探討影響新軟體開發專案績效之產品負責人領導職能

Abstract

隨著資訊科技進步，網路產業競爭激烈，新型態的敏捷開發方式受到現今多數的軟體開發團隊採用。此論文研究的目的在於檢驗採用敏捷開發的軟體團隊中，產品負責人為了實現團隊目標所實施的領導職能，及其對於新產品開發績效之影響。在團隊領導職能框架的基礎下，我們考察了一個採用敏捷開發方式的新軟體團隊，以歸納產品負責人在團隊不同階段的領導職能，及其背後原因與效果，並檢驗傳統的團隊領導職能框架是否能應用於敏捷開發團隊中。 此論文透過半結構式訪談與單個案研究，發現個案中的產品負責人在團隊的兩個階段，共實現了八項傳統框架中的領導職能，並發現鼓勵團隊自我管理和支持團隊社會氛圍的領導職能，對提高新產品開發效率有最顯著的影響。 最後，此研究也給予採敏捷開發方式的團隊領導者實務面向的建議，並於研究限制方面，提供了未來可以研究的方向。

With the development of information technology and fierce competition in the network industry, a new type of development method, agile development, is adopted by most software development teams today. Existing research has covered agile leadership, however research on the leadership function is very rare. This study is to examine the leadership functions implemented by product owner to achieve team goals in agile software teams, and their impact on new product development performance. Building on the framework of team leadership functions developed by Morgeson et al. (2009), we examine a new software team using an agile development approach to understand the leadership functions of product owner in different phases of team, and the reasons and effects behind them. And examine whether the leadership function framework of the traditional team can be applied to the agile development team. This study used semi-structured interviews, employed positivist research, and was written as a single case study. The results show that the product owner in the case performed eight main leadership functions in two phases of the team, and found no significant difference from the traditional framework. We also found that leadership functions that encourage team self-management and supportive social climates increase the efficiency of new product development. Despite the research limitations, including the method of summarizing the leadership function and the number of case studies, this study provides practical recommendations for team leaders adopting an agile development approach, as well as directions for future research.