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| 研究生： |
黃薇如 |
|---|---|
| 論文名稱： |
網際網路企業對敏捷軟體開發程序採用的成功案例 -以AUTOTRADECENTER為例 A case study on autotradecenter - an internet business successfully adopted agile software development process to create agility as core competence |
| 指導教授： | 吳豐祥 |
| 學位類別： |
碩士
Master |
| 系所名稱： |
商學院 - 經營管理碩士學程(EMBA) Executive Master of Business Administration(EMBA) |
| 論文出版年： | 2009 |
| 畢業學年度： | 97 |
| 語文別： | 英文 |
| 論文頁數： | 132 |
| 中文關鍵詞： | 敏捷軟體開發 、開放原始碼技術 、知識管理 、組織文化 、核心競爭力 、競爭優勢 、網際網路商業模式 、核心能力 |
| 外文關鍵詞： | Agile Software Development, Open Source Technology, Knowledge Management, Organizational Culture, Core Competence, Competitive Advantage, Internet Business Model, AutoTradeCenter |
| 相關次數： | 點閱：159 下載：33 |
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逐漸崛起的網際網路經濟在科技及商業環境的快速變化中促使軟體開發程序漸漸進化成因應需求而調整式的程序，敏捷開發程序的演化在過去十幾年已幫助許多網際網路商業設立而且使其可以保持競爭力。
採用敏捷開發程序的網際網路商業組織較具有彈性，可以在任何軟體開發的階段中對於針對需求的改變而改變軟體的開發。主要加快軟體完成的因素是保持一個輕量級並有密切及通暢溝通的團隊。快速的軟體開發週期以及原形的開發使得初步可行性研究較簡單，也因此可以幫助需求單位提早測試軟體並提早提供回饋。
開放原始碼技術能幫助敏捷組織創新。知識轉移與技術管理在沒有很多文件紀錄的敏捷軟體開發環境中也扮演非常重要的角色。
處於隨時因應需求而敏捷調整步調成為組織的核心競爭力。組織的文化與價值需要根據組織要求的敏捷特性來調整。在事者應當用社會控制體系來管理其員工，而非用傳統式的正式控制體系。
AutoTradeCenter成功的採用敏捷方法而成為一個敏捷的組織。它採用開放原始碼技術並強調創新管理。也建立組織的文化與價值來支持其「敏捷開發系統」的建立。該公司的高度敏捷度在2000年代初期的不景氣時候仍讓其保持競爭力。
本研究建議任何新成立的網際網路商業公司可以嚐試使用AutoTradeCenter所採用的敏捷開發方式來建立組織的競爭力。
The fast change technology and business environment from the emerging Internet economy have resulted in the evolution of the software development process into an adaptive process. This evolution of the agile software development process has helped numerous new Internet businesses to enter the field and to stay competitive over the past decades.
Internet businesses, which adopted the agile software development methodology, are able to remain flexible and address changes in any stage of software development process. A lightweight team with close and good communications is the key ingredient to speedily deliver software products. Quick cycles and prototypes make feasibility studies easier and allow business people to test and provide feedback thereby allowing creation of the innovative products that truly address the market requirements.
Open source technology has helped agile organizations to innovate and materialize the innovation. Knowledge transfer and technology management play important roles in an agile software development environment without a need for excess documentations.
Organizations stay adaptive with agility as their core competence. The organizational values and culture need to be shaped accordingly to support the agile spirit across organizations. Incumbents should motivate the members using social control system rather than the formal control system.
AutoTradeCenter, a case study used in this research, successfully formed an agile organization by adopting the agile methodology, utilizing and managing the open source technology, and creating an adaptive culture and value. The agility helped the company staying competitive during the economic downturn in early 2000.
This research suggested that any Internet startup can adopt the same path that AutoTradeCenter chose to create its competitive advantages.
Keywords: Agile Software Development, Open Source Technology, Knowledge Management, Organizational Culture, Core Competence, Competitive Advantage, Internet Business Model, AutoTradeCenter
CHAPTER 1 INTRODUCTION 1
1.1 INTRODUCTION 1
1.2 RESEARCH OBJECTIVES 5
CHAPTER 2 LITERATURE REVIEW 7
2.1 AGILE SOFTWARE DEVELOPMENT PROCESS 7
2.1.1 Software Development Processes History 10
2.1.2 Agile process 14
2.1.3 Summary 27
2.2 INNOVATION AND TECHNOLOGY MANAGEMENT 29
2.2.1 Managing Innovation and knowledge 29
2.2.2 Open source platform 37
2.2.3 Summary 39
2.3 ORGANIZATIONAL SUPPORT 40
2.3.1 Organizational system and culture 40
2.3.2 Organizational changes 44
2.4 ORGANIZATIONAL CORE CAPABILITY 48
2.5 SUMMARY 53
CHAPTER 3 RESEARCH METHODOLOGY 55
3.1 RESEARCH FRAMEWORK 55
3.2 RESEARCH VARIABLES 57
3.3 RESEARCH DESIGN 63
3.3.1 Research Target 63
3.3.2 Research Limitation 64
CHAPTER 4 RESEARCHED CASE – AUTODAQ 66
4.1 ADOPTING AGILE PROCESS 66
4.2 MANAGING INNOVATION AND KNOWLEDGE 78
4.3 ORGANIZATIONAL SUPPORT 89
4.4 AGILITY AS CORE CAPABILITY 93
4.5 SUMMARY 97
CHAPTER 5 RESEARCH FINDINGS AND DISCUSSIONS 99
5.1 FINDINGS IN ADOPTING THE AGILE PROCESS 99
5.2 MANAGING THE INNOVATION AND KNOWLEDGE 102
5.3 MAINTAINING THE SUPPORTIVE ORGANIZATION 104
5.4 CREATING AGILITY 106
CHAPTER 6 CONCLUSIONS AND SUGGESTIONS 107
6.1 CONCLUSION 107
6.2 SUGGESTIONS 112
6.2.1 Practical Suggestions 112
6.2.2 Future research suggestions 113
REFERENCE 115
APPENDIX A 117
INTERVIEW WITH JORGE BORBOLLA, FOUNDER AND CTO 117
APPENDIX B 120
INTERVIEW WITH SHEKHAR KRISHNAN, SENIOR STAFF AS PROJECT MANAGER, 2000 TO 2005; CURRENTLY AS ARCHITECT IN ATC-ONLANE 120
APPENDIX C 123
INTERVIEW WITH TAWEN KAN, SENIOR STAFF AS PROJECT LEAD, 2002 TO 2005 123
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