專案管理平衡計分卡

PM Balanced Scorecard

10.6342/NTU.2004.01578

林怡伶

專案管理 ； 平衡計分卡 ； 組織策略 ； 績效指標 ； BSC ； Project management ； organizational strategy ； performance indicator

國立臺灣大學資訊管理學系學位論文

2004年

碩士

曹承礎

繁體中文

傳統策略執行往往只是高層的空談，面對快速變動的市場需求，階層式之組織架構也早已不敷需所求。唯有能快速反應變動、即時因應目標執行之專案導向企業體系，才具有時效性之要求與對策。因此專案管理漸漸成為目前企業關注的管理要點。然而，傳統專案管理卻往往侷限於個別專案、或僅止於專案與專案間執行工作之管理，在因應組織策略發展目標上卻始終缺少一套有效的管理衡量方式。 故為了使得組織能透過專案管理，落實組織策略之執行，使得組織策略可因應快速變動的環境，且確實執行於企業體之間，而不淪為空談。必須有效的從多重構面探討其執行效果，拋除掉過往專案管理績效僅以短期利益為出發點、侷限於工作是否在時間內完成等這些著重於眼前效益，或僅提供專案管理處理規劃和監控等操作性弁鄐孝

Traditionally implementing strategy is always an empty talk in the organizations. In order to deal with market demand, project-oriented organizations are springing up. Quickly responding to change and dealing with the goals of organization in a timely manner is the most important issue in a business environment. But in the past , the scope of project management is limited to a single project or the tasks of managing projects. It lacks a method to promptly reflect the goals of organizational development. Therefore we aim to study how to implement organizational strategies through project management in order to rapidly respond to the market change. We must find an approach that can effectively evaluate the outcome of implementation from many different perspectives and discard the disadventages of past project management performance , such as focusing on short term benefits .Its focus is on understanding how to integrate project management with the organizational strategies and satisfying long-term organizational goal. This research is based on nine project management knowledge areas and follows the development concept of balanced scorecard to build up a project management balanced scorecard. And we modify it through mutiple case studies to discuss the practicability and let it satisfy real organizational requirements.

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