項(xiàng)目流程管理制度建議?一、總則（一）目的為了規(guī)范公司項(xiàng)目流程，提高項(xiàng)目管理效率，確保項(xiàng)目目標(biāo)的順利實(shí)現(xiàn)，特制定本管理制度。（二）適用范圍本制度適用于公司內(nèi)部所有項(xiàng)目，包括但不限于新產(chǎn)品研發(fā)項(xiàng)目、工程項(xiàng)目、營(yíng)銷項(xiàng)目等。（三）基本原則1.目標(biāo)導(dǎo)向原則：項(xiàng)目流程應(yīng)緊密圍繞項(xiàng)目目標(biāo)展開，確保各項(xiàng)工作有序推進(jìn)，最終實(shí)現(xiàn)項(xiàng)目目標(biāo)。2.規(guī)范化原則：明確項(xiàng)目各階段的工作內(nèi)容、流程、標(biāo)準(zhǔn)和責(zé)任人，使項(xiàng)目管理工作有章可循。3.協(xié)同合作原則：強(qiáng)調(diào)項(xiàng)目團(tuán)隊(duì)成員之間的溝通與協(xié)作，打破部門壁壘，形成高效的工作合力。4.風(fēng)險(xiǎn)管理原則：對(duì)項(xiàng)目過程中可能出現(xiàn)的風(fēng)險(xiǎn)進(jìn)行識(shí)別、評(píng)估和應(yīng)對(duì)，降低風(fēng)險(xiǎn)對(duì)項(xiàng)目的影響。二、項(xiàng)目流程概述（一）項(xiàng)目生命周期1.項(xiàng)目啟動(dòng)階段：明確項(xiàng)目需求，進(jìn)行項(xiàng)目可行性研究，組建項(xiàng)目團(tuán)隊(duì)，制定項(xiàng)目計(jì)劃。2.項(xiàng)目規(guī)劃階段：細(xì)化項(xiàng)目目標(biāo)，制定項(xiàng)目詳細(xì)計(jì)劃，包括項(xiàng)目進(jìn)度計(jì)劃、資源計(jì)劃、成本計(jì)劃等。3.項(xiàng)目執(zhí)行階段：按照項(xiàng)目計(jì)劃組織實(shí)施，協(xié)調(diào)各方資源，確保項(xiàng)目工作順利進(jìn)行。4.項(xiàng)目監(jiān)控階段：對(duì)項(xiàng)目進(jìn)度、質(zhì)量、成本等進(jìn)行監(jiān)控，及時(shí)發(fā)現(xiàn)問題并采取措施解決。5.項(xiàng)目收尾階段：完成項(xiàng)目交付，進(jìn)行項(xiàng)目驗(yàn)收，總結(jié)項(xiàng)目經(jīng)驗(yàn)教訓(xùn)，進(jìn)行項(xiàng)目后評(píng)價(jià)。（二）項(xiàng)目流程環(huán)節(jié)1.項(xiàng)目發(fā)起：由業(yè)務(wù)部門或相關(guān)人員提出項(xiàng)目需求，填寫項(xiàng)目申請(qǐng)表，經(jīng)部門負(fù)責(zé)人審核后提交給項(xiàng)目管理部門。2.項(xiàng)目立項(xiàng)：項(xiàng)目管理部門對(duì)項(xiàng)目申請(qǐng)表進(jìn)行審核，組織相關(guān)人員進(jìn)行項(xiàng)目可行性研究，形成項(xiàng)目可行性研究報(bào)告。如項(xiàng)目可行，提交公司領(lǐng)導(dǎo)審批，審批通過后正式立項(xiàng)。3.項(xiàng)目規(guī)劃：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目目標(biāo)和要求，制定項(xiàng)目詳細(xì)計(jì)劃，包括項(xiàng)目進(jìn)度計(jì)劃、資源計(jì)劃、成本計(jì)劃等。項(xiàng)目計(jì)劃應(yīng)經(jīng)項(xiàng)目管理部門審核，公司領(lǐng)導(dǎo)批準(zhǔn)。4.項(xiàng)目執(zhí)行：項(xiàng)目團(tuán)隊(duì)按照項(xiàng)目計(jì)劃組織實(shí)施，協(xié)調(diào)各方資源，確保項(xiàng)目工作順利進(jìn)行。在項(xiàng)目執(zhí)行過程中，應(yīng)及時(shí)記錄項(xiàng)目進(jìn)展情況，形成項(xiàng)目文檔。5.項(xiàng)目監(jiān)控：項(xiàng)目管理部門定期對(duì)項(xiàng)目進(jìn)度、質(zhì)量、成本等進(jìn)行監(jiān)控，及時(shí)發(fā)現(xiàn)問題并采取措施解決。如發(fā)現(xiàn)項(xiàng)目偏差較大，應(yīng)及時(shí)調(diào)整項(xiàng)目計(jì)劃。6.項(xiàng)目收尾：項(xiàng)目完成后，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)及時(shí)整理項(xiàng)目文檔，進(jìn)行項(xiàng)目驗(yàn)收。項(xiàng)目驗(yàn)收合格后，進(jìn)行項(xiàng)目總結(jié)，總結(jié)項(xiàng)目經(jīng)驗(yàn)教訓(xùn)，形成項(xiàng)目后評(píng)價(jià)報(bào)告。三、項(xiàng)目啟動(dòng)階段（一）項(xiàng)目發(fā)起1.項(xiàng)目需求提出：業(yè)務(wù)部門或相關(guān)人員根據(jù)公司戰(zhàn)略規(guī)劃、市場(chǎng)需求、客戶要求等，提出項(xiàng)目需求。項(xiàng)目需求應(yīng)明確項(xiàng)目目標(biāo)、項(xiàng)目范圍、項(xiàng)目時(shí)間要求等。2.項(xiàng)目申請(qǐng)表填寫：業(yè)務(wù)部門或相關(guān)人員填寫項(xiàng)目申請(qǐng)表，詳細(xì)說明項(xiàng)目需求、項(xiàng)目背景、項(xiàng)目預(yù)期收益等。項(xiàng)目申請(qǐng)表應(yīng)經(jīng)部門負(fù)責(zé)人審核簽字。3.項(xiàng)目申請(qǐng)表提交：業(yè)務(wù)部門或相關(guān)人員將審核后的項(xiàng)目申請(qǐng)表提交給項(xiàng)目管理部門。（二）項(xiàng)目立項(xiàng)1.項(xiàng)目申請(qǐng)表審核：項(xiàng)目管理部門對(duì)項(xiàng)目申請(qǐng)表進(jìn)行審核，重點(diǎn)審核項(xiàng)目需求的合理性、項(xiàng)目目標(biāo)的明確性、項(xiàng)目時(shí)間要求的可行性等。2.項(xiàng)目可行性研究：項(xiàng)目管理部門組織相關(guān)人員對(duì)項(xiàng)目進(jìn)行可行性研究，包括技術(shù)可行性、經(jīng)濟(jì)可行性、運(yùn)營(yíng)可行性等。可行性研究應(yīng)形成項(xiàng)目可行性研究報(bào)告。3.項(xiàng)目立項(xiàng)審批：項(xiàng)目管理部門將項(xiàng)目可行性研究報(bào)告提交公司領(lǐng)導(dǎo)審批。公司領(lǐng)導(dǎo)根據(jù)項(xiàng)目可行性研究報(bào)告，做出項(xiàng)目是否立項(xiàng)的決定。如項(xiàng)目立項(xiàng)，項(xiàng)目管理部門應(yīng)發(fā)布項(xiàng)目立項(xiàng)通知。四、項(xiàng)目規(guī)劃階段（一）項(xiàng)目團(tuán)隊(duì)組建1.項(xiàng)目經(jīng)理任命：項(xiàng)目管理部門根據(jù)項(xiàng)目需求和公司人力資源情況，任命項(xiàng)目經(jīng)理。項(xiàng)目經(jīng)理應(yīng)具備豐富的項(xiàng)目管理經(jīng)驗(yàn)和專業(yè)知識(shí)，具備良好的溝通協(xié)調(diào)能力和團(tuán)隊(duì)管理能力。2.項(xiàng)目團(tuán)隊(duì)成員選拔：項(xiàng)目經(jīng)理根據(jù)項(xiàng)目計(jì)劃和項(xiàng)目需求，選拔項(xiàng)目團(tuán)隊(duì)成員。項(xiàng)目團(tuán)隊(duì)成員應(yīng)具備相關(guān)的專業(yè)知識(shí)和技能，具備良好的團(tuán)隊(duì)合作精神和責(zé)任心。3.項(xiàng)目團(tuán)隊(duì)組建：項(xiàng)目管理部門組織項(xiàng)目團(tuán)隊(duì)成員召開項(xiàng)目啟動(dòng)會(huì)議，介紹項(xiàng)目背景、項(xiàng)目目標(biāo)、項(xiàng)目計(jì)劃等，明確項(xiàng)目團(tuán)隊(duì)成員的職責(zé)和分工。（二）項(xiàng)目計(jì)劃制定1.項(xiàng)目目標(biāo)細(xì)化：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目立項(xiàng)要求，進(jìn)一步細(xì)化項(xiàng)目目標(biāo)，將項(xiàng)目目標(biāo)分解為具體的可衡量的子目標(biāo)。2.項(xiàng)目進(jìn)度計(jì)劃制定：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目目標(biāo)和項(xiàng)目時(shí)間要求，制定項(xiàng)目進(jìn)度計(jì)劃。項(xiàng)目進(jìn)度計(jì)劃應(yīng)采用甘特圖等工具進(jìn)行繪制，明確項(xiàng)目各階段的開始時(shí)間、結(jié)束時(shí)間和責(zé)任人。3.項(xiàng)目資源計(jì)劃制定：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目進(jìn)度計(jì)劃和項(xiàng)目工作內(nèi)容，制定項(xiàng)目資源計(jì)劃。項(xiàng)目資源計(jì)劃應(yīng)明確項(xiàng)目所需的人力資源、物力資源、財(cái)力資源等，并進(jìn)行合理分配。4.項(xiàng)目成本計(jì)劃制定：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目資源計(jì)劃和項(xiàng)目成本預(yù)算，制定項(xiàng)目成本計(jì)劃。項(xiàng)目成本計(jì)劃應(yīng)明確項(xiàng)目各階段的成本預(yù)算和成本控制目標(biāo)。5.項(xiàng)目風(fēng)險(xiǎn)管理計(jì)劃制定：項(xiàng)目團(tuán)隊(duì)對(duì)項(xiàng)目過程中可能出現(xiàn)的風(fēng)險(xiǎn)進(jìn)行識(shí)別、評(píng)估和應(yīng)對(duì)，制定項(xiàng)目風(fēng)險(xiǎn)管理計(jì)劃。項(xiàng)目風(fēng)險(xiǎn)管理計(jì)劃應(yīng)明確風(fēng)險(xiǎn)識(shí)別方法、風(fēng)險(xiǎn)評(píng)估標(biāo)準(zhǔn)、風(fēng)險(xiǎn)應(yīng)對(duì)措施等。6.項(xiàng)目質(zhì)量計(jì)劃制定：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目目標(biāo)和項(xiàng)目質(zhì)量要求，制定項(xiàng)目質(zhì)量計(jì)劃。項(xiàng)目質(zhì)量計(jì)劃應(yīng)明確項(xiàng)目質(zhì)量目標(biāo)、質(zhì)量控制標(biāo)準(zhǔn)、質(zhì)量保證措施等。7.項(xiàng)目計(jì)劃審核：項(xiàng)目團(tuán)隊(duì)將制定好的項(xiàng)目計(jì)劃提交給項(xiàng)目管理部門審核。項(xiàng)目管理部門對(duì)項(xiàng)目計(jì)劃進(jìn)行審核，重點(diǎn)審核項(xiàng)目計(jì)劃的合理性、可行性、完整性等。8.項(xiàng)目計(jì)劃批準(zhǔn)：項(xiàng)目管理部門將審核通過的項(xiàng)目計(jì)劃提交公司領(lǐng)導(dǎo)批準(zhǔn)。公司領(lǐng)導(dǎo)根據(jù)項(xiàng)目計(jì)劃，做出項(xiàng)目計(jì)劃是否批準(zhǔn)的決定。如項(xiàng)目計(jì)劃批準(zhǔn)，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)按照項(xiàng)目計(jì)劃組織實(shí)施。五、項(xiàng)目執(zhí)行階段（一）項(xiàng)目工作開展1.項(xiàng)目任務(wù)分配：項(xiàng)目經(jīng)理根據(jù)項(xiàng)目計(jì)劃，將項(xiàng)目工作任務(wù)分配給項(xiàng)目團(tuán)隊(duì)成員。項(xiàng)目團(tuán)隊(duì)成員應(yīng)按照項(xiàng)目經(jīng)理的要求，按時(shí)完成項(xiàng)目工作任務(wù)。2.項(xiàng)目溝通協(xié)調(diào)：項(xiàng)目經(jīng)理定期組織項(xiàng)目團(tuán)隊(duì)成員召開項(xiàng)目進(jìn)度會(huì)議，匯報(bào)項(xiàng)目進(jìn)展情況，協(xié)調(diào)解決項(xiàng)目過程中出現(xiàn)的問題。項(xiàng)目團(tuán)隊(duì)成員之間應(yīng)保持密切溝通，及時(shí)共享項(xiàng)目信息。3.項(xiàng)目文檔管理：項(xiàng)目團(tuán)隊(duì)成員應(yīng)及時(shí)記錄項(xiàng)目工作進(jìn)展情況，形成項(xiàng)目文檔。項(xiàng)目文檔應(yīng)包括項(xiàng)目計(jì)劃、項(xiàng)目報(bào)告、項(xiàng)目文檔等。項(xiàng)目文檔應(yīng)按照公司文檔管理規(guī)定進(jìn)行整理和歸檔。（二）項(xiàng)目變更管理1.項(xiàng)目變更申請(qǐng)：在項(xiàng)目執(zhí)行過程中，如因項(xiàng)目需求變化、項(xiàng)目環(huán)境變化等原因，需要對(duì)項(xiàng)目計(jì)劃進(jìn)行變更，項(xiàng)目團(tuán)隊(duì)成員應(yīng)填寫項(xiàng)目變更申請(qǐng)表，詳細(xì)說明項(xiàng)目變更的原因、項(xiàng)目變更的內(nèi)容、項(xiàng)目變更的影響等。2.項(xiàng)目變更評(píng)估：項(xiàng)目經(jīng)理組織相關(guān)人員對(duì)項(xiàng)目變更申請(qǐng)表進(jìn)行評(píng)估，重點(diǎn)評(píng)估項(xiàng)目變更的必要性、項(xiàng)目變更的可行性、項(xiàng)目變更的影響等。3.項(xiàng)目變更審批：項(xiàng)目經(jīng)理將評(píng)估通過的項(xiàng)目變更申請(qǐng)表提交給項(xiàng)目管理部門審核。項(xiàng)目管理部門對(duì)項(xiàng)目變更申請(qǐng)表進(jìn)行審核，重點(diǎn)審核項(xiàng)目變更的合理性、項(xiàng)目變更的可行性、項(xiàng)目變更的影響等。項(xiàng)目管理部門將審核通過的項(xiàng)目變更申請(qǐng)表提交公司領(lǐng)導(dǎo)審批。公司領(lǐng)導(dǎo)根據(jù)項(xiàng)目變更申請(qǐng)表，做出項(xiàng)目變更是否批準(zhǔn)的決定。如項(xiàng)目變更批準(zhǔn)，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)按照項(xiàng)目變更后的計(jì)劃組織實(shí)施。（三）項(xiàng)目風(fēng)險(xiǎn)管理1.風(fēng)險(xiǎn)監(jiān)控：項(xiàng)目經(jīng)理定期對(duì)項(xiàng)目風(fēng)險(xiǎn)進(jìn)行監(jiān)控，及時(shí)發(fā)現(xiàn)新的風(fēng)險(xiǎn)因素，對(duì)已識(shí)別的風(fēng)險(xiǎn)因素進(jìn)行跟蹤和評(píng)估。2.風(fēng)險(xiǎn)應(yīng)對(duì)：項(xiàng)目經(jīng)理根據(jù)風(fēng)險(xiǎn)監(jiān)控結(jié)果，及時(shí)調(diào)整風(fēng)險(xiǎn)應(yīng)對(duì)措施。對(duì)于已發(fā)生的風(fēng)險(xiǎn)事件，項(xiàng)目經(jīng)理應(yīng)組織項(xiàng)目團(tuán)隊(duì)成員進(jìn)行應(yīng)急處理，降低風(fēng)險(xiǎn)事件對(duì)項(xiàng)目的影響。（四）項(xiàng)目質(zhì)量管理1.質(zhì)量監(jiān)控：項(xiàng)目經(jīng)理定期對(duì)項(xiàng)目質(zhì)量進(jìn)行監(jiān)控，及時(shí)發(fā)現(xiàn)質(zhì)量問題，對(duì)已發(fā)現(xiàn)的質(zhì)量問題進(jìn)行跟蹤和評(píng)估。2.質(zhì)量改進(jìn)：項(xiàng)目經(jīng)理根據(jù)質(zhì)量監(jiān)控結(jié)果，及時(shí)調(diào)整質(zhì)量保證措施。對(duì)于已發(fā)生的質(zhì)量問題，項(xiàng)目經(jīng)理應(yīng)組織項(xiàng)目團(tuán)隊(duì)成員進(jìn)行原因分析，制定質(zhì)量改進(jìn)措施，防止質(zhì)量問題再次發(fā)生。六、項(xiàng)目監(jiān)控階段（一）項(xiàng)目進(jìn)度監(jiān)控1.進(jìn)度跟蹤：項(xiàng)目經(jīng)理定期對(duì)項(xiàng)目進(jìn)度進(jìn)行跟蹤，對(duì)比項(xiàng)目實(shí)際進(jìn)度與項(xiàng)目計(jì)劃進(jìn)度，及時(shí)發(fā)現(xiàn)進(jìn)度偏差。2.進(jìn)度分析：項(xiàng)目經(jīng)理對(duì)進(jìn)度偏差進(jìn)行分析，找出進(jìn)度偏差的原因，評(píng)估進(jìn)度偏差對(duì)項(xiàng)目的影響。3.進(jìn)度調(diào)整：項(xiàng)目經(jīng)理根據(jù)進(jìn)度分析結(jié)果，及時(shí)調(diào)整項(xiàng)目進(jìn)度計(jì)劃。如進(jìn)度偏差較大，項(xiàng)目經(jīng)理應(yīng)采取措施加快項(xiàng)目進(jìn)度，確保項(xiàng)目按時(shí)完成。（二）項(xiàng)目質(zhì)量監(jiān)控1.質(zhì)量檢查：項(xiàng)目經(jīng)理定期對(duì)項(xiàng)目質(zhì)量進(jìn)行檢查，檢查項(xiàng)目工作是否符合質(zhì)量標(biāo)準(zhǔn)和質(zhì)量要求。2.質(zhì)量評(píng)估：項(xiàng)目經(jīng)理對(duì)項(xiàng)目質(zhì)量進(jìn)行評(píng)估，評(píng)估項(xiàng)目質(zhì)量是否達(dá)到質(zhì)量目標(biāo)。3.質(zhì)量改進(jìn)：項(xiàng)目經(jīng)理根據(jù)質(zhì)量評(píng)估結(jié)果，及時(shí)調(diào)整質(zhì)量保證措施。對(duì)于質(zhì)量不達(dá)標(biāo)的項(xiàng)目工作，項(xiàng)目經(jīng)理應(yīng)組織項(xiàng)目團(tuán)隊(duì)成員進(jìn)行原因分析，制定質(zhì)量改進(jìn)措施，確保項(xiàng)目質(zhì)量達(dá)到質(zhì)量目標(biāo)。（三）項(xiàng)目成本監(jiān)控1.成本核算：項(xiàng)目經(jīng)理定期對(duì)項(xiàng)目成本進(jìn)行核算，核算項(xiàng)目實(shí)際成本與項(xiàng)目成本計(jì)劃。2.成本分析：項(xiàng)目經(jīng)理對(duì)成本偏差進(jìn)行分析，找出成本偏差的原因，評(píng)估成本偏差對(duì)項(xiàng)目的影響。3.成本控制：項(xiàng)目經(jīng)理根據(jù)成本分析結(jié)果，及時(shí)調(diào)整項(xiàng)目成本計(jì)劃。如成本偏差較大，項(xiàng)目經(jīng)理應(yīng)采取措施控制項(xiàng)目成本，確保項(xiàng)目成本不超過成本預(yù)算。（四）項(xiàng)目風(fēng)險(xiǎn)管理監(jiān)控1.風(fēng)險(xiǎn)評(píng)估：項(xiàng)目經(jīng)理定期對(duì)項(xiàng)目風(fēng)險(xiǎn)進(jìn)行評(píng)估，評(píng)估風(fēng)險(xiǎn)的發(fā)生概率和影響程度。2.風(fēng)險(xiǎn)應(yīng)對(duì)措施評(píng)估：項(xiàng)目經(jīng)理對(duì)風(fēng)險(xiǎn)應(yīng)對(duì)措施的有效性進(jìn)行評(píng)估，及時(shí)調(diào)整風(fēng)險(xiǎn)應(yīng)對(duì)措施。3.新風(fēng)險(xiǎn)識(shí)別：項(xiàng)目經(jīng)理在項(xiàng)目監(jiān)控過程中，及時(shí)識(shí)別新的風(fēng)險(xiǎn)因素，對(duì)新的風(fēng)險(xiǎn)因素進(jìn)行評(píng)估和應(yīng)對(duì)。七、項(xiàng)目收尾階段（一）項(xiàng)目交付1.項(xiàng)目成果整理：項(xiàng)目團(tuán)隊(duì)在項(xiàng)目完成后，及時(shí)整理項(xiàng)目成果，包括項(xiàng)目文檔、項(xiàng)目產(chǎn)品等。2.項(xiàng)目成果驗(yàn)收：項(xiàng)目管理部門組織相關(guān)人員對(duì)項(xiàng)目成果進(jìn)行驗(yàn)收，驗(yàn)收項(xiàng)目成果是否符合項(xiàng)目要求和質(zhì)量標(biāo)準(zhǔn)。3.項(xiàng)目交付：項(xiàng)目成果驗(yàn)收合格后，項(xiàng)目團(tuán)隊(duì)將項(xiàng)目成果交付給客戶或相關(guān)部門。（二）項(xiàng)目總結(jié)1.項(xiàng)目經(jīng)驗(yàn)教訓(xùn)總結(jié)：項(xiàng)目團(tuán)隊(duì)在項(xiàng)目完成后，及時(shí)總結(jié)項(xiàng)目經(jīng)驗(yàn)教訓(xùn)，分析項(xiàng)目成功的原因和項(xiàng)目失敗的原因。2.項(xiàng)目后評(píng)價(jià)報(bào)告撰寫：項(xiàng)目團(tuán)隊(duì)根據(jù)項(xiàng)目經(jīng)驗(yàn)教訓(xùn)總結(jié)，撰寫項(xiàng)目后評(píng)價(jià)報(bào)告。項(xiàng)目后評(píng)價(jià)報(bào)告應(yīng)包括項(xiàng)目目標(biāo)完成情況、項(xiàng)目質(zhì)量情況、項(xiàng)目成本情況、項(xiàng)目進(jìn)度情況、項(xiàng)目風(fēng)險(xiǎn)管理情況、項(xiàng)目經(jīng)驗(yàn)教訓(xùn)等。3.項(xiàng)目后評(píng)價(jià)報(bào)告審核：項(xiàng)目管理部門對(duì)項(xiàng)目后評(píng)價(jià)報(bào)告進(jìn)行審核，重點(diǎn)審核項(xiàng)目后評(píng)價(jià)報(bào)告的真實(shí)性、客觀性、準(zhǔn)確性等。4.項(xiàng)目后評(píng)價(jià)報(bào)告批準(zhǔn)：項(xiàng)目管理部門將審核通過的項(xiàng)目后評(píng)價(jià)報(bào)告提交公司領(lǐng)導(dǎo)批準(zhǔn)。公司領(lǐng)導(dǎo)根據(jù)項(xiàng)目后評(píng)價(jià)報(bào)告，做出項(xiàng)目后評(píng)價(jià)報(bào)告是否批準(zhǔn)的決定。如項(xiàng)目后評(píng)價(jià)報(bào)告批準(zhǔn)，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)將項(xiàng)目后評(píng)價(jià)報(bào)告存檔。（三）項(xiàng)目文檔歸檔1.項(xiàng)目文檔整理：項(xiàng)