根據Standish國際研究機構的統計資料顯示,目前大多數軟體專案失敗的主要原因,並非導因於軟體發展的技術,而是由於需求的不確定性與不適當的管理所致,故如何建立IS及GIS的共通性影響專案績效因子,以作為整合軟體專案功能和訓練專案管理者的基礎,將是一大研究議題。一般而言,同屬於軟體專案二大應用知識領域IS及GIS,理論上二者影響專案績效因子應呈現一致性,且一般研究大多數以委外廠商角度探討IS專案管理或者以公部門角度探討資訊委外政策等方面來著墨,鮮少對IS及GIS軟體專案做一整體性的探討,對此,本研究係以臺北市政府資訊化推動組織架構的專案管理者為對象,研究IS專案與GIS專案二大應用領域之影響專案績效之因子是否趨於一致性等議題,而引發本研究動機。 本研究以問卷調查的方式來蒐集資料,經資料分析的結果,本研究提出以下幾點研究發現:1. 軟體專案委外執行過程中,「專案管理者的特性」、「委外廠商的關係」、「專案衝突」、「組織因素」及「技術應用能力」為提升專案績效考量構面。2. 於不同專案特性下,「專案管理者的特性」、「委外廠商的關係」、「專案衝突」、「組織因素」及「技術應用能力」的變化不顯者。3.「專案管理者的特性」、「委外廠商的關係」、「專案衝突」、「組織因素」及「技術應用能力」等五個影響因子之間有顯著的相關性。4. 專案時間及成本達成率對品質達成率有顯著性相關。
According to Standish international research institute’s statistics, it shows the key factor which caused failure to projects is not due to software’s developmental techniques, but the demand uncertainty and improper management. Therefore, how to define IS and GIS’s common factors affecting project outcome to integrate software project’s functions and training of project managers will be the priority topic. IS and GIS are classified as the leading two applications in software projects so their influence to project performance index should be very similar. Most studies focus on discussing IS project management through the outsourcing partners’ angle or by discussing outsourcing policies through governmental departments’ point of view. Fewer studies aim on IS and GIS software project management’s overall discussion. Therefore, this thesis is targeted at Taipei government project managers who develop organizational frame of information system and tries to verify whether IS and GIS’s influence to project performance index are similar. Conclusions through questionnaire research and analysis are indicated as follow: 1. During the entire process of outsourcing software projects, some factors which promote the project management’s performance are: project managers’ characteristics, relation to outsourcing partners, conflicts between projects, organizational factors and abilities to apply techniques. 2. The above factors will still affect the outcome of projects even though projects’ characteristics are distinguished. 3. There is a connection between project manager’s characteristics, relation to outsourcing partners, conflicts between projects, organizational factors, and abilities to apply techniques. 4. There is a connection between ratio of completed time to estimated time, ratio of consuming costs to estimated costs and quality outcome.
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