Due to Internet, the IT industry have seen rapid changes and to compete in the digital work, the organizations need more vigilance than ever before to respond to market changes and customer needs. Some organizations have opted to go agile to be more efficient in their software development but still deploying agile methodology and reaping its fruits further needs more research and empirical evidence.This research is a case study to evaluate the deployment of agile methodology in Easypark and explore its efficiency focusing on their structure and organization. Certain criterions are chosen to evaluate software development efficiency against that and to analyse what the deployment in the organization has led to.The method chosen for this study is a case study, where the empirical data is gathered through semi structured, and qualitative interviews from five senior employees in Easypark. The responses were analysed and reviewed under the light of theoretical background to elaborate the research question.The results of this case study revealed that efficiency in general have greatly been improved after adopting agile methods in Easypark and the core contributor is the permanent teams for different projects. There have been quite a few complications to deploy agile and that must be taken into consideration when other organizations plan to adopt agile methodologies.

With the emergence of video-streaming applications extending beyond the entertainment section and becoming more accessible in everyday interactions. However, developing a video live-streaming application and choosing which services to use can be a hard task whether to go for a pre-built solution or build your own foundation. When deciding which services to include in your product a lot of aspects have to be taken into consideration, regarding performance and so on. The aim of this thesis is to emphasize the importance and relevancy of the development efficiency metric, including soft metrics such as maintainability and understandability. During this thesis three different video live-streaming services were chosen to be compared against each other regarding development efficiency: WebRTC, Agora and GetStream. Baseline applications were developed where each respective chosen service was implemented and further evaluated based on development efficiency. According to development efficiency, GetStream had the highest score compared to the other services and therefore should be the easiest to maintain and understand. On the other hand, WebRTC had the lowest development efficiency score and therefore should be the hardest to maintain and understand, however by choosing WebRTC you are not opting into a third-party service and therefore have more control over the implementation. Overall, it can be concluded that deciding which services to include a multitude of aspects has to be considered.

本研究針對台灣工具機產業廠商，探索其研發專案知識管理對新產品開發績效的影響，及其技術知識特質對知識管理的關聯性。本論文以深入個案訪談法為主要的研究方法，訪談國內具代表地位的二家工具機業大廠之設計及開發部門，並自其中各選擇二個研發專案作為研究對象。 　　本研究歸納分析所得到的研究發現如下： 　　【研究發現一】研發專案知識吸收來源愈多、範圍愈廣、組織學習活動愈多，其新產品開發績效愈高。 　　【研究發現二】研發專案知識創造技術突破愈多、創新價值愈高，其新產品開發績效愈高。 　　【研究發現三】研發專案知識蓄積文件化程度愈高、蓄積活動愈多、累積專案核心能耐愈多，其新產品開發績效愈高。 　　【研究發現四】研發專案知識擴散方式愈多、擴散活動愈多，其新產品開發績效愈高。 　　【研究發現五】技術知識變動程度對研發專案的知識管理有明顯的影響。 　　【研究發現六】技術知識外顯程度對研發專案的知識管理有明顯的影響。 　　【研究發現七】技術知識路徑相依度對研發專案知識管理的影響，似乎不是很明顯。 　　【研究發現八】技術知識模組化程度對研發專案知識管理的影響，似乎不是很明顯。 　　【研究發現九】技術知識複雜化程度對研發專案的知識管理有明顯的影響。 　　因此，本研究建議企業為了提升新產品開發的成效，的確需要強化知識管理，同時其研發部門應設計符合技術知識特質及利於推動知識管理的組織型態與作為。平時應作好內部技術傳承及外部技術來源佈置工作，並在新產品開發不同階段妥善配置適合的資源與人力。 / This research is focused on Taiwan's CNC machine industries for exploring the impacts of knowledge management on the performance of new product development. The influence of the characteristics of technological knowledge on knowledge management is also studied. The research was conducted mainly based on deep case studied. The research subjects include four R&D projects two which are selected from two companies of CNC machine industry. 　　The preliminary conclusions are as follows: 　　1. The more the R&D project knowledge is absorbed from different sources, wide ranges,and multiple organizational learning activities, the better the performance of new product development would be. 　　2. The more the R&D project knowledge creates the technological breakthrough and thenewly added value, the better the performance of new product development would be. 　　3. The more the R&D project knowledge is accumulated with the documentation, the amass of activities, and the core resourcefulness, the better the performance of new product development would be. 　　4. The more the R&D project knowledge is diffused in different patterns and activities, the better the performance of new product development would be. 　　5. There exists a direct relationship between the knowledge management of R&D project and the degree of change of technological knowledge. 　　6. There exists a direct relationship between the knowledge management of R&D project and the degree of explicitness of technological knowledge. 　　7. There doesn't exist a direct relationship between the knowledge management of R&D project and the degree of path dependence of technological knowledge path. 　　8. There doesn't exist a direct relationship between the knowledge management of R&D project and the degree of modualization of technological knowledge. 　　9. There exists a direct relationship between the knowledge management of R&D projects and the degree of complexity of technological knowledge. 　　As a result, it is suggested that the R & D departments of the companies possessed with different characteristics of technological knowledge should design the organizational form and activities that are conformed to the characteristics of technological knowledge for facilitating the practices of knowledge management. 　　The internal technology inheritance and the external technology resource deployment have to be executed ordinarily; and the appropriate resources as well as human powershall be properly allocated in accordance with the different steps of new product development with a view to intensifying the satisfactory result.