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http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/53735完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳琮璠 | |
| dc.contributor.author | Hui-Chien Fan | en |
| dc.contributor.author | 范慧乾 | zh_TW |
| dc.date.accessioned | 2021-06-16T02:28:34Z | - |
| dc.date.available | 2015-08-06 | |
| dc.date.copyright | 2015-08-06 | |
| dc.date.issued | 2015 | |
| dc.date.submitted | 2015-08-03 | |
| dc.identifier.citation | Association for Project Management. Directing Change A guide to Governance of Project Management. UK: APM, 2004.
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Directed by Bob McGannon. Produced by Lynda.com. 2013. Michael L Smith and James Erwin. “Role & Responsibility Charting (RACI).” PMI California Inland Empire Chapter. 無日期. http://pmicie.org/images/downloads/raci_r_web3_1.pdf. Michael W. Peregrine, Esq., Partner, McDermott Will & Emery, LLP. 'Respecting the Line Between Governance and Management.' The Governance Institute's E-Briefings, 5 2009. OECD. OECD Principles of Corporate Governance. Paris: OECD Publication Service, 2004. PMI. A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® Guide). 5. Newtown Square, Pennsylvania: Project Management Institute, Inc., 2013. —. IMPLEMENTING ORGANIZATIONAL PROJECT MANAGEMENT: A PRACTICE GUIDE. Newtown Square, Pennsylvania: Project Management Institute, Inc., 2014. —. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY MODEL (OPM3®) Knowledge Foundation. 3. Newtown Square, Pennsylvania: Project Management Institute, Inc., 2013. —. Project Manager Competency Development (PMCD) Framework. 2. Newtown Square, Pennsylvania: PMI, Inc., 2007. —. The Standard for PORTFOLIO MANAGEMENT. 3. Newtown Square, Pennsylvania: Project Management Institute, Inc., 2013. —. The Standard for PROGRAM MANAGEMENT. 3. Newtown Square, Pennsylvania: PMI, Inc., 2013. PMI Vitrual Library. Project Portfolio Management (PPM) : The Natural Evolution of Project Management. PMI, 2011. PrattM.Eric. Applying a Life Cycle Framework to Implementing a Governance Model. PMI, 2011. RL Consulting. ITSM and ITIL: An Art vs. a Science. RL Information Consulting LLC., 2006. Manage Project Change. Directed by Doug Rose. Produced by Lynda.com. 2014. San Francisco Planning Department. Large Project Authorization in Eastern Neighborhoods. San Francisco Planning Department, n.d. Strategic Planning Fundamentals. Produced by Lynda.com. 2015. System Evolution, Inc. 'Project Portfolio Management (PPM): The Natural Evoluation of Project Management.' PMI Virtual Library. 2011. <http://www.pmi.org/learning/knowledge-shelf/>. 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Taipei: CAA-TW, ISACA-TW, 2014. —. 企業 IT 治理：建置. 編輯: ISACA. 譯者: CAA-TWISACA-TW. Taipei: CAA-TW, ISACA-TW, 2014. —. 企業 IT 治理：營運架構. 編輯: ISACA. 譯者: ISACA-TWCAA-TW. Taipei: CAA-TW, ISACA-TW, 2014. 張國洋；姚詩豪. 你的組織或許不缺專案管理，但肯定缺專案治理…. 無日期. http://www.projectup.net/blog/index.php?option=com_content&view=article&id=13239:2013-05-20-13-52-11&catid=1:pmo&Itemid=17. 強茂山. “專案治理的概念與結構.” 專案經理雜誌. 2013. < http://pmsuccess.dyndns.org/joomla/index.php/2013-03-12-16-21-23/560-2014>. 管孟忠. “應用三步驟層級程序分析法選擇專案.” 專案經理雜誌. 2012. <http://pmsuccess.dyndns.org/joomla/index.php/78-b/77-2012-01-19-14-24-46>. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/53735 | - |
| dc.description.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。 | zh_TW |
| dc.description.abstract | 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. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-16T02:28:34Z (GMT). No. of bitstreams: 1 ntu-104-P97744014-1.pdf: 3322870 bytes, checksum: 01ab308be87b9cf30d1503d81e46b262 (MD5) Previous issue date: 2015 | en |
| dc.description.tableofcontents | 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 | |
| dc.language.iso | zh-TW | |
| dc.subject | 區分治理與管理 | zh_TW |
| dc.subject | 專案管理 | zh_TW |
| dc.subject | 組織治理 | zh_TW |
| dc.subject | 專案治理 | zh_TW |
| dc.subject | Governance versus Management | en |
| dc.subject | COBIT | en |
| dc.subject | GEIT | en |
| dc.subject | Project Governance | en |
| dc.subject | Project Management | en |
| dc.title | 專案治理暨專案管理分際之探索 | zh_TW |
| dc.title | The Exploration for the Distinction of Project
Governance and Project Management | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 103-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 王怡心,許秀影 | |
| dc.subject.keyword | 組織治理,專案管理,專案治理,區分治理與管理, | zh_TW |
| dc.subject.keyword | COBIT,GEIT,Project Governance,Project Management,Governance versus Management, | en |
| dc.relation.page | 98 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2015-08-03 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 會計與管理決策組 | zh_TW |
| 顯示於系所單位： | 會計與管理決策組 | |
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| ntu-104-1.pdf 未授權公開取用 | 3.24 MB | Adobe PDF |
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