標題: 以專案團隊及業主觀點探討資訊專案失敗因子
Exploring Failure Factors of Information Projects from Perspectives of Project Team and Client
作者: 洪雅鈴
Hung, Ya-Ling
馮正民
康照宗
Feng, Cheng-Min
Kang, Chao-Chung
管理學院運輸物流學程
關鍵字: 專案失敗因子;利害關係人;單因子變異數分析;判別分析;Project Failure Factor;Stakeholders;ANOVA;Discriminant Analysis
公開日期: 2013
摘要: 專案失敗是經常發生的,包含專案規模日益擴大、專案複雜度提升、開發團隊愈趨分散,以及未於專案執行結束後進行檢討與改善等原因,導致專案失敗層出不窮一直發生。依據前人的專案建置成功經驗,照著做專案不一定同樣成功,但若未記取教訓,避免前人的失敗經驗,那麼一定會造成專案失敗。本研究目的主要包含:(一)探究不同的專案角色及服務年資對於「專案驗收通過」及實際執行時「發生的頻率」是否有看法差異;(二)利用已完成驗收之案例進行判別分析,提出專案驗收通過之判別方法。經由ANOVA分析結果得知高階主管及業主認為管理不佳對於專案驗收通過之影響程度具有顯著差異,同時,專案管理過程中一旦發生『需求不完整』或是『缺乏使用者參與』的情形,將造成專案較大的損失,須優先重視;另由判別分析可得知專案以低價得標、專案性質屬新建置案以及專案金額為新台幣一百萬元以內可能導致專案驗收不通過。最後,本研究提出專案管理五大避險策略,包含「避免專案需求不完整」、「避免專案資源不足」、「避免管理不佳」、「避免缺乏使用者參與」以及「避免技術能力不佳」,可作為實務上專案管理之參考。
Project failure is a common phenomenon. The factors including the increased size and complexity of the project, dispersed development teams, as well as the dislodged improvement reviews at the end of project execution contribute to an endless stream of project failure. Based on previous project paradigms, a new project does not necessarily experience an equally successful consequence. If a project does not follow the previous lessons to avoid project failure, it will destine to failure for sure. The objectives of this study include: (a) exploring the relationship between roles played by project team and service period accrued from previous experience with respect to "project acceptance" and "frequency of failure occurrence at the practical implementation"; (b) using the complete project acceptance as the models for discriminant analysis. Through ANOVA analysis, it reveals that project executives and clients agree upon the poor project management contributing a significant impact to the project acceptance. Whenever the existence of "incomplete demands" or "dislodged user participation" results in a greater loss during the project management process, project team shall give high attention. The discriminant analysis learned that the low bided projects, ad hoc nature of the projects and the new build projects amounted between NT$ 100,000 and NT$ 1million may lead to dissatisfied project acceptance. Finally, this study proposes that five project management hedging strategies including "avoidance of incomplete project requirements", "avoidance of insufficient resources", "avoidance of poor management", "avoidance of dislodged user participation", and "avoidance of poor technical capacity" can be used as a reference for project management practice.
URI: http://140.113.39.130/cdrfb3/record/nctu/#GT070063618
http://hdl.handle.net/11536/72106
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