台灣資訊服務業導入Scrum之實務個案研究

A Case Study on the Practical Implementation of Scrum in Taiwan's Information Service Industry

敏捷方法已於全球軟體開發與專案管理領域廣泛應用，但其成效並非僅靠套用一套流程就能複製。實務經驗顯示，相同的方法在不同的組織環境中，因為環境條件不同，實際運作方式也會有差異；如果忽略這些差異，就容易在落地時失敗。因此，場域適配性成為敏捷落地的關鍵命題。本研究以C–I–M–O架構為分析視角，選取一大型外商製造業與一中小型本土接案公司兩個具代表性的個案。透過半結構式深度訪談，探討不同規模的台灣資訊服務業組織環境條件（C）下，企業如何選擇並調整敏捷實踐（I），以激發團隊利用新資源並改變思維（M），最終改善交付與利害關係人滿意度（O）。本研究發現，個案A與B雖實踐Scrum路徑相似，但受組織情境差異影響，其干預策略各有側重。研究進一步指出，干預所引入的新資源（Resource）與行動者的內在動機（Reasoning）共同構成驅動團隊主動揭露瓶頸、維持資訊透明與接受需求變更的關鍵機制，使團隊能回應其所處場域的具體挑戰。兩案皆在交付穩定性與利害關係人滿意度上取得提升，但在制度化程度與流程彈性方面呈現出不同的實作策略與演進路徑。此一比較顯示，敏捷實踐的效果取決於其與情境條件是否形成適切的配合與回應機制。本研究建議企業導入敏捷時，應根據自身場域性質調整干預策略，並能夠了解團隊內其機制層面的資源配置與推理引導，以確保最大化發揮敏捷實踐價值。

Agile methodology has been widely used in the global software development and project management fields, but its effectiveness cannot be replicated just by applying a set of processes. Practical experience shows that the same methodology in different organizational environments will operate differently due to different environmental conditions, and if these differences are ignored, it is easy to fail when implementing the methodology. Therefore, domain adaptability becomes a key proposition for Agile implementation. In this study, we analyze the C–I–M–O framework and select two representative cases of a large foreign manufacturing company and a small and medium–sized local receiving company. Through semi–structured in–depth interviews, the study examines how organizations of different sizes in Taiwan's information service industry choose and adapt agile practices (I) to motivate teams to utilize new resources and change their mindset (M), and ultimately to improve delivery and stakeholder satisfaction (O) under the conditions of the organizational environment (C). This study reveals that although cases A and B exhibit similar Scrum implementation paths, their intervention strategies diverge due to distinct organizational contexts. In both cases, significant improvements in delivery stability and stakeholder satisfaction were achieved, but different strategic paths were taken in terms of institutionalization and process flexibility. This comparison reveals that the effectiveness of Agile practices hinges on their alignment with contextual conditions and the establishment of appropriate response mechanisms. This study recommends that when implementing Agile, organizations should tailor intervention strategies to their specific contexts and comprehend the underlying mechanisms of resource configuration and reasoning within teams. This approach ensures the maximization of the value derived from Agile practices.