The effects of key factors and organizational factors in project management’s performance─a study based on Taipei Government

• Main Authors: YU-LING WU, 吳玉玲
• Other Authors: YAO-CHIN LIN
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/81505401150656539402

碩士 === 元智大學 === 資訊管理研究所 === 92 === According to Standish international research institute’s statistics, it shows the key factor which caused failure to projects is not due to software’s developmental techniques, but the demand uncertainty and improper management. Therefore, how to define IS and GIS’s common factors affecting project outcome to integrate software project’s functions and training of project managers will be the priority topic. IS and GIS are classified as the leading two applications in software projects so their influence to project performance index should be very similar. Most studies focus on discussing IS project management through the outsourcing partners’ angle or by discussing outsourcing policies through governmental departments’ point of view. Fewer studies aim on IS and GIS software project management’s overall discussion. Therefore, this thesis is targeted at Taipei government project managers who develop organizational frame of information system and tries to verify whether IS and GIS’s influence to project performance index are similar. Conclusions through questionnaire research and analysis are indicated as follow: 1. During the entire process of outsourcing software projects, some factors which promote the project management’s performance are: project managers’ characteristics, relation to outsourcing partners, conflicts between projects, organizational factors and abilities to apply techniques. 2. The above factors will still affect the outcome of projects even though projects’ characteristics are distinguished. 3. There is a connection between project manager’s characteristics, relation to outsourcing partners, conflicts between projects, organizational factors, and abilities to apply techniques. 4. There is a connection between ratio of completed time to estimated time, ratio of consuming costs to estimated costs and quality outcome.