臺灣博碩士論文加值系統

一直以來，專案的成功率並不高。身處於全球化的時代，光通訊產業要面臨的競爭者來自世界各地，只有在產品開發中掌握比競爭對手更多的優勢，才有成功的機會。專案管理包含了一系列複雜的活動，唯有熟悉每一階段所要進行的活動以及面對風險的應變能力，再加上現代化的專案管理技術，才能確保專案的成功。成功的協同產品開發專案指的是必須在短暫的專案時間中、產出高品質的產品，才有足夠的競爭力。強化競爭力是一種長期性的策略考量，用以維持企業的獲利與全球的競爭地位，求得永續經營與生存發展，而持續不斷開發創新的產品以強化競爭力來增進經濟利益，才是企業永續發展的根本。
專案管理生命週期五大流程階段為起始、規劃、執行、控制、結束，每個階段的活動環環相扣，若能夠將每個階段應該進行的活動依序掌握好，相信能提高專案的成功率。本研究以專案生命週期五大流程各階段，根據文獻中所提到的關鍵成功因素，從策略與組織、作業與管理、系統與環境、基礎架構與技術等四個構面來找出各流程階段的關鍵成功因素，以層級分析法（AHP）對業界專家進行問卷調查，將調查結果導入計算以求得協同產品開發專案管理的關鍵成功因素。
依據本研究所得之結論，在主構面結果分析，規劃階段權重值0.403，為協同產品開發專案過程中最重要的階段，執行階段權重值 0.251次之，起始階段權重值0.203排名第三，而結束階段權重值僅0.05居末。這樣的結果顯示協同產品開發專案在規劃階段的活動最為關鍵。
在次構面結果分析得到，規劃階段中最關鍵的指標─「協同產品開發工作的分解程度」，層級權重為 0.518，而整體權重為0.209，亦為整體最關鍵的指標。在執行階段最關鍵的指標─「協同產品開發專案團隊成員的能力」，層級權重為 0.441，而整體權重為0.11，在整體權重排名第二。在起始階段最關鍵的指標為「協同產品開發的資金限制」，其層級權重為 0.337，而整體權重為0.068，在此次研究中排名第三。以上三項分析結果，分處於起使、規劃、執行階段。可提供業界於協同產品開發專案過程中，列為重要的參考依據。

Low successful rate of project management (PM) is a continuous problem for project handling and execution. In the era of globalization, since the optical communication industry (OCI) faces world-wide competitors, in order to obtain more chances of success, it is important to master product advantages while dealing with competitors in OCI. PM consists of a series of complex activities, and thus it needs to be familiar with phases of project activities and resiliences of responding risks and combined with modern PM techniques to ensure the success of PM. A successful project of collaborative product development refers to handling the project in a short period of time and high quality output of products to gain a comprehensive competitiveness. While continuously developing innovative products to enhance competitiveness to promote financial interests, strengthening the strategic competitiveness is a long-term consideration to maintain corporate profits and global competitive position for seeking sustainable development and survival in OCI.
PM contains five major processing stages of initiating, planning, executing, monitoring and contrlling, and closing. The activities of each stage are closely linked. If each of the stages can be successfully handled, the project successful rate then can be improved. Based on the literature review, this study explores the key success factors (KSFs) of PM in the areas of strategy and organization, operation and management, system and environment, and fundamental structure and technique in OCI to find out KSFs of PM processes. This study adapts the method of analytical hierarchy process (AHP) to acieve the survey of PM of collaborative product development with respect to the experts in OCI.
This study finds that the planning stage (weights=0.403) is the most important and critical stage, the executing stage (weights=0.251) is the second, the initial stage (weights=0.203) is the third, and the closing stage (weights=0.05) is the least important stage.
This study further analyzes the sub-dimensions of five processing stages, and it demonstrates that at the planning stage, the "level of collaborative product development efforts and decomposition" weighting 0.518 (overall weight=0.209) is the most critical indicator; at the executing stage, the "ability of collaborative team members" weighting 0.441 (overal weight=0.11) ranks the second in the overall weightings; at the initiating stage, the " funding restrictions of collaborative product development" weighting 0.337 (overal weigh=0.068) ranks third in the overall weightings. The above three results point out that initiating, planning, and executing stages provide the most important and critical PM processes in the collaborative product development of OCI.

目錄
《摘要》 I
ABSTRACT III
致謝 V
目錄 VI
圖目錄 VIII
表目錄 IX
第一章 緒論 1
1.1研究背景與動機 1
1.2研究目的 3
1.3研究流程 4
第二章 文獻探討 5
2.1光通訊巿場現況分析 5
2.1.1光通訊產業演進分析 5
2.1.2光通訊產業環境分析 9
2.1.3光通訊產業之SWOT分析 10
2.2專案管理 12
2.2.1專案的定義 12
2.2.2專案的特性 13
2.2.3專案管理的定義 16
2.2.4專案管理的關鍵成功因素 17
2.3協同產品開發 20
2.3.1協同產品開發之定義 22
2.3.2協同產品開發流程 23
2.3.3協同產品開發之關鍵成功因素 25
第三章 研究方法 27
3.1分析方法AHP 27
3.2研究架構 38
3.3研究問卷 39
第四章 研究結果與分析 40
4.1問卷調查結果 40
4.2主構面權重與排序分析 42
4.3次構面權重與排序分析 43
4.3.1起始階段相關權重及結果分析 43
4.3.2規劃階段相關權重及結果分析 45
4.3.3執行階段相關權重及結果分析 47
4.3.4控制階段相關權重及結果分析 49
4.3.5結束階段相關權重及結果分析 51
4.4協同產品開發專案管理關鍵成功因素之建立 52
第五章 研究結論與建議 55
5.1研究結論 55
5.2 研究貢獻 58
5.3 未來研究方向建議 59
參考文獻 61
附錄 70

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