實務上，專案管理流程的架構方法並不限於一種，發展各專業領域所需的專案管理流程架構應因地制宜，不必全然相同，如此才能適合不同規模、不同組織、不同環境、不同產業的專案管理需求。目前發展專案管理流程架構的研究文獻數量眾多，但是討論組織專案管理策略改變，對專案管理工作的影響和調適的研究並不充分。本論文希望能透過分析和訪談，讓使用專案管理知識體系(PMBOK)進行專案管理的軟體開發人員，清楚了解遇到組織導入能力成熟度整合模式(CMMI)時，專案管理工作所受到的影響和調適。
本論文研究發現：(1) PMBOK定義了專案經理(project manager)應該具備的專案管理的知識和技能，內容告訴我們專案管理的過程中該做什麼事(what to do)，但沒有說明該怎麼做(how to do)。(2) PMBOK著重在專案管理知識的建構，要能成功的完成專案，還必須仰賴專案經理溝通協調與整合資源的能力，以及對所從事領域的熟悉與應用。因此，相較於該領域的專家，PMBOK更為強調通才。(3) CMMI是一套軟體發展流程改善模式，主要目的是協助組織進行軟體流程能力和成熟度的改善，強調共通性之專案管理架構的建立，將專案管理制度與流程標準化，除了說明做什麼事，也包括了該怎麼做。(4) PMBOK與CMMI都非常重視經驗學習(lessons learned)的累積。然而，CMMI會進一步分析這些資訊，以用來提高專案的品質和成功機率。(5) PMBOK與CMMI在專案管理上彼此是相互支援且相輔相成。

In practice, the project management process framework does not limit to a specified one. The development of the project management process framework in different fields should meet the situation then and does not need to be the same. Thus it can fit the needs of different scales, different organizations, different environment, and different industries. Many researches address the development of the project management process framework. But the researches that address the project adaption when organizational project management strategy changed are not sufficient. This thesis, through analysis and interview, helps software developers who use PMBOK to manage projects. It gives a clear understanding about the impact and adaption of project management tasks when CMMI is introduced into an organization.
According to our research, we conclude: (1) PMBOK defines the knowledge and skills that a project manager should have. It tells project managers what to do in the project management, but not how to do. (2) PMBOK emphasizes the capability of communication and integration. In addition to project management knowledge, the project management requires background knowledge. (3) CMMI is improving processes for developing better products and services. Its main objective is to improve the ability and the maturity of software development in an organization. It establishes a common project management framework to standardize the system and the procedures. This framework tells project managers what to do and how to do. (4) Lessons learned are a key element within both PMBOK and CMMI; yet, CMMI would further conduct analysis on those data to improve the project quality and success. (5) PMBOK and CMMI can support each other and supplement each other.

1.鍾俊仁(2009)。資訊科技專案管理。新加坡商聖智學習。2009年4月。
2.賴志宏(2011a)。專案管理制度導入。Kris專案管理學院，http://www.krispmschool.com/consulting/pmsop/index.php。2011年1月。
3.賴志宏(2011b)。專案管理流程建立。Kris專案管理學院，http://www.krispmschool.com/consulting/pmproc/index.php。2011年7月。
4.顧睿瑜(2011)。污水下水道工程監造管理導入國際專案管理架構研究。碩士論文。中華大學。2011年2月。
5.張錦成(2009)。符合CMMI需求管理流程領域之多媒體教材內容製作品質管制系統。碩士論文。2009年6月。
6.林德建(2009)。軟體研發部門專案管理的關鍵成功因素。碩士論文。2009年7月。
7.Ahern, Dennis M., Clouse, Aaron and Turner, Richard (2008). CMMI Distilled: A Practical Introduction to Integrated Process Improvement. 3rd ed. Addison-Wesley, 2008.
8.Kerzner, Harold (2006). Project Management: A System Approach to Planning, Scheduling and Controlling. 9th ed. John Wiley and Sons, 2006.
9.Newman, William H. et al (1987). The Process of Management: Strategy, Action, Results. 6th ed. Prentice Hall, 1987.
10.Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 5th ed. Project Management Institute, 2008.
11.Software Engineering Institute (2010). CMMI for Development, Version 1.3 (CMU/SEI-2010-TR-033). Carnegie Mellon University, Nov. 2010.
12.Software Engineering Institute (2011). CMMI for SCAMPISM Class A Appraisal Results 2011 Mid-Year Update. Carnegie Mellon University, Sept. 2011.