| 摘要: | 隨著全球化的發展，統包工程公司（EPC Company）面臨來自全球各大統包工程公司的競爭。此外，隨著營建工程技術的進步，統包工程專案的範圍（Scope）、成本（Cost）及時程（Schedule）規模亦擴大許多。在專案執行期間，為有效控制專案時程與成本，越來越多的統包工程公司導入專案管理軟體，不論這些專案管理軟體是公司內部自行研發，或是直接向外採購。導入專案管理軟體的目的，即是希望能有效進行專案管理工作、減少專案執行的風險、以在專案中獲取最大的利潤。 本研究透過相關文獻的蒐集與歸納整理，首先針對目前全球營建產業進行分析，利用產業分析、產業價值鏈與產業生命週期分析等工具來探討營建產業現況與未來趨勢。其次，以美國一家成功導入套裝專案管理軟體之統包工程公司－U公司進行個案研究，並說明該公司成功導入套裝專案管理軟體之關鍵成功因素。最後，以D&M資訊系統成功模型（D&M IS Success Model）之分析構面及衡量指標，深入探討及分析個案U公司成功導入套裝專案管理軟體之關鍵成功因素。 經由研究分析本個案後，將最後研究發現歸納整理如下： 1. 傳統的人工專案管理方法已不敷使用。 2. D&M資訊成功模型的評估構面，可用以分析軟體導入時的關鍵成功因素分析構面。 3. 除了軟體本身之系統品質及資訊品質外，套裝專案管理軟體導入顧問之服務品質亦很重要。 4. 公司文化與高階主管支持，為影響套裝專案管理軟體導入成功之關鍵因素。 5. 導入套裝專案管理軟體效益，除了考量公司內部的淨利益外，亦需考量外部環境的淨利益。 關鍵詞 : 統包工程公司、套裝專案管理軟體、D&M資訊系統成功模型、關鍵成功因素 With the global development, the EPC companies face the competitors around the world. Besides, the advancement of the engineering and construction technique also expands the scale of the EPC projects’ scope, cost, and schedule. To control the cost and schedule during the execution of project, more and more EPC companies try to implement project management software, no matter these softwares are make or buy. The purposes of implementing project management software are processing project management efficiently, lower the project executing risks, and earn the maximum profit from the project. The research collects and arranges related papers, first analyzing the current global construction industry and using industrial analysis, value chain and life cycle analysis to study the industrial current status and trend in the future. Secondly, using an EPC company in the US who successfully implementing the package project management software as the case stusy. Finally, taking the analysis dimensions of DeLone & McLean IS Success Model to analyze the KSFs of the EPC company implementing successfully. According to the research and analyzing the case, the research conclusion is as follows. 1. Tranditional manually project management method is not enough. 2. The evaluating aspects in D&M IS Success Model can be used to analyze the KSFs while implementing software. 3. Except the system quality and information quality of a software, the service quality of the implementing consultant is important as well. 4. Company culture and supports from top management are the KSFs of implementing package project management software. 5. To evaluate the benefit of implementing a package project management software, except considering the benefits from inside of the company, the benefits from ouside surroundings should be considered. Keywords：EPC company, package project management software, D&M IS success model, KSFs. |
