With the rapid development of information technology, the application of information technology has brought an earth-shaking change to the enterprises that use it. To structure the platform of information technology so as to achieve the integration and optimization of enterprise’s business process, strengthen the business innovation capability, and enhance the overall production efficiency and competitiveness of the enterprise has become the trend of enterprise’s development. And software project is just the core in the development of enterprise informationization industry; it plays a pivotal role in the process of enterprise informationization.
與此同時，由於軟件的應用越來越廣泛，軟件項目趨向於全球化、復雜化、細致化，使得人們對軟件穩健性，可靠性的需求也日益增長，對軟件質量的關註也達到了前所未有的高度，軟件項目產品的質量成為企業能夠保證業務的穩健快速發展和獲得更多用戶的關鍵。如何更好得管理好信息技術部門相關的流程、技術、人員，使技術部門為業務提供更穩定的服務，已經成為軟件從業人員所要思考的壹個重要問題。
In the same time as the application of software is getting increasingly wide, the software projects tend to globalization, complication, and more meticulosity, makes the demands for software robustness, reliability more increased. Furthermore the concern about the quality of the software has also reached an unprecedented height, the quality of the software products has become the key for the enterprises to ensure their stable and rapid development in the business and access more customers.
Therefore, how to get better management of the related process, technology, personnel and make the Technological Department to provide more stable service to the business has become a critical issue needing to be considered by software professionals.
雖然目前軟件項目管理思想發展處在壹個百家爭鳴的時代，但對於非軟件企業的軟件項目的管理還是壹個很少人關註的論題。非軟件企業有別於普通的軟件公司，存在以下特點：需求和開發相分離，軟件開發部分外包，項目組成員組成復雜，項目安全要求較高，處理數據量大。本文以非軟件公司B銀行為研究對象，采取案例分析法，經過深入的調查和研究，從需求管理、溝通管理、風險管理、時間管理四個方面論述了B銀行對於該軟件部門的軟件項目管理改進的過程實踐，並總結經驗教訓，希望能為同類型非軟件型企業的軟件項目管理提供壹些借鑒。
Although the development of software project management thinking is in a contending era, but the software project management of non-software enterprises is still a topic that few people concerned about. Unlike common software companies non-software enterprises have following features: the separation of demand of development,
part of the software development being outsourced, complex composition of the project team members, higher safety requirement of the project, large amount of data processing. Taking a non-software firm, B Bank, as the study object, employing case analysis method, through deep investigation and study, this article describes the improvement process of the software project management of B Bank on its Software Department, which is described from four aspects of demand management, communication management, risk management, and time management. Also the experience and lessons are summarized so as to offer some reference for the software project management of same kinds of non-software enterprises.