为降低成本、快速推出产品、有效利用外部企业技术资源，我国很多银行，尤其是中小银行，对于应用软件的开发，多采取了IT外包模式。IT外包对银行来说，虽然有很多优点，但又存在很多风险和问题，外包项目轻则延期、重则失败。随着银行应用IT外包规模和金额越来越大，如何有效地实施IT外包系统的管理工作越来越引起银行的重视和关注。本文以Y银行新核心系统项目技术负责人小李的视角，描述了其亲身经历的多个外包项目管理的感受，尤其是在新核心业务系统项目中进行项目管理的项目过程，包括其经历的银行现有IT外包管理中出现的典型问题案例，对问题进行深入分析和研究，结合SA-CMM模型相关理论知识，提出切实可行的优化解决方案。本文不仅有助于总结Y银行提高IT外包管理水平的经验，也为国内其他同等水平商业银行的外包项目管理提供了借鉴意义。

In China, for the lower cost, the faster issuance of new products and the higher efficiency in using external technology or resources, many banks, especially with medium or small size, make use of IT outsourcing application in their business information system. Banks can take full advantage of IT outsourcing projects, but sometimes there would be many risks or problems. The outsourcing project may suffer from delay or failure with poor management. With the increasing size and amount of the bank's IT outsourcing application, how to effectively implement the IT outsourcing management system has been drawn more and more attention and concern of the bank. This paper gives a research into the process management in the bank's IT outsourcing application based on the SA-CMM model, takes the example of Y bank's core IT outsourcing project, describes its typical problem appearing in the developing phase, makes some practical recommendations and solutions by introducing the SA-CMM model and related theory, carries them out and evaluates their effects during the lifecycle of the project management.This paper will not only help Y bank to extract experience from the progress in IT outsourcing management, but also provide a reference for the same level commercial banks to manage the IT outsourcing projects.