Critical Success Factors of Software

The study examines the critical success factors(CSF) of Operating Performance for the listed electronic companies in Taiwan. The listed electronic companies were divided into the higher/lower operating performance groups by financial indexes, then there are three questionnaires designed in order to get a better understanding on recognition of critical success factors and doing of critical success factors by top management. Five dimensions of CSFS are identified¡Gcapability in process and marketing, design and planning, R&D and brand, manufacturing and low-cost, technical support and raw materials support. Using statistical analysis approaches such as factor analysis, t-test, one-way ANOVA¡Athe results of the study as follows¡G 1. There are significant differences on the two dimensions of recognition of critical success factors: design and planning, manufacturing and low-cost, between the higher/lower operating performance firms. According to the recognitions of the higher operating performance firms OEM and ODM are key points for critical success factors. 2. There are significant differences on the three dimensions of doing of critical success factors¡Gprocess and marketing, design and planning, R&D and brand between the higher/lower operating performance firms. The higher operating performance firms focus on add-value field (process and marketing, design and planning, R&D and brand). The higher operating performance firms take risk of marketing and R&D than those of the lower operating performance firms, therefore the higher operating performance firms get better performances. 3 (1) Comparing recognition of critical success factors with doing of critical success factors, the study find two dimensions of process and marketing, design and planning are significant differences for all of firms. In other words they should make improvements of two dimensions to keep up with the lead firms all over the world. (2) The higher operating performance firms should establish independent technique capability to avert the foreign firms from technique control. (3) The lower operating performance firms should focus on capability of R&D and brand. but, in fact, there is no strong evidence that the paradigm of the listed electronic companies in Taiwan.

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John Steinbeck, the well-known writer, once wrote, ¡§As one ages, the resistance against changes, especially good changes, comes from the human nature.¡¨ His words not only apply to humans but also corporations, and a media corporation in this case. The structure of media Taiwan, in face of technological advancement, industrial competition, and opening of the media market, is forced to undergo dramatic changes, more specially, reengineering. CTS now faces enormous problems in aspects of operation, cost, and profit making under the advancement of media technology, competition against wireless TV, cable networks, and other media industries, and the opening of media market. In this vein, this study aims to study the reasons behind the implementation of organizational reengineering by CTS, the critical success factors in the reengineering, and evaluates the effects of reengineering with quantitative analysis. This study is a subtopic of the ¡§Study of Critical Success Factors in Media Corporations in Taiwan¡¨ led by Mr. Chih-Hong Yang, the Dean of the School of Communications at Ming Chuan University. The random survey is conducted in three parts upon CTS management, TV media management, and CTS staff. The research findings show that the reason of organizational reengineering recognized by CTS management was ¡§modifying manpower structure and reducing personnel cost.¡¨ However, the reason to the staff was ¡§facing the fierce competition of the competitors¡¨; and ¡§in response to the advancement in digital media technology¡¨ to TV media management. In terms of the critical success factors in CTS reengineering, CTS management and staff all agreed that the factors were ¡§support from the management¡¨ and ¡§clear direction and prospect of reengineering.¡¨ The recognition of critical success factors to TV media management was similar to that of CTS management and staff. In addition to the abovementioned two factors, other factors, such as ¡§explaining to the staff about the tasks and goals,¡¨ ¡§decision power of the leaders,¡¨ and ¡§concern over resource allocation across departments¡¨ were among the critical success factors. The research also found that ¡§support from the management,¡¨ which was ranked number on in reengineering implementation, is the most important critical success factor recognized by CTS management. Additionally, ¡§explaining to the staff about the tasks and goals,¡¨ ¡§the leaders of reengineering have decision power,¡¨ are among the top three most important critical success factors recognized by CTS management. As seen, the critical success factors recognized by CTS management are implemented by CTS reengineering at the same time. According to CTS management, the most important effect of reengineering to CTS is ¡§reducing personnel cost¡¨ followed by ¡§improving service quality (company products).¡¨ The most important effect, ¡§reducing personnel cost,¡¨ evaluated by CTS management is the same as the reason for reengineering as recognized by the CTS management. On a whole, the rating that CTS management gave to CTS reengineering was ¡§5.07¡¨. The study found that the critical success factor in CTS reengineering is ¡§support from the management.¡¨ As seen, support from the management is the key to success in reengineering, followed by clear prospect and direction to recognize the reengineering direction. Also, the information technology of the media corporation and training provided to the staff should be equally valued, effective communication with the staff is facilitated, and cross-department resource allocation should be implemented to win collectively support to and success in reengineering.

The term incident management system (IMS) denotes a particular approach employed by many fire departments. The IMS aims to manage diverse resources at a wide variety of emergency scenes. Due to the barrier of culture, different task grouping and etc... , Taipei Fire Department Rescue Team is the only fire fighting unit implementing IMS in Taiwan for the time being. This research aims to find out the important factors for fire departments in Taiwan if they want to implement IMS. Our inductive study conducted 23 experts to explore the factors. Based on progressive discussions with the experts group, we summarized and clarified the key points and identify 22 factors of IMS. Furthermore, a five perspectives and 22-factors questionnaire was prepared to conduct a quantitative method. This research applied the Analytical Hierarchy Process (AHP) method to facilitate the decision of CSF. In general, this research suggests ¡§resource management¡¨ should be viewed as the most important factors among the five perspectives. While within the five perspectives, there are five critical success factors, which are ¡§formulate SOP¡¨, ¡§clear group and division¡¨, ¡§set up resource management unit¡¨, ¡§recruit more firefighters¡¨ and ¡§improving incident commander abilities¡¨, for the fire departments in Taiwan as a reference to implement IMS.

ABSTRACT The development of information technology and the evolution of micro marketing urged the enterprises to value the effects of implementing database marketing. In the era of emphasizing customer centric, creating niches of differentiation, enhancing effectiveness of marketing, improving customers¡¦ satisfaction, database marketing is the most important basis of the above mentioned marketing development. The distinctions of database marketing are systematic, long-term oriented and emphasizing planning and analysis, which are different from the ways of traditional marketing that most of the companies are using. Developing Database Marketing is a significant change for all marketing related activities. The sales team has to learn new marketing skills, change the present marketing process, to invest in information technology, even to adjust the functions of organization and build up new concepts of marketing in order to improve the effects of database marketing. Practically, implementing database marketing must follow the process of strategic planning, for the purpose of building up competitive advantages, considering the capability and demand of the enterprise, to create the functions that the enterprise needs, then to improve the performance of marketing. The application of information technology is an important strategy of improving operation capability of the financial industry. Many banks had implemented database marketing to enhance their performance. Leasing is an important sector of financial industry, which is very suitable to execute database marketing for the characteristics of its business. Presently, Chailease finance Co., Ltd. is the only leasing company, to implement data marketing. So, this thesis is to study Chailease Financing Co., Ltd. for the following purposes: 1. The objectives of strategy that leasing industry implements database marketing. 2. The appliances and methods of executing database marketing in the case. 3. The critical success factors of implementing database marketing in the case. After illustrating the case and analyzing the theory, we can figure out the critical success factors related to the purpose of the thesis. Then we chose the objectives of strategy, appliances and methods, and critical success factors as 3 dimensions of studying the critical success factors in implementing database marketing of Chailease Financing Co., Ltd. By the way of investigation of questionnaire, we analyze the individual factors and relations among 3 dimensions. After the analysis of questionnaire, the result from the research shows that the objectives of strategy of implementing database marketing have been effective. But some of the important functions are not workable due to the influences of insufficient conditions or requirements and the other prior objectives of organization.

Government IT mega-projects often end in costly failure, despite attempts to identify those Critical Success Factors (CSFs) that lead to project success. This raises questions about whether these CSFs are understood, applied and, if so, whether they are having an impact on the management and subsequent performance of government IT mega-projects. The literature review compared CSFs from the generic and IT project management literature to find that they are broadly similar. CSF frameworks were then assessed to find a measure of the impact of CSFs and a measure of ‘performance’ was also defined. CSFs were then identified from fifteen reports on IT and information infrastructure projects and verified against the CSFs identified in the literature to produce a synthesised list of twelve CSFs. The understanding, application and impact of these CSFs were examined through a case study of the MoD’s Defence Information Infrastructure (DII) Programme, a government IT mega-project to provide a more integrated and coherent Defence infrastructure. It was evident that the CSFs were recognised and they appeared to have been understood within the DII Programme. However, the extent to which they have been applied is variable with differing effect. Therefore, the impact that CSFs have had on the management of the DII Programme is debatable. There were areas where the project could have been managed better and, therefore, could be performing better, suggesting that the overall success of the project is potentially at risk. The overarching conclusion of this study is that, in terms of the management of the DII Programme, the impact of the identified CSFs is variable and, where they are not applied, there is an adverse effect on its performance, suggesting a causal relationship. More generally, not applying generic CSFs to project management is likely to lead to failure, but is unlikely to assure success. Unique projects operating in highly specific and complex contexts require more contingent solutions. As a result of these conclusions, further case studies are suggested, along with further study into government and MoD IT project management and the management of trust in contractual relationships.

No / This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.

No / Improving the effectiveness of projects, particularly in construction, is of interest and concern to practitioners and academics alike. To this end, the use of partnering, now commonplace in a variety of industry sectors has been encouraged in the UK construction industry. However, in many respects project environments represent the antithesis of current thinking in partnership development and an unusual and difficult application, particularly at the lower levels in the supply chain. This paper, therefore, is concerned with evaluating the progress the UK construction industry has made in its adoption of partnering, how it is likely to develop in the future and what the implications might be for the industry¿s suppliers. The partnering experiences of Main Contractors with Main Subcontractors for structural steel products are examined and a conceptual framework of the success factors presented and discussed. Critically, clients and not suppliers were found to be major barriers to the industry¿s adoption of partnering.

Government IT mega-projects often end in costly failure, despite attempts to identify those Critical Success Factors (CSFs) that lead to project success. This raises questions about whether these CSFs are understood, applied and, if so, whether they are having an impact on the management and subsequent performance of government IT mega-projects. The literature review compared CSFs from the generic and IT project management literature to find that they are broadly similar. CSF frameworks were then assessed to find a measure of the impact of CSFs and a measure of ‘performance’ was also defined. CSFs were then identified from fifteen reports on IT and information infrastructure projects and verified against the CSFs identified in the literature to produce a synthesised list of twelve CSFs. The understanding, application and impact of these CSFs were examined through a case study of the MoD’s Defence Information Infrastructure (DII) Programme, a government IT mega-project to provide a more integrated and coherent Defence infrastructure. It was evident that the CSFs were recognised and they appeared to have been understood within the DII Programme. However, the extent to which they have been applied is variable with differing effect. Therefore, the impact that CSFs have had on the management of the DII Programme is debatable. There were areas where the project could have been managed better and, therefore, could be performing better, suggesting that the overall success of the project is potentially at risk. The overarching conclusion of this study is that, in terms of the management of the DII Programme, the impact of the identified CSFs is variable and, where they are not applied, there is an adverse effect on its performance, suggesting a causal relationship. More generally, not applying generic CSFs to project management is likely to lead to failure, but is unlikely to assure success. Unique projects operating in highly specific and complex contexts require more contingent solutions. As a result of these conclusions, further case studies are suggested, along with further study into government and MoD IT project management and the management of trust in contractual relationships.