近年，中国以腾讯、阿里为首的互联网巨头，利用自身科技金融公司的优势，不断 拓展业务领域，将信息技术与金融资本快速结合，催生了能与传统银行的存、贷、结算 三大业务产生一定程度碰撞的互联网金融模式。这种模式以灵活多样的软件平台为基 础，如支付宝、余额宝、花呗等，为客户提供高效、便捷的新金融服务渠道，快速响应 客户的各方面需求。这类软件平台多采用敏捷开发模式，具有开发周期短、产品及功能 更新迭代速度快的特点，同时这类金融软件正在成爆炸式的增长。相较科技金融公司而 言，同样以金融产品响应客户需求而赢得市场份额的商业银行，其传统的瀑布式软件开 发模式，因开发周期长、功能稳定、产品迭代速度慢等问题，而面临前所未有的挑战。 敏捷驱动发展，是商业银行紧跟时代步伐，及时响应市场的必备要求。在此背景下， ZY银行针对软件项目管理模式做出了改革转型，提出了“敏捷开发”这一要求，并在新的 管理模式下成功完成多个项目的上线，取得了一定成果，在一定程度上实现了需求灵活、 快速的目的。但在此开发模式下，系统更新频率快、开发周期短，同时存在新的管理模 式运行时间较短、相关的管理办法和制度并未制定到位等情况，故需求参与者如何结合 相关理论知识以平衡上线速度、产品灵活度和需求质量之间的关系，以做好需求管理便 成为ZY银行需进一步优化解决的问题。 首先文章介绍了研究背景和国内外研究现状，并以ZY银行为例，阐明了目前软件 项目在敏捷开发模式下需求管理存在的问题，并引出本文的研究课题，敏捷开发模式下 软件项目需求管理应如何做好启动阶段需求分析，怎样确保开发阶段需求计划有效实 施、确保项目质量的前提下保证需求的快速灵活性，如何保障上线阶段需求推广质量和 反馈及时性等。 其次，本文介绍了ZY银行目前的敏捷开发现状，分析了ZY银行软件项目需求管理 模式，指出了敏捷开发模式下ZY银行软件项目需求管理存在的问题，敏捷开发模式虽 然能高效、快速响应市场，但在需求管理中存在需求理解不准确、开发资源浪费、系统 风险把控能力降低、需求变更不合理、计划性低、项目上线后效益评估及纠错不及时的 问题。II 然后逐一分析了ZY银行需求管理存在这些问题的原因，缺乏需求管理的沟通和对 有效需求的识别、需求拆分不合理、为追求上线速度和产品灵活性而牺牲风险把控、需 求变更缺乏严肃性、缺乏跟踪机制等。 最后针对存在的问题逐一给了建议，加强需求沟通的管理和有效需求能别能力、做 好类似需求的整和及复杂需求的拆分、强化项目经理职责加强需求管理调控、重视需求 状态变化和需求变更、重视软件项目正式投产后的跟踪调查与维护。 本文着眼于敏捷开发模式下ZY银行软件项目的需求管理，找出问题、分析原因、 提出解决建议，从需求管理的启动、计划、实施、推广、反馈各阶段出发，详细论述了 ZY银行的现状和需要解决的问题，为同类计划或已开始启动敏捷开发模式的商业银行 提供了很好的借鉴，对商业银行做好软件项目管理提升金融产品竞争力具有一定的参考 价值。同时，当前学术界对软件项目的研究多针对原有瀑布式开发模式，而针对银行“敏 捷开发”模式的需求管理研究的较少，故期望通过本文能为今后的研究提供一定的经验 和参考。但因研究时间有限，并且ZY银行以及金融行业的“敏捷开发”模式都正处于探索 阶段，没有足够的成功先例可供借鉴，故今后仍需进一步深入研究。 关键词，商业银行，敏捷开发，需求管理III ABSTRACT In recent years, China's Internet giants, led by Tencent and Ali, have taken advantage of their own technology finance companies to expand their business areas and integrate information technology with financial capital. It gave birth to the Internet Jinrongmoshi, who can collide with the three major businesses of traditional banks: deposit, loan, and settlement. This model is based on flexible and diverse software platforms, such as Alipay, Balance Treasure, and Huayu, which provide customers with efficient and convenient new financial service channels and respond quickly to customers 'needs. This kind of software platform adopts agile development mode, which has the characteristics of short development cycle and fast iteration of product and function renewal. At the same time, this kind of financial software is exploding. Compared with technology finance companies, commercial banks that also win market share in response to customer demand for financial products, their traditional waterfall software development model faces unprecedented challenges due to problems such as long development cycle, stable function, and slow product iteration speed. Agile driving development is a necessary requirement for commercial banks to keep pace with the times and respond to the market in a timely manner. In this context, ZY Bank has made a transformation of the software project management model and put forward the requirement of agile development. And under the new management model successfully completed a number of projects on the line, and achieved certain results, in a certain degree to achieve flexible demand, fast goals. However, under this development model, the system has a fast update frequency and a short development cycle. At the same time, there are situations where the new management model has a short running time and relevant management methods and systems have not been put in place. Therefore, how to balance the relationship between on-line speed, product flexibility and demand quality by combining relevant theoretical knowledge of the participants in the demand becomes a problem that ZY Bank needs to further optimize. Firstly, this paper introduces the research background and the current research situation at home and abroad, and takes ZY Bank as an example to illustrate the existing problems in the demand management of software projects under the agile development model. And lead to this paper's researchIV topic: Agile development mode software project requirements management should do a good job in the start-up phase requirements analysisHow to ensure that the development phase requirements plan is effectively implemented and the quality of the project is ensured under the premise of ensuring the rapid flexibility of the requirementsHow to guarantee the quality of on-line demand promotion and the timeliness of feedback. Secondly, this paper introduces the current situation of agile development of ZY Bank, analyzes the demand management model of ZY Bank Software Project, and points out the problems existing in the demand management of ZY Bank Software Project under the agile development model: Although the agile development model can efficiently and quickly respond to the market, However, there are problems in demand management such as inaccurate understanding of requirements, waste of development resources, reduced ability to control system risks, unreasonable changes in requirements, low planning, and non-timely evaluation of post-line benefits and correction of errors. Then analyzes the reasons for the problems in the demand management of ZY Bank one by one: lack of communication of demand management and identification of effective requirements, unreasonable demand splitting, risk control at the expense of online speed and product flexibility, and lack of seriousness in changing requirements. Tracking mechanism, etc. Finally, some suggestions are given to the existing problems: strengthen the management of demand communication and effective demand ability, do a good job in the consolidation of similar needs and the splitting of complex requirements, strengthen the responsibilities of project managers to strengthen the control of demand management, pay attention to the changes in demand state and changes in demand, pay attention to After the software project is officially put into operation, follow up investigation and maintenance. This article focuses on the demand management under the agile development model of ZY Bank, finds out the problems, analyzes the reasons, and puts forward suggestions for solving them. Starting from the stages of the start-up, planning, implementation, promotion, and feedback of demand management, the paper discusses the current situation of ZY Bank and the problems that need to be solved in detail. It provides a good reference for the same kind of plan or the commercial bank that has started the agile development model. It has a certain reference value for the commercial bank to do a good job in softwareV project management to enhance the competitiveness of financial products. At the same time, the current academic research on software projects is mostly aimed at the original waterfall