| 摘要: | IC設計產業是處於「只有產業中的第一名及第二名可以獲利存活，其餘競爭者將面臨淘汰出局」的高科技、高利潤、高風險等三高的殘酷競爭產業。專案經理人主要的工作為負責專案的負責人，其工作績效攸關專案的成敗，本研究以中小型IC設計公司的專案經理人為研究對象，探討影響專案經理之工作績效的相關因素。
本研究以個案研究之進行樣本訪談，藉專案執行過程中、專案結束後及專案經理人本身等三個構面，整理出文獻中專案經理人工作績效評量標準，再以開放式的個案訪談蒐集實務上的績效評量標準，之後再將二者做相互比較，找出文獻與實務上之差異，並提出上述三構面中與工作績效有關之命題。經整理後，本研究獲得以下主要結論：一、受訪者提出在專案進行中，各群組 (規劃、執行、量產、行銷) 中關鍵成功因素的執行績效，是專案經理人在專案進行中的工作績效評量項目，經過文獻與訪談結果比較後，發現之差異如下：
（一）規劃群組：競爭者的未來動作及競爭反應、新產品的市佔率目標、訂定產品規格、產品推廣策略及計劃及ROI分析。
（二）執行群組：專案經理與研發人員一起訂定研發目標及詳細規格。
（三）量產群組：監控進銷存及降低成本。
（四）行銷群組：行銷推廣套件及價格策略。
二、受訪者提出專案經理人在專案完成後的工作績效評量，除文獻中提及的時間、成本、品質及總體績效外，差異部分為「專案結果是否與規劃的相同」。
三、受訪者提出，專案經理人本身最重要的的工作績效為在專案完成後，專案所開發出的新產品，對公司業績及利潤等財務面的貢獻；專案經理人所扮演的角色及任務為輔助老闆在專案中及對公司內外部的溝通協調，以讓專案順利的進行，故專案經理所需的能力為溝通協調、技術及分析能力。
IC design industry belongs to a triple-high industry -- high-technology, high-profit and high-risk, which stands in a cut-throat competitive environment that only the first two places can make profits to survive, others are eliminated from the competition and out. The major job of a project manager is to develop a project smoothly, and his performance is decided by the outcome of a project. The object of this research is focusing on project managers in small and medium IC design enterprises to explore the related factors that influence the performance of a project manager.
This research adopts the method of case study to proceed the sample interview. From three dimensions including ‘Project Implementation in-Process’, ‘After-Project-Close’ and ‘Project Manager himself’, the performance evaluation standards of a project manager in literature are analyzed. Next, the performance evaluation standards in practical are obtained by open case-interview. These two types of performance evaluation standards are compared with each other in order to expose the differences between literature and practice. Finally, the propositions in the three above-mentioned perspectives related to the performance are brought out.
After analyzed, this research reaches the main conclusions as follows:
1. With regard to the perspective of the Project Implementation in-Process, interviewees address that the implementation performance of the key success factors (KSF) in each groups (including planning, implementation, mass-production and marketing) is the performance evaluation items of a project manager in project process. The differences between the literature and the interview outcome are listed below:
(1) Planning group: competitor’s future action and competitive response, the market share target of new products, specify the specifications of products, promotion strategy and plan of products, and analysis of ROI.
(2) Implementation group: project manager and RD (research and development) staffs specify RD target and detailed specifications together.
(3) Mass-production group: controlling the matters related to purchase, sales and inventory, in addition to lowering the cost.
(4) Marketing group: promotion package of marketing, strategy of price.
2. With regard to the perspective of the After-Project-Close, the interviewees talk about the performance evaluation in addition to time, cost, quality and overall performance in literatures, and the divergence is ‘Whether the project outcome is the same as the original planning or not’.
3. These interviewees address that the performance of ‘Project Manager himself’ is his contribution to his company’s business achievement and profit. The role a project manager plays and his mission is to assist his boss to coordinate and communicate the inside and outside of the enterprise in a project, and to make the project proceed smoothly. Therefore, what a project manager need are the abilities of communication and coordination, the ability of technology and the ability of analysis. |
