知識價值鏈模型導入組織專案管理之應用

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Please use this identifier to cite or link to this item: https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/33048

Title:	知識價值鏈模型導入組織專案管理之應用
Other Titles:	Applying knowledge value chain model to the project management in an organization
Authors:	葉淑真;Yeh, Shu-chen
Contributors:	淡江大學管理科學研究所企業經營碩士在職專班廖述賢;Liao, Shu-hsien
Keywords:	專案管理;知識管理;知識價值鏈;Project Management;Knowledge Management;Knowledge Value Chain
Date:	2008
Issue Date:	2010-01-11 03:11:12 (UTC+8)
Abstract:	『專案的成功』是企業組織得以延續的關鍵；專案能順利、完整結案更是專案成功的表徵；專案管理之程序與知識領域，則成了專案的基礎建設；而專案如何確實執行、落實管理，更是專案能順利完整結案的大樑。以『知識』為基礎的企業，將會是21世紀最有價值的企業。第二代網路（Web 2.0）的崛起與第三代全球化（Globalization 3.0）的誕生，象徵著群眾網路力量逐漸增大，群眾的智慧正在極速的累積，世界的主導權，將取決於個人與自由工作者，無形資產受重視的程度，可見一般。然而，第三代知識管理（KM 3.0），是一場心靈分享的工程，如何有效運用知識管理、分享知識，已成為企業組織提升競爭力，不可或缺的一環。本研究，以個案專家訪談的方式，探討『專案五大程序』與『九大知識領域』，在系統整合專案中的運用與執行的程度；以及『知識價值鏈模型』導入專案執行可能的影響。研究結果顯示『控制程序』是專案成功最重要、且最難掌控的程序，因為客戶的隱性需求不易察覺，容易產生不可抗力的因素；『專案統籌管理』與『時間管理』是專案管理的基本要件，為專案管理廣泛運用、且重要的知識；而由於研究個案公司專案『客制化』的規劃特性，致使『外包採購』成了可以被忽略的知識；尤其，『人力資源』在類似的專案中，扮演著極為重要的角色，是個案公司人資單位從未感受到的。其次，專案的成功會受『雙方明確期望值』、『專案管理知識』與『執行力』的影響；而『專業證照』並非專案成功的保證；最後，本研究發現在不同執行單位，對於考量專案的成功、專案管理的認知與知識管理運用的層面，會有某種特性上的差異，對未來知識管理的導入，將會產生相當程度影響。『Project Success』 is the key for enterprises and organizations to last long. A smooth and complete closure of a project signifies that this project is successful. If we say the Processes and Knowledge Areas of Project Management is the infrastructure of a project, then accurate execution and practical management is like the pillars to support the project to close up smoothly. Knowledge based enterprises will be the most valuable ones in the 21st century. The emergence of Web 2.0 and Globalization 3.0 symbolizes the increasing power of the masses on the Internet. The wisdom of the masses is accumulating at an extremely high speed. The world will be dominated by those creative individuals and freelance talents who hold specific intangible intellectual properties. However, Knowledge Management (KM 3.0) is indeed the construction of spirit sharing. For enterprises and organizations, how to effectively apply KM to share knowledge has become a necessary action to gain competitiveness. This paper will probe into 『The Five Process Groups』 and 『The Nine Knowledge Areas』 through interviewing professionals in a real case. It will analyze how these two basic theories of Project Management are applied in some system integration projects, and investigate the possible impacts of implementation of 『Knowledge Value Chain Model』 in the project execution. Analysis results show that 『Controlling Process』 is the most important one to lead to a successful project but also the most difficult part to handle in 『The Five Process Groups』- because usually it is not easy to notice clients’ hidden requests, creating possible inexpectancy. 『Project Scope Management』 and 『Project Time Management』are the essential elements also popular tools of Project Management. In the case study, the company is characterized by customized project planning, making 『Outsourcing Procurement』 become an abandoned knowledge. In particular, 『Human Resource』 plays a very important role in such projects. On the other hand, 『Mutual Explicit Expected Value』, 『Project Management Knowledge』 and 『Execution』 will affect a project to succeed or not, but 『Professional Certificate』 is not a guarantee. Finally, this paper discovers that different execution departments will have diversified level of awareness of project success, project management and knowledge management. Also such diversity will influence the project result once knowledge management is introduced to an organization.
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