「工程管理」係新蘆線機電系統專案工程的作業活動核心。且專案管理的最終目標 唯有透過工程管理之執行、整合途徑並輔以時程控管、PMIS資訊系統之追蹤手段，始能 達成。有鑑於此，本文擬從整體工程管理、時程管控及PMIS資訊系統資料控管等實務工 作中所汲取之經驗教訓，提供給諸位同業分享與參考。從事專案管理的過程中，不乏有 成功與失敗的事例。不論其成敗與否，均足資專案管理人員借鏡。誠如古人有云：他山 之石可以攻錯。善用這些經驗、程序、方法與工具並記取錯誤與缺陷，除可免除無謂的 重新摸索外，亦可使專案管理更臻完善並降低不必要的成本。準此要領，吾等可站在前 人智慧的基礎上繼續往專案管理精緻化的方向無限延伸邁進。

Project management was the core task when implementing the entire E&M system on the Xinzhuang & Luzhou lines. The ultimate aim of project management can only be achieved through implementation and integration of construction management coupled with schedule control, and a follow-up property management information system (PMIS). In view of these facts, we would like to share our experiences accumulated while we implemented overall project management, schedule control, and PMIS data control. Even though not all of them were successful, the various results of these experiences can serve as references for those who are in charge of project management. As an old Chinese saying goes: one can remedy one’s own defects by listening to the suggestions of others. With these experiences, procedures, methods, and tools at hand, we can learn lessons from mistakes so as to not only save lots of time and money spent on trial and error but also refine project management. Moreover, we hope that based on the wisdom of our predecessors, project management will be advanced for better quality in the future.