| 摘要: | 資訊科技以及網際網路的出現，使得人類商業活動產生重大且迥異於過去的變革，除競爭加劇以外，亦使組織內部流程產生變革的需求。為因應此種競爭態勢，資訊系統的導入，以及其所帶來的各項挑戰，使得專案管理，特別是B2B電子商務軟體專案管理的課題日益重要。B2B電子商務軟體專案往往牽涉到多方的參與者，而其利害關係人的數量亦隨之增多。另一方面，也由於多組織的參與，均在某種程度上使得專案管理中非技術問題大幅增加，因此，管理領導課題成為專案主管不得不關心的關鍵之一。除管理領導以外，為使專案成功，政治權力的運用亦成為專案主管在執行專案的過程之中，所必須具備的能力。 因此，本研究乃意欲以非技術的角度，而就管理領導與政治權力的立場來探索軟體專案的執行，更進一步地指出其重要性，並闡述專案主管所必須具備的能力。本研究乃就各不同的領域：電子商務軟體、專案管理、專案與政治、權力及領導等加以整理探討既有之文獻，歸納出專案成功的模型，並選擇具有如下特性的電子商務軟體專案作為個案：1.為三方或以上的組織參與；2.應用於電子商務；3.為策略應用的軟體專案。並以該模型來分析並檢討本研究所選擇的兩個案，採取參與式觀察法，且以多重個案，單一模式分析來進行個案之研究，最後形成建議與結論。 本研究最後之結論及貢獻如下： 一、利害關係人分析在專案起始時是必要的； 二、專案主管除專案管理能力外，尚必須具備良好領導能力，且能激發專案成員的潛力； 三、由於職級並非甚高，且對外部利害關係人之權力有限，故專案主管必須善用影響力； 四、管理領導一個團隊，也須善用政治權力； 五、必須妥善處理各利害關係人的衝突，以避免專案的重大負面影響； 六、軟體專案不可單以技術的角度來思考，須顧及「人」的因素； 七、專案主管必須具有政治權力的意識與技巧。 The appearances of information technology and internet produced a revolutionary change in the human business activities. This change not only intensified the competition, but also generated the requirement of BPR. In order to deal with such situation, the introduction of information system is essential, and we also have to face the challenges which brought from the change. So, the issues of project management, particularly those about B2B e-commerce software systems are becoming more and more important. In addition, due to more and more multiple participants involved with a B2B e-commerce software system project, the number of stakeholder increases excessively and at the same time brought out the tremendous non-technology problems. As a result, the manipulation of management leadership and politic power is requisite for a project manager in the implementing process. Therefore, this study attempts to explore the implementation of a B2B e-commerce software project from the perspective of management, leadership, politic and power, and further to point out the importance and the ability of a project manager has to possess. This study also marshals and analyzes the existing theses and papers from the fields of e-commerce, project management, leadership, politic and power to generalize a model of project success. Furthermore, this study chooses two cases based on the following standards: 1.multiple participants; 2.e-commerce applications; 3.strategical software project. Finally, it makes conclusions and suggestions by way of participant observation on those two chosen cases. The final conclusions and contributions are as follows: 1. Stakeholder analysis is necessary in the initial phase of a software project. 2. Except the management ability and outstanding leadership, the project manager also needs to possess the capability of inspiring team members. 3. Due to the low position in the command chain within an organization and limited power over external stakeholders, the project manager must manipulate well in leverage. 4. A project manager must perform well in politic and power in order to lead and manage a team. 5. A project manager must handle conflicts among stakeholders in a careful and proper way to avoid negative results. 6. When work on a software project, a project leader not only needs to think in a technical point of view, but also has to consider the humanity factor. 7. A project manager has to possess the competence and skill of political behavior and power exertion. |
