面對電子金融的蓬勃發展，網路銀行應用系統通常於五到七年即會引進新資訊架構以應付業務的持續發展需求，但軟體開發本來即是高風險的工作，加上軟體委外是合約中的甲方和乙方互相信任、高度協作的共同行為，尤其在大型專案可見的範圍大、時程長、成本高及可變因素多的情況下，軟體委外風險極高，如何從專案的工作計劃管理、變更管理、交付管理、溝通管理、追蹤和控制、人力資源管理、品質管理、風險管理、供應商管理、贊助人協議管理、事件管理、技術環境管理各方面努力，讓系統建置可以在如期、如質、如本的情況下完成，實為資訊決策層之一大課題。
個案公司的企業網路銀行憑藉著達數十處海外據點的優勢，及高度客製化的服務領先同業，但於2007年時面臨了系統架構老舊維護困難，漸無法應付快速增加的業務量及即時反應客戶新需求的困境而決定重建。本個案的重點在描寫主角資訊部經理Dave在企業網路銀行系統重建專案所面臨的問題，及於已延遲的專案後期決策系統該一次切換上線或將客戶分三批轉換上線的過程。
本論文採用哈佛式個案撰寫法，包含個案本文及教師參考手冊二部份，本文再分為A、B二單元，單元A描寫網路銀行系統重建專案緣起、經過平順的第一階段、紛擾的第二階段所面臨的問題及上線方式的抉擇，單元B內容為專案上線後的問題檢討及獲得最佳電子金融獎的過程，建議單元A的討論教學時間為八十分鐘，最後十分鐘才將單元B發給學員參考。教師手冊針對個案中的討論內容，包括專案管理、系統轉換、資源基礎理論等議題，分別就文獻學說及個案分析做整理，以期達到應用理論內涵，並體驗實務情境之目的。

Due to the vigorous development of electronic banking, new information architectures usually are introduced for the internet banking application system in 5 to 7 year cycle to meet the sustainable information needs of the business. However, the software development work is highly risky. The successful software outsourcing depends on the mutual trust and close cooperation between both parties of the contract. The risk is especially high for large projects, which are influenced by many variable factors such as broad scope, long time frame and high costs etc. How to complete the application systems according to the planned schedule, quality and budget is an important topic for information decision makers. In this regard, several aspects of management of the project should be taken into consideration, such as work plan management, change management, delivery management, communication management, tracking and control, human resources management, quality management, risk management, supplier management, sponsor agreement management, event management, technical environmental management, etc.
The internet banking system of this teaching case had been in the lead due to the advantage of dozens of service centers overseas and high customization service. However, in 2007 the company encountered the problem that the system architecture was too old to maintain and could not cope with the fast-growing business and customers' new requirements timely. Therefore the company decided to reconstruct the internet banking system. The focus of this teaching case thesis is to describe what problems the protagonist- Information Manager Dave had faced with when he dealt with the project of internet banking system reconstruction and the decision making on that the system should switch once or the data conversion process on-line in three tranches in the delayed project.
This thesis adopted Harvard writing style and consisted of two parts: Case Text and Teachers Reference Manual. The Case Text is divided into A and B units. Unit A described the introduction of Internet banking system reconstruction project, the smooth in first stage, the disturbing in second stage, and then the problems encountered and how to choose the way of making system on-line. Unit B described how the company pass through the problem-solving and review during the system on-line period, and the process of obtaining the best electronic banking award. The suggested discussion and teaching time for unit A is 80 minutes and in last 10 minutes unit B is handed out to the students for reference. The Teachers Reference Manual contained discussion on the case, including project management, system conversion, resource-based theory and other issues. All the case discussion descriptions in the manual were organized by literature theory and case analysis in order to achieve the aim of combination of the academic theory and industrial practices.

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