MIS 專案人力外包之流程分析與設計; Flow Analysis and Design for the MIS Project Out Sourcing

NCUIR > School of Management at National Central University > Executive Master of Industrial Management > Electronic Thesis & Dissertation > Item 987654321/11160

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/11160

Title:	MIS 專案人力外包之流程分析與設計;Flow Analysis and Design for the MIS Project Out Sourcing
Authors:	劉智邦;Chih-Pang Liu
Contributors:	工業管理研究所碩士在職專班
Keywords:	價值鏈管理;eEPC;績效衡量;ARIS;PCD;人力外包;專案管理;供應鏈管理;Supply chain management;eEPC;Project management;Out sourcing;PCD;ARIS;Performance evaluation;Value chain management
Date:	2009-07-08
Issue Date:	2009-09-22 14:15:15 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	根據資策會(MIC) 2008年的統計數據表示, 金融業已有70%以上 (產業平均約為 60%) 的軟體開發人力改由外包人員取代, 其統計對象多是 1,000 人以上的大企業, 且平均投資金額高達新台幣1億7仟萬元. 在企業中當有專案開發的需求時, 會優先考慮外包的採用而非直接招募員工. 但是隨著外包越來越廣泛的被運用在產業中, 企業主碰到了許多在人力外包不同面向的問題, 特別是以下三點所引發出來的負面效應 : (1) 開發資訊管理/Knowledge Management (2) 外包管理/Outsourcing Management (3) 外包績效衡量/Performance evaluation. 由於目前在觀念上, 就像是早期製造業的運作一樣只專注於自身的內部流程來設計人力外包的需求與供給, 資訊的互通及交流程度並不高, 造成合作模式缺乏效率及計畫偏離實際情形, 影響人力外包成果. 而製造業在這幾年來透過營運流程管理與再造 (BPR) 以及供應鏈管理(SCM)及價值鏈管理(VCM)觀念的導入下, 成效是有目共睹. 而在人力外包上, 企業與外包廠商之間的合作關係和一般的原物料採買觀念與本質是相近的, 只是交易的項目改為 “人力資源”. 因此本研究將以流程分析的角度來研究現行的合作模式, 並使用物件的觀念來建構目前 MIS 專案外包活動中各個活動單元 (component) 彼此的關係. 接著使用 ARIS (Architecture of Integrated Information System) 的四個不同觀點 (4 Views)來進行相關流程 (Business Flow) 的展開, 從這些不同觀點的流程並結合各活動單元的關係, 以 eEPC 及 PCD 從中分析需要改善加強之處來達到最佳化之設計, 最後會以一 MIS 專案開發的人力外包案例作一說明. Based on MIC (Market Intelligence & Consulting Institute) 2008’s survey to the banking business, more than 70% (industry avg. is 60%) of MIS software development tasks are using out sourcing. Most of the surveyed banks are large firms of 10,000+ employees and the avg. investment is about NT$ 1,70,000,000. It is often to see that company adopt out sourcing solution instead of hiring new employee when they have requests on new project development. With the wider adoption of out sourcing solution, company now facing new challenges from it, especially: (1) Knowledge Management (2) Outsourcing Management (3) Performance evaluation. As we take a closer look to see the co-working model between company and out sourcing vendor, we can realize that they plan manpower only based on own needs, and information exchange is rare. This kind of model makes the cooperation lacks of efficiency and the planning is usually not a realistic one, which downgrade the final result of the out sourcing solution. Nowadys in manufacturing industry, companies and vendors already successfully improve their co-working model, working efficiency and cost structure by implementing BPR (Business Process Reengineering) with SCM and VCM methodology. Conceptually speaking, we should able to conduct flow analysis to implement the similar methodology on out sourcing solution to solve problems because the nature of those problems are the same, simply using “man power” instead of raw material and machines hours. To study those problems, this thesis will analyze current out sourcing solution from the perspective of process flow analysis. After modeling existing tasks by objects, the ARIS (Architecture of Integrated Information System) “4 View” methodology is being used for further analysis. As for model improvement, the eEPC and PCD methodology is being used in order to provide a fine tuned solution for real world implementation. And a case study will be provided for study result demonstration.
Appears in Collections:	[Executive Master of Industrial Management] Electronic Thesis & Dissertation

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