博碩士論文 954303009 詳細資訊


姓名 廖志寬(Liao-Jr Kuan)  查詢紙本館藏   畢業系所 資訊管理學系在職專班
論文名稱 企業專案管理系統 - 提升專案即時資訊透通性及其效益分析
(Enterprise Project Management System - The general character and benefit analysis that improve the instant information of project)
檔案 至系統瀏覽論文 (永不開放)
摘要(中) 專案是未來工作的重要發展趨勢之一,專案的成敗更常攸關企業或組織的績效與競爭力。因此提升專案的成功率、提升專案品質及有效管控專案成本及時程,都是企業所關注的重點。專案管理是將管理知識、技術、工具、方法綜合運用到任何一個專案行為上,在有限的時間,有限的資源下,達成專案預定的目標。根據許多國內外的實徵性研究顯示,專案管理能使顧客滿意度提升18% 、專案預算績效提升30% 、專案時程績效提升34%,並可以減少目標變更34% 、降低過程缺失31%、降低專案風險24%。基於上述專案的重要性,與專案管理能帶來的效益,企業或組織對於專案管理的投資呈現急遽增加的趨勢。
當企業對專案管理的重視程度與日俱增的情況下,莫不希望能在專案管理的領域中找出一個有效率的導入模式,或在既有的基礎上精益求精。審視目前在專案管理上,普遍面臨問題有專案管理文化落實不彰、專案管理取決於專案管理者,資訊不透通、專案管理中預警機制的缺乏及專案管理中缺乏有效的理論基礎與公信力。因此如何找出一個有效專案管理的輔助模式,並將專案管理從文化層次的推廣,變成制度面的落實,並賦予必要的強制力。進而找出有效率且經濟的方式來落實專案管理,有效降低成本,都是當前極為受到關注的議題。本研究中個案公司對專案管理極為重視,並為國內企業創新的先驅代表,透過系統的輔助來落實專案管理,同時符合解決前述專案管理的瓶頸與重點,並在系統導入後成為成功案例。促成本研究的強烈動機,並完成詳細的相關研究。
本研究以個案研究法為主,主要研究探討及探討的重點有一、探討企業專案管理系統建置的關鍵因素。二、 探討如何將要徑分析法及實獲值管理結合企業專案管理系統,提升專案資訊透通性。三、 探討企業專案管理系統的效益分析。四、 透過本研究中針對個案公司建置企業專案管理系統之研究及分析,提出改善及建議事項。
經由研究分析本個案後,歸納的研究結論如下:
(一)導入企業專案管理系統可有效節省管理成本,並提升資訊透通性。
(二)引用要徑分析法與實獲值管理可相互輔助,建構系統中有效應用模式。
摘要(英) One of the important development trends that it is in the future that the project works, the success or failure of the some important project often concern the performance and competitiveness of enterprises or the organization even more. To improve success rate of special project, raise special project quality and is it accuse of special project cost Cheng in time to in charge of effectively, all focal points that enterprises pay close attention to. The project management to apply the managerial knowledge, technology, tool, method to any special project behavior synthetically, in limited time, under limited resources, reach the goal that the special project is booked. According to person who seek in fact both at home and abroad is it show project management is it can make customer satisfaction improve 18% to manage, special project budget performance raise 30%, performance Cheng raise by 34% at the special project to study, and can reduce the goal and alter 34%, reduce the course and lack 31%, reduce 24% of special project risk.
Under the situation that the degree of attention to project management of enterprises grows with each passing day, all hope to find out an efficient insertion way in the field of special project management, or keep improving on the basis of already having. Find out efficient and economic way to implement the important project to manage further, it is all present topics receiving much concern to lower costs effectively. Because the case company extremely pays attention to special project management in this research, and through implementing the special project to manage auxiliarily of the system, accord with the bottleneck of solving above-mentioned project management and focal point at the same time, and become the successful case, the strong motive of urging the cost to study after the system ia channeled into, finish detailed relevant research.
This research takes law of case study as the core, the focal point probed into and probed into in main research are as the following :First, key factor of probing into enterprise’’s special project administrative system construction. Second, discuss how to want the Critical Path management and Earned Value Management in fact to manage and combine enterprise’’s project management system, improve project information general character completely. Third, probe into the benefit analysis of enterprise’’s project management system. Fourth, direct against research and analysis of enterprise’’s project management system of company’’s construction of the case in this research, propose improving and proposing the item. Via researching and analysing a case, the research conclusion summed up is as follows:
(1) Enterprise’’s project management system can manage the cost to channel and effectively sparingly, the general character that improve information completely.
(2) Critical Path management and Earned Value Management approach with person who obtain management can each other auxiliary in fact, improve benefits of managing to quote.
關鍵字(中) ★ 企業專案管理系統
★ 專案管理
★ 專案資訊即時分析
★ 要徑分析法
★ 實獲值管理理論
關鍵字(英) ★ Project management
★ enterprise's project management system
★ Critical Path management
★ Earned Value Management.
★ Real-time analysis model of project
論文目次 第壹章 緒論............................................. 1
第一節 研究背景......................................... 1
第二節 研究動機......................................... 2
第三節 研究目的......................................... 3
第四節 研究流程......................................... 6
第貳章 文獻探討......................................... 8
第一節 專案管理......................................... 8
第二節 要徑分析法....................................... 19
第三節 實獲值管理....................................... 30
第四節 專案管理之研究與發展............................. 44
第參章 研究方法......................................... 65
第一節 研究架構......................................... 65
第二節 研究方法......................................... 66
第三節 研究對象及範圍................................... 68
第肆章 個案分析......................................... 71
第一節 個案公司簡介..................................... 71
第二節 個案公司專案管理系統的建置過程,及規劃重點....... 84
第三節 企業專案管理系統應用要徑分析法與實獲值管理發掘資訊-
以個案應用為例.......................................... 97
第伍章 結論與建議...................................... 115
第一節 結論............................................ 115
第二節 建議............................................ 117
第三節 研究限制........................................ 120
參考資料
一、英文部分........................................... 122
二、中文部分........................................... 125
參考文獻 一、英文部分
1. Aladwani, A. M., Rai, A, Ramaprasad, "A Formal participation and performance of the system development group: The role of group heterogeneity and group-based rewards. DATABASE for Advances in Information Systems", p25-40., 2000
2. Bailey, J. E. & Pearson, S. W. "Development of a tool for measuring and analyzing computer user satisfaction"., Management Science, 29(5), p530–545,1983.
3. Brown, John W. "Evaluation of Projects Using Critical Path Analysis and Earned Value in Combination", Project Management Journal 16 (August), 1985
4. Boehm B. W., "Software Risk Management: Principles and Practices", IEEE Software, p32-41, 1991.
5. Christina Walling, Ivica Crnkovic, "Three Aspects of Successful Software Development Projects ‘When are projects canceled, and why?’", IEEE Computer Society, 2003.
6. Christensen, David S. and Kirk Payne."CPI Stability-Fact or Fiction? " Journal of Parametric, 10 (April):27-40.,1992
7. Cleland, D. I. and King, W. R. "Systems Analysis and Project Management", McGraw-Hill, New York, 3rd ed., 1983
8. Davenport, T. H., "Putting the Enterprise into the Enterprise System", Harvard Business Review, Vol. 76, p121-131, 1998
9. Department of the Environment, Transport and the Regions (DERT) KPI Working Group, KPI Report to The Minister for Construction, London UK, 2000。
10. Earl B. Anderson & R. Stanton Hales "Critical Path Method Applied to Research Project Planning: Fire Economics Evaluation", General Technical System (FEES), p3~6, 1986。
11. Ewusi-Mensah K., "Critical Issues in ABANDONED Information Systems Development Projects", Communications of the ACM, Vol. 40, No. 9, pp. 74-80, September 1997.
12. Fleming, Quentin W. and Joel M. Koppelman. "Earned Value Management", Project Management, (Mar-Apr) p90-95. , 2002
13. Fleming, Quentin W. and Joel M. Koppelman. "What's Your Project's Real Price Tag?" Harvard Business Review, (September) p20-22., 2003
14. Francis Hartman, Rafi Ashrafi, "Development of the SMART Project Planning Framework", International Journal of Project Management, Vol. 22, p499-510, 2004.
15. Goldhaber, G. M. & Krivonos, P. D. "The ICA Communication Audit: Process, Status, Critique. The Journal of Business Communication", p41-56,1987.
16. Goldratt, Eliyahu M. and Cox, Jeff., "The Goal", North-River Press, 1992
17. Hameri, J. Heikkila, "Improving efficiency: Time-critical interfacing of project tasks", International Journal of Project Management, p143, 2002
18. Hulett, D. T., "Schedule Risk Analysis Simplified"., PM Network, p23-30, 1996.
19. International Project Management Association(IPMA),International Project Management Award Assessment based on the Project Excellence Model Application Brochure, 2005。
20. Jablin, M. F. "Formal Organization Structure, in Handbook of Organizational Communication: An Interdisciplinary Perspective". Newbury Park, CA:Sage Publications, Inc., 1987, pp. 389-419, 1987.
21. Fortune Joyce, Diana White, "Framing of Project Critical Success Factors by a Systems Model", International Journal of Project Management, Vol. 24, Issue 1, pp. 53-65, 2006.
22. Kerzner, H. "Project Management : A Systems Approach to Planning, Scheduling and Controlling, 6th Ed. ", John Wiley & Sons, Inc., 2001
23. Kim, EunHong and Wells Jr. and William G. and Duffey Michael R. "A Model for Effective Implementation of Earned Value Management Methodology", International Journal of Project Management,21 (Jun): 375-383. , 2003.
24. Markus, M.L. "Power, politics, and MIS implementation. Communications of the ACM", p430– 444, 1983
25. Meredith, J.R., and Mantel, S.I., "Project Management”, John Wiley & Sons Inc., New York, 1989.
26. Might R.J., Fischer W.A., "The Role of Structural Factors in Determining Project Management Success", IEEE Transactions on Engineering Management, p71-77, 1985.
27. Mohamed, S. & Stewart, R. A. "An empirical investigation of users’ perceptions of web-based communication on a construction project". Automation in Construction, 13, p469– 479, 2003
28. Morris WGP, "The Management of Projects", Thomas Telford, London, 1994.
29. Nijhof, W. J. "Knowledge Management and Knowledge Dissemination", In Academy of Human Resource development Conference Process dings:Knowledge Management, 1999
30. Phillips, S. Jr. and Dessoukly, M. I., "Solving the Time/Cost Trade-off Problem Using the Minimal Cut Concept", Management Science, Vol.24, No.4, p.393-400, 1977.
31. Pinto J. K., Covin J. G., "Critical Factors in Project Implementation: a Comparison of Construction and R&D Projects", Technovation, Vol. 9, p. 49-62, 1989.
32. Regina M. Anctil , "Information Transparency and Coordination Failure: Efficiency, Security, and Risk", p6~15 , 2004
33. Robbins, Mary Coulter Stephen P., Management 7th, Pearson Education, Inc., Upper Saddle River, New Jersey, p552, 2003。
34. Scheinkopf, Lisa J., "Thinking for a Change — Putting the TOC Thinking Processes to Use", The St. Lucie Press/APICS Series on Resource Management, 1999.
35. Seimens, "A Simple CPM Time-Cost Trade-off Algorithm", Management Science, Vol.17, No.6, p.354-362., 1971.
36. Shelly, G.B., Cashman, T.J.& Rosenblatt, H.J. " System Analysis and Design". Singapore: Thomson Learning., 2003.
37. Sieli, E. M. "Managing a Project as a Process, AT&T Technical Journal", Mar. /Apr, p.33-39. , 1991
38. Smith, B. "Project concepts, in Effective Project Administration , Institution of Mechanical Engineers" , 1985
39. Souder, W. E., "Managing Relations Between R&D and Marketing in New Product Development Projects, "Journal of Product Innovation Management, No.5, p6-19, 1988
40. Terry Cooke-Davies, "The 'real' Success Factors on Projects", International Journal of Project Management, Vol. 20, pp. 185-190, 2002.
41. Belassi Walid , Oya Icmeli Tukel , "A New Framework for Determining Critical Success/ Failure Factors in Projects" , International Journal of Project Management , Vol. 14, No. 3, pp.141-151, 1996
42. Wilkens, Tammo T. "Earn Value, Clear and Simple", Los Angeles County Metropolitan Transportation Authority., 1999
43. Yazici, H. J. "The role of communication in organizational change: an empirical investigation". Information & Management, 39, pp. 539-552., 2001
44. Hu Yong, JingHua Xiao, Jia Feng Pang and Kang Xie, "A Research on the Appraisal Framework of e-Government Project Success", ICEC, pp. 15-17, 2005.
二、中文部分
1. 王斐生,民國91年,"以某國營公司某型噴射機延壽個案等"。
2. 林信惠、陳玉波,民國92年,"企業專案管理之風險評估流程"。
3. 范淼、熊培霖、黃哲明、周祥東、及陸正平,民國94年,"專案管理:基礎知識與應用實務",博鴻國際專案管理顧問股份有限公司。
4. 周祥東,民國92年,"實獲值管理:基礎篇",中華專案管理學會電子報專案管理專欄,第37 期。
5. 信懷南 , 民國87年,"不確定時代的專案管理"。
6. 戴久永,民國91年,"專案管理的特色", 標竿學院,
7. 韓國祥,民國89年,"以高雄捷運某服務合約研究"。
指導教授 李小梅(Shau-Mei Li) 審核日期 2008-7-13

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡