金融機構營運管理系統於持續發展過程中，受限於緊迫時程與資源重置，承受了極大的考驗。國內多數金融機構自民國80年以來，皆陸續擬定災害復原計畫與建置備援系統，應相對成熟，卻很少企業曾真正啟動，常淪為備而不用的計畫，並未真正得到應有重視。近年國內外災難頻傳，遂陸續回頭審視管理機制，發現不夠深入與完整。而營運持續管理以災難備援為基礎並行之有年，由點到面進一步擴展而成，惟未有管理工具評估實際成熟程度，供各界檢視自身營運持續管理能力之參考。

將個案持續進行八年之營運發展軌跡導入模型，綜合顧問與專家建議，客觀定義成熟標準進行歷年比較分析，以瞭解成熟水準及如何改善的具體作法。最後將研究結果，提出作業標準程序供金融機構參考使用，逐步提昇營運持續管理之成熟度，作為管理機制的調整依據與指引，增進其營運持續能力，為企業創造最大利潤與提升競爭力。

Most of banking institutions in the process of sustainable development, limit to the urgency of time and resources to reset, to taking stress withstand a great test. The majority of domestic banking institutions since 1991, are one after another to develop a disaster recovery plan(DRP.) and build a redundant system, should be relatively mature, but very few companies had actually started DRP., keep it for possible future use meant as a precautionary measure.「Yet, DRP. does not always receive the attention it deserves? 」

Domestic and international disasters were frequent in recent years, then begin to look back at the management regulation found are not enough depth and complete. The business continuity management rely on the basis of disaster recovery, and running more years. From basic to complex and further expansion made but there are no management tools to understand the actual maturity of the business continuity management capabilities of reference for public view.

The case eight years of operation and development trajectory import model, the comprehensive consulting with experts suggest,Objective definition of a mature standard calendar year comparative analysis, to understand the level of maturity and how to improve practice.Finally, the study puts forward the operating standard procedures for  financial institutions use and reference.Gradually improve the operation of the maturity of the ongoing management, as adjusted basis and guidelines for management mechanism, Enhance the sustainability of its operations for enterprises to create maximum profits and enhance their competitiveness.

目次 
=======================================
目次	VI
表目錄	VIII
圖目錄	IX
第一章	緒論1
第一節	研究背景與動機1
第二節	研究目的4
第三節	論文架構5
第二章	文獻探討6
第一節	營運持續管理介紹8
第二節	營運持續管理國際發展歷史與現況9
第三節	營運持續管理的定義與範疇11
第四節	營運持續管理成熟度定義與整合模式12
第五節	營運持續管理成熟度模型15
第六節	RMN模型採用說明17
第七節	營運持續管理分析19
第三章	研究設計21
第一節	研究方法21
第二節	研究對象23
第三節	研究流程24
第四章	個案研究與分析25
第一節	個案背景25
第二節	個案BCM成熟度模型28
第三節	個案年度成熟度差異分析32
第四節	金管會採用之基準與RMN模型比較41
第五節	RMN模型標準作業程序	50
第五章	結論與建議53
第一節	結論53
第二節	建議58
參考文獻	64
一、中文文獻64
二、英文文獻65
附錄69
一、RMN模型組成與品質水準成熟率檢核表(2005-2012)	69
二、RMN模型組成水準檢核表70
三、RMN模型品質水準檢核表72
四、金管會基準與RMN模型對應表77
 
表目錄 
=======================================
表 2-1全球災害復原與營運持續規劃相關法規彙總表10
表 2-2 營運持續管理成熟度模型研究彙整13
表 4-1 戒備等級與RTO對應表26
表 4-2 BCM成熟度組成層級 資料來源：(MOHAN AND RAI, 2006)29
表 4-3 BCM成熟度品質層級 資料來源：(RANDEREE, 2012)30
表 4-4 RMN MODEL成熟率31
表 4-5成熟度提昇對應表61
表 4-6組成水準分類表61
表 4-7品質水準分類表62
表 4-8成熟度對應程序表63

圖目錄
=======================================
圖 1-1  BCM、BCP、DRP發展關係圖3
圖 2-1  營運持續管理發展趨勢圖8
圖 2-2  RMN成熟度模型 資料來源：(RANDEREE ET AL., 2012)17
圖 3-1  研究流程圖24
圖 4-1  個案銀行組織系統圖25
圖 4-2  RMN模型等級、項目分類30
圖 4-3  RMN MODEL成熟度歷程31
圖 4-4  金管會、個案銀行RMN MODEL關係比較41

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