現今市場變化快速，客戶需求與市場需求隨時都會調整，在這創新當道求新求變的浪潮下，台灣資訊軟體產業近幾年已開始推崇敏捷式開發，透過敏捷式開發化，優化自身產品開發模式，但在這樣的流程與模式改變之下，組織結構卻鮮少聽聞有隨之調整，在組織結構並未隨著流程轉化進行改變的情況下，各單位推行敏捷的成效就有顯著的差異，本研究透過個案研究法，針對公司中不同的產品單位進行深度訪談，試圖了解不同的組織結構狀態對於敏捷式開發之成效與影響，以及於各事業單位在不同的組織結構下，實施敏捷式開發的過程中面臨之瓶頸與挑戰。
本研究針對個案公司進行半結構式訪談，訪談對象包括：個案公司產品單位的高階主管、產品企劃、工程師等，共六位工作者。
研究結果發現，在推行敏捷式開發的過程中，扁平式組織所遭遇到的衝擊和阻力皆小於科層式組織，但兩種部門在推行敏捷式開發之後，對於績效所帶來的效益都是呈現一個正向結果，不會因為組織結構之不同而有所差異。
本研究建議組織若推行敏捷式開，應於前期準備好相關對應措施，降推導入時之門檻障礙與衝擊，以提升推行成效。

With the rapid changes of the market nowadays, customer and market demand should be adjusted at any time. Under the wave of innovation, the information software industry in Taiwan has begun to promote agile development in recent years. Through agile development, the product development model could be optimized. The development has gradually changed from the traditional waterfall development into the agile development. However, under such changes in processes and models, the organizational structure has rarely been adjusted accordingly. Under the circumstance which the organizational structure has not changed along with the process transformation, there are still significant performance differences for institutions implementing agile development. This study conducted depth-interview with six supervisors and employees in the case company regarding case study method, trying to understand the impact and effectiveness of different organizational structures on agile development. Also, the barrier and challenges that faced while implementing agile development under various business modal and organizational structure.
This study explores the differences in effectiveness and performances of various organizational structure regarding agile development. Data collection will be conducted through document analysis and empirical data collection and conduct data collection and analysis through case study method.
The results of the study found out that in the process of implementing agile development, the impact and resistance encountered by organizations are lesser than that of organizations. However, the performance benefits of both departments after implementing agile development have both presented a positive result. It doesn’t reach different outcome due to the different organizational structures.

Last, according to the study result, relevant suggestions are put forward for each organization to implement agile development in the future. It is hoped that if there are institutions are in need of implementing agile development in the future, relevant corresponding measures can be prepared in the early stage to reduce the barriers, obstacles and impacts during the introduction of push-reduction and improve implementation effectiveness.

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