Recently SK Telecom successfully completed the NGM (Next-Generation Marketing) Project, which is known to be the largest systems integration project ever in the Korean history, and one of the largest and most complicated SI projects rarely seen even in the whole world. The NGM System was planned to innovate the marketing infrastructure of SK Telecom. The project took more than 4 years from planning to completion, and required an investment of more than 330 billion won. Though successfully completed, the project went through tough times; it was stopped for several months in the middle to revise the original plan. To remove the obstacles found in the early stages of the project, the management of the NGM Project, after revising the plan, adopted several creative project management methods that are quite different from the ones widely accepted in many domestic large-scale SI projects. This case reviews the background of the project, as well as the problems faced by the management in the early stages of the project, and then analyzes how SK Telecom overcame those problems in the context of project management and organization management. The project management methods newly adopted in the NGM Project will provide many lessons to future SI projects in Korea.