摘要
音泰思计算机技术（成都）有限公司是在 2002 年 3 月成立的软件企业（以下
简称 X 公司），主要从事离岸软件外包的开发业务。经过十年的发展，业务领域
也从最初的国外证券业务系统开发逐步拓展到银行，保险公司，汽车制造，烟草，
政府等多个欧亿·体育（中国）有限公司

作为中国西南地区较大的软件外包企业之一，公司通过近 10 年以来持续的国
际化软件项目开发和系统维护服务，逐步积累了一些软件开发和项目管理经验

但是随着公司规模的急剧扩张，有经验的项目经理严重不足；同时随着用户对软
件项目成功率要求的不断提高，依靠传统的粗放式的传帮带的方式进行项目管理
明显无法满足现在和未来客户对我们的要求；另外，公司以前整理的一些个别经
验也存在不适应新情况，亟需整理后提高的问题

基于此，本文以目前公司的项目管理实践经验为基础，以软件 CMMI（能力成
熟度模型集成，Capability Matured Model Integration）理论体系为指导，提出了专
门针对离岸软件外包项目的项目开发管理方法，具有较强的实践指导意义。本文
从以下几个方面展开分析和研究：
首先，系统地介绍 CMMI 模型的理念，基本事项，构成及评估，选择 CMMI
作为项目管理方法研究依据的原因，以及在国际离岸业务发包商的项目发包活动
中，在项目管理方面发包方对接包方的具体要求；其次，结合 X 公司的实际，分
析接包方在项目管理方面面临的各种问题，并分析其原因；最后，针对上述问题
和原因，提出针对国际离岸软件外包项目的管理方法

关键词：离岸外包，外包项目管理，软件，能力成熟度模型集成（CMMI）
ABSTRACT
Incorporated in March 2002, Intasect Communications (Chengdu) Co., Ltd.
(“Company X”), a software company mainly in offshore software development, started
with securities systems and has extended its clientage to, among others,
banking/insurance companies, automobile manufacturers, tobacco companies, and
government agencies.
As one of major offshore software development companies in southwest China,
Company X has gained some software development and project management
experience from its constant and ongoing engagement in international software
development projects and system maintenance services in the past decade. However,
this rapidly-growing company faces a serious shortage of experienced project managers.
More, as more clients demand higher success rates, old-fashioned, extensive project
management that features mentoring is obviously unable to meet present and future
client requirements. Furthermore, some previous experience gained in particular cases
does not fit current circumstances and needs adaption and refinement.
Considering all of the above, the author attempts in this article to develop a project
management approach to offshore software development projects, which builds on
Company X’s current practice and experience and fits the Capability Maturity Model
Integration (CMMI) theories. Hopefully, such an approach could be of some practical
guidance in similar projects. In this article, the author unfolds his analysis and studies as
follows:
Firstly, he introduces systematically the CMMI models (including the concept,
essentials, component elements, and evaluation), states the reasons he selects CMMI for
his project management methodology studies, and also lists concrete outsourcers’
requirements in international offshore outsourcing activities. Then, in combination of
the realities with Company X, he reveals the problems faced by contractors in project
management and analyzes such problems for underlying causes. Finally, he puts
forward a management approach to offshore software development projects, which
targets at those problems and addresses those underlying causes.
Key words: Offshore Outsourcing; Outsourced Project Management; Software; and
Capability Maturity Model Integration (CMMI).
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