本個案描述興建廠房專案的歷程，一名專案經理進行工程所面臨的情境。

　　在受到大環境與組織變革影響，在彰化辦事處的成員，曾經為了將來可能會面臨去留問題而擔憂。在歷經逾三年的用心耕耘，部門表現獲得公司的肯定。時值外在環境的轉變，公司為解決產能的問題，建廠理想最終得以實現。

　　被指派為負責興建廠房的專案經理，對許多人而言都是十分寶貴的經驗。在局外人眼中，專案經理看似春風得意，握有充沛的資源與至高的權力。當專案經理在欣然接受指派的同時，能否在專案生命週期中，做好規劃、組織、領導與控制？將不同專業領域與不同生活背景的一群人，整合成目標一致的團隊。透過不斷溝通，讓利害關係人之間的衝突轉化成為合作，當風暴排山倒海而來，專案經理必須能掌握分寸，帶領團隊渡過逆境，將危機化解於無形。運用有限的時間、預算與資源，使專案獲得最大的成效，成為專案經理責無旁貸的使命。然而，這箇中的甘苦「如人飲水，冷暖自知。」

　　This case is a description of the process of a plant construction and the situations that a project manager may confront during it.

　　Under the affects of various social environment and organization, the members of the Changhua Office have had to worry themselves with the uncertain future of their employment period. Given the more than three years of hard work, the company had come to admire the performance and accomplishments of the Department. Due to the variation of the external environment, the company need to improve the capacity issues for the production, the ideal to build a plant has finally come true.

　　It is a very valuable experience for anyone to be a project manager assigned the responsibility for a plant construction. From the perspective of a third party, a project Manager seems to hold a high position, responsible for all resources, and ultimately holding an abundance of power. However, a project manager should consider thoroughly whether he could do well on the project planning, organization, leadership and control during the plant construction after he decide to accept the assignment. The project manager is able to deal with a group of people with different professional skills and live with different life culture and is able to organize them into a whole team to achieve a single goal. To reconcile the conflict between people in team and make them work together as a team through the skill of the constant communication. While the conflicting storm is keeping come in, the project manager should make the proper decision when it’s needed and leads the team come through the clutters and difficulties and conquer the risks ahead. The most important mission and responsibility for a project manager is to ensure the project runs to maximum effect under the limitations of time, budget and resources. However, one can only fully understand this when you actually undertake such a large responsibility.

中文文獻
[1] 吳憲彰，「營造業承攬限額與總量之限定」，營造天下月刊，第133期，第18-20頁，民國九十六年。
[2] Robbins, S. P. and Coulter, M.著；林孟彥譯，管理學，台北市，華泰文化，民國九十五年。
[3] Gray, C. F. and Larson, E. W.著；劉雯瑜、張世鵬譯，專案管理，台北市，麥格羅希爾，民國九十四年。
[4] Clements, P. J. and Gido, J.著；宋文娟、宋美瑩譯，專案管理，台北市，新加坡商聖智學習，民國九十九年。
[5] 熊培霖著，專案經理的教戰手則：成功PM的18項修煉，台北市，聖博科技文化，民國一○○年。

英文文獻
[1] Gray, C. F. and Larson, E. W., Project Management: The Managerial Process, McGraw-Hill, New York, pp. 4-13(2008).
[2] Kerzner, H., Applied Project Management, John Wiley & Sons, New York, pp. 221(2000).
[3] Pinto, J. K., Project Management: Achieving Competitive Advantage, Pearson Education, New Jersey, pp.199-209(2007).
[4] Thomas, K. W. and Schmidt, W. H., “A survey of managerial interests with respect to conflict,” Academy of Management Journal, 10: 315-318(1976).
[5] Thamhain, H. J. and Wilemon, D. L., "Conflict management in project life cycles," Sloan Management Review, 16 (3): 31-50(1975).
[6] Verma, V. K., “Organizing Project for Success: The Human Aspects of Project Management,” Newtown Square, PA: Project Management Institute, Vol. 1, pp. 45-73(1995).