影響產品研發專案管理成效之因素探討 －以X公司的筆記型電腦為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：33

、訪客IP：18.219.209.144

姓名

楊智琦(Jyh-Chyi Yang) 查詢紙本館藏

畢業系所

高階主管企管碩士班

論文名稱

影響產品研發專案管理成效之因素探討－以X公司的筆記型電腦為例

相關論文

★ 台灣印刷電路板特用化學品經營策略 -以A公司競爭策略為例	★ 台灣退休金新制實施對企業人力資源管理的影響與因應－以A公司為例
★ 企業構建以自有研發為發展策略之探討 -以 A 公司為例	★ 新事業發展策略探討—以E公司進入噴墨頭產業為例
★ 作業基礎成本制度在降低製造成本之應用與效益探討-以某半導體公司為例	★ 影響台灣地區電信產業員工工作投入與組織承諾因素探討-以固網經營業者為例
★ 政府採購法拒絕往來制度實施問題探討	★ 企業變革策略之探討－以某被動元件公司為例
★ 資料倉儲與資料探勘在總部客服部門之應用－以資訊品牌A公司為例	★ 台灣封測產業經營模式與競爭策略探討—以p公司為例
★ 跨國科技業併購整合之領導風格與組織策略探討-以電子材料CCL產業為例	★ 印刷電路板中小企業之競爭策略探討--以A印刷電路板公司為例
★ 領導模式與激勵方式對草莓族銷售人員之績效影響研究-以通訊零售門市為例	★ 固網業者在數位匯流趨勢下的經營策略探討-以A公司為例
★ 知識管理系統應用效益之研究—以某汽車公司零件設計作業為例	★ 企業導入數位學習（e-learning）實務探討—以K公司為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

全球主要筆記型電腦都是由台灣廠商設計與製造，產品設計能力的強弱將明顯影響企業未來發展，科技人才無法適時提供補充，也將會阻礙產業投資速度，如此一來，勢必對台灣科技產業長期之發展造成很大威脅。
台灣從1995年成為世界第三大資訊產品生產國。經由電子產品生產能力的提升，也創造出研發能力的進步與競爭力，使國際大廠Toshiba、HP、Dell、Acer等都由原本的原廠研發設計，只是交由台灣純代工組裝性質；調整改為研發設計和組裝代工都給台灣廠商。
近年來，筆記型電腦的新技術推陳出新，個人電腦晶片組整合功能大幅增加，從過去1台個人電腦要有數片附加卡才能算是完整的電腦，到目前只需1片整合性主機板就能執行正常的電腦功能趨勢來看，整合的方向將不會改變。也就是說，因為半導體製程技術不斷推進，筆記型電腦很明顯的受到整合趨勢的影響。
考量使用者的行動力，在有限的空間內要達到桌上型電腦同等級的效能，在此狀況下，研發能力更加重要，專案如何執行，與產品品質的驗證，對個案公司未來之研發專案管理有著深遠的影響與決定性的因素。基於上述之研究背景與動機，本研究之研究目的如下：
1. 如何有效管理內部及外部資源，產生競爭優勢而提高銷售
2. 針對產品的設計因素及現有文獻，找出影響此研發專案成敗的關鍵因素，俾使個案公司可以找出最佳的專案模式
3. 一般專案管理的規畫、組織、執行控制、人力資源、績效評估等工作活動，對於NB研發專案而言是否亦可適用？
本研究以個案分析方式，針對產品研發專案管理成效，只對個案公司的筆記型電腦事業群做探討；分析筆記型電腦市場競爭狀況，新技術與新產品的發展方向，個案公司研發專案之開發過程為研究架構，藉由專案管理之內涵，並挑選新研發專案，分析新研發專案之執行過程，比較主要客戶的產品研發過程，進而剖析一個研發專案與整個筆記型電腦研發團隊的關係，並展開組織與人才、產品策略、技術與執行結果等構面去評估，以找到影響研發專案管理績效之因素，研究結果如下:
1. 每週檢討會議
新產品研發專案的規格有很多，需要硬體、機構、軟體、測試及品管部門等專案成員互相配合，每週開會彙整專案進度並對於每一件疏失加以檢討，這六案例每個專案會議都每週至少一次有利於整合專案進度。客戶進度報告會議也是每週定期與客戶溝通協調。
2. 時間-專案開發時間短
該時間不足將造成專案成員壓力大，反而容易疏忽。專業知識通常無時間吸收及融會貫通。若新產品的某一項技術不成熟，並不會因為開發時間增加，而使專案困難度降低。
3. 跨專案整合
減少和預防錯誤發生，共同設計的部份也可以節省資源。由於技術知識的來源廣泛，對於專案開發甚有助益。
4. 出貨規格BOM複雜度
客戶的選擇性降低，量產出貨的組態(Configurations)變少，客戶服務品項及成本也降低，可提高品質良率。
本研究由於時間與財力之限制，僅以資訊電子產業的筆記型電腦公司為研究對象，研究結果可能無法推及其他產業。因此，建議後續研究者可以考慮以其他產業進行，或進行跨產業比較。

摘要(英)

The majority of global notebook PCs is designed and manufactures by Taiwan’s enterprises. Product design capability obviously will be affected the enterprise future development by lacking of R&D human resources, which will hinder the progress of its industry investment seriously. Hence it’ll threaten Taiwan technology industry long term development.
Taiwan took the 3rd place of global info-tech product supplier since 1995. Through the successful experience as electronic product manufacture, enterprises amplify their competitiveness with R&D and design capability. The enhancement of Taiwan makers, brought the strategy evolvement to the international OEMs, like Dell, HP, Toshiba and Acer. OEMs no longer took control of the R&D and design role. Taiwan enterprises transformed from pure manufactures to ODMs successfully.
The notebook PCs used to combine several daughter boards to complete a full function computer. High tech evolution, integrated boards in core logic chipsets, to enhance the development of one full function board instead of the various modules. It goes with effecting that the innovation of semiconductor in design and packaging leading the notebook PCs to the trend of integration.
Mobility, under a small cabinet of notebook PC, how to make its performance same as desktop, are depend on R&D abilities to the growth and expansion of a company. How project execute, increase quality, and measure achievement of R&D project management are becoming profoundly impact of the company in this study case. Based on above research background and motive, research goals as follows:
1. How to well manage internal and external resources to intensify competitive and bring sales growth.
2. Analyze factors of product design and study the published documents to explore crucial points of R&D project management. Thus the company of study case retrieves the preferable mode of project management.
3. Standard project management activities such as planning, organizing, executing control, human resources and KPI evaluation, whether is applicable to NB R&D project management.
This research is via case study way, aim at the NB Business Group of the study company to investigate performance of NB project management. Exploring the NB PC market competitor situation, searching the trend of new tech and development of product, reviewing R&D project management developing process of the case company are structures of this study. Herewith connotation of project management, chooses the new R&D projects, analyzes of implementation the R&D process, as well as compared with the major customers product R&D process, then analyzes a R&D project management with the entire R&D team’’s relations. Meanwhile, appraised by the organization and the talented person, this case study has conducted company’s product strategies, and newly technology as well as the execution result, in order to find factors of the influence R&D achievement. The findings are as follows:
1. Weekly review meeting
Each new R&D case specification are many, demanding team work of hardware, mechanism for NB, software, testing and quality departments. Weekly review meeting for the project progress, teams can engage root cause and lesson learn for every faulty. The six project cases each performed at least one weekly internal meeting to align progress of the project. Also, one weekly meeting reviewed with customers for the progress and communication.
2. Time – Tight schedule of new product development
A compacted milestone leads to high pressure to the project team members. No enough time to absorption of profession knowledge and comprehension. In case cut in an immature technology and develop the new products immediately, it does not mean that extended project development time is able to reduce the project difficulties.
3. Cross projects team work
Common design is an advantage to reduce, prevent mistake and save resources. Diversity of technological knowledge is benefit to the project development.
4. Complexity of shipping BOM specifications
Limited choices to customers on shipping configuration can improve product quality and decrease customer service cost expenses.
Restriction of time and finance, this study only take notebook PC company as the research object. The findings are possibly unable to extend to companies in other industries. Thus, suggested the advanced researchers may consider carries on by other industries or implement on the cross industrial comparisons.

關鍵字(中)

★ 研發專案
★ 新技術與新產品
★ 筆記型電腦研發

關鍵字(英)

★ R&D project management
★ New technology and new product
★ Notebook PC developmen

論文目次

第一章　緒論………………………………………………………………………….. 1
第一節　研究背景與動機…………………………………………………… 1
第二節　研究目的…………………………………………………………… 3
第二章　文獻探討…………………………………………………………………… 4
第一節　筆記型電腦市場分析……………………………………………… 4
第二節　新技術與新產品…………………………………………………… 13
第三節　研發專案管理……………………………………………………… 27
第四節　研發專案的關鍵成功因素及管理成效評估……………………… 41
第五節　本章小結…………………………………………………………… 46
第三章　研究方法…………………………………………………………………… 47
第一節　研究架構…………………………………………………………… 47
第二節　研究方法與研究流程……………………………………………… 49
第三節　研究對象與範圍…………………………………………………… 50
第四章個案公司新產品研發專案過程之研究……………………………….. 51
第一節個案公司簡介……………………………………………………….. 51
第二節個案公司產品設計與開發………………………………………… 51
第三節個案公司研發專案管理方式……………………………………… 59
第四節各項產品之專案管理過程與探討………………………………… 64
第五章結論與建議…………………………………………………………………. 90
第一節研究結論……………………………………………………………. 90
第二節研究建議…………………………………………………………….. 92
第三節研究限制…………………………………………………………… 93
參考文獻………………………………………………………………………………. 94

參考文獻

一、中文文獻
1. 小泉修(2005) ，PC軟硬體架構的原理，台北，博碩文化股份有限公司
2. 中國生產力中心（1993），研究發展管理手冊，台北
3. 王瑞琛(1997)，生產管理，台北，華泰書局
4. 王慶富（1999），專案管理，台北，聯經出版事業公司
5. 司徒達賢(1995)，策略管理，台北，遠流出版公司
6. 司徒達賢(2005), 策略管理新論 – 觀念架構與分析方法，台北，智勝文化出版
7. 何文榮、許光華(1998), 專案管理理論與實務，台北，華泰書局
8. 吳思華(1998), 策略九說：策略思考的本質，台北，臉譜文化出版
9. 李田樹譯，管理專案的不確定性(Meyer, Arnoud D.,2002)，EMBA世界經理文摘， 189期, 世界經理文摘雜誌社
10. 李書政、張邵農譯(2006)，創業管理- 策略與資源(Dollinger, J. Mark, 2006)，台北，智勝文化
11. 社團法人中華專案管理學會(2005)，專案管理—基礎知識與應用實務，台北，博鴻國際出版
12. 陳庭安譯(2002)，專案管理的十四個秘訣(Michael Greer, 2002)，EMBA世界經理文摘，189期，世界經理文摘雜誌社
13. 袁建中(2005)，研發管理的架構，新竹，交通大學科管所
14. 熊培霖(2004)，專案管理知識體系導讀指南，台北，博頡策略顧問股份有限公司
15. 劉美慧(1999），「不同創新類型下新產品發展階段跨部門互動之探討」，國立中央大學企業管理研究所碩士論文
16. 劉常勇(2003)，創業管理的12堂課，台北，天下文化出版
17. 劉復苓譯(2003)，專案領導：開啟成功專案管理之鑰 (Lewis, P. James, Project leadership)，台北，美商麥格羅‧希爾
18. 賴士葆 (1980)，管理新思潮，台北，管拓文化事業公司
19. 賴士葆、謝龍發、曾淑婉、陳松柏（1997），科技管理，台北，華泰出版
二、英文文獻
1. Ansoff, H. Igor (1965), Corporate strategy, New York, McGraw-Hill
2. Booz, J., Allen, K., & Hamilton, J. (1982), New Product Management for the 1980s, New York, Booz-Allen and Hamilton, Inc.
3. Bowen, H. Kent (1996), “Project Management Manual”, Harvard Business Review
4. Brooks, P. Frederick (1975), The Mythical Man-Month: Essays on Software Engineering, Addison-Wesley.
5. Chandler, Alfred (1962), “Strategy and Structure. Chapters in the History of American Industrial Enterprise”, MIT Press, Cambridge, Massachusetts
6. Clark, K. B. & Wheelwright ,S. C.(1993), “Managing New Product and Process Development”, New York, Free Press, pp.457-480.
7. Cooper, R.G. (1983), “The New Product Process: An Empirical Based Classification Scheme”, R&D Management, Vol.13(1), pp.1-13
8. Cooper, R.G., (1984), “The Strategy-Performance Link in Product Innovation”, R&D Management, Vol.14(4), pp.247-259.
9. Cooper, R. G., & Kleinschmidt, E.J. (1986), “An investigation into the new product process: Steps, deficiencies and impact“, Journal of Product Innovation Management, Vol.3(2), pp.71-86.
10. Cooper, R. G., & Kleinschmidt, E.J. (1993), “Uncover the Keys to New Product Sucess”, Engineering Management Review, Vol.1, pp.5-18.
11. Cooper, R. G., & Kleinschmidt, E. J.(1995), “Benchmarking the Firm’s Critical Success Factor in New Product Development”, Journal of Product, Vol.106, pp.12-36.
12. Davis, J.S. (1988), ”New Product Success & Failure: Three Case Studies”, Industrial Marketing Management, Vol.17, pp.103-108.
13. Dimarco, N., Goodson, J.R., & Houser, H.F.(1989), “Situational Leadership in a Project/ Matrix Environment”, Project Management Journal, Vol.1, pp.45-51.
14. Ducker, P.F. (1985), ”Innovation and Entrepreneurship”, New York, Harper Row
15. Duke, K. Robert, Wohlsen, H. Frwderick, & Mitchell, R. Douglas (1977), ”Project Management at Flour Utach, Inc.”, Project Management Quarterly, Vol.3, pp.33.
16. Friar, J., & Horwith, J. (1986), The Emergence of Technology Strategy: A New Dimension of Strategic Management, Technology in the Modern Corporation: A Strategic Perspective, New York, Pergamon Press Inc.
17. Gilbert, J.T. (1994), “Choosing an Innovation Strategy: Theory and Practice”, Business Horizons, Vol.37(6), pp.16-22
18. Griffin, A. (1997), “PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices”, Journal of Product Innovation Management, Vol.14, pp.429-458.
19. Hauptman, O.(1990), “The Different Roles of Communication in Software Development and Hardware R&D: Phenomenologic Paradox or Atheoretical Empiricism”, Journal of Engineering & Technology Management, Vol.7(1), pp49-71.
20. Hise, R. T., O’Neal, L. A., & McNeal, J.U. (1989), “The effect of product design activities on commercial success levels of new industrial design activities” Journal of Product Innovation Management, Vol.6(1), pp.43-50.
21. Jiang, J. James, Klein, G., & Balloun, J. (1996), “Ranking of System Implementation Success Factors”, Project Management Journal, Vol.1, pp. 49-53.
22. Kahn, K. B. (1996), “Interdepartmental Integration: A Definition with Implications for Product Development Performance”, Journal of Product Innovation Management, Vol.13, pp.137-151.
23. Katz, R., & Allen T. J.(1985), “Project Performance and the Locus of Influence in the R&D Matrix”, Academy of Management Journal, Vol.28, pp.67-87
24. Katzenbach, J. R., & Smith, D. K. (1993), “The Wisdom of Teams, Boston”, Harvard Business School Press.
25. Kuczmarski , T.(1992), “Managing New Product : The Power of Innovation”, 2nd., N.J., Prentice-Hall , Englewood Cliffs, Vol.1, pp23.
26. Larson, E.W., & Gobeli, D.H.(1989), Significance of Project ManagementStructure on Development Success, IEEE Transactions on Engineering Management.
27. Leonard-Barton, D. (1995), “Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation”, Harvard Business School Press.
28. Lewis, P. J. (1998), Mastering Project Management , New York, McGraw-Hill Companies. Inc
29. Lewis, P. J. (1999), The Project Manager’s Desk Reference, 2nd edition, New York, McGraw-Hill Companies. Inc
30. Lorsch, J.W., & Lawrence, P. R.(1967), “Organization and Environment: Managing Differentiation and Integration”, Irwin, Homewood, IL.
31. Maidique, M. A., & Patch, P. (1982), Corporate strategy and Technology Policy: Management of Innovation, Pitman Books Ltd.
32. Malone, T. W. (1987), “Modeling Coordination in Organizations and Markets,” Management Science, Vol.23, pp.1317-1332.
33. Might, R.J., & Fischer, W.A.(1985), The Role of Structural Factors in Determining Project Management Success, IEEE Transactions on Engineering Management.
34. Padgham, H.F. (1989), “Choosing The Right Program Management Organization”, Project Management Journal, Vol.1, pp. 22-30
35. Parkinson, C. N. (1955), ”Parkinson’s Law”, The Economists, November 1955, Vol.1, pp.1-5
36. Pinto, J.K. and Slevin, D.P. (1988), “Critical Success Factors across the project life cycle”, Project Management Journal, Vol.19(3), pp.67-75
37. Sampson, P.(1970), “Can Consumer Create New Products”, Journal of the Marketing Research Society, Vol.12(1), pp.40-52.
38. Sbragia, R.(1984), “Clarity of Management Roles and Performance of R&D Multidisciplinary Projects in Matrix Structures”, R&D Management, Vol.1, pp.113-126.
39. Scott, G. M. (1999), “Critical Technology Management Issues of New Product Development in High-Tech Companies”, Journal of Product Innovation Management; Vol.17, pp.57–77.
40. Scott, G. (2001), ”Strategic Planning for High-Tech Product Development” Technology Analysis & Strategic Management, Vol.13(3), pp.343-364.
41. Song, X. M., & Montoya-Weiss, M. (1998b), “Critical Development Activities for Really New Versus Incremental Products”, Journal of Product Innovation Management, Vol.15(2), pp.124-135.
42. Song , X.M., & Thieme, R.J., & Xie, J. (1998a), “The Impact of Cross Functional Joint Involvement Across product Development Stages: An Exploratory Study”, Journal of Product Innovation Management, Vol.15(4), pp.289-303.
43. Souder, W.E. (1988), “Managing Relations Between R&D and Marketing in New product Development Projects”, Journal of product innovation management, Vol.5, pp. 6-19
44. Thamhain, H. J., & Wilemon, D. L.(1982), “Developing Project/ Program Managers”, Proceedings, PMI Seminar/ Symposium, Toronto, Ontario, Vol.1, pp.II-B2
45. Trott, P. (1998), “Innovation Management and New Product Development”, Trans-Atlantic Publications.
46. Wheelwright, S.C., & Clark, K.B. (1992a), ”Competing Through Development capability in a Manufacturing-Based Organization”, Business Horizons, Vol. 35(4), pp.26-37.
47. Wheelwright, S.C., & Clark, K.B. (1992b), “Revolutionizing Product Development”, the Free Press, pp.165-187
三、網路參考文獻
1. 中華專案管理學會(2008), 取自: http://www.npma.org/, 2008/3/11
2. 美國專案管理學會(2008), 取自: http://www.pmi.org/Pages/default.aspx, 2008/1/9
3. 電子時報(2008), 取自: http://member.digitimes.com.tw/default.asp?Url=/index_2.asp, 2008/5/5
4. Acer Incorporated(2008), From: http://www.acer.com.tw/product_detail.asp?p_id=390, 2008/2/18
5. Intel (2007), From : http://www.intel.com/cd/business/enterprise/apac/zht/45nm/376461.htm, 2007/12/20
6. Intel (2007), From : http://www.intel.com/cd/products/services/apac/zht/centrino/vpro/379097.htm, 2007/12/16
7. Wistron(2007), From : http://www.wistron.com.tw/, 2007/11/22

指導教授

黃同圳(Tung-Chun Huang)

審核日期

2008-7-7

推文