近年来，新兴科学技术不断涌现，市场需求多元化趋势加剧，为更好应对客户不断变化的需求，获得客户流量和价值，探索如何快速交付符合客户预期的高质量软件已成为企业生存发展的关键因素。项目开发管理模式也因此随之进化。随着谷歌、阿里巴巴、亚马逊等公司对敏捷开发的成功运用，敏捷方法在全球各行业得以迅速普及，其以人为本、拥抱变化、提高组织效能、提升客户满意度等优势给企业发展带来新的动力，也给使用传统瀑布项目管理模式的企业带来新的挑战。

B公司作为国际车企巨头之一，拥有完善成熟的项目管理体系，但逐渐增多的需求变更也导致了项目进度缓慢，成本增加，风险加剧，甚至项目失败。如何结合敏捷方法，改进既有项目管理模式，以提高项目的灵活性和适应性，提供更符合客户预期的交付物，是B公司以及很多同类型企业需要解决的问题。

本文以B公司金融系统搭建项目为研究案例，从敏捷开发下的项目团队的建设管理实践入手，描述了敏捷开发过程中出现的具体问题，随后运用项目管理理论、敏捷管理理论、团队理论等，研究项目团队在敏捷开发中面临的困境，总结过程中低效能的原因，并提出适合B公司项目团队的管理优化方案，提升组织效率。

研究过程中，本文本着理论和实践相结合的思路，重点关注敏捷开发中团队组建、跨职能团队协作、团队敏捷认知等问题，分别从团队建设、团队文化、沟通管理、流程规划等角度，详细论述B公司项目团队建设管理的优化方案，主要包括敏捷团队的建设和敏捷组织机制的赋能、敏捷框架实践活动的优化、跨职能团队协作模式的改进。为公司其他项目敏捷团队的建设管理和公司的企业级敏捷探索提供理论和实践参考的同时，也对其他公司的敏捷实践提供借鉴。

In recent years, lots of new science and technology have emerged, market demand diversification has intensified. In order to better respond to the customer requirement diversity and gain more customer interests and value, exploring how to quickly deliver high-quality software which meet customer expectations has become a key factor for enterprises to survive and develop. The project development management model has also need to be evolved. With the successful use of Agile development by Google, Alibaba, Amazon and other companies, Agile methodology have been rapidly popularized in different industries around the world. And its advantages like "people-oriented", "embrace change", "improve organizational effectiveness", "improve customer satisfaction", bring new power and chances to enterprise development, but also bring a big challenge to those who are used to traditional waterfall project management model.

As one of the international auto giants, company B has its own mature project management model, but when facing requirement changes, it will lead to slow project progress, increase more costs and risk. So, Company B have been devoted to discover a better project management model which combining Agile methods with Waterfall to improve project flexibility and adaptability, so that to provide qualified deliverables.

Based on the financial contract system construction project in company B, this paper describes the specific problems of project team during Agile development, and uses the methodologies like project management theory, Agile project management theory, cross-functional team theory, to find the difficulties in the team management, and the reasons for the low efficiency, and then provide the optimization scheme to improve the management efficiency.

In the research, this paper focuses on team building and coordination, cross-functional team collaboration and agile cognition in the process of transformation, proposes the agile team management method of "self-organization", discusses the optimization scheme of the agile management from the aspects of team building, team culture, communication management, process planning, etc. and also provides theoretical and practical reference for the Agile development in company B and other companies.