如何建构与运作高效能VE团队

在众多执行VE研析的经验中发现,建立一个高效能VE团队是价值工程(VE)能够成功的关键。文中介绍了台湾的中兴工程顾问股份有限公司在多次执行VE研析后,对于高效能VE团队建立及运作的经验。首先,在领队的选择方面,除了具备相当资格且多次带领VE团队的经验外,还需具备六大能力——领导能力、沟通能力、组织能力、激励能力、决策能力及综合能力。在组员的选择上,可以采用筛选法或选定评估法,除了组员的资格条件需满足外,最好能有积极创新、善于沟通、善于团队合作及高度的信心等多项人格特质。另外,若组员平日即为长期相互合作的团队,将可以大幅减少团队组成震荡期的时间,提升VE团队的效能。以台北捷运松山线168设计标的之VE研析团队为例,说明高效能VE团队成立的过程、运作当中可能遭遇的障碍和最后达到的成果,相关之经验以期能作为后续VE研析之参考。

How to Organize and Operate Highly Effective VE Team

Among numerous experiences in implementation of alternative plans for Value Engineering, it has been found that set-up of a highly effective Value Engineering team is the key point to achieve success in Value Engineering. The text has interpreted Sinotech Engineering Consultants, Ltd. experiences in set-up of a highly effective VE team among numerous implementations of Value Engineering planning. First of all, 6 major capabilities including leadership, communication, organization, motivation, policy-making and synthesis are required to select a team leader in addition to equivalent qualification and numerous experiences in leadership of VE team. Sifting method or selective evaluation method has been recommended to be adopted in selection of team members. In addition that team member qualification terms are essentially satisfied, numerous personality characteristics including positive innovation, communication skills, team collaboration skills and high confidence etc. are also preferable. Furthermore, time of team composition during transitional period can be largely reduced and effectiveness of Value Engineering team can be raised accordingly providing that team members are long-term and constantly and mutually cooperative team members. Ultimately, the text has introduced highly effective VE team set-up process, possibly encountered obstacles and finally reached results in citation with the example of Taipei MRTS Song-Shan Line DG168 Design Project, and the related experiences are expected to be taken for follow-up Value Engineering planning reference.