这就是为什么所有的四个RUP阶段都是以需要评估项目交付件，从而证明适当的风险减少和评估价值创造的管理里程碑为结尾的。
This is why all four RUP phases end with a management milestone requiring project deliverables to be assessed to demonstrate proper risk reduction and assess value creation.
举例来说，它可能采取面向战术项目管理的信息的形式，例如，达到的里程碑对比计划的里程碑，或者安排的任务对比实际完成的任务。
This may take the form, for example, of tactical project management-oriented information, such as milestones achieved versus planned, or scheduled versus actual tasks completed.
项目计划包含功能说明(每个工作组的合并计划)和日程。项目计划批准的里程碑是管理人员批准继续进行部署。
The project plan contains the functional specification (combined plans of each team) and a schedule. The project plan approved milestone is permission from management to proceed with the deployment.
作为一种具体的软件项目过程管理方法，里程碑管理框架填补了CMM在这方面研究的空白。
The project Milestone management Framework just fills that blank of CMM with its project management working procedures.
涉及的项目管理作业包括启动项目、制定项目计划、检讨项目、控制项目变更、交付产品、获取重要里程碑证明、结案项目以及个人工作管理。
The tasks involved are starting project, making plan, checking plan, controlling the change, product delivery, achieving the milestone proof, ending the project and personal work management.
涉及的项目管理作业包括启动项目、制定项目计划、检讨项目、控制项目变更、交付产品、获取重要里程碑证明、结案项目以及个人工作管理。
The tasks involved are starting project, making plan, checking plan, controlling the change, product delivery, achieving the milestone proof, ending the project and personal work management.
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