| Summary: | 碩士 === 國立中央大學 === 資訊管理學系在職專班 === 102 === According to their visions and goals, enterprises set up their strategy and action plans in which projects or tasks are formed. During the project implementation, problems may occur to create the gaps between the planned and actual activities. Whether the project manager can analyze the problem systematically, identify the core issues and solve them is critical to the success of the project. Applying the theory of constraints (TOC) methodology, the author conducts a case study on a large information service project for a public enterprise. This study utilizes the thinking process of TOC of which the usage of three questions and five tree diagrams are described in details. The first step is to indicate “what to change,” and identify the core issues. Next determine what to change to and use the “Evaporating Cloud” to propose the “Injection.” Finally, to formulate how to cause the change we develop the strategies to remove the obstacles with appropriate actions.
The author used interviews, participatory observation, and document files to collect data. After unitizing the data, we followed the thinking process of TOC for analysis. We found that the organization structure affects the availability of internal resources and required outsourcing. Therefore we suggest that strong matrix organization or project management office approach is more appropriate for large information service projects so that the project manager could obtain and control the resources effectively. Meanwhile a win-win long-term partnership is the best IT outsourcing strategy.
|
|---|
