本論文的個案公司於造紙產業深耕六十多年，是全球排名前50大造紙企業，在台灣市場占有一席之地。隨著時代變遷，在網路資訊世代下，為因應全球市場的快速變動，需要即時有效的反應，個案公司選擇革新現有資訊系統，導入新的ERP系統以整合集團資源，企望打破現有資訊流的限制，架構出集團整合式資訊平台。
然而，個案公司導入新資訊系統過程波折不斷，當老經驗、老流程與老師傅，遇到新技術、新觀念、新組織型態時，將擦撞出火花，形成變革的有利契機？或是受傳統包袱所累而窒礙難行呢？個案公司ERP推動小組需如何進行專案管理，解決組織間的衝突，將變革的危機化為轉機，以推動新資訊系統成功導入呢？
本論文以哈佛式個案撰寫，論文包括個案內容和教師教學指引手冊兩部分，透過教師引導，以個案為實例探討：專案管理應注意的要素與運作？如何透過變革管理推動工作？如何面對衝突管理，進而提升組織營運效能？規劃與執行大型專案時應具備的關鍵成功要素？期望本個案論文可提供給企業界高階管理者的經營參考。

The case company of this thesis, has been deeply involved in papermaking industry for more than 60 years. As a TOP 50 papermaking enterprise in the world, the case company owned a serious market share in Taiwan. Along with the change in times, to make immediate and efficient response in this rapid changing global market in this network information generation, the case company decide to eliminate the existing information system and implement new ERP system. The case company hope to break the restrictions of the existing information flow and build up an integrated information platform for the Group.
　　
However, the way to a whole new IT system seemed rather bumpy. Would the encounter of old experience / old procedures/ experienced mechanics and new techniques/ new concepts/ new organizational form spark a favorable chance for change? Or, would the change, hampered by the conservative mind, become a long and tortuous one? And how does the ERP PMO team in the case company run the project to resolve the conflicts within the organization? How do they turn the crises into opportunities to successfully drive the new information system implementation?

This thesis is written with the Harvard case way. The thesis includes two parts: the case content and teaching notes. Through teacher's guidance and case study, this thesis discusses what elements and operations we need to focus on during project management? How to run the work through change management? How to face conflict management and improve the operational efficiency? What are the critical successful factors for planning and executing a large project? It is expected that this case study would provide new and deeper insights to business top managers for reference.

一、中文文獻
1.台灣專案管理學會編輯委員會（2016）。國際專案管理知識體系3.0（初版）。高雄市：台灣專案管理學會。
2.史蒂芬．柯維（2018）。第3選擇：解決人生所有難題的關鍵思維（初版）（姜雪影、蘇偉信譯）。台北市：天下文化。（2015）
3.羅伯．柯普朗、大衛．諾頓（2013）。策略地圖：串聯組織策略從形成到徹底實施的動態管理工具（初版）（陳正平譯）台北市：臉譜。（2004）
4.許文科（2000）。企業導入ERP的成功關鍵因素探討。國立臺灣科技大學工業管理系碩士論文，台北市。
5.黃英睿（2005）。企業資源規劃關鍵成功要素與效益之研究-以S公司的個案分析。義守大學管理研究所碩士班碩士論文，高雄市。
6.蔡建承（2012）。推動ERP過程中各階段之關鍵因素分析-M公司案例。國立成功大學工業與資訊管理學系專班碩士論文，台南市。
7.林敬寶（2018）。麻雀變鳳凰飛上枝頭，共享經濟雲端服務之商業模式--ACSBG公司的個案研究。國立臺灣科技大學管理研究所碩士論文，台北市。
8.鄭仁偉上課講義，組織變革，企業成功轉型8 Steps，摘錄自哈佛大學學者Kotter著作，天下文化。
 
二、英文文獻
1. Brakely III, H. H. (1999) "What Makes ERP Effect", Manufacturing System, PP.120-121.
2. Ehie, I. C., & Madsen, M. (2005). Identifying Critical Issues in Enterprise Resource Planning (ERP) Implementation. Computers in Industry, 56(6), 545-557.
3. Liu, P. L. (2011). Empirical Study on Influence of Critical Success Factors on ERP Knowledge Management on Management Performance in High-tech Industries in Taiwan. Expert Systems with Applications, 38(8), 10696-10704.
4. Eisenhardt, K. M., Kahwajy, J. L. & Bourgeois III, L. J. (1997). How Management Teams Can Have a Good Fight. Harvard Business Review. July-August, 79-84.
5. Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), 59-67.
6. Hammer, M. & Champy, J. (1993). Reengineering the Corporation- A Manifesto for Business Revolution. New York: HarperCollins.
 
三、網站資源
1.哈佛商業評論（https://www.hbrtaiwan.com/）。
2.MBA智庫百科（http://wiki.mbalib.com/wiki/）。
3.維基百科（http://zh.wikipedia.org/wiki/）。
4.賴志宏（2015/11/04）。「控制理論原理」在專案管理流程架構的應用。取自Kris專案管理學院（https://www.krispmschool.com/blog/pm/pm-principle/control-theory/）。