TMMI_测试过程改进框架_管理级别5_测试计划_6

SG 5 Obtain Commitment to the Test Plan  获得测试计划的承诺

Commitments to the test plan are established and maintained.  对测试计划的承诺被建立和维护

SP 5.1 Review test plan Review the test plan (and possibly other plans that affect testing) to achieve and understand test commitments.

复查测试计划， 复查回顾测试计划（尽可能把影响测试的所有计划涵盖在内）来达到和理解测试承诺。

Example work products 1. Test plan review log Sub-practices 1. Organize reviews with stakeholders to facilitate their understanding of the test commitments.

例子工作产品，1. 测试计划重审日志。

子实践： 组织利益相关人回顾来帮助他们理解和测试承诺。

SP 5.2 Reconcile work and resource levels Adjust the test plan to reconcile available and estimated resources.

调解工作和资源水平

修改测试计划来保证调整合理，评估资源。

Example work products 1. Revised test approach and corresponding estimation parameters 2. Renegotiated test budgets 3. Revised test schedules 4. Revised product risk list 5. Renegotiated stakeholder agreements Sub-practices 1. Discuss differences between estimates and available resources with stakeholders 2. Reconcile any differences between estimates and available resources Note that reconciliation is typically accomplished by lowering or deferring technical performance, negotiating more resources, finding ways to increase productivity, changing the scope of the project such as removing features, outsourcing, adjusting staff skill mix, or revising the schedule.

例子工作产品： 1. 修改测试方法和相应的评估因素。 2. 再次谈判测试预算。 3.修改测试进度表。 4. 修改产品风险列表。 5. 在此谈判利益相关人共识。 

子实践： 讨论评估和可用资源之间的不同。 调整评估和可用资源之间的区别。 

SP 5.3 Obtain test plan commitments Obtain commitments from relevant stakeholders responsible for performing and supporting the execution of the test plan.

活动测试计划承诺。 从相关利益人获得承诺来执行和支持测试计划的执行。

Example work products 1. Documented requests for commitments 2. Documented commitments Sub-practices 1. Identify needed support and negotiate commitments for that support with relevant stakeholders Note that the WBS can be used as a checklist for ensuring that commitments are obtained for all tasks. The plan for stakeholders’ interaction should identify all parties from whom commitments should be obtained. 2. Document all organizational commitments, both full and provisional 3. Review internal commitments with senior management as appropriate 4. Review external commitments with senior management as appropriate

例子工作产品： 对承诺的请求文档，承诺文档。

子实践： 明确需求支持和谈判承诺来支持相关利益人。 工作细分结构会被使用来做一个检查列表，保证承诺被所有任务负责。

2. 文档化所有的组织承诺， 3. 复审内部承诺。 4. 复审外部承诺。