經濟部工業局於2005年正式推動「提升資訊軟體品質(CMMI)」計畫，協助業者導入CMMI制度，本個案公司於2005年開始計劃導入，於2006年取得CMMI ML3的認證。個案公司在流程、組織、人員、以及系統上都作了改善，在效益也達到組織的目標；在 2009年重新評鑑成功，取得CMMI-DEV 1.2 ML3的認證，並繼續往高成熟度等級-ML4/ML5前進。
2010年是關鍵的一年，對內來說，個案公司因業務需求，併購其他公司，高層異動，組織發生變化；對外來說，產業形態改變，國內需求變小，但同時政府政策往雲端發展，又開啓另一片天。另外國際競爭方面，因中國以及東南亞等國家進步神速，也紛紛往系統整合與軟體開發來發展，對個案公司也造成不小的壓力。此時又面臨三年CMMI重新評鑑的時刻，個案公司面對公司組織的變化以及對外的同業競爭與產業變化，個案公司將如何評估是否繼續評鑑，是本個案的重點。
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兩部份，教師手冊針對個案中的討論內容做詳細說明，以期達到理論與實務相結合之目的。

Industrial Development Bureau, Ministry of Economic Affairs formally promoted the project of “Capability Maturity Model-Integrated, CMMI” since 2005 to facilitate the owners implement the CMMI system. The company of case study implemented CMMI project in 2005 and received CMMI ML3 certification in 2006.
The company of case study had improved on processes, organization, human resource and system, as well as the benefits had achieved the performance goal of organization. After the success of reevaluation in 2009, they received the CMMI-DEV 1.2 ML3 certification and was continuing heading for High-Capability Maturity degree: ML4/ML5.
However, 2010 was a critical year. Internally, due to the increasing demand for business, the organization altered by mergers and acquisition other companies, and caused the change of executive level. Externally, they faced a varied industrial environment: although the domestic demand became smaller, yet, the Cloud computing of government policy gave another opportunity for them. Furthermore, the speedy improvement of China and Ester-south Countries, who has developed toward system integration and software development as well, also became a pressure for them.
It is now the company of case study comes to CMMI every-3-years reevaluation time. Owing to the change of organization, the high competition with other competitors and varying industrial environment, how dose the case company evaluate whether they should receive evaluation continuously or not is the pinpoint of this study.

一、中文文獻
1. 熊培霖等譯，原著PMI國際專案管理學會，「專案管理知識指南－中文繁體PMBOK Guide第四版」，博聖科技文化有限公司，2009年4月。
2. 鄭炳強著，「軟體工程－從實務出發＝Software engineering：a perspective from practices」，智勝文化事業有限公司，2008年5月。
3. 江靜旻 (2009)，「CMMI 成熟度等級對流程改善效益影響之研究」，碩士論文，國立台灣科技大學資訊管理系，2009 年 6 月。
4. 邱顯光 (2008)，「台灣導入CMMI關鍵成功因素之研究」，碩士論文，長榮大學資訊管理學系碩士班，2008 年 7 月。
5. SEI (2006)，適用於發展的能力整合模式CMMI-DEV 1.2 版。
6. SEI (2010)，適用於發展的能力整合模式CMMI-DEV 1.3 版。
二、英文文獻
1. Yin, R. A. (1994). Case Study Research: Design and Methods, 2nd edition. London: Sage.
2. Hollenbach, C. & Smith, D. (2002), “A portrait of a CMMI Level 4 effort”, Systems Engineering, 5(1), 2002
3. Landucci, P. (2006), “CMMI for CS/IT Key Success Factors and Implementation Approach.” Knowledge Place seminar, Jan. 2006
4. Kulpa, M. & Johnson, K. (2003), “Interpreting the CMMI: A Process Improvement Approach”, CRC Press, 2003
5. SEI (2006a), “CMMI for Development”, Version 1.2, CMU/SEI-2006-TR-008, Carnegie Mellon University, Aug. 2006
6. SEI (2006b), “Appraisal Requirements for CMMI”, Version 1.2,CMU/SEI-2006-TR-011, Carnegie Mellon University, Aug. 2006
7. SEI (2010a), “CMMI for Development”, Version 1.3, CMU/SEI-2010-TR-033, Carnegie Mellon University, Nov. 2010
8. SEI (2010b), “CMMI For Development - SCAMPI Class A Appraisal Results, 2010 Mid-Year Update”, Carnegie Mellon University, Sept. 2010