博碩士論文 etd-0903104-172908 詳細資訊


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姓名 林文傑(Wen-Chieh Lin) 電子郵件信箱 jaymen_lin@aseglobal.com
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2學期
論文名稱(中) 專案辦公室運作模式之研究-以某電子公司客戶關係管理專案為例
論文名稱(英) A Research on Project Office Operation Model-Take the CRM Project in Electronic Company A as an Example
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    摘要(中) 全球知名行銷大師 Elliott Ettenberg 在其新作The Next Economy (2003)中提出,在新新經濟時代顧客已成為企業的重心,提高產品附加價值、增進顧客關係也成為企業的首要目標。此現象在台灣許多產業已經是很明顯的現象,隨著環境變動越來越劇烈,在面對激烈的市場競爭中,如何有效提升業務績效與如何讓公司的業務團隊發揮最大威力是許多企業經營管理最重要的課題之一;對於選擇進入全球市場的電子企業而言,因為需要面對全球性的競爭與急遽變化的商業環境,如何在接單、開發設計、製造、品管、測試、包裝、運輸、價格、服務…. 等領域建立一個能夠快速回應市場的需求與提供顧問滿意服務的流程是許多進入全球市場的企業所需解決的問題。
    許多公司因為長久以來功能性部門林立,又無法整合,因而在客戶面前呈現多種及片斷面貌。功能性組織常會有見識不足、思考不夠周延、本位主義等缺點;功能性組織並不強調和其他功能組織一同團隊合作、彼此提供新的參考意見、決策的觀點較狹隘而非全面性,而且,因為組織層級設計導致問題處理與決策緩慢;功能性組織也缺乏以顧客為中心的觀念,成員對所屬功能性組織的忠誠度會更甚於專案或顧客。為能改善問題、讓顧問容易與企業交易,其中一個有效且常見的解決作法是成立跨產品及跨部門的整合團隊 (account teams)。為使所成立的專案式組織能夠有效運作,部份企業可能會成立專案辦公室的組織,以協助或監督專案的進展。
    專案管理是企業中所進行的管理活動中最快速成長的一個領域。本研究主要是透過深度訪談及相關文獻理論的整理回顧和研究,了解企業在強烈面臨必需以顧客導向與以服務導向的環境下,企業所成立的專案辦公室為達有效管理之運作模式,並且透過個案之專案辦公室實際運作的觀察、訪談與分析,了解專案辦公室運作上之重要相關議題。
    廣義上來說,專案辦公室的運作與管理也是屬於專案管理領域的一環,但是其特性與執行內容又與一般專案之推動有明顯不同。本研究期望建立一套專案辦公室的運作與管理模式,並就專案辦公室運作上之重要相關管理議題,提出適切之建議,做為實際導入專案辦公室實務運用之參考。
    摘要(英) The world famous marketing master Elliott Ettenberg indicated in his new book “ The Next Economy”(2003), customer has become corporate main focus in new economy era. Increasing product added value and improving customer relations have been corporate prime objective. This has been obvious in Taiwan industry. With dramatic environment changes and aggressive market competition, performance improvement and sales team enhancement have been one of the most important topics in business administration. For electronic companies aiming to enter global market, an operation flow of quickly responding to market demand and customer satisfaction, especially in order taking, design and development, manufacturing, quality assurance, testing, packing, transportation, price and service, has been a major subject to be tackled under global competition and rapidly changing business environment.
    For a long time, many companies face the problem of numerous functional departments not being able to integrate, thus, customers are obliged to receive various and fragmental message. Functional departments often got shortcomings such as limited knowledge, incomprehensive thoughts and even departmental egoism. They normally don’t emphasize on teamwork with other departments and are not able to provide valuable opinions. Their decision perspectives would be restricted, instead of being comprehensive. In addition, organization hierarchy often results in slow problem-solving responses. They also lack of customer-oriented concepts. Their staff is more loyal to the department than to projects or customers. One of the effective and often seen solutions is to set up a cross-product or cross-functional account team. For efficient operation of such project organization, some companies would set up a project office to assist or monitor the progress of projects.
    Project management is one of the rapidly growing territories in business administration. Through in-depth interviews and literature retrospective study, this research attempts to understand the operation model of project office in view of customer and service orientation; via empirical observations, interviews and analysis of subject project office real operation, the research tempts to tackle major issues on project office operation.
    From a broad view, the management of a project office is part of project management, but its characteristics and management model is different from project deployment. This research expects to establish an operation and management model of project office and provide appropriate recommendations as reference to its practical operation.
    關鍵字(中)
  • 客戶關係
  • 專案管理辦公室
  • 關鍵失敗因素
  • 專案管理
  • 關鍵成功因素
  • 專案辦公室
  • 關鍵字(英)
  • Project office
  • Critical failure factor
  • Critical success factor
  • Project management office
  • Project management
  • Customer relationship
  • 論文目次 第一章、緒 論
      第一節、研究背景與動機
        一、商業環境的變化與顧客關係提升的必要性
        二、應用專案組織於提升顧客關係的重要性
        三、專案辦公室運作模式之缺乏
      第二節、研究目的
      第三節、研究步驟與流程
    第二章、文獻探討
      第一節、專案成功與失敗關鍵因素
        一、專案失敗關鍵因素
        二、專案成功關鍵因素
      第二節、專案管理之管控機制
        一、專案控制系統設計之原則
        二、專案控制系統之執行
      第三節、專案辦公室功能與運作
        一、專案辦公室成立的背景
        二、專案辦公室的功能
        三、專案辦公室的運作
    第三章、個案公司成立專案辦公室推動客戶關係管理專案之過程
      第一節、個案公司描述
        一、公司簡介
        二、公司經營理念與核心文化
        三、公司組織
      第二節、個案成立專案辦公室之推動過程
        一、專案緣起
        二、專案實施之規劃
        三、專案實施過程說明
    第四章、專案辦公室運作模式之建置
      第一節、個案專案辦公室運作模式介紹
      第二節、專案辦公室運作模式實施之重要議題
      第三節、理想專案辦公室運作模式建構
    第五章、結論與建議
      第一節、研究結論
      第二節、對後續研究之建議
    參考文獻
    附錄一、論文訪談規劃-針對專案人員
    附錄二、論文訪談規劃-針對專案辦公室人員
    附錄三、專案成功評量指標
    參考文獻 中華專案管理學會,「專案管理知識課程講義【上冊】」,博鴻國際,2003,頁4-5。
    林信惠、黃明祥與王文良著,「軟體專案管理」,智勝文化,2002。
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    董更生譯,「經營顧客心」,天下文化,1999。
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    Bernstein, S., "Project Offices in Practice", Project Management Journal, 31(4), 2000, PP.4。
    Block, T.R., "The Seven Secrets of a Successful Project Office", Project Network, 1999, PP.3-4。
    Block, T.R. & J.D. Frame, "The Project Office", Crisp Publications, 1998。
    Casey, W. & Peck, W., "Choosing the right PMO setup", PM Network, 15(2), 2001, PP.40-48。
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    Dinsmore, Paul C., "Winning in Business with Enterprise Project Management",AMA Publications, 1999。
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    口試委員
  • 吳仁和 - 召集委員
  • 黃明祥 - 委員
  • 林信惠 - 指導教授
  • 口試日期 2004-08-05 繳交日期 2004-09-03

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