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In the United States military integrated acquisition lifecycle the Technical section has multiple acquisition "Technical Reviews". Technical reviews and audits assist the acquisition and the number and types are tailored to the acquisition. Overall guidance flows from the Defense Acquisition Guidebook chapter 4, with local details further defined by the review organizations. Typical topics examined include adequacy of program/contract metrics, proper staffing, risks, budget, and schedule.
In NASA's engineering design life cycle, a phase of design reviews are held for technical and programmatic accountability and to authorize the release of funding to a project. This article describes the major phases of that systems engineering process. A design review provides an in-depth assessment, by an independent team of discipline experts and managers, that the design (or concept) is realistic and attainable from a programmatic and technical sense.
Design review is also required of medical device developers as part of a system of design controls described in the US Food and Drug Administration's governing regulations in 21CFR820. In 21CFR820.3(h), design review is described as " documented, comprehensive, systematic examination of the design to evaluate the adequacy of the design requirements, to evaluate the capability of the design to meet these requirements, and to identify problems." The FDA also specifies that a design review should include an independent reviewer.
The list of reviews done by an effort and the content, nature, process, and objectives any review uses vary enormously by the organization involved and the particular situation of the effort. For example, even within the U.S. Department of Defense, System Requirements Review cases include such as (1) a 5-day perusal of each individual requirement, or (2) a 2-day discussion of development plan documents allowed only after the system requirements have been approved and the development documents reviewed with formal action items required, or (3) a half-day powerpoint with content determined by the Project Manager with attendance limited to high-level (non-technical) stakeholders with no output other than the PM being able to claim 'SRR done'.
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