臺灣博碩士論文加值系統

摘要
二十一世紀是一個具有競爭力的時代。 越來越多國際性的公司意識到只有不斷發展新科技，才能讓他們能在國際市場上賺取利潤， 並且保持一定的競爭力。 現在的公司全力集中於如何有效管理科技以強化公司產品的發展。但是現在的公司在技術的創新管理上，對於科學上的發展，工程和管理之間的有效管理可能無法取得一個有系統的方法，使管理的過程更加順暢。導致許多公司不管是在金錢、時間及資源上都造成浪費。為了解決這些問題，企業必需發展一套包含過程方法和工具的完整過程模式。專案管理應用於科技研發可追溯到1940年於美國軍方發展武器系統及杜邦公司研發新產品。然而卻鮮少有學者深入專案管理應用於科技管理這方面的研究，基於這個理由，本研究將對專案管理與科技管理之間的相關性進行深入的探究。此外在資料收集方面，本研究乃採用文獻回顧（literature review）來進行。而資料來源是依據執行科技管理相關文獻報告為主，並依此進行探究與歸納「專案管理」概念與方法，以證明其對科技管理的導入與執行過程，所扮演角色的重要性與必要性。
最後研究結果證實，專案管理在科技管理的實踐過程中，確實扮演關鍵性的角色。除此之外，企業若能徹底的執行專案管理，將有助於其科技管理執行的成功。

Abstract
Global competitive strategies are increasingly becoming Technology-driven. Technology has become the great equalizer among companies and countries. Recently, organizations manage their technology ineffectively and inefficiently, and some authors also found numerous fail in management of technology. The reason for failure is management of technology not the technology itself. The effective management of technology is a key source of competitive advantage for modern industry. To solve these problems in technology industry, the enterprise must incorporate a development strategy that encompasses the process, methods, and tools layers, which is referred to as a process model. The application of project management in the technology development can be traced back to 1940s when the United States navy was developing Polar in Weapon System and Du Pond was researching new products at the same time period.
In this research, method of literature reviews was used. By exploring and inducting those literatures about executing or discussing MOT practice and research, project management methodology is going to be proved important and essential to MOT practice and research.
In this research, project management methodology has been found playing a pivotal role in the process and implementation of MOT practices. Furthermore, it provides enterprises the concept that the assurance of MOT success by executing project management methodology well.

Acknowledgement (in Chinese) iv
Abstract (in Chinese) v
Abstract vi
Contents vii
List in Tables x
List in Figures xi
Chapter 1. Introduction 1
1.1 Background and Motivation 1
1.2 Objectives 3
1.3 Research Procedure 4
Chapter 2. Literature Review 5
2.1 Definition of Technology 5
2.1.1 Definition Management of Technology 7
2.1.2 Barriers of Implementation in MOT 9
2.1.3 Methods to management of technology 10
2.2 Project Management 12
2.2.1 The Project Management Process Groups 13
2.2.2 The Project Management Knowledge Areas 14
2.2.3 Project management process mapping 15
2.2.4 Project management character 17
2.3 Agile Project Management Principles 18
2.3.1 Applying project values 18
2.3.2 Critical factors in management of technology 19
2.4 Summary 21
Chapter 3. Methodology 23
3.1 Research Design 23
3.2 Research Methodology 24
3.3 Data Collection 25
3.4 Research Framework 27
Chapter 4. Data Analysis and Discussion 28
4.1 Initiating Process Group 28
4.1.1 Project integration management in Initiating Process - 29
4.2 Planning Process Group - 33
4.2.1 Project integration Management in Planning Process - 33
4.2.2 Project Scope Management in Planning Process - 34
4.2.3 Project Time Management in Planning Process - 37
4.2.4 Project Cost Management in Planning Process - 38
4.2.5 Project Quality Management in Planning Process - 39
4.2.6 Project Human Resource Management in Planning Process - 40
4.2.7 Project Communication Management in Planning Process - 41
4.2.8 Project Risk Management in Planning Process - 42
4.2.9 Project Procurement Management in Planning Process - 44
4.3 Executing Process Group - 46
4.3.1 Project integration Management in Executing Process - 47
4.3.2 Project Human Resource Management in Executing Process - 48
4.3.3 Project Communication Management in Executing Process - 50
4.4 Monitoring and Controlling Process Group - 51
4.4.1 Project integration Management in Monitoring and Controlling Process - 52
4.4.2 Project Scope Management in Monitoring and Controlling Process - 53
4.4.3 Project Time Management in Monitoring and Controlling Process - 54
4.4.4 Project Cost Management in Monitoring and Controlling Process - 54
4.4.5 Project Human Resource Management in Monitoring and Controlling Process - 55
4.4.6 Project Quality Management in Monitoring and Controlling Process - 55
4.4.7 Project Communications Management in Monitoring and Controlling Process - 56
4.4.8 Project Risk Management in Monitoring and Controlling Process - 56
4.5 Closing process Group 57
4.5.1 Project integration Management in Closing Process - 57
4.5.2Project Procurement Management in Closing Process - 58
4.6 Result discursion 59
Chapter 5. Conclusion and Future Research 60
5.1 Conclusion 60
5.2 Managerial Implications 60
5.3 Limitations and Future Research 61
Referents 62

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