The information service and software industries have achieved rapid development in recent years. According to the ITIS Program research report of the MIC, Institute for Information Industry, MOEA, it is estimated that by 2018 the global information service and software market scale will exceed US$1,600,000,000,000, of which the information service market is expected to reach as high as US$913.4 billion, accounting for the compound annual growth rate of 4.5% and comprised primarily of outsourced service and system integration, with the government agencies and enterprises as major clients. However, not every enterprise or government agency possesses professional information system development or maintenance capabilities. Therefore, information software service companies assist enterprises or government agencies in carrying out information technology assessments, setups, management, optimization, and other practices, which are otherwise known as the provision of information technology services.
In this paper, an information software service company was selected to carry out research. Targeting maintenance times, the discussion includes: (1) How the operational maintenance team fails to properly communicate with customers, resulting in low service quality; (2) Why the development team needs to frequently offer assistance to the operational maintenance team after a project has been handed over to it; (3) and what problems or plights that cannot be resolved are encountered during project maintenance by the operational maintenance team.
This study adopted the Design Science Research Methodology, DSRM, to define and classify problems encountered during the maintenance stage, and explore which impacts of problems in the three boundaries of “information processing, culture and politics” there are. Additionally, “roles, objects and trends” were used to design a set of project handover plans, thereby offering assistance to development teams and operational maintenance teams in carrying out boundary-spanning cooperation models and ensuring customers will not perceive service quality differences after a project has been handed over to a new service team, leading to an uncontrollable service gap.
In terms of the academic aspect, since past studies on the issue of project handover remain scarce, this study adopted three boundaries, namely, “information processing, culture and politics”, to explore possible problems and impacts during future project handovers; in terms of the practical aspect, the study used “roles, objects and trends” to set a project handover plan to serve as a reference and for use by the industries in the future.
Key word： Service quality, project handover, Design Science Research Methodology, boundaries, boundary-spanning