硬體專案延宕關鍵因素之探討-以手機產業為例

硬體隨著科技的發展，及消費者對新穎功能的日益需求，使硬體及科技發展一直往前邁進。然而隨著需求的增加，產品的整合在各個方面如：硬體、機構、ID造型上都增加了複雜度，有時還必須將其細分成數個子專案於不同地點同時進行開發，也因此增加了更多的不確定性因素，導致專案進度的掌控更加不易，於專案管理者也更難精確掌握整體硬體專案的現況。硬體開發專案在開發流程有其不確定性，如設計階段的問題不確定性…即使產品發展接近量產，還是可能會發生很多不確定性的問題，例如：產品整合性的問題(機構、硬體、軟體整合性)。且發生的問題通常不單一，解決方法也並非唯一。本質而言，硬體發生的問題有其不易掌控性及多樣性，需要依賴研發者的經驗及能力。大多數硬體專案設計的完整、正確性往往在專案接近量產時才能算完全。徜若發生問題，往往會花費很多冤枉的時間，這也造成在專案掌控力度上的薄弱。專案管理者需要處理的管理事項繁多，但多數專案管理者日常的時間卻大都在處理因任務時程延誤的善後工作。專案管理者應該專注的管理事項卻因上述原因而擱置。因此，專案上的預防重於治療不容小覷。本研究希望能藉由這次的探索來確定硬體專案延宕的主因。並依本研究結果提出建議。

關鍵字

利害關係人；硬體發展流程；關鍵績效指標；德菲法；層級分析法

並列摘要

With the advance in technology and the increasing consumer demand for new functions and innovations, hardware and technology development have been pushing forward at full throttle. The shifting winds and the increasing demand in the market, however, have compounded the task of integrating a product at all levels, be it the hardware, mechanics, industrial design. One single development project is sometimes divided into various sub-projects, commencing at the same time but in different places, bringing even more uncertainties into play. This makes it difficult for the project managers to keep tabs on the progress and keep the entire project in check. It is not uncommon for hardware development projects to be subject to uncertainties. Uncertainties are often inevitable during the initial design stage, but, as the product approaches the final mass production stage, uncertainties such as product integration (integration of the mechanics, hardware, and software) may continue to plague the project, heralding various problems that require multiple solutions. Essentially, hardware-related issues are quite diversified and thus extremely difficult to address. How well these issues are embraced hinges highly on the experience and skills of the developer. A hardware development project is deemed complete and accurate only when the product is near the mass production stage. The occurrence of problems during the development process would only lead to time ill-spent on handling delays, and completely disrupt the overall management effort. In any hardware development project, managers have to oversee various tasks; yet, most spend their time dealing with problems arising from an overrun schedule, leaving them little time and energy to deal with the actual management tasks as they should have. Therefore, the importance of creating contingency plans for such delays cannot be over-emphasized. This paper aims to identify the factors in causing delays in hardware development projects. Suggestions for addressing such issues are provided accordingly.

並列關鍵字

Stakeholder ； Hardware Flow ； Key performance Indicator ； Delphi Method ； Analytic hierarchy process

參考文獻

[1] Verner, J.; Sampson, J.; Cerpa, N.; NICTA, What factors lead to software project failure Sydney：NSW , 2008.

[4] G. DeMicheli, Synthesis and Optimization of Digital Circuits, McGraw-Hill, 1994.

[6] IEEE Standard 1219, "Standard for Software Maintenance. " IEEE Computer Society Press, 1993.

[11] Bedingfield, J.D.; Thal, A.E.;Dept. of Syst. & Eng. Manage. , Project manager personality as a factor for success, Air Force Inst. of Technol., Wright- Patterson AFB, 2008

[12] Capretz, L.F., Making Sense of Software Development and Personality Types; Univ. of Western Ontario, London, ON, Canada , Feb. 2010.

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硬體專案延宕關鍵因素之探討-以手機產業為例

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