博碩士論文 etd-0205104-133944 詳細資訊


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姓名 江雅淳(Ya-Chun Chiang) 電子郵件信箱 E-mail 資料不公開
畢業系所 資訊管理學系研究所(Information Management)
畢業學位 碩士(Master) 畢業時期 92學年第1學期
論文名稱(中) 軟體應用系統委外開發關鍵成功因素之探討─以金融業為例
論文名稱(英) Research on Critical Successful Factors for Software Application Development Outsourcing – Financial Industry
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    摘要(中) 基於委外方案的確是可以做為金融企業在面臨整合、新種業務仍需持續推展與資源有限的情況下所運用的權宜策略。然而在眾多文獻探討上,總也留下一段委外的迷思,可知委外雖為權宜良策,但是運用的不當所帶來的企業損失也會是相當大的,如同水能順舟也能覆舟一般,實在不可不慎。
      本研究深度訪談了三家金融企業的高階主管,分別由大型主機、邊緣系統、流程管理的角度,按照委外流程的步驟,使用吳思華所提出的"委外流程加值法"、權福生與吳忠衛等所提出的"對不同產業生命週期認為會有不同的委外關鍵成功因素"等方法,找出初步的關鍵成功因素;再對委外專案執行者的訪談搜集了二十六個成功與失敗案例,使用大前研一在「策略家的智慧」一書中所提出的比較法與前段所得結果進行驗證分析,才整合歸納出本研究的結果 –『軟體應用系統專案委外的關鍵成功因素』。
      由研究發現,金融企業在平時就需對員工進行委外專案做法的教育,將有利於未來運行專案的配合;而當專案開始啟動時,高階主管的重視與支持、全體專案參與人員的認知與共識、專案整個生命週期內合約內容權利義務的落實、金融法規的依循、知識管理的確實、小組成員間的關係、專案管理者的管理能力與人格特質都是非常重要的。
      在整個流程當中需求確定的階段需要重視作業規章的確定、需求表達的可行性與完整性、需求表達人員要對自己本身的業務有足夠的專業與經驗。專案小組成立的階段需重視明確說明工作事項與相對應的負責人員。RFP、招標、遴選廠商、議價、合約的簽定的階段要注意RFP內容規範完整,遴選適當的廠商,簽訂合理的採購合約,所有契約要顧及彼此雙方的利益並評估合約的風險以做因應。專案進行的階段要定期進行進度的檢討、監督與追蹤,以排除延誤因素;小組成員的專業能力、溝通技巧、參與程度與是否專職是影響專案成功與否的重要因素;專案主要成員的異動、需求異動要控制、有效的異動管理、業務單位對此專案要達到的目標要很清楚與適當配合;還有盡量使用書面進行訊息的傳達以利未來追蹤。當進行測試的階段,需要注意測試的完整性、測試環境的有效性、測試案例的設計、問題單的有效控管與解決。教育訓練的階段要注重技轉及教育訓練一定要落實。進行驗收階段先做使用者問卷調查,蒐集問題並處理之;上線後正常營運多久才付尾款,而尾款數目要佔多一點,否則廠商有時可以不拿尾款就跑人,適當的預留尾款有其牽制的作用。
    最後當專案結束後尚要管理廠商的維護能力與服務態度、客戶端管理者是否盡職、開放式系統管理機制的建立與成熟、小組成員的知識分享意願也都應該落實。這樣才是真正可以取得一個可用與好用的軟體應用系統。
    摘要(英) There are great demands of today financial industry to achieve flexibility and growth by integrating new, innovative solutions with existing IT landscapes. Due to the economic climate that has prevailed over the past 18 months, outsourcing, in its different shapes and forms, has once again been gaining strategic significance in the financial services industry. Through literature research, we have found it is important to understand how to leverage application development outsourcing well in order to successful deliver the expected benefits.
    In this research, we have proposed using interview, literature search, practical empirical working experience as a basis for the methodology. We have interviewed senior managers of three major banks in Taiwan, on their applications on mainframe, midsize systems, and process management experience, and based on Outsourcing value-added method of Wu, and “Method for different outsourcing successful factors for the life cycle of several industries” of Chun & Wu, etc. to derive initial critical successful factors (CSFs). We then collect knowledge of 26 success and failure outsourcing business cases, perform analysis and knowledge extraction based on xxxx “comparison method” to conclude the critical successful factors for this research.
    From this research, we have found that the support from upper management to application development outsourcing is the most important. Due to their attention, many banks do provide training and education to their employees of the importance of leveraging outsourcing resource and how to perform a project teaming and management based on resources from internal employees, outside vendors, and contract employees. The important factors for teaming effort including, people communication, commitment, responsibility and working attitude, financial legal regulation, knowledge management and sharing, project management capability, human factors and relationship.
    Another factor is on the attention to the details of the development life cycle management to ensure its feasibility for requirement, completeness for clearance, and professionalism for outsourcing project management and knowledge. At the initial stage for team formation, it is important to describe the details of work breakdown structures and working products with the responsible person assigned. During the process of RFI, RFP, open bid process, vendor selection, price and contract negotiation, contract responsibility details, both sides need to pay attention of clear specification of responsibility, mutual respects of professional judgment, potential changes and risk management, deliverables, and after services and support. At every stage of the project, periodical checking on progress, difficulties, changes, progress stages and tracking, and early warming system, etc. are important to the success for project management. Individual team member’s professional capability, communication skills, and initiative and working attitude are also the important factors for the successful factors. The last payment term can be an important factor too. This can be the unique situation in Taiwan. Some vendors would rather forfeit the last payment, but not finish the last commitment of deliverables or future supports. So sometime, keep a larger portion of the last payment can be a good resort to ensure long-term supports from vendors.
    In conclusion, we have found that vendor’s attitude on service ability and customer relationship management, application owner’s commitment to collaborate and timing support, maturity of supporting open-system based banking application, infrastructure for knowledge sharing among the project team members are the most important successful factors for the software development outsourcing. We do strongly recommend the leverage of outsourcing as a mean for the speedy improvement of new banking business process and innovative product creations for financial industry.
    關鍵字(中)
  • 委外
  • 關鍵成功因素
  • 金融
  • 關鍵字(英)
  • critical succssful factors
  • financial industry
  • outsourcing
  • 論文目次 第壹章 緒論
    第一節 研究背景 ・・・・・・・・・・・・・・・・・・・・・・・・ 01
    第二節 研究動機 ・・・・・・・・・・・・・・・・・・・・・・・・ 13
    第三節 研究目的 ・・・・・・・・・・・・・・・・・・・・・・・・ 13
    第四節 研究範圍與問題 ・・・・・・・・・・・・・・・・・・・・・ 14
    第五節 研究流程 ・・・・・・・・・・・・・・・・・・・・・・・・ 16
    第六節 預期成果 ・・・・・・・・・・・・・・・・・・・・・・・・ 17
    第貳章 文獻探討
    第一節 資訊系統的委外 ・・・・・・・・・・・・・・・・・・・・・ 19
    第二節 我國金融機構委外作業之法令 ・・・・・・・・・・・・・・・ 34
    第三節 人格特質 ・・・・・・・・・・・・・・・・・・・・・・・・ 36
    第四節 關鍵成功因素 ・・・・・・・・・・・・・・・・・・・・・・ 38
    第五節 文獻探討的結論 ・・・・・・・・・・・・・・・・・・・・・ 44
    第參章 研究方法
    第一節 研究架構 ・・・・・・・・・・・・・・・・・・・・・・・・ 45
    第二節 研究對象 ・・・・・・・・・・・・・・・・・・・・・・・・ 46
    第三節 研究工具 ・・・・・・・・・・・・・・・・・・・・・・・・ 48
    第四節 資料蒐集方法 ・・・・・・・・・・・・・・・・・・・・・・ 48
    第五節 研究限制 ・・・・・・・・・・・・・・・・・・・・・・・・ 49
    第肆章 個案分析與討論
    第一節 個案一 ・・・・・・・・・・・・・・・・・・・・・・・・・ 51
    第二節 個案二 ・・・・・・・・・・・・・・・・・・・・・・・・・ 59
    第三節 個案三 ・・・・・・・・・・・・・・・・・・・・・・・・・ 63
    第四節 個案分析與比較 ・・・・・・・・・・・・・・・・・・・・・ 66
    第伍章 研究結果
    第一節 與文獻中關鍵成功因素的差異性 ・・・・・・・・・・・・・・ 72
    第二節 驗證 ・・・・・・・・・・・・・・・・・・・・・・・・・・ 72
    第三節 個案分析與驗證結果之整合 ・・・・・・・・・・・・・・・・ 81
    第四節 研究結果 ・・・・・・・・・・・・・・・・・・・・・・・・ 84
    第陸章 結論與建議
    第一節 結論 ・・・・・・・・・・・・・・・・・・・・・・・・・・ 88
    第一節 後續研究之建議 ・・・・・・・・・・・・・・・・・・・・・ 90
    參考文獻
    中文部份・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 91
    英文部份・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 93
    附錄一 金融資訊系統委外個案深度訪談問卷 ・・・・・・・・・・・・ 96
    附件一 我國金融機構委外作業之法令 ・・・・・・・・・・・・・・・100
    附錄二 深度訪談個案資料
      個案一 ・・・・・・・・・・・・・・・・・・・・・・・・・・103
      個案二 ・・・・・・・・・・・・・・・・・・・・・・・・・・112
      個案三 ・・・・・・・・・・・・・・・・・・・・・・・・・・118
    二十六個失敗與成功問題訪談・・・・・・・・・・・・・・・・・124

    圖目錄
    圖1-1:中華民國金融體系   ・・・・・・・・・・・・・・・・・・ 03
    圖1-2:我國金融機構家數統計 ・・・・・・・・・・・・・・・・・・ 04
    圖1-3:中華民國金融機構在國外設立分支機構地區別、國家別統計 ・・ 05
    圖1-4:外國銀行在華設立分行及代表人辦事處地區別、國家別統計 ・・ 06
    圖1-5:金融控股公司之組織架構 ・・・・・・・・・・・・・・・・・ 07
    圖1-6:金融控股公司的業務範圍 ・・・・・・・・・・・・・・・・・ 08
    圖1-7:研究流程 ・・・・・・・・・・・・・・・・・・・・・・・・ 17
    圖3-1:研究架構圖 ・・・・・・・・・・・・・・・・・・・・・・・ 46

    表目錄
    表1-1:資訊作業委外服務全年經費概況 - 按機構別分
    中華民國九十一年 ・・・・・・・・・・・・・・・・・・・・・・・ 10
    表1-2:資訊作業委外服務全年經費概況 - 按行業別分
    中華民國九十一年 ・・・・・・・・・・・・・・・・・・・・・・・ 10
    表1-3:資訊作業委外服務全年經費概況 - 按受雇員工人數分
    中華民國九十一年 ・・・・・・・・・・・・・・・・・・・・・・・ 11
    表1-4:資訊經費全年支出結構概況 - 按機構別分
    中華民國九十一年 ・・・・・・・・・・・・・・・・・・・・・・・ 11
    表1-5:資訊經費全年支出結構概況 - 按行業別分
    中華民國九十一年 ・・・・・・・・・・・・・・・・・・・・・・・ 12
    表1-6:資訊經費全年支出結構概況 - 按受雇員工人數分
    中華民國九十一年 ・・・・・・・・・・・・・・・・・・・・・・・ 12
    表1-7:委外的項目 ・・・・・・・・・・・・・・・・・・・・・・・ 14
    表2-1:資訊系統委外的定義 ・・・・・・・・・・・・・・・・・・・ 19
    表2-2:資訊系統委外的歷史 ・・・・・・・・・・・・・・・・・・・ 20
    表2-3:資訊系統委外的動機與風險・・・・・・・・・・・・・・・・ 21
    表2-4:資訊系統委外的流程 ・・・・・・・・・・・・・・・・・・・ 22
    表2-5:企業決定是否外包決策考慮因素 ・・・・・・・・・・・・・・ 23
    表2-6:企也選擇廠商決測考慮因素 ・・・・・・・・・・・・・・・・ 24
    表2-7:需求建議書的內容 ・・・・・・・・・・・・・・・・・・・・ 25
    表2-8:結束買賣雙方關係的方法 ・・・・・・・・・・・・・・・・・ 26
    表2-9:合約應該包含的事項 ・・・・・・・・・・・・・・・・・・・ 26
    表2-10:伙伴關係對組織間的成功的影響力 ・・・・・・・・・・・・ 27
    表2-11:成功的伙伴關係應該具有的特質 ・・・・・・・・・・・・・ 27
    表2-12:資訊委外障礙的分析 ・・・・・・・・・・・・・・・・・・・28
    表2-13:資訊系統委外成功因素之探討-以我國海關為例 ・・・・・・ 30
    表2-14:資訊外包關鍵因素之探討・・・・・・・・・・・・・・・・・ 32
    表2-15:榮格人格理論有下列四大向度・・・・・・・・・・・・・・・ 37
    表2-16:四大人格特質 ・・・・・・・・・・・・・・・・・・・・・ 38
    表2-17:關鍵成功因素之定義・・・・・・・・・・・・・・・・・・・ 39
    表3-1:金控公司一覽表 ・・・・・・・・・・・・・・・・・・・・・ 46
    表4-1:個案一關鍵成功因素 ・・・・・・・・・・・・・・・・・・・ 58
    表4-2:個案二關鍵成功因素 ・・・・・・・・・・・・・・・・・・・ 63
    表4-3:個案三關鍵成功因素 ・・・・・・・・・・・・・・・・・・・ 66
    表4-4:個案一、二、三關鍵成功因素比對表 ・・・・・・・・・・・・ 68
    表4-5:個案一、二、三關鍵成功因素之聯集 ・・・・・・・・・・・・ 70
    表4-6:本研究整合以委外流程為主軸的關鍵成功因素表 ・・・・・・・ 82
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    口試委員
  • 吳仁和 - 召集委員
  • 鄭炳強 - 委員
  • 林信惠 - 指導教授
  • 口試日期 2003-01-15 繳交日期 2004-02-05

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