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研究生:范慧乾
研究生(外文):Hui-Chien Fan
論文名稱:專案治理暨專案管理分際之探索
論文名稱(外文):The Exploration for the Distinction of ProjectGovernance and Project Management
指導教授:吳琮璠吳琮璠引用關係
口試委員:王怡心許秀影
口試日期:2015-06-30
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:會計與管理決策組
學門:商業及管理學門
學類:會計學類
論文種類:學術論文
論文出版年:2015
畢業學年度:103
語文別:中文
論文頁數:98
中文關鍵詞:組織治理專案管理專案治理區分治理與管理
外文關鍵詞:COBITGEITProject GovernanceProject ManagementGovernance versus Management
相關次數:
  • 被引用被引用:3
  • 點閱點閱:484
  • 評分評分:
  • 下載下載:169
  • 收藏至我的研究室書目清單書目收藏:1
專案與專案管理為企業心職能,有些專案管理專業人士將績效欠佳的原因,歸咎於組織缺乏專案治理,強調組織應建置良好的專案治理制度,並以舉例方式提供許多寶貴的經驗與實踐指引,但是缺乏完整的系統化理論架構、流程、作業程序等系統方法,也未能提供具體區分專案治理與專案管理兩者責任分際之通則。
本研究依據PMI專案管理方法論,運用ISACA COBIT® 5 GEIT理論模型建構組織的專案管理、專案治理、組織治理相互關係拓樸,發現運用COBIT® 5 GEIT能顯著降低組織發展專案治理所需的領域專業知識、技術、經驗門檻,應可大幅減少組織發展專案治理所需的人資成本、發展時程與導入的風險衝擊。
引用《UCLA LAW REVIEW》區分治理與管理的相關論述,可具體區分專案治理與專案管理責任之分際;此通則適用於任何形態的組織管理領域,可為ISACA COBIT® 5 GEIT「原則五 - 區分治理與管理」責任分際模糊地帶之鑑別法則。



Today, both Project and Project Management are the most important competitive manner and core functions of enterprise, some project management professional were talking about the reasons of poor performance is lack of Project Governance, the enterprise should build a good Project Governance system, and provide many valuable experience and practices.
This study, based on PMI Project Management methodology, applies COBIT 5 GEIT theoretical framework to construct the relationship topology of Project Management, Project Governance and Organizational Governance. This study found the use of COBIT 5 GEIT requires lower threshold of domain knowledge, professional skill and expertise, which will significantly reduce the human resources, costs, time, risks and impacts for the development of Organizational Project Governance.
Apply 〈The Distinction Between Management and Governance〉 (UCLA LAW REVIEW), it can clearly identify the accountability between Project Governance and Project Management. This general rule applies to any form of organization management; and it is a theory supplementary for blur area of ISACA COBIT 5 GEIT Fifth Principle–Distinction Governance and Management.




目錄
謝詞 i
摘要ii
Abstract iii
目錄iv
圖目錄 vii
表目錄 viii
第 1 章 緒論 1
1.1 研究動機 2
1.2 研究目的 4
1.3 研究方法 5
1.4 研究範圍 5
1.5 研究限制 5
第 2 章 文獻探討 7
2.1 專案管理方法論 7
2.1.1 計劃管理 8
2.1.2 專案組合管理 9
2.2 組織的專案管理 15
2.2.1 專案管理辦公室 15
2.2.2 組織的專案管理核心流程 18
2.3 治理的相關論述 22
2.3.1 公司治理 22
2.3.2 專案治理 27
2.3.3 組織治理與專案治理之異同 29
第 3 章 組織的專案治理 30
3.1 專案管理拓樸 30
3.2 計劃管理拓樸 37
3.3 專案組合管理拓樸 45
3.4 PMI 提供的資源 48
3.5 ISACA 提供的資源 54
3.5.1 營運企劃書 55
3.5.2 COBIT® 5 GEIT 58
3.6 實施的方法 81
第 4 章 治理與管理之分際 88
4.1 專案贊助人 88
4.2 專案經理 89
4.3 區分治理與管理 90
4.4 專案治理與專案管理之分際 91
4.5 結論 93
4.6 後續研究 93
參考文獻 94


圖目錄
Figure 1 OPM Core-Enabling Processes 18
Figure 2 Separating Governance form Management 25
Figure 3 COBIT® 5 Enabling Processes of Governance and Management 26
Figure 4 Overview of Project Management concepts and their relationships 31
Figure 5 Topology of Project Management 32
Figure 6 Topology of Project Governance 33
Figure 7 Project Management 34
Figure 8 Program Life Cycle and Benefits Management 38
Figure 9 Topology of Program Management 39
Figure 10 Topology of Program Governance 40
Figure 11 Project Management within Program Management 43
Figure 12 Topology of Organizational Project Management versus Organizational Governance Relationship 44
Figure 13 OPM Business Value Realization 49
Figure 14 SMCI Reference Model of OPM3® 50
Figure 15 OPM3® Cycle 50
Figure 16 Develop Portfolio Strategic Plan 52
Figure 17 Risk Management Processes and Portfolio Management Process Group 53
Figure 18 Business Analysis Overview 56
Figure 19 Create Capabilities 57
Figure 20 The Governance Objective of COBIT® 5 58
Figure 21 Seven Phases of the Implementation Life Cycle 59

表目錄
Table 1 Comparative Overview of Portfolio, Program, and Project Management 14
Table 2 Project Governance Enabling Processes 35
Table 3 Project Management Enabling Processes 36
Table 4 Program Governance Enabling Processes 41
Table 5 Project Management Enabling Processes within Program Management 45
Table 6 Portfolio Management Enabling Processes 47
Table 7 Portfolio Management Process Group and Knowledge Areas Mapping 51
Table 8 Roles in Creating the Appropriate Environment 60
Table 9 Creating the Appropriate Environment RACI Chart 61
Table 10 Example of Internal Stakeholders 62
Table 11 Example of External Stakeholders 63
Table 12 Enabling Common Practices 64
Table 13 EDM 01 Process 66
Table 14 EDM 01.01 Process Practices, Inputs/Outputs and Activities 67
Table 15 MEA 03.02 Process Practices, Inputs/Outputs and Activities 68
Table 16  COBIT® 5 EDM 01 RACI Chart 69
Table 17 IT-related Goals 70
Table 18 Enterprise Goals 71
Table 19 Sample Metrics of IT-related Goal 73
Table 20 Sample Metrics of Enterprise Goal 76
Table 21 Example Decision Matrix 79
Table 22 Mapping Examples Risk Scenarios to COBIT® 5 Processes 80
Table 23 Seven Phases of Implementation Life Cycle 81
Table 24 Creating the Appropriate Environment 82
Table 25 Identifying Implementation Challenge and Success Factors 83
Table 26 Enabling Change 84
Table 27 Implementation Life Cycle 85
Table 28 Apply Good Practice 86



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