Traditional capacity building management relies on annual plans, on-the-job training, and other functional means. Under the dual pressure of dynamic environmental changes and rapid strategic adjustments, it increasingly exposes structural problems such as unclear goals, scattered processes, dispersed resources, and superficial evaluations. This paper adopts the idea of project-based management and systematically demonstrates the internal compatibility logic of the two in terms of goals, processes, resources, and evaluations. Based on this, it designs an implementation path system with goal-oriented, all-process planning and execution as the main line and resource integration and dynamic assessment as the two wings. The research shows that the project-based perspective can prompt capacity building management to transform from decentralized, passive functional behaviors to integrated, proactive governance behaviors. Its theoretical value lies in revealing the possibility of methodological migration of project management tools in non-traditional project fields, and its practical value lies in providing an organized and operational action framework for organizations to solve problems such as mismatch in capacity supply and demand and attenuation of construction effectiveness.