數位轉型是現今商業環境的重要現象，透過使用數位技術對社會和產業產生變化。數位轉型是一個藉由資訊、計算、通信和連接技術的結合，觸發實體屬性的顯著變化，從而改善目標對象的過程。如下圖所示，由於新數位技術的出現破壞現有商業環境與消費者行為 (disruptions)，驅使企業以新的數位商業策略、數位轉型策略作為因應(new IT strategies)。在數位策略中，企業決定合適的新數位技術 (digital technologies)，透過新數位技術對企業的賦能 (enable)，為企業開闢一條新的價值創造之路 (value creation paths)，進而實現企業數位策略的預期效益 (benefit realization)。

Digital transformation is important in today's business environment, bringing changes to society and industries through the use of digital technologies. Digital transformation is a process that triggers significant changes in physical attributes by combining information, computing, communication, and connectivity technologies, thereby improving the processes for targeted entities. As shown in the diagram below, the emergence of new digital technologies disrupts existing business environments and consumer behaviors, compelling enterprises to adopt new digital transformation and digital business strategies as responses. In digital strategies, enterprises decide on suitable new digital technologies, use these technologies to enable the enterprise, and open up new paths for value creation, thereby realizing the benefits of the enterprise's digital strategy.



專案集群(Program)它是包括多種相互依賴關係專案的集合，專案集群管理(Program Management)透過對組織內多個專案採取統籌協調式的整合管理，致力於實現專案集群組織層面戰略目標的效益。IT專案集群的管理生命週期包含四個階段，依序為識別 (program identification)、規劃 (defining program)、實施 (program delivery)、解散 (program closure):
1. 識別階段是企業的IT戰略目標確定後，由組織內部成立委員會或高層領導團隊評估應展開哪些IT活動來實現IT戰略目標。
2. 規劃階段是進入IT專案集群的系統規畫階段，包括確定IT專案集群的目標成果、組織結構、指派各個IT專案的負責人…等。
3. 實施階段的核心任務，是組織IT能力的交付與效益的實現。
4. 最後，解散階段需要對最終實現的效益進行評估，對專案集群管理中出現的問題進行分析和經驗總結。如果預期的效益沒有實現，可以選擇繼續該IT專案集群或分析失敗原因，開啟新的IT專案集群。
下圖為數位轉型專案集群的管理生命週期範例。

A Program is a collection of multiple interdependent projects. Program Management involves the integrated management of multiple projects within an organization in a coordinated manner, aimed at achieving the strategic objectives of the program at the organizational level. The management lifecycle of an IT program includes four phases: program identification, defining the program, program delivery, and program closure:
1. The identification phase begins after the IT strategic objectives of the enterprise are established, where an internal committee or senior leadership team assesses which IT activities should be initiated to achieve these IT strategic objectives.
2. The defining phase enters the planning stage of the IT program, which includes defining the desired outcomes of the IT program, its organizational structure, and assigning leaders for each IT project.
3. The core task of the delivery phase is the delivery of IT capabilities and the realization of benefits.
4. Finally, the closure phase involves evaluating the benefits realized, analyzing problems encountered in program management, and summarizing experiences. If the expected benefits are not realized, the option to continue with the same IT program or to analyze the reasons for failure and start a new IT program is available.
The diagram below is an example of the management lifecycle of a digital transformation program.



數位轉型其實是一個IT專案集群管理問題 (IT program management)，IT專案集群管理方法可以應用在數位轉型流程中的各個階段。為了達到企業的數位轉型策略目標以及預期效益，規劃員工數位化技能培訓專案、數位化基礎設施部署實施專案、供應鏈流程數位化專案…等一系列專案，以實現企業數位轉型專案集群的效益。IT專案集群管理可以協調管理多個相互依賴的數位化專案(例如數位化策略決策管理、關係人管理、數位化效益管理、數位化治理)，以交付單一專案管理無法取得的整合效益。

我特別關注藉由IT專案集群管理解釋數位轉型過程中企業面臨的問題與挑戰，提出數位轉型的最佳實踐，並將實務現象轉化為理論框架，開拓IT專案集群管理的未來研究理論。

Digital transformation is essentially a topic of IT program management. IT program management can be applied at various stages of the digital transformation process. To realize the strategic objectives and expected benefits of an enterprise's digital transformation strategy, a series of projects such as training for employees' digital skills, digital infrastructure deployment, and digitalization for supply chain processes are planned. These projects are aimed at realizing the benefits of an enterprise's digital transformation program. IT program management can coordinate the management of multiple interdependent digital projects (such as digital strategy decision management, stakeholder management, digital benefits management, digital governance) to deliver integrated benefits that cannot be realized by managing single projects alone.

I am particularly interested in using IT program management to explain the problems and challenges faced by enterprises during the digital transformation process, to propose best practices for digital transformation, and to translate practical phenomena into theoretical frameworks that open up future research in IT program management theories.

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