cmmipiids原版全套文件(37个文件)gp32_improvementv11-cmmi(编辑修改稿)

cmmipiids原版全套文件(37个文件)gp32_improvementv11-cmmi(编辑修改稿)内容摘要：

f the OID PA  Lessons learned from performing the OID activities  Process(es) and procedures for performing the OID activities  Results of analysis of process improvement proposals  Deployment plans Project Management PP (see general evidence)  Project work breakdown structures (WBS)  Estimating models  Project attribute estimates  Bases of estimates (BOEs)  Project estimation rationale  Project effort, schedule and cost estimates  Project schedules  Identified risks  Project data management plans  Project resource plans  Project training plans  Stakeholder involvement plans  Project plans  Other plans that affect the project 0978cc3c1e39863228c206b7d51fc7af 4 07/24/20 PMC (see general evidence)  Project effort, schedule and cost actuals  Records of project performance  Records of project mitment reviews  Records of project risk monitoring  Records of data management  Records of stakeholder involvement  Project review results  Project milestone review results  Issue list  Corrective action plans SAM (see general evidence)  Acquisition types for acquired products and services  Candidate supplier lists  Preferred supplier lists  Supplier selection rationale  Supplier evaluation criteria and resulting evaluations  Solicitation materials and requirements  Supplier statement of work  Supplier agreements (., contracts, memoranda of agreement, licensing agreements)  COTS trade studies, price lists, evaluation criteria, and product reviews  Supplier progress reports  Supplier review materials and reports  Acceptance test procedures and results  Transition plans  Training reports  Support and maintenance reports IPM (*IPPD) (see general evidence)  Project’s defined process and tailoring from the anization’s standard process  Lessons learned and measures from use of anizational process assets and estimating models  Approaches for integration of project plans  Measures for effort and schedule to tailor the anization’s standard process  *Communications strategy  *Organizational expectations and constraints that apply to projects  *Measures for evaluating the performance of integrated teams  “This generic practice is different from the Contribute to the Organizational Process Assets specific practice in this process area. This generic practice collects improvement information about the integrated project management processes. The Contribute to the Organizational Process Assets specific practice collects information from processes in the project’s defined process.” 0978cc3c1e39863228c206b7d51fc7af 5 07/24/20 RSKM (see general evidence)  Risk management process(es), procedures  Risk sources and categories  Risk evaluatio。