屬於一般的專案管理技巧及風險管理方法已經有許多文獻加以研究探討，但是當一個提供資訊服務的企業或單位有許多專案同時進行時(Multiple Projects)，該企業或單位的高層管理人員應該站在什麼位置，從事何種監督及控管的工作，才能有效率地進行多專案管理？本研究將以資訊服務業(IT Service Provider)專案辦公室(Project Office)的角度來探討，並制定一些較有彈性的流程來加速/簡化企業內部的管理工作，以提高客戶的滿意度，並維持一定的風險等級，使得即使流程簡化了，風險仍可控制。
本研究是以企業專案風險評估流程為探討主題，藉由文獻探討與某大跨國性資訊服務公司現行風險評估流程，將專案經理事先預估或執行時曾經出現的風險因子，透過歸納與分析，結論出若干不同的流程予不同類型的專案或金額使用，避免所有類型的專案均只應用同一套流程系統，徒然耗費許多內控的人力與時間；如此一方面可提供既有資訊服務廠商於其公司內部進行風險評估之流程改造，並可提供未來想進入資訊服務業領域的企業導入風險評估流程時之參考。
經由本研究可以得到以下的結果：
一、了解企業專案管理(Enterprise Project Management，EPM)風險之相關因素。並提供一份檢核表
二、提供企業或單位於導入各項專案前，對企業專案風險評估一份流程為參考依據。
三、提供較有彈性的風險評估模式以加速流程，提高客戶滿意度；其中80%的A型專案評估流程由原本之31天縮短至9~11天，86%的B型專案評估流程由原本之31天縮短至4~6天，總採樣專案數目的81.37%可獲得改善成效。

There are many papers or theses researched the similar topic which always focused on individual project management skills or risk management technique. Have you ever thought if a IT service provider try to process multiple projects, how the top manager team should monitor and supervise? How can they get this project done effectively and efficiently? How can they make the business more adaptive, responsive, and thus more profitable in a rapidly changing, multiproject environment? The advantages which can easily present why enterprise project management function its capability and show up its importance.
This thesis proposed the point of view from the project management office, and try to draft a series of flexible processes to speed up and eliminate internal works of an enterprise, to raise customer satisfaction, to maintain the proper risk level; even though the controlling process had simplified, the risks still can be managed.
In this research, which focused on risk assessing process in enterprise project management, reference lots of issues, books, magazines…etc., by literature review and existing assessing flow in I company, find out the risks of multiprojects, go through generalized and analysis methodology to conduct a lot of different processes which should be properly used in each type of projects.
Following results could be come out from this research,
1st, to realize what are the risk factors of enterprise project management(EPM).
2nd, to provide a referenced check list and process to which business wants to implement EPM.
3rd, to offer flexible risk assessing models speeding up processes and raise customer satisfaction. We could find 80% Type A projects could shorten process working days from original 31 days to 9~11 days; and 86% Type B projects, from 31days to 4~6days; total 81.37% sampling projects will get benefits.

第一章、緒論 1
第一節、前言 1
第二節ヽ研究背景 1
第三節ヽ研究動機 5
第四節、論文結構 9
第五節ヽ預期之研究成果 11
第二章ヽ相關文獻探討 12
第一節、專案 12
第二節、專案管理的關鍵成功因素 17
第三節、企業專案管理風險及其評估機制 20
第三章、研究設計 28
第一節、研究架構 28
第二節、研究流程 29
第三節、研究方法 30
第四章、研究分析 32
第一節、現行風險評估流程 32
第二節、專案風險分析 38
第五章、結論與建議 66
第一節、研究限制 66
第二節、研究結論 68
第三節、研究貢獻 70
第四節、流程簡化後之可能影響 75
第五節、後續研究建議 76
參考文獻 78
附錄A 81
附錄B 85

OVUM，資策會MIC經濟部ITIS計劃整理，2001年11月。
CCID 中國國務院信息產業部，2001。
劉志明，商業周刊713期，2001。
曾而汶，Digi Times新聞網，2001。
吳修辰，商業周刊731期，2001。
張雅雲，CNET新聞專區，2002。
黃淑琴，資策會MIC，2002。
盧諭緯，數位時代第31期，2002。
王志仁，數位時代，2002。
林信惠、黃明祥、王文良，軟體專案管理，智勝出版，2002初版。
宋明哲，風險管理，五南圖書出版，1980初版。
信懷南，不確定年代的專案管理，聯經出版，2001初版第三刷。
鄒正平編譯，微軟開發快速密笈，p85-89，微軟出版社，1999。
曹延傑，專案管理，格致圖書有限公司，1990。
張保隆、鄭毅萍，專案管理環境特性因素對專案執行的影響，科技管理學刊，第一卷第一期，p161-177，1996。
李裔武，台灣資訊服務業經營策略與組織系統流程，國立政治大學企業管理學系碩士論文，1998。
Adams J.R.,& Barndt S.E., “Behavioral Implications of the Project Life Cycle, Project Management Handbook”, D.I.Cleland and W.R King(Eds.), Van Nostrand Reinhold, New York, 1988
Archibald , Russell D., “Managing High-technology Program and Projects”, New York, NY : John Wiley&Sons,1976
Boehm, B.W., “Software Risk Management：Principles and Practices”, IEEE Software, January 1991, p32-41
Cleland D. I.,& King W.R., “Systems Analysis and Project Management”, McGraw-Hill, New York 1983
E. S. Andersen, K.V. Grude, T. Haug, J.R. Turner, “Goal Directed Project Management”, Kogan Page Limited, London, 1987
IBM Project Management Fundamentals Handbook, 1997
IBM ICM, “Initial Development of Process Overview” , 2001
Juran, J. M., “Leadership for Quality”, N.Y. , Free Press, 1989
Kerzner , H., “Project Management : A System Approach to Planning, Scheduling and Controlling”, 2nd ed. New York : Van Nostrand Reinhold Co. Inc. 1984
Lewis, James P., “Project Planning, Scheduling and Control”, Irwin Professional Publishing, 1995
Liz Maclachlan, “Making Project Management for You”, Library Association Publishing, London, 1996
Might, R.J.,& Fischer, W.A., “The Role of Structural Factors in Determining Project Management Success”, IEEE Transactions on Engineering Management, May,p71-77,1985
Paul C. Dinsmore, “Winning in Business with Enterprise Project Management”, American Management Association, 1999
Pinto J.K., and D.P. Slevin, “Critical Success Factors in Effective Project Implementation, in Project Management Handbook”, D.I.Cleland and W.R King(Eds.), Van Nostrand Reinhold, New York, 2nd ed.,1988.
Pinto J.K., and D.P. Slevin, “Critical Factors in Successful Project Management”, IEEEE Transactions on Engineering Management, February 1987.
Pinto J.K.,& Covin J.G., “Critical Factors in Project Implementation: A Comparison of Construction and R&D Projects”, Technovation, Vol.9, p49-62, 1989
Pinto J.K.,& Prescott J.E., “Planning and Tactical Factors in the Project Implementation Process”, Journal of Management Studies, Vol.27,No.3,May,p51-54,1990
PMBOK Guide 2000 Edition, PMI
Rook, P., “Software Reliability Handbook”, Crown, America, 1984
Surya Lovejoy, “A Systematic Approach to Getting Results”, Gower, USA, 1996
Thomas R. Block & J. Davidson Frame, “The Project Office”, CRISP Management Library, 1998