Post-Project Review On Outsourcing Management -- The Case Of National Tax Due to the decreased budget in recent years, our government is pushing forward for outsourcing of the whole process on IT (IT,Information Itecnology) Systems. To cut cost in the developmental stage, to facilitate the integration and sharing of the resources on IT Systems, and to assist the IT Systems industries are the reasons for the outsourcing. The outsourcing is not limited to the application software on IT Systems, but also includes hardware, network equipments and personnel support. In Taiwan, although there was some existing cases in the past, but seldom involved outsourcing of the whole system . ¡§Post-Project Review On Outsourcing Management - The Case Of National Tax.¡¨ is a very good example for the outsourcing of the whole system from the government. In that project, it covered great areas and involved the integration of different groups and units. So, there are many topics worthy of exploring and studying in that project. For the research of the whole system outsourcing, some scholar key in on the successful outcomes, others focus on the project management point of view. The studies from the angle of post-project review process are scarce. The information gathered from the post-project review process are very important, it could serve as reference for government¡¦s future outsourcing projects. Therefore, the subject of this research is focused on the post-project review process. In order to adjust themselves to meet the trend in government projects outsourcing, the companies doing business in the field of Information Technology System Integration in Taiwan are investing heavily, regardless of costs, in offering every possible resources to create the best business opportunities in the future for themselves, and further winning the bid for the outsourcing projects. However, the inexperienced project management in this field and also the lack of prior experience to learn from has created a difficult environment for companies to take on the tasks. While executing the projects, they often act like a rookie on the field or walking on thin ice, one step at a time. Because the lack of precedent to follow, quite often one will encounter unexpected incidents while executing the projects, and this will lead to a huge jump in costs, therefore losing the grip on cost-control mechanism severely. Also in the case of information system outsourcing, the listed products, equipments and services from the vendors can be only considered as references; one must measures the invisible demands from customers on ¡§service satisfaction¡¨. So, one cannot make decision just based on vendors opinions, otherwise, it will just increase the negotiation costs, equipments or miscellaneous expenditures. Using this research as an example, the case involved an outsourcing bid for ¡§Tax information System Outsourcing Plan ¡V National Tax Outsourcing Service¡¨ project from the Bureau of National Tax, Department of Treasury in 1999. The Mitac Inc. won the bid for $1,830,000,000 New Taiwan dollars as a five years integrated outsourcing project. But in the company¡¦s 2001 financial report, they listed a loss of $480,000,000 New Taiwan dollars due to the project. This example made clear that one can no longer compare nowadays outsourcing projects with the old integrated projects. Through the author¡¦s first-hand knowledge of many companies, it was found that due to the complexity of tasks and deadline pressure during the executing of the outsourcing projects, no one could effectively put together in a systematic way of task flowcharts and experiences for future references. The Mitac case is in the finishing stage, so this research is focused on the post-project review, re-examine various task flowcharts, organize and structure them into a systematic way. By doing so, it provides reference information that would benefit corporate managers for their pre-project evaluation in the future. It also provides a track that people can follow when they carry out future outsourcing projects.

Organisations have evidently shifted towards the projectification of their activities and operations across the world and across industries by which project management is not only limited to construction and engineering projects anymore. The projectification has shed light on the amount of project success and failure in which both have been noted to have a steep difference between each other. Whilst many factors have been discovered to be a trigger of failure or success one emerging subject that has been gaining attention across management institutions and organisationsis the integration of knowledge management principlesinto the closure stage of a project, by which the term post-project review awakens. Post-project reviewsreceive a lot of attention and strong suggestion from textbooks and other academic literature, however it was found that its application was not as effective as is suggested by the literature. Literature also indicated that cultural operators within the events management have progressively applied project management tools and techniques. At the same time there is debate concerning theproject management rationale, which collide with the prime principles of art. Here art presents itself as the core focus pointforcultural operators. In the light of this argument the author started researching the subject of Post-project reviews within the events management industryand found that the subject has been scarcely researched overall, in the events management sector and especially in the cultural branch, hence the author had identified a research gap. Consequently, this research intends to explore the application of post-project reviews by cultural operators within the events management industry. The study employed a qualitative research design in which semi-structured interviews were conducted across three different organisational size segments; micro, small and medium. The organisational size was determined with the amount of employees per organisation; each size segment had two representatives in which all of the respondents ran a non-profit organisation.The research revealed that medium organisations employed the most formal manner of a PPR by which PPR’s are considered on a strategic level whilst micro organisations still used a simplerecord and report principle, in which none of the recorded numbers were formally analysed. At the same time, the comprehensiveness of a PPR was very much dependent on the size of the project, which denoted on the amount of funding, and external stakeholders there was involved.