Aligning the Business Roadmap to Technology Roadmap for Managing the New Product Development Project

長久以來在管理實務上，新產品開發專案一直都被視為極具挑戰性的工作。工作分項結構(Work Breakdown Structure, WBS)是規劃專案的一項基本工具，但是由於人們對產品(product)與活動(activity)的混淆使用，以致工作分項結構未能有效的支援專案管理工作。本研究透過釐清專案規劃與執行之本質，發展建立了一個整合性的工作分項結構規劃方法。這個方法包括產品導向工作分項結構、活動導向工作分項結構以及外包項目工作分項結構，同時運用技術發展路徑圖將產品導向工作分項結構(Product-oriented WBS, P-WBS)轉換成活動導向工作分項結構(Activity-oriented WBS, A-WBS)。本研究以整合性的工作分項結構規劃方法為基礎，建構了一個專案管理策略校準模式(Project Management Strategic Alignment Model, PMSAM)，以執行從策略管理到專案管理的校準。本文以台灣核電廠訓練用模擬器主電腦系統更新計畫之成功應用為實證說明本方法論。

關鍵字

工作分項結構；專案管理；發展路徑圖；策略校準

並列摘要

The new product development (NPD) project has been considered a challenging task in management practice. In project planning, the Work Breakdown Structure (WBS) is one of the fundamental tools, but the terms ”product” and ”activity” are frequently confused and results in inefficiency in the support of project management tasks. By clarifying the nature of project planning and execution, an integrated method for WBS planning has been developed in this research. It includes the product-oriented WBS (P-WBS), the activity-oriented WBS (A-WBS), and the contract-out WBS (C-WBS). The technology roadmap is used to transform the P-WBS into the A-WBS. Using the proposed integrated WBS planning model as the basis, a Project Management Strategic Alignment Model (PMSAM) has been constructed to align strategic management to project management. Finally, the successful application of this methodology to develop a project for the re-host of a full scope training simulator of a nuclear power plant in Taiwan is illustrated.