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研究生:陳家怜
研究生(外文):Chia-Lin Chen
論文名稱:衝突型態與專案經理來源對專案績效之影響—某金控資訊部之實地個案研究
論文名稱(外文):The Influence of Conflict Type and Source of Project Managers on Project Performance: The Field Case Study of a Financial Holding Company
指導教授:王凱王凱引用關係
指導教授(外文):Kai Wang
學位類別:碩士
校院名稱:銘傳大學
系所名稱:資訊管理學系碩士在職專班
學門:電算機學門
學類:電算機一般學類
論文種類:學術論文
畢業學年度:96
語文別:中文
論文頁數:130
中文關鍵詞:專案績效衝突類型個案研究
外文關鍵詞:Project performanceCase studyConflict type
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自台灣地區2001年開放成立金控公司以來,金控公司的成立造成組織日益龐大、人員的增加、資訊系統的複雜度提高、專業分工等因素的影響,改變了管理資訊系統開發過程的方式,以專案管理的方法來控管資訊系統開發過程,亦已成為管控資訊系統專案的趨勢。專案進行過程中,各專案成員間需有密集的溝通,而互動的過程中必會有衝突的產生,因而影響專案的績效。基於資訊專案管理的重要性,本研究之金控個案公司成立專案部門以利專案控管,但在專案經理可能由專案部門指派,或由專案開發團隊自行派任的情況下,造成專案經理來源的差異性,因而影響專案經理與其成員間之衝突發生與管理。

本研究整理過去學者對於衝突的分類、衝突的發生的過程及回應方式,並匯整過去研究對衝突與績效之間的影響,再以個案研究的方法,對個案金控公司之資訊部門進行實地研究,探討在專案管理的情境中,專案成員與不同專案經理來源所引發的衝突,對於專案績效的影響。

本研究以個案研究法進行。研究結果顯示,在資訊系統開發的過程中,專案經理與成員間形成的不同類型衝突會對專案績效產生正向或負向的影響。專案經理與專案成員來源不同的情形下時,由於專案經理的專業領域不同,發生任務衝突的機率降低,但也因為平日接觸較少,發生的關係衝突時,對共識形成、系統執行效率以及釐清系統架構造成負向的影響。發生流程衝突時,由於專案經理受過專案管理師的訓練,故對於使用者諸多需求,能妥善分配人力來滿足使用者需求,因此較能提高使用者之需求滿意度,但也由於不瞭解系統內部運作,不利於對系統架構的釐清。此外,也因為專案經理不瞭解成員的特長,故發生流程衝突時,造成對共識形成負向的影響。專案經理師也因為受過專案管理訓練,故較能掌握專案時程,使系統準時上線。

當專案經理與成員來自相同部門時,較容易發生任務衝突,但任務衝突的發生有助於釐清系統架構及提升系統執行效率;發生關係衝突時,由於彼此熟悉且相互瞭解故包容性高,故關係衝突對共識形成、系統執行效率及釐清系統架構為正向之影響;發生程序衝突時,由於專案經理未受過專案管理師(PMP)之訓練,造成未能將工作平均分派,僅顧慮到成員專長來進行分派工作,故不利於專案時程及需求滿意度,但卻有助於滿足系統執行效率。本研究結果並指出,實務上當專案經理與專案成員來自相同部門時,應加強專案經理的專案管理能力;兩者來自不同部門時,則應加強專案經理的業務及技術能力以利專案績效之提升。
With the establishment of financial holding companies in Taiwan since 2001, the growing scale of organizations and complicated division of labor makes the management of both employees and IT systems more challenging. Project management mechanisms are therefore introduced in the hope to improve the management of IS development processes. One common phenomenon in IS projects is the conflict among project members due to the need of intensive communication with each other. Conflicts may affect project performances in various aspects. To ensure the smooth and reliable operation of IS projects, the case financial holding company in this research established a dedicated department in charge of project management tasks. As project managers may be either assigned by the PM department or recommended from within the IS department, the impacts and management of conflicts therefore differ and form the issue that this research intends to address.

This research reviewed the types, management, and responses of conflict from past literature. Further, a field case study was conducted in this financial holding company. The aim of this research was to investigate the role source of project managers plays in influencing the relationship between conflict and project performance.

Through the field case study, several findings were available from this research. First, different types of conflict were shown to cause both positive and negative impacts on project performance. Further, when project managers come from the dedicated project management department, task conflict occurs less often because the project managers’ proficiency at project management. On the other hand, relationship conflict due to less daily contact leads to negative impacts on consensus formation, system performance, and clarification of system structure. Further, when process conflicts occur, project managers, with the professional background of PMP, are capable of better allocating manpower to satisfy user requirements which further lead to better user satisfaction. Clarification of system structure, however, tends to be negatively affected because project managers are unable to grasp internal details of the systems. Besides, consensus formation is also negatively impacted because project managers do not know the specialty of each member very well. However, with the PMP background, project managers usually can make project on schedule.

In contrast, if project managers are recommended from within the IS department, task conflict, which tend to happen more frequently, helps clarifying system structure and system performance. On the other hand, as project managers are usually familiar with the team members, relationship conflict positively contributes to consensus formation, system performance, and clarification of system structure. For process conflict, lack of PMP training for project managers causes unfair division of labor that affects project schedule and user satisfaction tend to be affected, but system performance can be assured because members’ specialty is the only criterion for task allocation. The results of this research further provide practical implications by indicating the importance of enhancing project management capabilities if project managers come from the same department as project members and strengthening the technical skills to help improving the project performance if project managers are assigned by the dedicated PM department.
第壹章 緒  論 1
第一節 研究背景與動機 1
第二節 研究問題與研究目的 2
第三節 研究流程 4
第貳章 文獻探討 5
第一節 衝突 5
一、衝突的定義 5
二、衝突的原因 6
三、衝突的種類 8
四、衝突的過程 10
第二節 專案的種類 13
第三節 專案績效之評估 14
第四節 衝突回應方式 15
第五節 衝突對績效的影響 16
第參章 研究架構與變數 18
第一節 研究架構 18
第二節 變數定義與操作化 19
一、自變數:衝突 19
二、應變數:專案績效 21
三、調節變數:專案經理來源 22
第肆章 研究方法 24
第一節 研究方法的選擇 24
第二節 個案背景說明 30
一、A金控公司成立背景 30
二、A金控公司資訊系統開發沿革 31
三、專案經理背景說明 33
第三節 訪談對象的選擇 33
第伍章 研究命題發展 37
第一節 資料分析 37
第二節 命題發展 45
一、關係衝突與專案績效 45
二、任務衝突與專案績效 48
三、程序衝突與專案績效 51
四、小結 55
第陸章 結論與建議 57
第一節 研究結論 57
第二節 實務意涵 58
第三節 研究限制及後續研究方向 59
參考文獻 61
附錄一 訪談工作指引 65
附錄二 A金控之專案滿意度調查表 66
附錄三 第一階段語幹選取及類目編碼 67
附錄四 第二階段語幹分析結果 90
附錄五 訪談內容 105

表目錄
表2-1 衝突的原因 7
表4-1 訪談對象背景說明 35
表5-1 衝突與專案績效指標之關係 43
表5-2 衝突與專案績效指標之關係 44
表5-3 命題發展與修正後研究架構 54




圖目錄
圖1-1 本研究之研究流程 4
圖2-1 RUMMEL的衝突過程 10
圖2-2 THOMAS的結構衝突模式 12
圖2-3 專案組織的五種架構 14
圖2-4 衝突管理策略模式 15
圖3-1 研究架構 18
圖4-1 A金控資訊本部組織架構圖 30
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