由專案管理的關鍵成功因素來探討新產

Abstract

本研究乃針對光電產業中，N公司印表機事業部新產品開發專案的個案來探討新產品開發之績效。本研究首先透過文獻的探討，建立專案管理之理論架構，然後探討新產品開發專案的關鍵成功因素是否導致良好之新產品開發績效，並以N公司新產品發專案為例，進而深入探討其創新管理之意涵。 本研究之個案為光電產業中光輸出之印表機與列印輸出媒體之新產品開發專案，個案之結果為失敗之專案，從文獻的研究顯示：每11個新產品的創意當中，只有3個能夠進入實體發展的階段，但只有1.3個能夠上市，而上市後僅有1個能夠在市場上成功。因此，可貴的是：如何從失敗的過程當中，找出真正失敗問題之所在，並針對問題與現象來改善新產品的開發，然後進一步發展企業能力與優勢，而這也是本論文所強調的真正目的。一成功的專案是必須達成每一個專案裡所有的關鍵成功因素；然而只要其中一個關鍵成功因素無法達成，卻會造成專案的失敗，因此要想新產品開發績效良好，必須要同時考量企業外在之環境、內部的環境以及專案本身的特性，以符合企業原有資源、技術，並通過系統化考量的產品來開發，無疑是非常重要的工作。 新產品開發為創新管理之實現，因此要能從創新中獲利，企業必須從三個角度來深入思考並選擇適當的策略，一是科技與法律的制度面，二是具有優勢的設計典範，三是互補性資產；正確的策略選擇與槓桿性的利用互補性資產以建立核心競爭優勢，才能從創新中獲得利潤；從新產品開發的執行層面來看，有效而密集的溝通可以讓新產品開發初期預先為未來的產品開發問題降至最低，而持續不斷的有效溝通則能減低開發時的不確定性以提昇新產品開發成功的可能性。在面對全球化的市場，技術、人才、資金時，創新管理愈顯重要，如何運用資訊科技來結合創新管理，以建立優異的創新科技商品化的能力，已成為企業必要的生存條件。

This thesis is to study the key successful factors of managing a project of new product development – the printer business unit of N corporation in the optoelectronic industry. It first collects and organizes the literatures to establish the framework of project management. Then the researching further studies what the key successful factors of project management would lead to the excellent performance of new product development. Finally, we take the example from N corporation, then further explore the implications of the innovation management. The handy printer and its media are categorized as the optical outputs in the optoelectronic industry. The new product development project finally failed. The literatures indicate that 3 ideas successfully developed out of 11 newly creative ones, and only 1.3 products fostered into the market; finally 1 product successful after being marketed. The point is how to find out the root causes during the process, to resolve the problems and to improve the new product development success rate. Then systemizing the process into corporate capabilities and competence is the purpose of this thesis. A successful project must achieve all the key successful factors; if one of the factors is not achieved, the project won’t succeed. So turning a project into the excellent new product development has to simultaneously consider the corporate internal, external environment and the properties of the project, to fit with the resources, technology as well as the systematically feedback from the early stage; these processes are undoubtedly important. The new product development is the implementation of innovation management. So to profit from the innovation, there are three perspectives to elaborate, namely regimes of appropriability, the dominant design paradigm, and complementary assets. The sound strategic selection of leveraging the complementary assets to build up the core competence can profit enormously from the innovation. Also from the implementation of the new product development, the effective and intensive communication can reduce the problems to a minimum level at the beginning of development. Continuously effective communications reduce the uncertainties during the process and then increase the possibility of success. Innovation has become more and more important while facing globalized market, changing technology, competing human resources and investment. The corporate has to compete against the others by strategically applying the information technology as well innovation management to building up the product commercializing capabilities for business prosperities.