CMMI评审（八）

项目需求管理相关问题：

CMMI（Capability Maturity Model Integration For Software，软件能力成熟度模型集成）是在CMM（Capability Maturity Model For Software，软件能力成熟度模型）的基础上发展而来的。CMMI是由美国卡耐基梅隆大学软件工程研究所（Software Engineering Institute，SEI）组织全世界的软件过程改进和软件开发管理方面的专家历时四年而开发出来的，并在全世界推广实施的一种软件能力成熟度评估标准，主要用于指导软件开发过程的改进和进行软件开发能力的评估。

1.请问你项目中怎样从客户那边取得需求？(How do you get the demand from customer in your project )

通过需求调研会议、访谈、原型演示等方式进行需求调研，取得系统业务需求，客户在会上或访谈中对我们的需求记录进行确认。
Do the requirement reasearch by meeting, interview, protype show,etc, to obtain the requirement. The clientt can verify our requirement record during meeting or interview.
客户参加需求评审，对需求说明书中存在的问题会提出来。
During he client participate in requirement review, they can point out any problem in requirement specification
客户对评审过的需求规格说明书签字确认需求内容。
After the review,the client will verify requirement specification by signature.

2.在项目中，需求如何被管理？（How do you manage the demand?）

通过需求调研会议、访谈、原型演示等方式进行需求调研，取得系统业务需求,
Do the requirement reasearch by meeting, interview, protype show,etc, to obtain the requirement.
并且与客户达成一致。Come into agreement with client
先提出变更申请，CCB进行变更评估，组织变更实施，变更的验证和确认，变更产品的发布。整个过程都有CM工程师对需求变更的文档进行配置管理。每个项目要看看的需求变更申请表，需求变更提出-变更影响分析评价-CCB审批-安排专人负责变更-变更以后的验证-变更以后的配置项的重新发布
Apply for requirement change, the CCB evaluate the reuirement change application, organize the perform the requirement change, release the requirement change. In all the process,the CM engineer will manage the configuration of the requirement change. Thhere will be the table for every requirement change,from apply for requirement change-evaluation-CCB approval-arrange staff for requirement change-verification for requirent change-release new configuration for requirement change.

3.你如何确保需求与工作产品的一致性？How do you assure the consistency for the requirment and the product

有《需求跟踪矩阵》对所有需求进行追溯，在明确了一个需求需要进行变更时，可以通过此表追溯所有相关的工作产品，在变更完成后，对此表进行维护。
The requirement tracking Matrix will track all requirement. After a requirement change,you can track all the relative products via this matrix table. After the requirement change, you can maitain this table.
通过对项目的监控，包括对计划的检查、过程活动及产品的检查来发现产品与需求的不一致；主动发现外部的需求变动，界定相关的计划及工作产品的变更。
Finding the difference between product and requirement by track and control the project, including review the project,process and product. Try to dind the external requirement change , and define requirement change for relative project and product.

4.在你的项目中，谁负责需求的跟踪？In your project, who is assigned to track requirements?

相关阶段的开发人员 Relative developing staffs

5.对于需求开发和需求管理工作，你们组织有什么方针 What policy do you have for the requirment development and managment

在体系文件需求管理第一章第一节里面进行了定义，方针是管理项目产品及产品组件的需求，并界定这些需求与项目计划及工作产品间的差异
In the first section on the first chapter of the requirement management document, define policy is manage requirement of project and relative component, and define the defference between requirement,project and product.

6.你是如何知道自己的职责以及工作的安排？How do you know your responsibility and work arrangement?

在《需求开发计划》里面有详细的人员职责安排
Arrange relative staffs and detail responsibility in Requirement Development Plan
我们有《需求开发计划》，还有《项目进度计划WBS》，里面会告诉我们什么时候该做什么事。这些安排的制定是经过评审的，获得我们的认可.
We have Requirement Development Plan and WBS Project Schedule Plan, the plan will lead us anything what to do in different pjase. And this plans are reviewed and agreed.

7.公司为需求开发、需求管理工作提供了哪些资源？ what resources does company provide for the requirements development, demand management

1、公司的体系文件定义了需求开发和需求管理该怎么做，并且对我们进行了过程的宣贯Company’s system document have defined the requirement development and management, all staffs have learned these document.
2、公司给我们提供了工作机和工作服务器company will provide the working machine and working server
3、公司提供了office、SVN、VISIO等我们所需的软件company provide necessary software,such as office、SVN、VISIO,etc.
4、人力资源的支持support from Human Resource

8.你们接受过针对需求开发和需求管理的相关培训吗？Do you accept for requirements development and requirement management related training

项目组成员进行过相关培训的活动，包括CMMI基础培训，体系文件宣贯培训，软件工程培训，cmmi专题培训，经过培训，项目人员都符合项目成员应有的技能要求。
all the project members have received relative training to meet project demand, such as, CMMI knowledge, document learning, engineer training.

9.你们的工作资料是如何管理的？How will you manage the working data?

首先相关文档存放在开发库（开发人员有完全的读写权限）中，评审通过后，会有相关的配置管理员放入相关的配置库中relative document will be saved in developemnt library(only the developer have the access to read and write document,after review, configuration officer will save the dociment into configuration library.

10.你的工作中涉及到哪些干系人？怎样确保他们参与到项目中去了？How do you choose and settle relative staffs and make sure they participate in the project？

《WBS》中规定了用户参加需求调研的时间，以及项目组成员在需求开发过程中的参与情况。
in WBS, it has defined the necessary time of user, and the project members participation in requirement development.

在《需求开发计划》里面，我们定义了需求开发和需求管理的相关干系人。在《项目进度计划WBS》里面也有这方面的定义。这些计划都是经过确认的，相关干系人也会参加确认，以确保他们能够按计划介入工作。
in Requirement Development Plan, we have defined the relative staffs for requirement development and management. In WBS,we also have that kind of definition. All plans are verified with the relative staffs together, for they can work as plan)

11.你对需求管理的过程是如何控制？How do you control the process of requirement management?

《项目周报》和《个人周报》中有相关工作的工作量、工作时长、工作遇到的问题的信息
平时项目经理也会跟组员进行沟通。
in weekly report and personal report, there will define relative effort, working time. The project manager will communicate any problems occur in working with relative staffs.
里程碑的时候会评审需求阶段的工作情况。we will review our working situation in every milestone
《项目周报》、《里程碑报告》会发送给高层，让他们知道项目的情况，提出建设性的意见。weekly report and milestone report will hand for senior manager,for any suggestion.

12.你们的需求开发和需求管理工作进行过裁剪吗?Will you tailor the requirement development and requirement management?

我们关于这方面的工作都是按公司标准化要求做的，需求过程中我们裁剪了《用户需求说明书》
all working will follow company’s standard, during requirement process, we will tailor the user’s requirement specification.

13.你们收集了哪些改进信息？你们为组织的过程改进提供过哪些资源?What improving information have you collected? What resources have you provided for the organizational process improvement?

列举收集到的改进信息，并说明如果接纳和推进的（谁提出来，谁评审、谁推进）在哪里体现？，另外项目结项时候提交了需求管理有关的经验以及项目测量表提交到组织财富库
list the impoving information, and explain for accept or promote(who to point out, review or promote), where to find the improvement? Besides,all requirement management experience and test table will be add to organizational process asset