所謂專案延宕，就是繼續投入資源以挽救一個時程嚴重延誤且瀕臨失敗的專案，研究顯示約有30%至40%的軟體專案呈現延宕現象。過去，內部專案延宕之研究著重於專案代理人之過度承諾的決策錯誤，然而在外包專案普及的今日，顧客與外包商均對外包專案有絶對的影響力，但相關研究卻付之闕如，無法提供外包延宕的解決方案。本研究以軟體專案管理文獻為基礎，訪談六個軟體外包個案，透過內容分析以瞭解軟體專案外包延宕的影響因素。接著，本研究提出軟體專案外包延宕架構，用以解釋專案資訊管理、顧客滿意、外包關係、專案開發風險、專案監督控制對專案延宕的影響關係。本研究發現不同類型的企業會影響專案外包的外包管理、監督控制、風險態度，而有不同的外包參與、外包互動、延宕協商、合約賠償等過程。

Project escalation means that a failing project is permitted to continue and good money is thrown after bad. According to survey reports, about 30% to 40% of software projects emerge escalation phenomena. Traditional escalation studies focused on agent’s over-committed behaviors of in-house projects. Being very popular now, outsourcing projects can be mainly influenced by its powerful stakeholders, including customer and vendor, but few studies are presented. First of all, six escalation cases were in progresses and factors of outsourcing escalation were abstracted, including project information management, customer satisfaction, outsourcing relationship, development risks, monitor, and project escalation. The causal relation of outsourcing escalation of software project is used to create a escalation framework. This study classified four business types that have different processes of outsourcing participation, monitor, risk attitutes during project escalation.

第一章　緒 論 1
　　　第一節　研究背景與動機 1
　　　第二節　研究目的 2
第二章　文獻探討 3
　　　第一節　內部專案延宕 3
　　　第二節　軟體外包 5
　　　第三節　軟體專案管理 7
第三章　研究方法 14
　　　第一節　名詞定義 14
　　　第二節　分類基準 16
　　　第三節　個案訪談與文本建立 17
　　　第四節　語幹資料庫與編碼原則 19
　　　第五節　個案選擇 19
第四章　內容分析 21
　　　第一節　先導個案分析 21
　　　第二節　個案 2 分析 27
　　　第三節　個案 3 分析 29
　　　第四節　個案 4 分析 32
　　　第五節　個案 5 分析 34
　　　第六節　個案 6 分析 37
第五章　綜合討論 40
　　　第一節　六個個案的專案延宕架構之討論 40
　　　第二節　專案延宕文獻之討論 41
　　　第三節　六個個案綜合比較之討論 42
第六章　結論 47
第七章　參考文獻 48
　　　第一節　中文部份 48
　　　第二節　英文部份 48
附錄 55
　　　附錄1 先導個案公司背景與訪談內容 55
　　　附錄2 個案 2 公司背景與訪談內容 59
　　　附錄3 個案 3 公司背景與訪談內容 63
　　　附錄4 個案 4 公司背景與訪談內容 67
　　　附錄5 個案 5 公司背景與訪談內容 70
　　　附錄6 個案 6 公司背景與訪談內容 74

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