To improve the value of enterprise, besides continuously utilizing vivacious creativities on new technology research a company also needs to quickly and constantly release new products and uplift added-values for all products. In the trend of globalization, corporations in Taiwan must meliorate their capability of product development project management to deal with the changing and dynamic environment thus create higher business profits and maintain some competitive advantages. For the optical micro-structure product development to succeed, business need to consider the external environment, internal resources and the characteristics of product development project in according with its initial resource and technical limitation then through systematic project management to accomplish it. This research adopts an architecture-oriented approach to strength the task of optical micro-structure product development project management. This research uses logic principle as a foundation, goes through (1) architecture-oriented construction approach, (2) non-architecture-oriented construction approach, and (3) comparison between architecture-oriented and non-architecture-oriented to confirm advantages of architecture-oriented optical micro-structure project management. With ¡§architecture hierarchy diagram", "structure element diagram", "structure element service diagram", "structure element connection diagram", "structure behavior coalescence diagram", and "interactive flow diagram", this thesis builds up an architecture-oriented optical micro-structure project management model, abbreviated as AOOMSPMM. Through AOOMSPMM, we are able to provide an effective construction approach hence reduce the failure risk and time cost when working on the optical micro-structure product development project management. Keywords: Optical Micro-Structure Product Development, Project Management Model, Architecture-Oriented

99 p. / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2012-12-19T18:06:09Z No. of bitstreams: 1 33.pdf: 541874 bytes, checksum: 61c514751aa9f9dc0826a7108f1563ff (MD5) / Made available in DSpace on 2012-12-19T18:06:09Z (GMT). No. of bitstreams: 1 33.pdf: 541874 bytes, checksum: 61c514751aa9f9dc0826a7108f1563ff (MD5) Previous issue date: 2010 / No cenário mundial, crescem as demandas por infraestrutura nas áreas de comunicação, transporte, informática, cultura e sociais. Em paralelo, crescem também o número e magnitude dos projetos implementados nestas áreas. Devido a isso, o gerenciamento de projetos vem se desenvolvendo de forma muito rápida na última década. Outro aspecto importante é o fato de que o desenvolvimento econômico e tecnológico vem provocando constantes mudanças, o que corrobora para um cenário onde frequentemente são encontrados problemas durante a implementação de projetos, fazendo com que a equipe seja submetida, constantemente, a novos desafios. Este ambiente instável vem contribuindo para uma maior ocorrência de mal-estar psicológico nos contextos do trabalho. O estudo, em questão, abordou o estresse ocupacional na área de gerenciamento de projetos e, de forma particular, a percepção dos estressores ocupacionais pelos membros da equipe que adotam o modelo de gerenciamento PMI. O delineamento do estudo foi o levantamento survey de natureza descritiva, adotando-se predominantemente a análise quantitativa dos dados. Inicialmente, foi feito um estudo documental de forma a identificar o modelo de gerenciamento adotado na organização estudada. Posteriormente, foi utilizado um instrumento de coleta de dados que incluíram as características sociodemográficas e profissionais, os processos de trabalho associados ao modelo de gerenciamento e perguntas sobre a percepção de estressores ocupacionais baseadas no modelo teórico adotado. Participaram do estudo 91 empregados, sendo 74% homens e 26% mulheres. Destes, 60,5 % possuem idade entre 31 e 50 anos, 16% têm o ensino médio completo, 23% possuem o 3º grau completo e a maioria, 52%, possui pósgraduação completa. Com relação ao tempo de experiência na função, 52% têm até 5 anos de experiência, 23%, entre 5 e 10 anos, 7% têm entre 10 e 15 anos e 9%, mais de 15 anos. Foi verificado também que, quanto ao tipo de função exercida, 44% exercem função operacional, 18%, função de coordenação, 14%, função gerencial e 15%, outro tipo de função. Os principais dados indicam que os empregados percebem que a responsabilidade pelos resultados da equipe representa um estressor em todos os processos de trabalho do modelo de gerenciamento. O controle sobre o trabalho e o conflito entre papéis também foram percebidos pelos empregados como estressores em alguns processos individualmente. Finalmente, recomendamos que estudos futuros possam fazer uma investigação mais aprofundada nestes processos de trabalho de forma a melhor detalhar os seus aspectos associados à manifestação estresse ocupacional em equipes de gerenciamento de projetos. / Salvador

Managing a project is multitasking. For making this easier, a project mangaer has a lot of tools. Two of the tools that are often used are a project management model and a virtual project room. These two can be of different types in different compaies and in different culutres. In this thesis, we investigate it there is any neeed for these two tools to be combined. If there is a need, how should the combination be done?

Bakgrund: Projektverksamhet står för 30% av all affärsverksamhet och har idag kommit att bli en viktig del i det svenska näringslivet. Det är vanligt att projektbaserade organisationer erbjuder unika lösningar som produceras och levereras i projektform. Temporära organisationer kan därför bildas internt eller interorganisatoriskt mellan flera organisationer för att samverka och organisera en tillfälligt utvald projektgrupp som ska genomföra ett projekt. Tre kännetecken för projekt är att de har en tydlig början och slut, varje projekt är unikt och genomförs med hjälp av nya processer och tillvägagångssätt.  Syfte: Syftet med uppsatsen är att studera ett interorganisatoriskt projekt för att bidra till kunskap kring styrning i projekt. Det är även intressant att undersöka hur likheter och skillnader i de två fallföretagens styrfilosofier har påverkat verksamheten i den interorganisatoriska organisationen. Syftet är också att identifiera brister och förbättringsmöjligheter för att dra lärdomar och utveckla projektstyrningen i kommande projekt.  Metod: Studien är en enfallsstudie där två företag undersökts utifrån en kvalitativ forskningsstrategi. Det empiriska materialet har samlats in med hjälp av semistrukturerade intervjuer och en mindre genomgång av dokument.  Slutsats: Studien har identifierat att det finns skillnader i de två fallföretagens styrfilosofier, men på grund av projektets unika egenskaper har styrningen gått ut på att hantera risker och problem som dykt upp under projektets gång. Projektet har stött på ett antal utmaningar under projektets gång där projektgruppen fått samarbeta genom regelbundna möten och uppföljningar för att driva projektet i rätt riktning. Projektets utmaningar har påverkat styrningen i den mån att det lett till en tidsbrist till att följa upp och utvärdera projektet med hjälp av nyckeltal, för att förbättra och effektivisera processer. / Background: Project operations stands for 30% of all business operations and have today become an important part of Swedish business life. It is common for project based organizations to offer unique solutions that are produced and delivered in project form. Temporary organizations can therefore be formed internally or interorganizational between several organizations to collaborate and organize a temporarily selected project group that will accomplish a project. Projects usually have three characteristics. Every project has a clear beginning and end, is unique and are carried out using new processes and approaches. Purpose: The purpose of this essay is to study an interorganizational project to increase the knowledge regarding management in projects. It is also interesting to investigate how similarities and differences in the management philosophies of the two companies have affected the operations of the interorganizational organization. The purpose is also to identify shortcomings and opportunities for improvement in order to gain insights and develop project management in future projects. Method: The study is a single-case study where two companies have been examined using a qualitative research methodology. The empirical data has been collected through semi-structured interviews and minor reviews of documents.  Conclusion: The study has identified that there are differences in the case companies management philosophies, but due to the project's unique characteristics, the project management has focused on managing risk and problems that emerged during the case study. The project encountered a number of challenges during the case study where the project group had to collaborate through regular meetings and follow-ups, to manage the project in the right direction. The challengers have affected the management to lack of time in follow-ups and evaluate the project using key performance indicators, in order to improve and streamline processes.