自網際網路(Internet)在上個世紀末興起後，人類世界的發展藉由資訊與電子產品不斷整合與革新，打造出智能、智慧的科技運用產品並為人類生活創造更多元美好的環境。而在網路接軌的新產品與技術不斷推陳出新下，企業如何抓緊趨勢潮流以及找出營業契機，仰賴的就是對新產品、新技術、新服務的開發。如何滿足市場與客戶的需求，適時提供符合客戶期待的產品(包括服務)成為企業成功的關鍵。
然而新產品、技術或服務的開發並非只憑企業主或企業內某些部門的努力就可達成，實務上多是透過跨部門整合甚至聯合外部資源的多方合作的框架來進行，因此企業大多會以產品或專案型式來規畫，並透過專責人員來領導並統籌任務的方式來管理。此類的專責人員因應任務需要的不同，大多稱呼為產品經理或專案經理，他們必須因應公司的需求來進行任務規劃，亦需要具備達成任務的職能與技巧。
本文基於此緣由，將以個案公司研究的方式來對於產品、專案管理人員在績效指標與職能等項目進行調查，以此瞭解影響產品專案人員對於公司目標、職能要求的差異以及績效指標設定上的探討，最終冀望能找出合適的績效指標。

Since the rise of the Internet at the end of the last century, the development of the human world has created intelligent and intelligent use of science and technology and created a more immediate and convenient environment for human life through the continuous combination and streaming of information and electronic products. Under the continuous introduction of new products and technologies in line with the network, how enterprises seize the trend and find business opportunities depends on the development of new products, new technologies and new services. How to meet the needs of the market and customers, and provide products (including services) that meet customer expectations in a timely manner has become the key to the success of enterprises.
However, the development of new products, technologies or services is not only achievable by the efforts of business owners or certain departments within the enterprise, but in practice is mostly carried out through the framework of cross-departmental integration and even multi-party cooperation of external resources, so most enterprises will plan in the form of products or projects, and manage tasks through dedicated personnel to lead and coordinate tasks. Most of these dedicated personnel are called product managers or project managers according to the needs of the task, they must plan tasks according to the needs of the company, and they also need to have the functions and skills to achieve the task.
Based on this reason, this paper will investigate the performance indicators and functions of product and project managers in the form of case company research, so as to understand the differences in company goals, functional requirements and performance indicator settings that affect product project personnel, and ultimately hope to find out the appropriate performance indicators.

一、中文部分
1.邱俊仁（2005)，專案管理應用於新產品開發之研究，國立交通大學管理學院﹙管理科學學程)碩士論文，新竹市。
2.林建煌（2020)，行銷管理，華泰文化出版，頁251。
3.馬提 凱根（2021)，產品專案管理全書，商業周刊出版，頁65-70。
4.馬提 凱根、克里斯 瓊斯（2021)，產品專案領導力全書，商業周刊出版，頁61-67。
5.孫明德（2021)，2021年終回顧與2022年展望，台灣經濟研究院景氣預測中心。
6.許士軍（1990)，管理學，東華書局，頁229-237。
7.黃士杰（2001)，由專案管理的關鍵成功因素來探討新產品開發之績效-以N公司為例，國立交通大學 經營管理研究所碩士論文，新竹市。
8.經濟部 統計處專題（2021/7/29)，國內企業全球生產鏈佈局之變動。
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二、英文部分：
1﹒Booz, Allen, Hamilton, New Products Management for the 1980’s, New York, 1982。
2﹒Cooper, R.G. and Kleinschmidt, E..J., “ Winning Businss in Product Development: The Critical Success Factors, ” Research-Technology Management, Vol.39, Jul/Aug 1996。
3﹒Lansiti, Marco and West, J., “ Technology Integration：Turning Research into Great Products ” Harvard Business Review, May-June, 1997。
4﹒Souder, W.E., “ Managing Relations Between R&D and Marketing in New Product Development Projects, ” Journal of Product Innovation Management, NO.5, 1988。
5﹒Stoll, H. W., “ Design for Manufacturing：An Overview, ” Manufacturing Engineering, Jan.1988。
6﹒Sbragia, Roberto, “ Clarity of Manager Roles and Performance of R&D Multidisciplinary Projects in Matrix Structures, ” R&D management, 1984。
7﹒Sampson, P., “ Can Consumenr Vreate New Products？ ” Journal of the Marketing Research Society, Vol.12, No.1, 1970。
8﹒Zangwill, W. I., “ Concurent Engineering：Concepts and Implementation, ” Engineering Management Review, 1992。

三、網站資料
1﹒產業價值鏈資訊平台：通信網路產業價值鏈 (2022/3/20)。
https://ic.tpex.org.tw/introduce.php?ic=I000
2﹒勞動部職能發展平台：職能基準說明 (2022/3/20)。
https://www.wda.gov.tw/cp.aspx?n=587B06AA3B7E815B (wda.gov.tw)