企業導入軟體知識管理之研究-以飛利浦中壢廠為例

Knowledge Management in Software Process Improvement-A Case Study of Philips Chungli

徐鴻旺(Huang-Wang hsu)

指導教授 ： 饒培倫

中原大學/商學院/資訊管理研究所/碩士(2002年)

https://doi.org/10.6840/cycu200200341

摘要

軟体開發需求在近幾年成指數成長，軟体開發知識管理成為企業不得不重視的課題。所謂軟体開發知識管理指的是在軟體開發的生命週期中，企業將運用人力、物力等資源於規劃、組織、領導控制過程所產生之所有知識，經由種種手段達成有系統的保存與妥善的傳播與利用。執行軟體管理不僅需要個別開發人員的努力，更需要整個部門建立一套良好模式，如軟體能力成熟度模式（Capability Maturity Model，CMM）。
本研究之目的在比較與分析通過ISO品質認證與導入CMM軟體品質管理。雖然投入資源知識管理確有其必要性，但其效應究竟來自於實施後知識之有效保存、流傳與運用，還是迫於市場壓力，只為了知識管理而知識管理，忽略了認証完成後才是知識管理之開始，是本研究欲探討之另一課題。根據ISO9001之20項標準與CMM五大項要求及國內實務現況，本研究建立了重要指標，將分成三種重要程度，相當重要包括管理職責，品質保證體系等，普通重要包括合同評審，產品標識和可追溯性等，一般包括採購，檢驗和試驗狀態等。本研究選擇中壢飛利浦作為個案研究對象，以訪談軟體經理、開發部品管經理及輔導他們通過的顧問，利用問卷來調查其軟體組員工，希望藉由不同訪問來深入了解此個案，並加以詳述記載。
從中壢飛利浦的經驗得知，軟體開發知識管理的導入的成效包括預期專案管理，良好軟體品質，與客戶的需求度較為一致，組織資源利用率提昇等。同時軟體開發知識管理能夠一方面對企業內部資源進行有效統合運用，一方面累積知識建構企業的無形資產。因建立良好軟體計劃書，配合健全管理與監督機制，風險發生機率降低，分工合作模式的建立，知識經驗的交流，精確控制每一組員的進度，運用組織的每一項資源，充分支援每一個組員所需資源，使得每一個階段目標都能準時控制，品質也相對改善。

關鍵字

軟體能力成熟度 ； 軟體開發知識管理 ； 知識管理

並列摘要

Knowledge Management in Software Development involves resources planning, organizing and controlling during the life cycle of software development, and saving and re-using knowledge systematically. Successful application of knowledge management requires considerable efforts of individual software developers and the whole department. CMM (Capability Maturity Model), been implemented for Knowledge management in Software Development internationally, is introducing to Taiwan. The goal of this research is to investigate the difference between ISO Quality management policy and CMM Software Quality Management. Whether the purpose of KM is due to the pressure from clients or competitors, and the difficulties of implementing CMM were also studied.
This study develops an importance model for Knowledge Management in Software Development consists of three levels based on ISO9001, CMM, and industry practices in Taiwan. The most important level includes Management responsibility, Quality Assurance System. The very important level includes Contract Examination & Review, Product Logo and Trace-ability. The important level includes this includes Purchasing, Examination and Testing Status. Chunli Philips was chosen as the case to study in this research due to her successfully implementation of CMM Level II. Interviews with Software Manager, Quality Control Manager of Development Department, CMM consultants, and software engineers were conducted.
The results indicated that projection of project management, software quality management, fitting customers’ requirement, and reusing rate of resources were improved thru implementing KM in software development. Also, KM in software development has enhanced integration of internal resources and accumulation of virtual asset. By building up software development plan and managing and monitoring mechanisms, the possibility of risks was lower, teamwork was enhanced, all the team members were well supported, and most targets were met.

並列關鍵字

Knowledge Management in Software Development ； Software Capability Maturity Model ； Knowledge Management

參考文獻

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