一般導入新的資訊系統，常指定一位專案經理執行，高階主管亦會給予充分的支持與授權，以便專案得以順利推動，但是也有一些專案進行，採用團隊專案管理。本研究探討專案管理團隊之衝突對專案成效之影響。 本研究以國內印刷電路板(Printed Circuit Board，簡稱PCB)產業排名第一，全球排名前五大之A電子公司所進行的機台連線自動化系統專案為研究對象，採取個案研究法，透過訪談及收集各項資料，探討專案團隊在進行過程中所產生的衝突、造成專案最終停止的原因，以及完成的系統沒有使用的原因。 本研究的結果顯示:(1)推動產業內首創的資訊系統，需得到公司高層充分的信任及授權，(2)在專案進行中變更專案決策模式，且團隊成員的相處工作時間短，對於彼此觀點不同的堅持，造成決策的延誤有相當大的影響，(3)多元團隊所產生的衝突，並未決策出有效的結果。 A project manager usually is appointed when there is a new information system to be developed, and the manager is responsible for making the project go smoothly. However, a team-leading structure is adopted for some projects. This research looks into the differences between a project led by a project management team and a single manager. This research examines an automation system project at a top domestic printed circuit board (PCB) company which also ranks among the five biggest PCB companies in the world. The research adopts a case study method, through interviewing and collecting secondary data, and inquires into the conflicts generated within the project team during the process of system development. The study attempts to identify the reasons for such conflicts and why the system has not been used after its completion. The result shows: (1) that during information system development, the project team needs to get the full trust and authorization of the leader; (2) if team members have different opinions with being properly resolved, the project will be delayed; and (3) team members may have various ideas and the end result may not be always ideal.
