專案管理是近年來企業所進行的管理活動中最盛行的項目。藉由有效率地管理專案，可使企業提升競爭優勢，已是企業中不可或缺的管理方法。
許多企業長久以來功能性部門林立，組織因而呈現多種及片斷的面貌。因功能性組織並不強調與其他功能組織協同合作，故常會有見識不足、思考不夠周延、決策的觀點較狹隘等缺點。企業為了使彈性運用及整合組織內部資源，進而達成企業的策略目標，紛紛改以專案導向的方式來執行重要或複雜的專案，並成立專案管理辦公室來取代傳統功能性組織，用以主導、協助或監督專案的進行。
本研究以某金控公司所成立之專案管理辦公室（Project Management Office, PMO）為例，運用組織專案管理成熟度模式（Organizational Project Management Maturity Model, OPM3）評鑑與分析個案PMO在專案管理的成熟度。其結果顯示個案組織在PPP領域中以專案管理的成熟度較佳，其中之SMCI以標準化與持續改進之值為較高，但衡量的值則明顯偏低，依據評鑑結果分析與高階主管訪談內容與期望，將專案管理領域之衡量階段列為首要改進的重點項目，共計挑選出50項最佳實務作為個案PMO實務運作改進之參考，企業可依其整體策略及內部資源來規劃改進方向與執行步驟，以期達到逐步完善的目的。

In recently years, project management becomes the most popular topic of management activities in enterprises. The efficiently managing the projects enables the enterprise to enhance the advantage of competition that it becomes an essential management method for enterprise.
The functional business units have established in many enterprises for a long time, it presents the diverse and fragmental circumstances in organizations. Because of the functional business unit does not emphasize to coordinate with other functional business units, it often causes the drawbacks of insufficient knowledge, lack of deliberation, closed viewpoint of policy decision…and so on. In order to achieve the enterprise’s policy goal for the sake of flexibility and the integration of the internal resources, the enterprise has changed to use project-oriented method to execute an essential or complicate project. Meanwhile enterprise establishes the project management office by replaced legacy functional business unit for guiding, assisting or monitoring the progress of projects.
The thesis is based on a sample of PMO, which is established by one financial holding company, applying Organizational Project Management Maturity Model（OPM3）to assessment and to analyze the case of PMO in terms of the maturity of project management. The studying result indicates the sample PMO with the better maturity of project management in terms of PPP domain. The SMCI in the case indicates the higher value of standardize and improve, but it obviously indicates the lower value of measure. According to the analysis of assessed result and the contents and expectation after interviewed with senior managers, it lists the assessment stage of project management domain that is the major improvement item. It lists the best practices with 50 items in total that can be the references for sample PMO to improve their practical operation. The enterprise is able to plan the improving directions and implemental steps based on its entire strategies and internal resources, in order to achieve the goal of gradual improvement.

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（三） 網站部分
[1] http://www.pmi.org/ 美國專案管理學會
[2] http://opm3.pmi.org/
[3] http://www.opm3productsuite.com/
[4] http://opm3online.pmi.org/
[5] http://www.pm-abc.com.tw/ 長宏專案管理顧問公司
[6] http://www.psig.com.tw/ 博鴻國際專案管理顧問公司
[7] http://ipmrc.knu.edu.tw/ 開南大學國際專案管理研究中心
[8] http://www.gipm.knu.edu.tw/ 開南大學專案管理研究所