由於現今市場競爭劇烈，企業必須快速生產新產品、推出新服務與改善無效率的工作結構及方式，並依據市場和社會的變化來改革公司的組織和體制，而專案管理受到矚目的最大原因即能夠改善結構本身，作出又快又好的產品及服務。在高度成長的時代中，需要的是妥善經營安定組織的人才，尤其面對微利的時代，組織更需要的是具機動應變的人才，而專案管理正符合現今組織的需求。

專案有時間及資源上的限制，所以如何在限定的時程、預算內完成合乎品質要求的專案，是專案管理最大的挑戰。影響專案成敗的因素很多，舉凡領導者的因素、環境的因素、專案本身特性的因素等，都會對專案產生某些程度的影響。本研究之主要目的包含：(1) 確認影響個案組織的專案成功關鍵因素；(2) 以質化方法進行深度訪談調查，以確認在所建立的架構中之各項因素對專案影響的程度；(3) 建構一個影響專案管理成功的因素架構，以作為專案經理人監督專案進行的依據。

研究結果發現所提出的專案關鍵成功因素確實會影響專案的成功與否，只是在因素構面上，專案成員與專案客戶的認知稍有不同。其中影響程度最大的是專案文件化及專案經理人，專案文件化代表整個專案流程整體的掌控，而慎選專案經理人會使專案失敗的風險降低。而產業環境與組織文化兩個變數會影響專案關鍵成功因素的不同，且評估專案績效的方式也會不同。

Because the furious competition for the present market, enterprises must produce the new products, release the new services, quickly improve inefficient work structures and ways, and  reform the company’s organizations and systems according to the variety of the markets and society, and the project management is to be subjected to the biggest reason that it focuses  attention on its own structure improvement, and then makes the quick and good products and services. In highly growing era, keeping the talent built up and stabilize the organizations,  during the times of  micro  benefit particularly, to have the contingent talent is important, and the project management is just meeting the present request. 

Projects have the restriction on the resources (such as time and cost), so the biggest challenge of project management is how to complete the project of conforming to the quality request in time, and within limited budgets. There are many factors to affect the project to succeed or not, like the leadership factors, project characteristics, environment factors, etc. The main purposes in this research are: (1) confirming the key successful factors to affect the individual organization within the case study; (2) with the qualitative research method to how the various factors affect within the structure; (3) constructing a key successful factors of project management structure which project managers can inspect the similar basis for reference. 

The dissertation mentioned result of this research showing the successful factors will really affect the success of the project, and only a little bit dissimilary cognition between the individual dimension of the project team members and project customers. The most crucial factors, affecting the project to be success, are project documentations and project managers selection.  The good project documentations represent whole project process could be controlled well, and the choice for proper project managers could be sure to make the project failure reduced. Industry environment and organization culture are two variables to affect the dissimilarity of the project key successful factors, and the way to evaluate projects would be different with this case study.

目      錄
中文摘要∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	I
英文摘要∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	III
目錄∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	V
表目錄∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	VII
圖目錄∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	VIII
第一章 緒論
第一節  研究背景∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	1
第二節  研究動機∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	2
第三節  研究目的∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	3
第四節  研究步驟與流程∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 	4

第二章 文獻探討
第一節  專案管理之意涵與特性∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	6
第二節  專案管理知識領域及程序∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	10
第三節  專案管理的關鍵成功因素∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	16
第四節  組織文化與專案組織文化∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	26
第五節  專案管理的績效評估∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	28
第六節  質化研究方法的運用∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	33
第七節  小結∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	34

第三章 研究設計
第一節  研究架構∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	35
第二節  研究變數之定義∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	36
第三節  研究方法∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	37
第四節  資料蒐集與分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	38
第五節  訪談問題設計與訪談過程∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	39

第四章 個案分析與結果
第一節  專案成員對專案關鍵成功因素的認知及期望∙∙∙∙∙∙∙	41
第二節  專案成員對專案關鍵成功因素的重視程度∙∙∙∙∙∙∙∙∙	44

第五章 結論與建議
第一節  結論∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	48
第二節  研究限制∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	52
第三節  建議∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	52

參考文獻∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	54

附錄一 個案公司簡介
第一節  A公司簡介∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	59
第二節  個案專案組織之產品/服務簡介∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	62
第三節  個案組織及產品開發流程簡介∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	63

附錄二 訪談問題大綱∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	65



VI
表目錄

表1 專案特性產業分類表∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	9
表2 專案特性分類的整理∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	10
表3 專案管理程序與知識領域彙整表∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	14
表4 預警信號模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	19
表5 組織層級的專案管理設計要素∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	26
表6 專案績效衡量指標的整理∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	32
表7 訪談對象：專案成員∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	38
表8 訪談對象：專案交付對象∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	39
表9 專案成員與客戶對專案關鍵成功因素重視程度比較表∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	46
表10 專案成員與專案客戶對關鍵成功因素認知的t 檢定結果比較∙∙∙∙∙∙∙∙∙∙	46
表11 專案成員與專案客戶對三大因素構面認知之t檢定表∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	47
表12 專案成員對因素構面的看法∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	49



VII
 
圖目錄

圖1 研究流程圖∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	5
圖2 專案管理運作流程∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	15
圖3 專案成功之開放系統文化模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	28
圖4 本研究架構∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	35
圖5 個案組織圖∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙	64

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