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| Title: | 從組織變革的觀點探討敏捷開發流程之轉變：以交通行動服務業L公司為例
The Transformation of Agile Development Processes from an Organizational Change Perspective: A Case Study of Company L in Mobility as a Service (MaaS) |
| Authors: | 劉怡君
Liu, Yi-Chun |
| Contributors: | 吳豐祥
Wu, Feng-Shang
劉怡君
Liu, Yi-Chun |
| Keywords: | 敏捷式開發
Scrum
LeSS
組織變革
交通行動服務
軟體創新
新產品開發
新服務開發
Agile Development
Scrum
LeSS
Organizational Change
Mobility as a Service (MaaS)
Software Innovation
New Product Development
New Service Development |
| Date: | 2025 |
| Issue Date: | 2025-08-04 13:33:25 (UTC+8) |
| Abstract: | 隨著數位轉型的浪潮與產業環境的高度變動，使得敏捷式開發 (Agile Development) 方法越加顯得其重要性，特別是在以軟體為主的新產品、新服務之開發上，藉著它的快速迭代、互動協作與對變化靈活回應之特質，幫助了許多企業克服創新上的各種挑戰，也提升了企業的競爭力。其中，Scrum方法為最普遍被採用者，有些企業還會進一步轉換至適用於更大型場合的大規模Scrum (Large Scale Scrum, LeSS) 方法。而敏捷式開發方法的實踐，不僅涉及開發流程的調整，更涉及到組織結構與運作方式的變革，因此，有必要從組織變革的視角來加以探討。雖然過往的研究者亦認知到從組織變革角度來加以探討之重要性，然而，該等文獻大多僅聚焦於探討敏捷式開發如何促進了組織的變革，卻忽略了有關企業如何透過組織變革來有效運作敏捷式開發之探討。
爰此，為填補上述研究之缺口，本研究特別從組織變革的觀點，來探討企業有關敏捷式開發方法的「導入」與「轉變」過程之變革管理。有鑑於此議題本身具有探索性，本研究採質性個案研究法，且在研究對象的選擇上採立意抽樣法，選擇快速發展且存在高度競爭之交通行動服務產業中的L公司為研究對象，深入分析其自導入Scrum方法，以及進一步擴展至LeSS方法之兩階段變革歷程，並透過團隊協作、軟體可用性、需求驅動目標、靈活性等四個構面之研究架構，來探討其開發流程的調整與組織的變革管理。
本研究最後所得到的主要結論如下：
一、企業在敏捷式開發方法上的導入及其後續的轉變，主要是受外部環境壓力、內部文化價值積累與組織互動調整等多元驅動的影響。
二、企業為因應內外部環境變化並制定變革策略，以促進敏捷式開發的實踐上，會透過開放的心胸與人本的思維，來適時引導與回應組織成員的反應，將阻力轉化為正向驅動力，並進而凝聚團隊共識，形塑持續改善的組織文化。
三、企業推動敏捷式開發方法的採用與轉型，會透過方法框架的結構化、組織的彈性設計、領導者角色的適切配置與支持系統的持續建置，來管理敏捷式開發方法的落地與持續優化。
四、企業在敏捷式開發方法的採用與後續轉型的過程中，會面臨運作流程的彈性設計、與利害關係人的適時溝通、角色責任劃分的模糊以及跨團隊協作的高度需求等方面的挑戰。
五、企業在因應敏捷式開發的實踐上，主要的關鍵成功因素包括：將品質控管往前移至開發流程初期、招募具備高自主性與價值觀契合之成員、強化交付成果之成效評估機制、深化組織成員的責任歸屬意識、提升開發流程之整體效率、與優化使用者體驗等。
最後，本研究提出學術上及實務上的貢獻，以及後續研究之建議。
With the surge of digital transformation and the increasingly dynamic industrial environment, agile development has become ever more critical—particularly in the development of software products and services. Characterized by rapid iteration, collaborative interaction, and responsiveness to change, agile methods have helped many companies overcome innovation-related challenges and enhance their competitiveness. Among them, Scrum is the most widely adopted framework, with many organizations further evolving toward Large-Scale Scrum (LeSS) to accommodate enterprise-level demands. The implementation of agile methods involves not only adjustments to development processes but also fundamental changes to organizational structures and operational models. Therefore, it is essential to examine agile methods from the perspective of organizational change.
Although previous studies have recognized the importance of viewing agile development through the lens of organizational transformation, most have primarily focused on how agile methods facilitate such change, while overlooking how organizations themselves manage transformation to effectively adopt and sustain agile methods. Addressing this gap, the study explores the change management processes involved in the “adoption” and “transformation” stages of agile development from an organizational change perspective, employing a qualitative case study approach. Using purposive sampling, the study focuses on Company L in the competitive Mobility as a Service (MaaS) industry and analyzes its transition from Scrum to LeSS. A four-dimensional analytical framework—team collaboration, software usability, goal-driven requirements, and flexibility—is adopted to examine how agile methods reshape both development processes and organizational structures.
The five conclusions of this study are as follows:
1. The adoption and subsequent transformation of agile development are influenced by a combination of external environmental pressures, internal cultural values, and evolving organizational dynamics.
2. Companies adopt openness and human-centered thinking to guide and address employee reactions—transforming resistance into motivation and fostering a culture of continuous improvement.
3. Agile development is managed through structured methodological frameworks, flexible organizational design, appropriate leadership role configurations, and the continuous establishment of support systems.
4. Companies face several challenges during agile methods adoption and transformation, including the need for flexible process design, timely stakeholder communication, ambiguity in role definitions, and a high demand for cross-team collaboration.
5. Key success factors for agile methods implementation include: early-stage quality control, value-aligned team members, and robust evaluation mechanisms to foster ownership, enhance efficiency, and improve user experience.
Finally, this study outlines both theoretical and practical contributions, offering suggestions for future research. |
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| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
112364125 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112364125 |
| Data Type: | thesis |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
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