A Study of Promoting the Performance of Local Disaster Management Units - Example of Induction for Project Management Office

• Main Authors: CHEN, HSIN-HUNG, 陳信宏
• Other Authors: YEH, CHAO-HSIEN
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/gtx5f3

碩士 === 逢甲大學 === 專案管理碩士在職學位學程 === 106 === Due to climate change, human factors, and social changes, the world is facing a wide range of disasters. Under the high risks of various disasters in Taiwan, disaster management has become as a very important government policy. The departments of disaster prevention and rescue at all levels of government, especially the local government, play a vital role in the system. Recently, project management has become a worldwide trend and is highly advocated by both business and government. The United States passed and promulgated the law, Program Management Improvement Accountability Act (PMIAA), by the president on December 14, 2016 (31 U.S. C. §1550). The act won the consensus of the Congress and the White House. They also agreed with using “systematic management standards” (Project Management Office, PMO) to establish a mechanism. The Congress and the White House ask federal agencies to comply with the guidelines of project management for planning, executing, and evaluating to improve executive performance and to establish a “responsible” model of modern government agencies. This study explored the appropriate ways to import project management through the methods of literature collection and analysis, actual participation observation, and in-depth interviews with disaster management personnel of the central and local governments. By introducing the concept of Project Management Office, this study tried to induce the project management in positive way and to identify and solve the problems that may exist in the current units of disaster prevention and rescue. The study concluded the following findings. First of all, the promotion of the project management is still limited in government departments. Second, there still needs complete supporting measures to introduce the “Project Management Office” into the disaster prevention and rescue department in local governments. Third, disaster management personnel think that there are still improvements needed in disaster relief units in local governments. Fourth, disaster management personnel agree with introducing the concept of Project Management Office into the disaster prevention and rescue department in local government. Fifth, the disaster management personnel concern about the level of the unit and whether if it is a formal organization after introducing the PMO into the departments. Sixth, the disaster management personnel disaster prevention often face bottlenecks in their works for lacking appropriate laws and regulations. For these issues, the following recommendations are also made in this study. First, it is necessary for all levels of disaster management personnel to develop their project management expertise. Second, the project management professionals are required to assist disaster management personnel while executing the project. Third, revision of disaster prevention law and regulation is needed to clearly define the type and the level of the local government disaster relief units. Fourth, it is recommended to continuously strengthen the functions of introducing PMO into the local government disaster relief units. Key words: Disaster Management, Juristic Organization of Disaster Management, Project Management, Project Management Office.