According to the purpose of review, it can be divided into management review and technical review. Management review is a review of the project plan, schedule, resources and cost-related work products, paying attention to the project status, and determining the next work arrangement according to the review results. For example, progress review and milestone review belong to management review. Technical review refers to the review of the engineering technical work products of the project, evaluating the technical maturity, checking whether it meets the specified requirements and standards, and finding problems and defects as soon as possible. Peer review belongs to technical review.

According to the organization scope of audit, it can be divided into internal audit and external audit, in which internal audit includes company-level audit, department-level audit and project-level audit.

According to the organizational form of review, it can be divided into meeting review and appraisal. Review refers to the independent inspection of work products by reviewers, recording problems and feeding back the review conclusions.

The review plan shall be formulated synchronously with the project schedule, including the work products to be reviewed, the review time, the review method, the person in charge of the review and the members of the review team. According to different life cycle models and R&D processes, organizations can define corresponding review rules or review plan templates for project managers to refer to when making review plans. The following figure shows an example of an audit rule corresponding to the waterfall model.

It is suggested to establish the review rules of life cycle model, because different life cycle models may have different stages, milestones and the starting conditions of each review;

For the participants of the review, corresponding relationships can be established with different review types. For example, the company-level review and management review need the participation of senior project managers as team leaders, while the project-level review and technical review can only be led by the project managers.

In the review meeting, the person in charge of the review introduces the main contents of the work product being reviewed, answers questions and records the existing problems. The review team puts forward questions, points out the problems existing in the products being reviewed, and forms a review conclusion through discussion, which is signed and approved by the review team leader.

After the review meeting, the person in charge of the review shall form a review report, including the review conclusion, question list and personnel sign-in form.

After the review meeting, the project manager shall organize the person in charge of the review and relevant personnel to discuss the rectification measures for the problems existing in the review, make clear the person in charge of the rectification and the date, and fill in the Review Problem Tracking Form.

QA is responsible for tracking and verifying the solution to the problem, and the problem can be closed after the verification is passed.