| DC 欄位 |
值 |
語言 |
| DC.contributor | 資訊管理學系在職專班 | zh_TW |
| DC.creator | 藍霈珍 | zh_TW |
| DC.creator | Pei-jen Lan | en_US |
| dc.date.accessioned | 2010-7-2T07:39:07Z | |
| dc.date.available | 2010-7-2T07:39:07Z | |
| dc.date.issued | 2010 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:88/thesis/view_etd.asp?URN=974303008 | |
| dc.contributor.department | 資訊管理學系在職專班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 全球市場變化迅速，掌握致勝關鍵之一在於縮短產品上市時間，提高產品研發的效率及品質。而以專案管理模式控管新產品開發過程與結果，漸受企業採納使用，其最主要目的是運用最少資源與人力，在預定時間內達成目標任務，以開發出高品質產品，為公司提升競爭力。
本研究以個案研究法來探討個案公司建置專案管理系統之過程，研究發現，系統導入成功與否的關鍵是使用者對資訊系統的功能認知與使用態度，以及系統導入的前置作業與過程等相關背景等因素。另外，開發者與使用者對系統的期待存有極大差異，對系統需求與易用程度的看法亦有很大差距，這些差異進而影響使用者的使用態度與意願。而部份主管的管理模式仍習慣使用紙本，亦影響使用者的系統使用態度。
本研究針對重要發現提出未來實務建議並說明其管理意涵，包含加強跨部門溝通以縮小開發者與使用者的認知差距，以及高階主管的強力支持，以確保系統成功運作發揮最大效益，並期望個案公司的導入經驗能提供企業借鏡與參考。
| zh_TW |
| dc.description.abstract | Due to the fact that the global market is ever-changing, the keys to success include shortening the launch time of new product as well as enhancing the efficiency and quality of product R&D. Utilizing a project management system to control the project development process has gradually been adopted by enterprises. The reasons to adapt the project management system include: 1. manipulating the scarce resources manpower; 2. achieving the goal on time, 3. developing high-quality products, and 4. enhancing the company’s competitiveness.
This study employs case study method to investigate the implementation of project management system. Factors such as users’ attitudes towards and users’ readiness for the system, as well as users’ cognitive perceptions on system usage are critical to the successful implementation of the project management system. It is concluded that there is a big gap between users’ and developer’s expectations on the project management system. There are also great differences in terms of the user requirements and user friendliness interfaces from both sides’ viewpoints. These gaps and differences further influence users’ attitudes and willingness of system usage. In addition, some managers are still used to paper works, which also in turn affects users’ attitudes towards system usage.
This research brings forth managerial implications. The first one is to improve cross-department communication to minimize the different cognitive perceptions between the developer and user. In addition, strong supports from high-level managers will help successful operation of the system and boost the biggest efficiency. It is hoped that the experiences gained from the case company may offer other enterprises valuable insights in terms of the system implementation.
| en_US |
| DC.subject | 個案研究 | zh_TW |
| DC.subject | 專案管理 | zh_TW |
| DC.subject | 產品研發 | zh_TW |
| DC.subject | Product R& | en_US |
| DC.subject | D | en_US |
| DC.subject | project management | en_US |
| DC.subject | case study | en_US |
| DC.title | 產品研發專案管理系統導入之個案研究 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.title | The Implementation of Project Management System | en_US |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |