以風險管理與知識整合確保大型資訊專案之績效－－以新建製造工廠為例

Risk Management and Knowledge Integration Perspective to Assure the Performance of Large-scale Information System Project-Case in a New Manufacturing Factory

在快速變動與激烈競爭的環境下，資訊系統專案的建置必然遭遇諸多的困難與挑戰。本文以一個大型複雜的半導體公司建新製造工廠之資訊系統專案為研究個案，探討以風險管理架構來確保專案目標達成的過程中，智慧資本與知識整合對於專案績效的影響。本個案歷時7個月由五十幾人之專案團隊帶領一千多人之新廠人員完成八大資訊系統之建置。專案之初面臨幾個重大的挑戰，首先，此資訊專案是配合9百多億擴廠計畫的大型專案，專案的失敗、延誤或績效不彰與整個擴廠計畫的成敗息息相關。其次，不同於一般資訊專案此建廠資訊專案以新的商業模式來設計，然而新商業模式的需求暨不清楚也充滿不確定性。第三，專案成員來自不同單位，人員的背景、經驗差異大，加上新廠組織初期並不完整，造成溝通協調的困難。第四、個案公司為封裝測試業是半導體製程的一環，專案時程必須準時達成，才能符合市場需求。最後，技術選擇的複雜度與測試驗證的困難度則是任何大型專案都必須面對的問題。本個案以知識整合模式為思想的基礎，風險構面與風險應對為問題處理的手段，探討知識整合的過程中，人員資本、關係資本和結構資本與風險因應措施的關係，進而達成專案如期、如質、如目標的績效。個案專案團隊有經驗地於專案進行中風險發生前，應用風險管理與應對，在團隊溝通、專案手法靈活運用、系統建置標準化等面向努力，最後如期完成專案目標，獲得客戶訂單並順利生產。

In the rapidly changing and highly competitive business environment, the information system development project will inevitably encounter many difficulties and challenges. In this paper, a large complex information system project for a new manufacturing plant in a semiconductor company was studied. To ensure project success, this study investigated how project performance was influenced by the intellectual capital and knowledge integration under the risk management framework. The project spent seven months to develop eight information systems by the project team that was made up of fifty experts to lead more than one thousand peoples of the new manufacturing plant. At the beginning, the project faced several significant challenges. First of all, this large-scale information system project was part of a new manufacturing plant construction project with a budget of ninety billions NT dollars. This information system project's performance was closely related to the success of the main project. Secondly, this project initiated the new business model design. However, new business model was unclear and full of uncertainties. Third, the communication and coordination among the project members were difficult because people came from different units, with different background and experiences, and the organization in the project beginning was not complete. Fourth, the project must be completed on time in order to meet market demand. Finally, the technology complexity, testing, and validation were problems to be handled in any largescale project. The research was based on the knowledge-integration model by using risk management to deal with the project difficulties. The project team focused on team communication, project handling skills, and system development standardization. Finally, the project was completed on time with expected performance.