineering teams, bottom up’s QCD (Quality, Cost, Delivery), the basic mode of project management, and the last stage is to proceed to transform the team’s organization by input SIS (Strategy Information System) and becomes the core competitiveness of enterprise business management.
This study considers three factors of how Project Management succeed, the ability to organize, the ability to operate and the ability to strategic, as research’s main idea. To confer the mode of companies division and run between fix regular organization and flexible task organization. We use the information system of computer authority permissions and adjustments to give the best power distribution between centralized model and dispersion model. Then we adjust the mode to the most benefits and the most flexible, and then use the name of article and specification to assign a labor & material code and stipulate forms and knowledge database as a platform of controlling operation cost and integrating technique resources. Finally, we make use of real time information platform and performance forecasted as a risk control tool and strategy modified tool for team leaders.
Our research methodology combines literature analysis and observation of engineering expert’s tacit knowledge, which is formalized as explicit knowledge. To push company management by SIS and accomplish the platform’s fundamental build can strengthen not only the company’s organization but management about 80% activities. However, the remaining 20% critical effectiveness activities will bring out from manager’s decision points. These could serve as a secret weapon to defeat competitors in practics.
Main conclusions of this study are: First, the companies need to institutionalize e-flow and set up MIS (Management Information System), use computer system plan different authorization in each project control. Promote organizational operations can reach to quality control. Second, the companies need to use regular code system and database system to standardize KM (Knowledge Management) and DMS (Document Management System). Furthermore, engineering quality control, site safety, designed criteria and engineering standard operating will make benefit on cost control. Third, the companies need to make real time BPM (Business Performance Management) and set up DSS (Decision Support System), human resources assignment, vendor’s progress control and the performance index of customer demands. It will be beneficial to delivery control via real time information provider. These three factors are the research priorities to drive engineering companies SIS.

Keywords: project management, engineering management, information management

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