現今專案管理範疇中，專案能否順利達成，關鍵在於是否能深入理解並靈活因應特定的環境與需求。在木工機領域中，創新產品專案和成熟產品專案是兩大主要的類型。創新產品是從無到有的產品開發流程，其最終目標在於推出市場上前所未見的全新產品。成熟產品專案則針對已經實現量產且品質穩定的產品進行微調，其核心在於產品優化與提升市場適應性。
隨著木工機械產業的持續發展，專案管理已成為企業營運中重要的一環。針對創新型產品專案與成熟型產品專案而言，兩者在推動過程中所面臨的挑戰與需求各有不同。由於它們在目標設定、執行方式以及影響專案成功的因素等方面呈現差異，因此如何因應這些差異並採取合適的管理策略，已成為專案管理實務中一項關鍵課題。
本研究透過問卷調查的方法，探討創新產品專案與成熟產品專案在關鍵成功因素上的差異。研究結果發現，對於此兩種類型的專案而言，明確的目標與預期效益以及良好的溝通與協調能力都是不可或缺的重要因素。然而，對創新產品而言，「失效模式分析」被視為一項關鍵的成功要素；相對地，對於成熟產品來說，「關鍵尺寸的量測」則顯得更為重要。這些發現顯示，兩類專案在管理需求上確實存在差異。
總體而言，此研究填補了在木工機產業中專案關鍵成功因素的研究缺口，探討了創新產品與成熟產品專案之間的成功差異性，研究結果可以為企業界提供有效的建議與參考，同時也可以增加專案管理學術中針對不同類型專案的了解。

In contemporary project management, the successful execution of a project largely depends on the ability to thoroughly understand and adapt to specific environments and requirements. Within the woodworking machinery industry, two primary types of projects can be identified: innovative product projects and mature product projects. Innovative product projects involve the development of entirely new products from the ground up, with the goal of introducing unprecedented solutions to the market. In contrast, mature product projects focus on fine-tuning products that have already achieved mass production and stable quality, emphasizing product optimization and enhanced market adaptability.
With the continued development of the woodworking machinery industry, project management has become an essential component of business operations. For both innovative product projects and mature product projects, the challenges and requirements encountered during implementation differ significantly. These differences are reflected in various aspects such as goal setting, execution approaches, and the factors influencing project success. As a result, how to effectively address these distinctions and adopt appropriate management strategies has emerged as a critical issue in project management practice.
This study employs a questionnaire-based survey to examine the differences in critical success factors between innovative product projects and mature product projects. The findings indicate that, for both types of projects, clearly defined objectives and expected benefits, along with effective communication and coordination, are essential success factors. However, for innovative products, Failure Mode and Effects Analysis (FMEA) is regarded as a key success element. In contrast, for mature products, the measurement of critical dimensions is considered more important. These findings suggest that there are indeed distinct management requirements between the two types of projects.
Overall, this study fills a research gap concerning critical success factors in the woodworking machinery industry by exploring the differences in project success between innovative and mature product projects. The findings offer valuable insights and practical recommendations for industry professionals, while also contributing to a deeper academic understanding of project management across different project types.

1.Anna Kadefors. (2004). Trust in project relationships-inside the black box.
2.André Segismundo, Paulo Augusto Cauchick Miguel. (2008). Failure mode and effects analysis (FMEA) in the context of risk management in new product development: A case study in an automotive company.
3.Achim Walter. (2003). Relationship-specific factors influencing supplier involvement in customer new product development.
4.Abbie Griffin. (1997). PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices.
5.Baker, B. (1997). Communication, commitment, and the management of meaning.
6.Chien-Wei Wu, W.L. Pearn, Samuel Kotz. ( 2009). An overview of theory and practice on process capability indices for quality assurance.
7.Hans Georg Gemunden, Soren Salomo , Axel Krieger. ( 2005). The influence of project autonomy on project success.
8.J. Rodney Turner, Ralf Müller. (2005). The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review.
9.JK Pinto, DP Slevin. (1987). Critical factor in successful project implementation.
10.JP Lewis. (2008). Mastering project management (Chapter 19-mangaing resources in project scheduling).
11.Mahdi Bahrami , Danial Hadizadeh Bazzazb , S. Mojtaba Sajjadic. (2012). Innovation and improvements in project implementation and management, using FMEA technique.
12.Malone, T. W., & Crowston, K. (1994). The interdisciplinary study of coordination.
13.Nicholas & Steyn. (2016). Project Management for Engineering, Business and Technology
14.Roge´ rio Santana Peruchi, Pedro Paulo Balestrassi n, Anderson Paulo de Paiva, Joao Roberto Ferreira, Michele de Santana Carmelossi.( 2013). A new multivariate gage R&R method for correlated characteristics.
15.Stephan M. Wagner, Martin Hoegl. ( 2006). Involving Suppliers in Product Development: Insights from R&D Directors and Project Managers.
16.Teri Elkins, Robert T. Keller. (2003). Leadership in Research and Development Organizations: A Literature Review and Conceptual Framework.
17.Ying-Yi Chih, Ofer Zwikael. (2015). Project benefit management: a conceptual framework of target Benefit formulation.
18.Zulch, B.G. (2014). Communication: The Foundation of Project Management.