專案治理暨專案管理分際之探索

Abstract

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.