CMMI評估PIID檢查單

1、INSTRUCTIONSColumn A - Status - Place for the appraisal team to keep track of their approval process (Reviewed, Approved, etc.)Column B - Identifier Number assigned by the team to uniquely identify their OEColumn C - Place OE (Objective Evidence) hereColumn D - Identify where the source of OE origin

2、ated, e.g. SR - Senior Management, PL - Project Lead, DEV - Developer, SQA, SCM. RM, SEPG, etc.Column E - unique document identifier so that the document can be found again by the appraisal team if neededColumn F - Place any comments the appraisal team feels necessary hereColumn H - Place an x in th

3、is column if the OE is an organizational level OE e.g. process definition, job aid, etc.Column I, J, K, L - Insert additional Column if needed. Rename each column to the name of the projects within the scope of the appraisal. Place an x in thecolumn if the OE is associated with that project.Column N

4、 - Place an S or W (strength or weakness) in this column if the OE is direct evidenceColumn O - Place an S or W (strength or weakness) in this column if the OE is indirect evidenceColumn P - Place an S or W (strength or weakness) in this column if the OE is from an affirmationColumn R - Place an I i

5、n trhe appropriate row of this column if more information is needed about this OE. Place the question about the information needed incolumn C, in the same row as the related I of column R.PF Row - A place for the appraisal team to document potential findings (PF) in preparation for their final prese

6、ntation / reportAdditional rows may be added if additional OE is observedColumns H, I, J, K, L - In the yellow cells, place an FI, LI, PI NI or NY in these cells once there is enough OE to make a determination about thedegree of satisfaction that has been achieved for that practice for the project/o

7、rganization.Column S - Place an FI, LI, PI NI or NY in this column in the yellow cell once there is enough OE to make a determination about the degree ofsatisfaction that has been achieved for that goal. This can only be determined once the yellow cells in columns H, I, J, K, L etc. have been comple

8、ted for allpractices related to that goal. The PA level (at A1) can only be determined after all other yellow cells have been completed for that PA, i.e. all practice/goaldecisions must be made before the PA.RequirementsManagementKey Practice / NotesDocument (s)SG1Requirements are managed and incons

9、istencieswith the project plans and work products areidentified.管管理理需需求求，并并確確定定項(xiàng)項(xiàng)目目需需求求與與項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃和和工工作作產(chǎn)產(chǎn)品品之之間間的的不不一一致致性性SP1.1Develop an understanding with the requirementsproviders on the meaning of the requirements.與與需需求求提提供供者者一一起起理理解解需需求求的的含含義義1用戶需求說明書3.功能性需求2評審總結(jié)報(bào)告或需求確認(rèn)表6.非功能性需求3會(huì)議簽到表4了解用戶想用一個(gè)什么

10、樣的系統(tǒng)，了解客戶需要一個(gè)什么東西，貫穿我們的系統(tǒng)。軟件這個(gè)行業(yè)主要是服務(wù)，軟件推出后主要是服務(wù)?？蛻籼岢鰡栴}，我們進(jìn)行可行性分析，提交用戶，用戶覺得合適，進(jìn)行整改?？蛻籼岢鰡栴}，第一時(shí)間進(jìn)行解答，有服務(wù)熱線。5三層式部署，分布式使用；第三方的工具控件有要求用wps；實(shí)施難度比較大，比較遠(yuǎn)；市場不容易達(dá)到目標(biāo)。6用戶需求確認(rèn)書同用戶需求說明書一起提交客戶，在用戶需求確認(rèn)書上蓋章7網(wǎng)絡(luò)調(diào)研，硬件調(diào)研。有一個(gè)單獨(dú)的非功能性需求調(diào)研表8參與了客戶的評審，內(nèi)部評審10需求評審也要得到承諾，相關(guān)人簽字確認(rèn)PFSP1.2Obtain commitment to the requirements from

11、theproject participants.取取得得項(xiàng)項(xiàng)目目成成員員對對需需求求的的承承諾諾1評審總結(jié)報(bào)告2會(huì)議簽到表3展示總結(jié)報(bào)告，比較簡單4參與了客戶的評審，內(nèi)部評審5需求階段得到用戶和項(xiàng)目組的承諾67PFSP1.3Manage changes to the requirements as theyevolve during the project.當(dāng)當(dāng)項(xiàng)項(xiàng)目目需需求求在在項(xiàng)項(xiàng)目目進(jìn)進(jìn)行行期期間間漸漸進(jìn)進(jìn)演演化化時(shí)時(shí)，管管理理需需求求的的變變更更1需求變更申請單2基線狀態(tài)登記表3變更申請跟蹤表4度量表中有一個(gè)需求變更5變更舉例，在概要設(shè)計(jì)中調(diào)整變更；界面風(fēng)格變更6在概要設(shè)計(jì)階段進(jìn)行變更

12、，影響不大PFSP1.4Maintain bidirectional traceability among therequirements and the project plans and workproducts.維維護(hù)護(hù)需需求求與與項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃和和工工作作產(chǎn)產(chǎn)品品之之間間的的雙雙向向可可跟跟蹤蹤性性1需求跟蹤矩陣2有需求跟蹤矩陣3需求跟蹤矩陣在各個(gè)階段進(jìn)行跟蹤。4需求跟蹤矩陣，利用率比較高67PF需求跟蹤矩陣如果用自動(dòng)化工具，將會(huì)提高工作效率SP1.5Identify inconsistencies between the project plansand work products

13、 and the requirements.確確認(rèn)認(rèn)需需求求與與項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃和和工工作作產(chǎn)產(chǎn)品品間間的的差差異異1項(xiàng)目問題跟蹤表設(shè)計(jì)評審系統(tǒng)集成和單元測試的缺陷數(shù)項(xiàng)目計(jì)劃評審評審總結(jié)報(bào)告2質(zhì)量問題跟蹤表3一個(gè)風(fēng)險(xiǎn)變成了問題4項(xiàng)目問題記錄在問題跟蹤表里67PFGG2Institutionalize a Managed ProcessGP2.1Establish and maintain an organizational policyfor planning and performing the requirementsmanagement process.1過程概述與組織政策方針2在項(xiàng)目的

14、需求階段，公司制定了過程概述與組織政策方針的綱領(lǐng)性文件，其中規(guī)定了我們做需求的最低要求3公司有一個(gè)文件指導(dǎo)我們做需求的步驟4567PFGP2.2Establish and maintain the plan for performing therequirements management process.1WBS2項(xiàng)目開發(fā)計(jì)劃3裁減表4項(xiàng)目需求的階段，項(xiàng)目經(jīng)理會(huì)根據(jù)需求進(jìn)行任務(wù)的分解，并編寫開發(fā)計(jì)劃、進(jìn)度計(jì)劃，QA和項(xiàng)目經(jīng)理共同編寫質(zhì)量保證計(jì)劃5項(xiàng)目在設(shè)計(jì)階段開始時(shí)項(xiàng)目經(jīng)理先根據(jù)需要調(diào)整項(xiàng)目的進(jìn)度計(jì)劃，與大家做溝通，大家按照計(jì)劃執(zhí)行。6在設(shè)計(jì)階段中如果出現(xiàn)項(xiàng)目進(jìn)度延期或提前狀況出現(xiàn)，項(xiàng)目經(jīng)理

15、就要修改計(jì)劃7PFGP2.3Provide adequate resources for performing therequirements management process, developingthe work products, and providing the services ofthe requirements management process.1項(xiàng)目開發(fā)計(jì)劃2需求完成后，編寫項(xiàng)目開發(fā)計(jì)劃，包括工作產(chǎn)品的計(jì)劃、資源需求的計(jì)劃3項(xiàng)目計(jì)劃評審會(huì)議記錄4567PFGP2.4Assign responsibility and authority for performingth

16、e process, developing the work products, andproviding the services of the requirementsmanagement process.1項(xiàng)目開發(fā)計(jì)劃2WBS3項(xiàng)目計(jì)劃評審會(huì)議記錄4項(xiàng)目經(jīng)理在制定項(xiàng)目計(jì)劃時(shí)同時(shí)對項(xiàng)目中的過程服務(wù)的職責(zé)和權(quán)限進(jìn)行分配5項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目內(nèi)部任務(wù)進(jìn)行負(fù)責(zé)人的指定67PFGP2.5Train the people performing or supporting therequirements management process as needed.1培訓(xùn)記錄（針對過程改進(jìn)培訓(xùn)或者CMMI

17、）2公司綜合管理部指定培訓(xùn)講師根據(jù)每年的培訓(xùn)計(jì)劃對我們進(jìn)行CMMI過程改進(jìn)方面的培訓(xùn)，設(shè)計(jì)階段的CMMI培訓(xùn)也經(jīng)常做3項(xiàng)目經(jīng)理外出接受項(xiàng)目經(jīng)理專業(yè)培訓(xùn)，并取得相應(yīng)證件456PFGP2.6Place designated work products of therequirements management process underappropriate levels of control.1配置管理計(jì)劃2項(xiàng)目的配置管理員在項(xiàng)目初期指定的配置管理計(jì)劃中對項(xiàng)目設(shè)計(jì)階段的輸出文檔進(jìn)行了配置標(biāo)識，分出了基線配置項(xiàng)與一般配置項(xiàng)3456PFGP2.7Identify and involve the re

18、levant stakeholders ofthe requirements management process asplanned.1項(xiàng)目開發(fā)計(jì)劃的干系人2項(xiàng)目經(jīng)理指定的項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目在設(shè)計(jì)階段的相關(guān)干系人和干系人的相關(guān)活動(dòng)進(jìn)行了識別 34567PFGP2.8Monitor and control the requirementsmanagement process against the plan forperforming the process and take appropriatecorrective action.1度量表2里程碑報(bào)告3周報(bào)45項(xiàng)目在設(shè)計(jì)階段的缺陷與工作量

19、都計(jì)入在項(xiàng)目的度量表中，如果出現(xiàn)偏差，項(xiàng)目經(jīng)理會(huì)對偏差的原因進(jìn)行分析，當(dāng)偏差超出預(yù)計(jì)值時(shí)，按照預(yù)定的解決方案進(jìn)行調(diào)整6項(xiàng)目開發(fā)計(jì)劃中定義了項(xiàng)目的整個(gè)里程碑，按照項(xiàng)目里程碑的標(biāo)志，每個(gè)里程碑結(jié)束后，編寫里程碑報(bào)告。項(xiàng)目的階段里程碑報(bào)告中也會(huì)對本階段的出現(xiàn)的問題進(jìn)行總結(jié)分析，下步工作建議7周報(bào)是項(xiàng)目經(jīng)理與部門的交流方式之一，匯報(bào)每周的工作進(jìn)展情況。項(xiàng)目經(jīng)理每周的周報(bào)也會(huì)反映問題，采取相應(yīng)措施進(jìn)行改正PFGP2.9Objectively evaluate adherence of therequirements management process against itsprocess descri

20、ption, standards, and procedures,and address noncompliance.1階段檢查單2審核報(bào)告3質(zhì)量問題跟蹤表4QA定期根據(jù)項(xiàng)目檢查單對項(xiàng)目進(jìn)行跟蹤發(fā)現(xiàn)不符合問題，在例會(huì)上報(bào)告項(xiàng)目組5QA每兩周都對項(xiàng)目進(jìn)行審核，出具審核報(bào)告，報(bào)告項(xiàng)目經(jīng)理與項(xiàng)目組員67PFGP2.10Review the activities, status, and results of therequirements management process with higherlevel management and resolve issues.1高層參加會(huì)議的會(huì)議記錄和會(huì)議

21、簽到2高層檢查單34在項(xiàng)目階段的里程碑會(huì)議時(shí)，高層就會(huì)參加，根據(jù)高層領(lǐng)導(dǎo)檢查單對本階段的問題作出反饋5公司高層在參加項(xiàng)目會(huì)議時(shí)，都有檢查單對項(xiàng)目進(jìn)行檢查67PFGG3Institutionalize a Defined ProcessGP3.1Establish and maintain the description of adefined requirements management process.1裁減指南2WBS3項(xiàng)目開發(fā)過程裁減表45項(xiàng)目初期每個(gè)項(xiàng)目都會(huì)根據(jù)組織級制定的裁剪指南和項(xiàng)目自己的特點(diǎn)制定項(xiàng)目裁減表建立項(xiàng)目各個(gè)過程的具體描述6項(xiàng)目經(jīng)理根據(jù)項(xiàng)目的時(shí)間、參加人員數(shù)量、項(xiàng)目的性

22、質(zhì)對項(xiàng)目進(jìn)行開發(fā)過程的裁減7PFGP3.2Collect work products, measures, measurementresults, and improvement information derivedfrom planning and performing the requirementsmanagement process to support the future useand improvement of the organizations processesand process assets.1過程改進(jìn)建議書2度量表3針對需求方面的過程改進(jìn)建議書45公司容許每個(gè)項(xiàng)目

23、組員在使用公司制定的改進(jìn)流程時(shí)可以根據(jù)經(jīng)驗(yàn)提出改進(jìn)建議，填寫過程 改進(jìn)建議書提交項(xiàng)目管理部進(jìn)行評審67PFCommentsORG項(xiàng)項(xiàng)目目一一項(xiàng)項(xiàng)目目二二項(xiàng)項(xiàng)目目三三項(xiàng)項(xiàng)目目四四DirectIndirectAffirmationInformationNeededRating(FI, LI, PI,NI, NY)SFIXXXXSXXXXSXXXXS項(xiàng)目經(jīng)理XS項(xiàng)目經(jīng)理XS項(xiàng)目經(jīng)理XS項(xiàng)目經(jīng)理XS項(xiàng)目經(jīng)理XS成員XSFI FI FI FIFIXXXXSXXXXSXXSXSXSFI FI FI FIFIXXXXSXXXXSXXXXS項(xiàng)目經(jīng)理XS項(xiàng)目經(jīng)理XSXSFI FI FI FILIXXXXS項(xiàng)目經(jīng)

24、理XXW項(xiàng)目經(jīng)理XSXSLI FI FI LIFIXXXXSXXXXS項(xiàng)目經(jīng)理XS項(xiàng)目經(jīng)理XSFI FI FI FISFIXXXXSXXXXSFI FI FI FIFIXXXXSXXXXSXXXXSXXSXSXSFI FI FI FIFIXXXXSXXXXSXXXXSFI FI FI FIFIXXXXSXXXXSXXXXSXXXXSXSFI FI FI FIFIXXXXSXXXXSXSFI FI FI FIFIXXXXSXXXXSFI FI FI FIFIXXXXSXXXXSFI FI FI FIFIXXXXSXXXXSXXXXSXSXXXSXXXXSFI FI FI FIFIXXXXSXXX

25、XSXXXXSXXXXSXXXXSFI FI FI FIXXXXSXXXXSXXSXXXXSFI FI FI FISFIXXXXSXXXXSXXXXSXXSXXSFI FI FI FIFIXXXXSXXXXSXSXXXXSFI FI FI FIProject PlanningStatusKey Practice / NotesSG1Estimates of project planning parameters areestablished and maintained.建建立立并并維維護(hù)護(hù)項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃參參數(shù)數(shù)的的估估計(jì)計(jì)SP1.1Establish a top-level work br

26、eakdown structure (WBS) toestimate the scope of the project.建建立立頂頂層層的的工工作作分分解解結(jié)結(jié)構(gòu)構(gòu)圖圖（WBS）來來估估計(jì)計(jì)項(xiàng)項(xiàng)目目的的范范圍圍1項(xiàng)目估算表2項(xiàng)目開發(fā)計(jì)劃3進(jìn)度計(jì)劃4計(jì)劃評審的：評審簽到表，評審記錄、評審總結(jié)報(bào)告5接到項(xiàng)目后來自己做的估算，一般在需求之后做準(zhǔn)確做估算。6做了工作量、規(guī)模的估算，在報(bào)價(jià)之前也做了估算7從工作量、規(guī)模、成本幾個(gè)緯度進(jìn)行了項(xiàng)目的估算。8做了項(xiàng)目的估算，做了估算的修改，工作量、成本、文檔、規(guī)模，從而完善了項(xiàng)目開發(fā)計(jì)劃。9通過項(xiàng)目開發(fā)計(jì)劃和規(guī)模、工作量估算來估計(jì)項(xiàng)目范圍PFSP1.2Esta

27、blish and maintain estimates of the attributes of thework products and tasks.建建立立并并維維護(hù)護(hù)工工作作產(chǎn)產(chǎn)品品和和任任務(wù)務(wù)屬屬性性的的估估計(jì)計(jì)1項(xiàng)目估算表2項(xiàng)目開發(fā)計(jì)劃3接到項(xiàng)目后來自己做的估算，一般在需求之后做準(zhǔn)確做估算。4做了工作量、規(guī)模的估算，在報(bào)價(jià)之前也做了估算，在項(xiàng)目計(jì)劃中明確了文檔、環(huán)境、工具、人員等信息的歸屬5從工作量、規(guī)模、成本幾個(gè)緯度進(jìn)行了項(xiàng)目的估算。6 做了項(xiàng)目的估算，做了估算的修改，工作量、成本、文檔、規(guī)模，7通過項(xiàng)目開發(fā)計(jì)劃和規(guī)模、工作量估算來估計(jì)項(xiàng)目范圍PFSP1.3Define the

28、project lifecycle phases upon which to scopethe planning effort.定定義義項(xiàng)項(xiàng)目目的的生生命命周周期期階階段段，并并據(jù)據(jù)此此確確定定計(jì)計(jì)劃劃工工作作的的范范圍圍1生命周期選型表2項(xiàng)目開發(fā)計(jì)劃3根據(jù)組織定義的生命周期模型，做了生命周期選型4做了生命周期模型的的選擇，具有子系統(tǒng)的瀑布模型5根據(jù)公司的生命周期模型選擇指南，我們項(xiàng)目OA系統(tǒng)采用快速原型瀑布模型，警務(wù)綜合系統(tǒng)采用增量模型6采用迭帶的生命周期模型。7PFSP1.4Estimate the project effort and cost for the workproducts

29、and tasks based on estimation rationale.依依據(jù)據(jù)估估計(jì)計(jì)理理由由，估估計(jì)計(jì)工工作作產(chǎn)產(chǎn)品品和和項(xiàng)項(xiàng)目目任任務(wù)務(wù)所所需需的的的的工工作作量量和和成成本本1項(xiàng)目估算表估算過程采用的DELPHI法規(guī)模估算法迭帶表2從代碼行、工作量進(jìn)行了估算3做了工作量、規(guī)模的估算，做了估算4從工作量、規(guī)模、成本幾個(gè)緯度進(jìn)行了項(xiàng)目的估算。6 做了項(xiàng)目的估算，做了估算的修改，工作量、成本、文檔、規(guī)模，767PFSG2A project plan is established and maintained as the basisfor managing the project.建

30、建立立并并維維護(hù)護(hù)一一個(gè)個(gè)項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃，以以作作為為管管理理項(xiàng)項(xiàng)目目的的基基礎(chǔ)礎(chǔ)SP2.1Establish and maintain the projects budget andschedule.建建立立并并維維護(hù)護(hù)項(xiàng)項(xiàng)目目的的預(yù)預(yù)算算和和進(jìn)進(jìn)度度1項(xiàng)目開發(fā)計(jì)劃2項(xiàng)目開發(fā)計(jì)劃3項(xiàng)目進(jìn)度計(jì)劃4項(xiàng)目開發(fā)計(jì)劃5項(xiàng)目估算表6在項(xiàng)目計(jì)劃中對規(guī)模、成本、人員、干系人、測試等方面進(jìn)行了計(jì)劃，對費(fèi)用做了估算7在需求之后做了估算，在項(xiàng)目開發(fā)計(jì)劃中只有描述。8需求調(diào)研完從工作量、規(guī)模、成本幾個(gè)緯度進(jìn)行了項(xiàng)目的估算。9做了項(xiàng)目的估算，做了估算的修改，工作量、成本、文檔、規(guī)模，PF估估算算方方法法論論沒沒有有

31、根根據(jù)據(jù)項(xiàng)項(xiàng)目目特特點(diǎn)點(diǎn)進(jìn)進(jìn)行行定定制制項(xiàng)項(xiàng)目目投投標(biāo)標(biāo)階階段段估估算算沒沒有有清清晰晰的的輸輸出出SP2.2Identify and analyze project risks.確確定定并并分分析析項(xiàng)項(xiàng)目目風(fēng)風(fēng)險(xiǎn)險(xiǎn)1風(fēng)險(xiǎn)記錄單2項(xiàng)目開發(fā)計(jì)劃3根據(jù)項(xiàng)目的基本特點(diǎn)識別了項(xiàng)目的風(fēng)險(xiǎn)（分部式應(yīng)用和部署、第三方控件的要求使用wps等）4從項(xiàng)目已開始就開始跟蹤預(yù)測風(fēng)險(xiǎn)，從售前階段就有識別風(fēng)險(xiǎn)對風(fēng)險(xiǎn)進(jìn)行跟蹤，5 項(xiàng)目的風(fēng)險(xiǎn)，客戶的配合程度，在項(xiàng)目初期就識別出了風(fēng)險(xiǎn)，客戶配合情況，奧運(yùn)安保是很大的風(fēng)險(xiǎn)。 風(fēng)險(xiǎn)通過風(fēng)險(xiǎn)記錄單進(jìn)行跟蹤的，定期進(jìn)行跟蹤、根據(jù)發(fā)生概率和暴露量較進(jìn)行跟蹤，當(dāng)風(fēng)險(xiǎn)達(dá)到100%的時(shí)候就到

32、記錄到問題跟蹤表。6做了風(fēng)險(xiǎn)識別表，對風(fēng)險(xiǎn)定期進(jìn)行跟蹤，我們初期識別了5個(gè)風(fēng)險(xiǎn)，做了分析分類，制定了緩解措施。7在項(xiàng)目開發(fā)計(jì)劃中制定了風(fēng)險(xiǎn)策略，識別風(fēng)險(xiǎn)，并分類制定了規(guī)避措施PFSP2.3Plan for the management of project data.計(jì)計(jì)劃劃項(xiàng)項(xiàng)目目數(shù)數(shù)據(jù)據(jù)的的管管理理1配置管理計(jì)劃2配置管理計(jì)劃3配置庫對應(yīng)目錄4重用了發(fā)布（wps控件的使用、系統(tǒng)對sybase的支撐）5配置管理員編寫配計(jì)劃，配置管理員識別一般配置項(xiàng)和基線配置項(xiàng)，代碼由svn管理6 配置計(jì)劃是配置管理員來寫的，根據(jù)開發(fā)計(jì)劃和配置管理指南，編寫配置管理計(jì)劃，進(jìn)行識別配置項(xiàng)等信息7在配置管理計(jì)劃中

33、對項(xiàng)目的配置項(xiàng)進(jìn)行了識別和計(jì)劃8項(xiàng)目初期與配置管理員和項(xiàng)目組員一起確定了項(xiàng)目的配置項(xiàng)PFSP2.4Plan for necessary resources to perform the project.計(jì)計(jì)劃劃執(zhí)執(zhí)行行項(xiàng)項(xiàng)目目所所需需要要的的資資源源1項(xiàng)目開發(fā)計(jì)劃2項(xiàng)目開發(fā)計(jì)劃3團(tuán)隊(duì)的組件、對新人的培養(yǎng)、對新人進(jìn)行了培訓(xùn)4在項(xiàng)目計(jì)劃中對規(guī)模、成本、人員、干系人、測試等方面進(jìn)行了計(jì)劃，該項(xiàng)目沒有外包，對項(xiàng)目的干系人進(jìn)行了識別5項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目所需要的資源有定義6項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目所需要的資源有定義7在項(xiàng)目計(jì)劃中對項(xiàng)目人員、設(shè)備、能力及干系人等相關(guān)資源都有計(jì)劃PFSP2.5Plan for

34、knowledge and skills needed to perform theproject.計(jì)計(jì)劃劃執(zhí)執(zhí)行行項(xiàng)項(xiàng)目目所所需需要要的的知知識識和和技技能能1項(xiàng)目開發(fā)計(jì)劃2培訓(xùn)需求表3培訓(xùn)計(jì)劃4對成員的培訓(xùn)，CMMI模板的培訓(xùn)5做了對員工手冊的培訓(xùn)、財(cái)務(wù)、報(bào)銷制度和CMMI的培訓(xùn)。項(xiàng)目級別，煙草界面的培訓(xùn)，界面的培訓(xùn)，有提出關(guān)于框架的培訓(xùn)，6項(xiàng)目分硬件和軟件兩部門，硬件由硬件工程師的配合，軟件我們軟件公司負(fù)責(zé)，王總在做項(xiàng)目之前有做過交流和業(yè)務(wù)指導(dǎo)，我也提前學(xué)習(xí)了相關(guān)業(yè)務(wù)和項(xiàng)目管理的技能。7項(xiàng)目業(yè)務(wù)的交流，還有CMMI過程的培訓(xùn)和技術(shù)公關(guān)的培訓(xùn)（PORTAL等）PFSP2.6Plan the

35、 involvement of identified stakeholders.計(jì)計(jì)劃劃已已確確定定的的項(xiàng)項(xiàng)目目相相關(guān)關(guān)人人員員的的參參與與1項(xiàng)目開發(fā)計(jì)劃計(jì)劃的評審輸出文檔2計(jì)劃中識別了相關(guān)關(guān)系人，說明了相關(guān)關(guān)系人的職責(zé)和關(guān)鍵活動(dòng)3在項(xiàng)目開始的時(shí)候進(jìn)行了，相關(guān)人員的識別，別且在項(xiàng)目開發(fā)計(jì)劃中有體現(xiàn)4在項(xiàng)目的開發(fā)計(jì)劃中確定項(xiàng)目的相關(guān)干系人5項(xiàng)目計(jì)劃評審的時(shí)候輸出會(huì)議紀(jì)要，獲得相關(guān)人員的承諾67PFSP2.7Establish and maintain the overall project plan content.建建立立并并維維護(hù)護(hù)整整個(gè)個(gè)項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃的的內(nèi)內(nèi)容容1項(xiàng)目開發(fā)計(jì)劃2進(jìn)度計(jì)劃

36、3項(xiàng)目開發(fā)計(jì)劃包括：（人員；規(guī)模、成本；里程碑；培訓(xùn)；開發(fā)環(huán)境；協(xié)助配置和質(zhì)量計(jì)劃；風(fēng)險(xiǎn)管理計(jì)劃；）4項(xiàng)目開發(fā)計(jì)劃包括：（人員；規(guī)模、成本；里程碑；培訓(xùn)；開發(fā)環(huán)境；風(fēng)險(xiǎn)管理策略；）5項(xiàng)目開發(fā)計(jì)劃包括：（人員；規(guī)模、成本；里程碑；培訓(xùn)；開發(fā)環(huán)境；風(fēng)險(xiǎn)管理策略；外包計(jì)劃）6編寫了項(xiàng)目計(jì)劃，并組織評審。7PFSG3Commitments to the project plan are established andmaintained.建建立立并并維維護(hù)護(hù)對對項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃的的承承諾諾SP3.1Review all plans that affect the project to understa

37、ndproject commitments.審審查查影影響響項(xiàng)項(xiàng)目目的的所所有有計(jì)計(jì)劃劃來來了了解解項(xiàng)項(xiàng)目目承承諾諾1評審總結(jié)報(bào)告計(jì)劃評審時(shí)候輸出了會(huì)議紀(jì)要（干系人承諾簽字）2遵照合同的服務(wù)條款，每項(xiàng)都滿足了。3做項(xiàng)目開發(fā)計(jì)劃的評審，并且有會(huì)議記錄從中獲得承諾。4 審?fù)ㄟ^了才做正式的評審?fù)瑫r(shí)，通過后把基線文檔交給配置管理員進(jìn)行基線，評審了通過評審簽到表來獲得相關(guān)人員的承諾。5計(jì)劃評審后輸出會(huì)議紀(jì)要，獲得相關(guān)干系人的承諾。6項(xiàng)目啟動(dòng)和計(jì)劃評審時(shí)候都召開會(huì)議獲得干系人的承諾7PF個(gè)別項(xiàng)目干系人期望識別、管理、跟蹤活動(dòng)需加強(qiáng)SP3.2Reconcile the project plan to ref

38、lect available andestimated resources.調(diào)調(diào)整整項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃，以以此此來來反反映映可可用用的的資資源源和和估估計(jì)計(jì)的的資資源源1評審總結(jié)報(bào)告2項(xiàng)目開發(fā)計(jì)劃3評審記錄4作一個(gè)整體的實(shí)施計(jì)劃與用戶交流，由原來的分縣級實(shí)施改為省級集中部署實(shí)施，調(diào)整了計(jì)劃，縮短了實(shí)施時(shí)間5項(xiàng)目計(jì)劃評審的時(shí)候輸出會(huì)議紀(jì)要，獲得相關(guān)人員的承諾6項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目所需要的資源有定義7項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目所需要的資源有說明和計(jì)劃8計(jì)劃與相關(guān)干系人評審后修改了。PFSP3.3Obtain commitment from relevant stakeholdersresponsible

39、for performing and supporting planexecution.從從負(fù)負(fù)責(zé)責(zé)執(zhí)執(zhí)行行與與支支持持計(jì)計(jì)劃劃的的相相關(guān)關(guān)人人員員那那里里獲獲得得承承諾諾1評審總結(jié)報(bào)告2項(xiàng)目開發(fā)計(jì)劃3評審記錄4評審的會(huì)議紀(jì)要（記錄相關(guān)人員的承諾并讓其簽字確認(rèn)）5作一個(gè)整體的實(shí)施計(jì)劃與用戶交流，由原來的分縣級實(shí)施改為省級集中部署實(shí)施，調(diào)整了計(jì)劃，縮短了實(shí)施時(shí)間6項(xiàng)目計(jì)劃評審的時(shí)候輸出會(huì)議紀(jì)要，獲得相關(guān)人員的承諾7通過會(huì)議獲得各個(gè)階段項(xiàng)目所有干系人的承諾，記錄到會(huì)議紀(jì)要中。8計(jì)劃評審后輸出會(huì)議紀(jì)要，獲得相關(guān)干系人的承諾。9計(jì)劃與相關(guān)干系人評審后修改了，計(jì)劃得到了大家承諾并簽字PFGG2Insti

40、tutionalize a Managed ProcessGP2.1Establish and maintain an organizational policy forplanning and performing the project planning process.1項(xiàng)目管理過程2根據(jù)公司的項(xiàng)目管理過程來規(guī)劃和執(zhí)行項(xiàng)目計(jì)劃過程3根據(jù)公司的項(xiàng)目管理過程來規(guī)劃和執(zhí)行項(xiàng)目計(jì)劃過程4根據(jù)公司的項(xiàng)目管理過程來規(guī)劃和執(zhí)行項(xiàng)目計(jì)劃過程5根據(jù)公司的項(xiàng)目管理過程來規(guī)劃和執(zhí)行項(xiàng)目計(jì)劃過程67PFGP2.2Establish and maintain the plan for performing the

41、project planning process.1項(xiàng)目管理過程的5.3.10策劃項(xiàng)目計(jì)劃在進(jìn)度計(jì)劃中加上項(xiàng)目開發(fā)計(jì)劃、質(zhì)量保證計(jì)劃、配置管理計(jì)劃的編寫時(shí)間和評審時(shí)間2立項(xiàng)時(shí)候?qū)?xiàng)目進(jìn)行了整體策劃，制定了什么時(shí)間出具什么具體計(jì)劃。3項(xiàng)目立項(xiàng)后對項(xiàng)目進(jìn)行策劃，在進(jìn)度計(jì)劃中對其相關(guān)計(jì)劃制定個(gè)弄4項(xiàng)目剛立項(xiàng)沒有決定外包，后來通過決策分析對供應(yīng)商評估，警務(wù)系統(tǒng)采用了外包，對項(xiàng)目進(jìn)行了策劃 。5立項(xiàng)后2個(gè)工作日內(nèi)做出了項(xiàng)目開發(fā)計(jì)劃、質(zhì)量保證計(jì)劃、配置管理計(jì)劃的 計(jì)劃6立項(xiàng)時(shí)候?qū)?xiàng)目進(jìn)行了整體策劃，制定了什么時(shí)間出具什么具體計(jì)劃。7PFGP2.3Provide adequate resources for

42、 performing the projectplanning process, developing the work products, andproviding the services of the process.1項(xiàng)目管理過程2項(xiàng)目開發(fā)計(jì)劃3項(xiàng)目問題跟蹤表4QA對項(xiàng)目經(jīng)理一對以知道，使其熟悉項(xiàng)目管理過程5項(xiàng)目開發(fā)計(jì)劃中定義項(xiàng)目資源，以后就對其跟蹤，確保到位6資源不到位會(huì)寫到周報(bào)反應(yīng)，并在項(xiàng)目問題跟蹤表中跟蹤7綜合部配合我們項(xiàng)目關(guān)鍵的培訓(xùn)活動(dòng)開展，確保項(xiàng)目技術(shù)公關(guān)順利開展PFGP2.4Assign responsibility and authority for performing

43、 theprocess, developing the work products, and providingthe services of the project planning process.1項(xiàng)目任務(wù)書2項(xiàng)目任務(wù)書會(huì)對項(xiàng)目經(jīng)理授權(quán)，并明確項(xiàng)目中職責(zé)3項(xiàng)目任務(wù)書會(huì)對項(xiàng)目經(jīng)理、QA和配置管理員等人員任命，對其在項(xiàng)目中職責(zé)進(jìn)行了說明。4接到項(xiàng)目任務(wù)書后開始組建項(xiàng)目團(tuán)隊(duì)，行使項(xiàng)目經(jīng)理的職責(zé)。567PFGP2.5Train the people performing or supporting the projectplanning process as needed.1項(xiàng)目經(jīng)理參加了項(xiàng)目經(jīng)

44、理培訓(xùn)2公司項(xiàng)目管理過程的培訓(xùn)3參加了項(xiàng)目管理過程的培訓(xùn)4我參加了公司委派的項(xiàng)目經(jīng)理培訓(xùn)5我是通過考核才晉升項(xiàng)目經(jīng)理的 6我參加了國家項(xiàng)目經(jīng)理的培訓(xùn)7PFGP2.6Place designated work products of the project planningprocess under appropriate levels of control.1配置庫清單2配置管理計(jì)劃3配置管理員編寫配計(jì)劃，配置管理員識別一般配置項(xiàng)和基線配置項(xiàng)，代碼由svn管理4 配置計(jì)劃是配置管理員來寫的，根據(jù)開發(fā)計(jì)劃和配置管理指南，編寫配置管理計(jì)劃，進(jìn)行識別配置項(xiàng)等信息5在配置管理計(jì)劃中對項(xiàng)目的配置項(xiàng)進(jìn)行了

45、識別和計(jì)劃6項(xiàng)目初期與配置管理員和項(xiàng)目組員一起確定了項(xiàng)目的配置項(xiàng)7PFGP2.7Identify and involve the relevant stakeholders of theproject planning process as planned.1項(xiàng)目開發(fā)計(jì)劃2進(jìn)度計(jì)劃3項(xiàng)目周報(bào) 4計(jì)劃中識別了相關(guān)關(guān)系人，說明了相關(guān)關(guān)系人的職責(zé)和關(guān)鍵活動(dòng)，具體參與情況記錄在項(xiàng)目周報(bào)中 5在項(xiàng)目開始的時(shí)候進(jìn)行了，相關(guān)人員的識別，別且在項(xiàng)目開發(fā)計(jì)劃中有體現(xiàn)，對其活動(dòng)在周報(bào)、進(jìn)度計(jì)劃中跟蹤6在項(xiàng)目的開發(fā)計(jì)劃中確定項(xiàng)目的相關(guān)干系人并在日后工作跟蹤。7項(xiàng)目計(jì)劃評審的時(shí)候輸出會(huì)議紀(jì)要，獲得相關(guān)人員的承諾，對其

46、承諾在進(jìn)度計(jì)劃中跟蹤 89PFGP2.8Monitor and control the project planning process againstthe plan for performing the process and take appropriatecorrective action.1項(xiàng)目問題跟蹤表2項(xiàng)目問題都記錄到項(xiàng)目問題跟蹤表3周報(bào)中問題和項(xiàng)目例會(huì)發(fā)現(xiàn)問題都記錄到項(xiàng)目問題跟蹤表4項(xiàng)目問題跟蹤表記錄項(xiàng)目問題，并記錄問題解決措施，對問題跟蹤直至關(guān)閉。567PFGP2.9Objectively evaluate adherence of the project planningp

47、rocess against its process description, standards, andprocedures, and address noncompliance.1QA審核報(bào)告2QA檢查單3QA會(huì)對項(xiàng)目管理過程的符合性進(jìn)行審核4QA每2周對項(xiàng)目管理過程定期審核，每個(gè)里程碑結(jié)束也要進(jìn)行審核。5QA對此進(jìn)行審核6QA要不定期進(jìn)行階段審核78PFGP2.10Review the activities, status, and results of the projectplanning process with higher level management andresolv

48、e issues.1高層審核檢查單2高層針對QA審核報(bào)告的反饋3高層不定期對項(xiàng)目進(jìn)行審查4公司高層根據(jù)檢查單對項(xiàng)目管理活動(dòng)審查，在項(xiàng)目的里程碑會(huì)議給予反饋。5公司高層接收到QA的項(xiàng)目管理審核報(bào)告會(huì)給予反饋。6789PFGG3Institutionalize a Defined ProcessGP3.1Establish and maintain the description of a definedproject planning process.1項(xiàng)目管理過程2項(xiàng)目開發(fā)計(jì)劃3根據(jù)項(xiàng)目管理過程來進(jìn)行項(xiàng)目管理，在項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目有個(gè)整體的規(guī)劃4根據(jù)項(xiàng)目管理過程來進(jìn)行項(xiàng)目管理，在項(xiàng)目開發(fā)計(jì)劃

49、中對項(xiàng)目有個(gè)整體的規(guī)劃5根據(jù)項(xiàng)目管理過程來進(jìn)行項(xiàng)目管理，在項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目有個(gè)整體的規(guī)劃6根據(jù)項(xiàng)目管理過程來進(jìn)行項(xiàng)目管理，在項(xiàng)目開發(fā)計(jì)劃中對項(xiàng)目有個(gè)整體的規(guī)劃7PFGP3.2Collect work products, measures, measurement results,and improvement information derived from planning andperforming the project planning process to support thefuture use and improvement of the organizationsproc

50、esses and process assets.1項(xiàng)目度量表2度量與分析指南3項(xiàng)目總結(jié)報(bào)告4根據(jù)公司的度量分析指南，通過項(xiàng)目度量表匯總分析項(xiàng)目的度量項(xiàng)。最后項(xiàng)目總結(jié)報(bào)告也對項(xiàng)目經(jīng)驗(yàn)總結(jié)。上面的輸出都要提交公司財(cái)富庫為以后項(xiàng)目提供參考。5根據(jù)公司的度量分析指南，通過項(xiàng)目度量表匯總分析項(xiàng)目的度量項(xiàng)。最后項(xiàng)目總結(jié)報(bào)告也對項(xiàng)目經(jīng)驗(yàn)總結(jié)。上面的輸出都要提交公司財(cái)富庫為以后項(xiàng)目提供參考。6根據(jù)公司的度量分析指南，通過項(xiàng)目度量表匯總分析項(xiàng)目的度量項(xiàng)。最后項(xiàng)目總結(jié)報(bào)告也對項(xiàng)目經(jīng)驗(yàn)總結(jié)。上面的輸出都要提交公司財(cái)富庫為以后項(xiàng)目提供參考。7根據(jù)公司的度量分析指南，通過項(xiàng)目度量表匯總分析項(xiàng)目的度量項(xiàng)。最后項(xiàng)目總結(jié)報(bào)

51、告也對項(xiàng)目經(jīng)驗(yàn)總結(jié)。上面的輸出都要提交公司財(cái)富庫為以后項(xiàng)目提供參考。PFDocument (s)ORG項(xiàng)項(xiàng)目目一一項(xiàng)項(xiàng)目目二二項(xiàng)項(xiàng)目目三三項(xiàng)項(xiàng)目目四四DirectIndirectAffirmationInformationNeededRating(FI, LI,PI, NI,NY)SFI項(xiàng)目估算表XXXXXS項(xiàng)目開發(fā)計(jì)劃XXXXXS進(jìn)度計(jì)劃關(guān)注其中的評審時(shí)間XXXXXS評審計(jì)劃相關(guān)輸出文檔XXXXXSXSXSXSXSXSFI FI FI FI FIFI項(xiàng)目估算表XXXXXS項(xiàng)目開發(fā)計(jì)劃XXXXXSSXSXSXSXSFI FI FI FI FIFI生命周期選型表XXXXXS4.1選擇生命周期模型

52、XXXXXSXXSXSXSXSFI FI FI FI FIFI項(xiàng)目估算表XXXXXSXXXXXSXXSXSXSXSFI FI FI FI FISLI4.3.1規(guī)模估算XXXXXS4.3.3成本XXXXXS計(jì)劃估算工作的時(shí)間XXXXXS4.3.7項(xiàng)目里程碑計(jì)劃XXXXXSXXXXXSXXSXWXWXSFI LI LI FI FIFI識別、記錄風(fēng)險(xiǎn)XXXXXS風(fēng)險(xiǎn)管理策略XXXXXSXSXSXSXSXSFI FI FI FI FIFI5.2訪問權(quán)限XXXXXS5.3配置項(xiàng)XXXXXSXXXXXSXSXSXSXSXSFI FI FI FI FIFI2.2項(xiàng)目主要聯(lián)系人/6.人員及培訓(xùn)計(jì)劃XXXXXS

53、4.3.6開發(fā)工具和環(huán)境XXXXXSXSXSXSXSXSFI FI FI FI FIFI6.人員及培訓(xùn)計(jì)劃XXXXXS培訓(xùn)需求表XXXXXS培訓(xùn)計(jì)劃XXXXXSXXSXSXSXSFI FI FI FI FIFI4.3.9項(xiàng)目干系人及其參與活動(dòng)XXXXXSXXXXXSXXSXSXSXSFI FI FI FI FIFI項(xiàng)目開發(fā)計(jì)劃XXXXXS進(jìn)度計(jì)劃XXXXXSXXSXSXSXSFI FI FI FI FISLI項(xiàng)目計(jì)劃的評審記錄XXXXXSXXXXXSXWXSXSXSXSLI FI FI FI FIFI項(xiàng)目計(jì)劃的評審記錄XXXXXS版本記錄XXXXXS關(guān)于評審的簽字、日期要和紙制核對XXXXXS

54、XSXSXSXSXSFI FI FI FI FIFI項(xiàng)目計(jì)劃的評審記錄XXXXXS版本記錄XXXXXS關(guān)于評審的簽字、日期要和紙制核對XXXXXSXXXXXSXSXSXSXSXFI FI FI FI FIFIXXXXXSXXSXSXSXSFI FI FI FI FIFIXXXXXSXXXXXSXSXSXSXSXSFI FI FI FI FIFIXXXXXSXXXXXSXXXXXSXSXSXSXSFI FI FI FI FIFIXXXXXSXSXSXSFI FI FI FI FIFIXXXXXSXXXXXSXSXSXSXS立項(xiàng)后2個(gè)工作日內(nèi)做出了項(xiàng)目開發(fā)計(jì)劃、質(zhì)量保證計(jì)劃、配置管理計(jì)劃的 計(jì)劃F

55、I FI FI FI FIFIXXXXXSXXXXXSXSXSXSXSFI FI FI FI FIFI4.3.9項(xiàng)目干系人及其參與活動(dòng)XXXXXSXXXXXSXXXXXSXSXSXSXSFI FI FI FI FIFIXXXXXSXXSXSXSFI FI FI FI FIFIXXXXXSXXXXXSXSXSXSXSFI FI FI FI FIFIXXXXXSXXXXXSXXSXSXSFI FI FI FI FISFIXXXXXSXXXXXSXXSXSXSXSFI FI FI FI FIFIXXXXXSXXXXXSXXXXXSXXSXSXSXSFI FI FI FI FIStatusSG1SP1

56、.112345789101112PFPFSP1.2123467891011PFPFSP1.32345678PFPFSP1.412345678910PFPFSP1.512345678910PFPF建建議議SP1.612345678910PFPFSP1.712345678PFPFSG2SP2.112345678PFPFSP2.21234567PFPFSP2.312345PFGG2GP2.11234567PFPFGP2.21234567PFPFGP2.31234567PFPFGP2.41234567PFPFGP2.51234567PFPFGP2.61234567PFPFGP2.71234567PFP

57、FGP2.81234567PFPFGP2.91234567PFPFGP2.101234567PFPFGG3GP3.112345678PFPFGP3.21234567PFPFProject Monitoring and ControlKey Practice / NotesActual performance and progress of the project are monitored againstthe project plan.依依照照項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃監(jiān)監(jiān)督督項(xiàng)項(xiàng)目目的的實(shí)實(shí)際際表表現(xiàn)現(xiàn)和和進(jìn)進(jìn)度度Monitor the actual values of the project pl

58、anning parameters againstthe project plan.依依照照項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃監(jiān)監(jiān)督督項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃參參數(shù)數(shù)的的實(shí)實(shí)際際值值項(xiàng)目進(jìn)度表 project schedule周報(bào) weekly progress report里程碑報(bào)告 milestone report項(xiàng)目度量表度量表中從進(jìn)度、需求穩(wěn)定度、工作量、缺陷率等幾個(gè)方面進(jìn)行跟蹤關(guān)注項(xiàng)目度量不中對項(xiàng)目計(jì)劃，進(jìn)度進(jìn)行監(jiān)控，每個(gè)里程碑點(diǎn)都進(jìn)行了跟蹤。根據(jù)項(xiàng)目計(jì)劃執(zhí)行項(xiàng)目，通過項(xiàng)目度量表對項(xiàng)目進(jìn)度、工作量、缺陷等方面來監(jiān)控。在項(xiàng)目啟動(dòng)后對項(xiàng)目各個(gè)方面進(jìn)行整理規(guī)劃，具體規(guī)劃內(nèi)容見項(xiàng)目開發(fā)計(jì)劃項(xiàng)目進(jìn)度表根據(jù)一個(gè)項(xiàng)目進(jìn)度樣

59、例來寫Monitor commitments against those identified in the project plan.依依照照項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃監(jiān)監(jiān)督督確確定定的的承承諾諾項(xiàng)目進(jìn)度表 project schedule周報(bào) weekly progress report里程碑報(bào)告 milestone report項(xiàng)目問題跟蹤表計(jì)劃評審會(huì)，評審過后簽字確認(rèn),有里程碑報(bào)告周一召開小組會(huì)議，安排計(jì)劃，下班寫工作日志開發(fā)計(jì)劃的評審，公司內(nèi)部的評審，公司高層也要參加，通過評審得到公司內(nèi)部人員的承諾，在外部召開啟動(dòng)會(huì)，得到用戶簽字承諾，需求也要得到用戶的簽字確認(rèn)。項(xiàng)目計(jì)劃評審時(shí)輸出會(huì)議簽到表來

60、獲得相關(guān)人員的承諾。在項(xiàng)目開發(fā)計(jì)劃中確定的相關(guān)干系人的活動(dòng)并得到確認(rèn)，在執(zhí)行項(xiàng)目過程進(jìn)行監(jiān)控，若有沒有配合到位的在項(xiàng)目周報(bào)和問題跟蹤中體現(xiàn)。每周一召開小組會(huì)議，安排計(jì)劃，項(xiàng)目組成員每天填寫工作日志Monitor risks against those identified in the project plan.依依照照項(xiàng)項(xiàng)目目計(jì)計(jì)劃劃監(jiān)監(jiān)督督已已確確定定的的風(fēng)風(fēng)險(xiǎn)險(xiǎn)風(fēng)險(xiǎn)記錄單里程碑報(bào)告召開會(huì)議對每個(gè)人認(rèn)為的風(fēng)險(xiǎn)進(jìn)行分析，記錄風(fēng)險(xiǎn)記錄單，在每個(gè)階段對風(fēng)險(xiǎn)盡享跟蹤。做緩解措施從項(xiàng)目已開始就開始跟蹤預(yù)測風(fēng)險(xiǎn)，從售前階段就有識別風(fēng)險(xiǎn)對風(fēng)險(xiǎn)進(jìn)行跟蹤，監(jiān)督 通過風(fēng)險(xiǎn)記錄單進(jìn)行跟總的，定期進(jìn)行跟蹤、根據(jù)發(fā)