內製資訊系統專案風險察覺前置因子之探討

Antecedents of risk perception for in-house IS projects

邱金田(Chiang-Tien Chiu)

指導教授 ： 劉俞志

元智大學/資訊學院/資訊管理學系/碩士(2011年)

https://doi.org/10.6838/YZU.2011.00201

摘要

內製(In-house)資訊系統專案，是指企業內部IT同仁為了提供組織商業功能而自行研發的軟體專案。根據Standish Group調查顯示2000~2009年全美只有近3成的軟體專案是成功的，失敗的因素包括延遲、超支、縮減範疇、功能不齊等，這樣的數據顯示出軟體開發包含太多不確定性因素。然而，在內製資訊系統專案的實作中發現，如果專案有清楚的目的、有完整且確定的需求、有完善的風險管理和事後的回顧檢討，都能幫助內製資訊系統專案提高成功的可能性。
本研究的宗旨在探討夥伴關係、角色混淆和高階主管支持如何影響風險察覺。我們檢測夥伴關係和高階主管支持是否能提昇風險察覺的準確性，反過來引導專案成功，或者說角色混淆是否會降低風險察覺的準確性，反過來造成專案失敗。我們為了瞭解夥伴關係、角色混淆和高階主管支持對風險察覺的影響，進行了102個軟體專案負責人的勘測。而且這個勘測也被用來衡量夥伴關係、角色混淆、高階主管支持、風險察覺和軟體專案管理績效彼此之間的關係。
本研究顯示，夥伴關係是透過包括組織的職責、專案的管控、以及使用者與軟體的互動為斡旋手法，來提昇軟體發展的過程。此外，風險察覺對整體專案的績效表現是正相關的。我們的研究結果暗示著夥伴關係、高階主管支持和風險察覺在間接和直接衝擊專案管理績效上各自扮演了一個重要的角色。而分析的結果也意謂著組織和專案負責人應該使用夥伴關係、高階主管支持和風險察覺去改進執行過程的成效，和反過來提昇專案的成功。

關鍵字

內製資訊專案 ； 角色混淆 ； 高階主管支持 ； 夥伴關係 ； 風險察覺 ； 專案績效

並列摘要

An in-house information system (IS) Project is a project that is executed by the IT staffs within a company to provide the functions required by the company. According to the survey released by Standish Group, only nearly 30% of the IS projects were successful during 2000~2009 in America, causes of failure include delay, overspending, scope reduced or incomplete functions, etc. Their analysis indicated that too many uncertain factors existed during software development. Bases on the practice of IS development, clear objectives and requirements, appropriated risk management and follow-up review are essential to enhance the possibility of project success.
The objective of this study is to empirically examine how partnership, role ambiguity, and top management support affect risk perception. We inspect whether partnership and top management support improve the accuracy of the risk perception and in turn leads to project success, or role ambiguity reduce the accuracy of the risk perception and in turn leads to project failure. We conducted a survey of 102 IS project managers in order to understand the impact of partnership, role ambiguity, and top management support on risk perception. And it also was conducted to assess the relationship among partnership, role ambiguity, top management support, risk perception, and IS project management performance.
This study shows that partnership has a positive effect on role ambiguity, top management support, and risk perception through the promotion of IS development processes as mediators, including organizational responsibility, project control, and user-IS interaction. Moreover risk perception could have positive correlation for overall project performance. Our results suggest that partnership, top management support, and risk perception respectively play an important role in indirectly and directly impacting project management performance. Results of the analysis imply that organizations and project managers should use all partnership, top management support, and risk perception to improve processes performance, and in turn, increase project success.

並列關鍵字

partnership ； risk perception ； project performance ； in-house IS project ； role ambiguity ； top management support

參考文獻

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