摘要
隨著資訊科技的蓬勃發展，以及企業對於資訊系統的需求越來越多。軟體專案開發與管理日趨複雜，以致時程延誤和品質不佳的情形在軟體公司屢見不鮮。有鑑於此，自2002 年SEI 發表CMMI 開始，全球軟體業者積極投入導入行列，每年導入家數幾乎以倍數成長。顯示CMMI 確為國際證實有助於提昇軟體產出的品質與改善組織內部軟體開發流程的效率。 雖然CMMI 模式提供軟體業者以系統化方法，從事軟體開發及維護，以達到提昇客戶滿意度、降低成本等目的。然而台灣軟體業者規模多屬中小型，礙於成本或其他的考量，對於導入CMMI 抱持觀望的態度。不僅顧問公司的評鑑和輔導費用所費不貲外，在整個導入過程上，也需要一段相當長的時間、專職的人力、工具以及其他資源的投入。如能在導入CMMI 標準前，自我評估現有軟體流程與標準之差異程度，將有助於後續CMMI 導入工作的推動。 本研究以CMMI 標準所定義之流程領域下的一般實務、特定實務和細部執行方法，逐一檢驗個案公司軟體開發流程。期能透過評估結果之發現，對個案公司提出CMMI 導入建議。
並列摘要
The vigorous development of information technology and the increasing demands from companies on information systems results in a surge in the complexity and importance of software project management. Problems in budget overrun, schedule delay and poor quality are often reported. In order to face the problems, the SEI (Software Engineering Institute) announced CMMI (Capability Maturity Model Integration) in 2002. Since then, global software companies haveactively participated and implemented the matrix as a basis of their capabilities. The number of participating companies has grown drastically in recent year. This development reveals that CMMI has been internationally recognized as a useful tool to enhance product quality and improve internal efficiency for software development organizations. The CMMI model provides software companies with a systematic methodology in software development and maintenance, so as to achieve goals of customer satisfaction and cost reduction. However, Taiwanese software companies are mostly of small and medium companies. Many of them took a "wait-and-see" attitude towards CMMI implementation, due to cost considerations. Evaluation and counseling cost charged by consultant companies are high. In addition, during the implementation process, a long period of time, dedicated human resources, tools, and other resources are required. It would be nice if one can perform a self evaluation, and improve the gap between existing software process and CMMI standards before actual implementation, since it will substantially reduce the actual effort in CMMI implantation. This study attempts to make use of the generic practice, specific practice, and detail execution methods defined by CMMI standards to carry out an evaluation process for a software company. Results are presented and managerial recommendations to the target company are presented.