checklist

定制师首次方案前未按《Checklist》与客人确认需求点位时、如果客人目的地为国际及港澳台，未提醒客人证件是否在有效期内会记为缺陷。（） 通过EMAIL的方式，将《现场服务申请》扫描件（客户书面签字的，或者客户审批EMAIL导出为附件）、《现场服务实施方案》、《高危操作细化表》、《高危操作规范性审核checklist》发送给，完成管理授权（） 对客户网络的操作，严格按照技术审批的方案和Checklist执行，严禁执行方案外现网修改指令和操作；对现网安全影响重大的操作通过双人方式确保安全（一人操作一人确认）（） 华为低端交换机S3526EFC/S3026ECGT/S5000/S3050等设备巡检CheckList执行操作中，查看各个端口上CPU的报文，连续几次dis sw pack查看各个端口上送CPU的报文情况，正常情况不应该超过（） Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （请作答此空） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （请作答此空） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （请作答此空） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （请作答此空） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （请作答此空） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （请作答此空） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （请作答此空） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （请作答此空） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the ( ) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the ( ) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them ( ) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents ( ) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.. Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely ( ) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..