由於企業競爭面臨全球化,跨國企業集團必須擴展至世界各地建立新的據點,以確保企業的營運獲利。集團內各子公司或分公司之間的大量資訊交流已是無可避免之現況,總公司亦需要即時性的資訊提供其進行決策分析,因此,網路資訊中心扮演非常重要角色,以作為集團內資訊共享中心;網路資訊中心是基於提供標準電腦機房,共用設備與持續性維運作業,及集中化管理模式,提供集團內各國家子公司或分公司所需服務。 然而,如何將地區性網路資訊中心內之現有系統移置海外的專責網路資訊中心,需要如何規劃與計劃,會面臨那些問題及如何克服,在不影響公司正常營運的狀況下,如何順利地進行轉移,對各子公司或分公司是一大挑戰。本研究以實際個案進行探討與分析,依據Lyytinen等人及Wallace等人所提出之風險因子逐一分析、歸納與彙整出其中的主要關鍵問題,並提出可行性方案建議。 而經由本研究發現,在專案初期的可行性分析時,需能提出正確的專案規劃、時程與任務安排,並能有效控管專案執行,另專案團隊成員之間的溝通是否順暢,人員的參與度與認同度是否足夠,是主要關鍵性問題。
We now live in a global village, multi-national enterprise (MNE) needs to establish new outposts to the keep profitable. We can’t avoid that the huge data interchange in MNE and head office makes decisions by real time information. Internet data center, IDC, produced for the reason, it provide standard computer room, shared device and operation information, centralized management in the multi-national enterprise data center. There are a lot of question for this plan, for example: how to do transfer systems to IDC? how to plan this project? and how much does risk for this target? Everything can be smooth transfer to IDC and sustain well operated. It is a huge challenge in the local subsidiary company or branches. This study uses real case study and analysis in my research and according to Lyytinen et al and Wallace et al are proposed to analyze the risk characteristics, summarized and compiled out of which the key issues and put forward feasible plan recommendations. And through this study found that early in the project feasibility analysis, need to be able to ask the right project planning, schedule and tasks, and can effectively control project execution, and the other communication between project team members is smooth, staff involvement and adequate degree of recognition is the main key issues.