台灣的科技代工業萌芽於1970年代，隨著國際大廠的不斷成長，帶動了台灣製造業的經濟起飛以及代工業(OEM, Original Equipment Manu facturer)成長。隨著產業分工越來越細，製造商也各自發展出屬於每個企業所特有的專長與能力，因此，比起代工業，能夠協助客戶廠商進行產品設計並且製造的代工設計製造業ODM(Original Design Manufacturer) 也逐漸發展。
在競爭激烈的全球化產業發展下，滿足客戶需求是企業最重要也最關鍵的價值所在。對於ODM產業來說，如何快速設計並且發展合乎客戶品質期待以及符合預算成本的產品，便是呈現企業價值所在的重點項目。也因此，ODM企業也以導入專案管理的方式，發展出新產品開發流程的專案管理方式。一個有效導入專案管理並且擁有成功的專案團隊的新產品開發流程，不但能夠有效地如期如質且在預算內完成新產品開發任務，也能讓組織不斷藉由過去的專案經驗學習成長，讓組織能夠持續進步，維持企業的競爭力，提升企業的價值。
本研究藉由探討TFT-LCD產業中的ODM公司新產品開發流程的專案管理方式，來了解專案管理對於新產品開發過程中的重要性，並藉由探討專案管理在實務應用上的狀況，來了解專案管理在實際執行上所面對的關鍵成功要素所在。

The technical industry in Taiwan has been emerging since 1970s. As the foreign international enterprises continuously growing up, the economic in Taiwan is driven to take off and the OEM (Original Equipment Manufacturer) industry is booming as well. By the industrial division becoming detailed and detailed, all the manufacturers have developed its individual professional skill and capacity. Therefore, a new industry ODM (Original Design Manufacturer), which can design the product in place of their customer, is rising.
In the competitive global industrial environment, to satisfy the customers ’need is the most important task and the most valuable activity to an international firm. Due to the ODM industry, how to design the new product quickly, to keep the quality over the customer’s expectation and to control the budget shows its value. So, the ODM company uses the project management on the new product development process and brings up a well-trained project management team to ensure the new product development success and to keep the growth of the organization continuously.
This study will determine the importance of the project management to a TFT-LCD ODM. By the research of the practice about the project management, we can understand the project management’s key success factors in the TFT-LCD ODM industry.

一、 中文部分
1. PMI國際專案管理學會台灣分會譯，PMI國際專案管理學會著(2009)，專案管理知識體指南第四版。
2. 工研院，「2004年上半年台灣光電產業營運分析」，工研院IEK-ITIS計畫，民國九十三年。
3. 何享承(2008)，眼鏡式無線藍芽耳機產品研發專案管理實務，龍華科技大學。
4. 李慶章(譯)(2004)，資訊科技專案管理，新加坡湯姆生亞洲私人有限公司台灣分公司。
5. 林建德(2009)，軟體研發部門專案管理的關鍵成功因素，逢甲大學。
6. 林瑞華(2011)，平板電腦產品專案開發流程之研究，聖約翰科技大學。
7. 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。
8. 胡瑋珊(譯)(2002)。專案管理最佳實務，初版。台北：藍鯨出版。(Richard Murch, 2002)
9. 范淼、熊培霖、黃哲明(2006)，專案管理基礎知識與應用實務(2版)：專案管理入門寶典
10. 游泳清(2006)，新產品試產專案管理模式研究-以手機廠為例，國立台灣科技大學。
11. 葉佳欣 (2005) 台灣CRT與TFT LCD產業比較分析-以產業生態與生命週期觀點。
12. 詹文男(2003)，光電投資導覽—台、中、日、韓的全球霸主之爭，台北：商周出版。
13. 熊培霖(2004)，專案管理知識體系導讀指南。
14. 趙高慶(2005)，工程專案管理資訊系統之探討-以A公司為例，國立台灣科技大學。
二、 英文部分
1. Atkinson, Roger, (1999), Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria
2. Bent, F. (2006), From nobel prize to project management: getting risks right. Project Management Journal, 37,3,5-15.
3. Cleland, I.D. & King, R.W., System Analysis and Project, 3rd edition, McGraw-Hill College, 1983.
4. Cooke, H.S & K. Tate, (2005), 36-Hour Course: Project Management.
5. Gido, J & Clements, J.P., (2004), Successful Project Management (4th ed.), 74-80
6. Greg, I., (2006), Integrated cost and schedule control in project management, Project Management Journal, 37, 115.
7. James, P.L., (1995), Project Planning, Scheduling and Control.
8. Jaselskis, E.J., & D.B. Ashley, (1991), Optimal allocation of project management resources for achieving success. J Constr Eng Manage, 117(2), 321-340.
9. Kerzner, H. (2006), Project Management: A System Approach to Planning, Scheduling and Controlling, 9th ed, John Wiley and Sons, New York, N.Y.
10. Lewis, JP,(2005), Project planning, scheduling, and control: a hands-on guide to bringing
11. Meredith, J.R., & Mantel, S.I.,(1989), Project Management, Project Management Journal, 39(2), 16-33.
12. Peterson, T.M., (2008), Motivation: How to Increase Project Development. Project Management Journal, 38(2), 22-40.
13. Pheng, L.S. & C Chuvessiriporn, (1997), Ancient Thai battlefield strategic principles: lessons for leadership qualities in construction project management, International Journal of Project Management.
14. Pinto, J.K., & Covin, J.G., (1989), Critical Factors in project implementation: a comparison of construction and R&D projects. Technovation, 9, 49-62.
15. Pinto, J.K., & Prescott, J.E., (1990), Planning and tactical factors in the project implementation process, Journal of Management Studies, 27(3), 51-54.
16. Pinto, J.K., & Slevin, D.P., (1988), Project success: definition and measurement techniques. Project Management Journal, 19(1), 67-72.
17. Project Management Institute, (2008), A Guide to the Project Management Body of Knowledge, 4e.
18. Svetlana, C.P., (2006), Understanding project management practice through interpretative and critical research perspective. Project Management Journal, 37(2), 27-37.
19. Turner, J.R., (2006), Towards a theory of Project Management : The functions of Project Management. International Journal of Project Management, 24, 187-189.