政府資訊業務委外成功關鍵因素之研究

Abstract

跨入知識經濟時代，技術整合與創新的速度十分快速，傳統的管控模式，已無法及時產生足夠的價值創造；而技術導向的思考模式，仍持續的忽略了「使用者端」才是市場的推手。台灣軟體資訊產業的發展如何突破瓶頸？如何推動研發創新？亟需運用創新的思維，培養出具Conceptual integration 能力的專案經理（計畫主持人），進而落實並引導產業技術的發展。這些關鍵人物，需具備強烈使命感，有效的運用position power，參與主導，透過雙邊或多邊合作，取用國際優勢技術或人力，將之整合，冀望打開國際能見度及市場，據以創造產值與利潤。如果所有條件、認知、期待與做法皆相同，標準化、模組化的作業似乎就應該產生同樣的結果。 但是，每個專案工作的推動，仍然有其前提：專案主持人(專案經理)需擅用Steering committee架構，讓主事者對目標能展現出自我實現能力。團隊成員對本案的體認、意願、生涯規劃與企業相對的投資及與願景的契合生態與環境的變動促使專案出現多面相的改變、及合協程度。 因此，我們應該去掌握整個Infrastructure，分析出關鍵成功因素，再據以監督與管理，才能降低風險、完成目標並獲得合理利潤。經營者的價值，就是能從人事、計畫成效、工作環境、各部門之間，系統化的找出Gap，並做好Interface的銜接。透過制式化的操作（SOP），找到可以觀察、驗證的因子，引用而增加各項工作的成功比率以及從「做中學」的人才培育效果，進而達到提升企業持續競爭力的目標！四構面及20個成功關鍵因素，可以協助企業在事前、事中及事後加以檢閱，可達成風險管理及策略管理應用。Gap 就是觸媒，包括：所有成本估算、管理機制、運用操作需考量。 關鍵字：政府資訊業務、成功關鍵因素、計畫主持人、專案經理

Topic：Research of Critical Successful Factor（CSF）,in the area of The outsourcing on Governmental Occupational Activities Data Processing. In this KM era, technical integration and inventing speed is beyond we can imagine. The traditional PM handling model is no longer suitable for the purpose of value creation. Furthermore, we should accept the conclusion that User is the important issue and “Use side” is rdriving force. The development of Taiwan software business is on its bottle-neck. How to do the new inventing on RD area? We need to educate and train a PM, who should capable to do Conceptual integration. Moreover, such PM is also sensible to catch up the deployment on RD. This key person are also willingness and effectively to use the position power to handle the changing of international resource allocation, in other words, he should have the ability to create The technician’s value and capable to solve time bound. Besides, the host of the project, must take care of the Risk Management in the very beginning as the prerequisite exist. The structure on Steering committee is always the best way to change the demand on the user side. The willingness on user site, is it strongly enough to drive the project? Is the demand clearly enough? How to handle OB issue？ We should face and try to control the infrastructure of the project. The CSF is good enough to evaluate the RISK, we need to follow up the GAP on every detail. The value of doing the project is making the goal come true and get reasonable profit. With 4 Dimension and 20 CSF, it will make the project more easily to fulfill.