政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/31092

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/31092

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题名:	台灣地區企業資訊部門實施軟體流程管理之縱時性研究 A Longitudinal Study of Software Process Management in MIS Departments of Taiwanese Business
作者:	何泰弘
贡献者:	李有仁 Li, Eldon Y. 何泰弘
关键词:	軟體流程管理 Software process management CMM CMMI
日期:	2008
上传时间:	2009-09-14 09:14:18 (UTC+8)
摘要:	隨著資訊技術的崛起與發展，無論是政府、企業組織乃至於個人對於資訊系統的依賴愈大，軟體的功能變的愈多，整體的複雜度也日漸提高，相對於軟體品質也就越受重視。對企業而言，軟體是昂貴的物品，但開發的過程卻又很難預測時間與成本。所以如何進行軟體流程管理，進而提昇軟體品質，也就成為學者所熱衷的研究議題。美國國防部遂委託卡內基美隆大學軟體工程學院進行一項研究，用以提供成熟的軟體組織之指引架構（能力成熟度模式，Capability Maturity Model），自1991年推出後，歷經多次增修，為統合其他各式標準再推出CMMI(Capability Maturity Model-Integrated,能力成熟度整合模式)。本研究延續李有仁（2004）之研究，針對台灣地區的資訊部門之能力成熟度，透過歷史資料的分析，找出長期被追蹤之組織，進行深入研究與探討。在本研究裡，除對CMM至CMMI的演進做闡述外，也整理了國內外數年對軟體流程管理之研究。此外透過本研究，研究者可以觀察到對台灣地區中的資訊部門進行長期追蹤，有哪些組織是逐步的改善；有哪些組織在過程中反而退步了。再針對兩類型之公司進行歷史問卷資料與訪談資料的整理分析，發現成長的公司與退步的公司，其最主要的差異實務層面在於組織架構、技術管理、文件、資源與人力訓練。因為組織是企業的根本，也就是企業的體質，一個企業如果在體質上出了問題，後續訓練的投入也就無以為繼，於是整體的表現就會不佳。研究結果提供給欲投入軟體流程管理之公司及相關研究者參考。 In the wake of information technology（IT）, the government or business and even the individuals rely heavily on the information system. The more functions of software, the more complexity it has. The research about how to improve software quality through software process management has long been a hot topic. The U.S. Department of Defense commissioned Software Engineering Institute (SEI) at Carnegie Mellon University to develop a standard framework for software organization called Capability Maturity Model. Since it was announced in 1991 and revised many times, SEI released Capability Maturity Model Integrated that integrates other standards. This research extends Li’s 2004 study and examines the capability in MIS departments of Taiwanese top 1000 businesses. It discusses the evolution of CMM and CMMI, and reviews the literature about software process management. This research discovers improved and retrogressive organizations of software process management in Taiwan. It utilizes two sources of data, one is the historical questionnaire data and the other is the interview materials. It discovers that the most significant difference practices are in organizational structure, technology management, document, resource and training. Organization is the base of business, without the base, all the other work is meaningless.
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