| Summary: | 博士 === 國立交通大學 === 科技管理研究所 === 94 === ABSTRACT
In this research, the theory of Project Advancement (PA) was used to construct the R&D military technology resources allocation model. It is based on the “project-based resource allocation and/or transfer (PBRAT) policy”, using project resource allocation strategy of “Centralized Sequential Advancement Strategy (CSAS)” and “Type II mixed advancement strategy (Type II MAS)”, and also applied 0-1 Linear Programming, Goal Programming and Utility Theory to construct models under the conditions of not only for multi-project environment but for multi-level and multi-period assessment.
Project Advancement (PA) integrated the decision analysis and resource programming. The connotation of PA consists of seven steps. The 7 steps are to confirm the fundamental objective, decide the necessary projects and projects’ goal, identify value-perspective objectives, differentiate the time-lengths and modes of value-base time limit, evaluate a reasonable project entry strategy, evaluate a suitable project advancement strategy, formulate the resource-allocation and/or transfer model, to find an effective solution procedure. In addition to constructing the R&D models of military technology by PA, this research also compares the present situations and polices of five nations, and analyzes to obtain impact factors of weapon system acquisition. Furthermore, the likely bottlenecks the acquisition policy of Taiwan were investigated, and recommendations regarding acquisition policy were made.
PA model, thus developed, provided a complete model to construct the decision analysis and resource allocation for formulating strategies and implementing tasks. Results show that, the R&D military technology resources allocation model can maximize the objective achievement under limited resources and time, and multi-project environment. Not only will PA be utilized to resolve the problem of resources allocation and using priority, it also emphasizes identification of the fundamental objectives.
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