| Summary: | 碩士 === 國立中山大學 === 資訊管理學系研究所 === 102 === In response to the increasing demand from specific markets and providing service to major customers, the company in this study set up a new manufacturing-line that used independent resources to support customers’ needs. The core challenges and risks in the project included new processes implemented, new materials applied, and uncertain demand resulting from new business model.
The major difference between a manufacturing-line IS (Information System) project and a general IS one was that the former emphasizes fulfilling new business requirements and required nontraditional thinking in system design. In the beginning of this project when the organization was incomplete, the decision-making process took long time, and requirement survey was difficult. Changes in business demand occurred frequently throughout the project development process. Given the challenges mentioned above, the new manufacturing-line IS project was expected to be delivered on schedule, with good quality and full coverage. To achieve the goal, it required several conditions to make the project a successful one.
Based on the six dimensions of risk in software development project from the literature, interviews were conducted to assess and identify high-risk items which required more attention than other general IS projects. The results indicated that “Requirement Risk” was the primary risk that needed to be responded to. The requirement survey stage can be regarded as the knowledge-integration process and was the most critical stage during project development. In dealing with the high-risk
items, a total of sixteen risk resolution activities were carried out in this project and were classified into four categories, namely “Co-creative Communication Model”, “Landing-style Project Approach”, “Standardized New manufacturing-line IS Construction Procedure”, and “System Development Project Management”. Among which, “Co-creative Communication Model” cast significant influence on project performance, which showed that the IT staff’s learning about user''s domain knowledge had positive impact on the communication performance and further enhanced project performance. Human capital and structural capital positively affected knowledge-integration and project performance while relationship capital’s influence was not significant because most of the project participants have previously been involved in similar IS projects. Therefore, there was no significant demand for relationship capital. The planning process was the most critical stage in this project,during which structural capital and human capital should both be in place to ensure project success.
This research provides the new manufacturing-line IS development experiences, including project constraints, difficulties and risks. It establishes a model based on the case study and offers specific recommendations in intellectual-capital and knowledge-integration. Based on the results, enterprises with a similar project should increase the investment in structural capital and human capital and adjust the project implementation method or requirement survey method (structural capital) according to project objectives and business needs to ensure the success of the project.
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