A Study of Implementing Balanced Scorecard of Information System Migration In Taiwan

• Main Authors: Pufan Chin, 金普凡
• Other Authors: Lee, Kuen-Ching
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/67939406156677974897

碩士 === 世新大學 === 資訊管理學研究所(含碩專班) === 98 === To help government agencies implement information systems and business transfer, the vetting and evaluation, this study used the Balanced Scorecard framework to AHP for the financial industry, manufacturing and government information systems during the transfer key performance factors transfer is completed with the system early, mid, and post-performance related research. The results indicate that the project initially, the costs of financial sector performance indicators of expenditure control, the manufacturing sector to avoid the risk of project development performance indicators, the normal government budget execution and control performance indicators for the financial perspective the number one weight performance indicators. Medium-and post-project, the financial sector return on investment project performance indicators, the manufacturing sector to avoid the risk of project development performance indicators, government departments, the normal execution and controlling budget performance indicators, the weights for the financial perspective the number one performance indicators. Project in the early and mid-term, the financial industry information satisfaction, performance indicators, an important manufacturing information and real time performance indicators right, the immediate response of government departments and assistance performance indicators for the customer dimension weight the number one performance indicators. Project later, the financial sector problem-solving performance indicators of satisfaction, an important manufacturing information and real time indicators of the right, the immediate response of government departments and assistance performance indicators, the weights for the customer perspective the number one performance indicators. The initial project, the financial sector's response time performance indicators, the needs of the manufacturing industry's standard operating procedures for transaction performance indicators, the progress of government departments and organizations to complete degree program performance indicators for the internal process weights the number one performance indicators. Project mid-term, financial sector performance indicators project completion time, the manufacturing sector to establish standard operating procedures for disaster performance indicators, the progress of government departments and organizations plan to complete performance indicators for the internal process weights the number one performance indicators. Project later, the financial industry to reduce the accident indicators, manufacturing standard operating procedures for the establishment of disaster indicators, the progress of government departments and organizations to complete degree program performance indicators for the internal process weights the number one performance indicators. Project in the early and mid-term, financial sector, compared with the same standard of service industry performance indicators, the information industry with the movement and performance indicators, government departments, professional education and training indicators for learning and growth perspective ranking weights performance indicators. Project later, the cooperation of the financial sector performance indicators rating firms, the manufacturing sector IT staff satisfaction and sense of achievement indicators, government departments, professional education and training indicators for learning and growth perspective the number one weight indicators .