Network Working Group E. Davies, Ed.
Request for Comments: 3844 Nortel Networks
Category: Informational J. Hofmann, Ed.
Wissenschaftszentrum Berlin
August 2004
Network Working Group E. Davies, Ed.
Request for Comments: 3844 Nortel Networks
Category: Informational J. Hofmann, Ed.
Wissenschaftszentrum Berlin
August 2004
IETF Problem Resolution Process
IETF问题解决过程
Status of this Memo
本备忘录的状况
This memo provides information for the Internet community. It does not specify an Internet standard of any kind. Distribution of this memo is unlimited.
本备忘录为互联网社区提供信息。它没有规定任何类型的互联网标准。本备忘录的分发不受限制。
Copyright Notice
版权公告
Copyright (C) The Internet Society (2004).
版权所有（C）互联网协会（2004年）。
Abstract
摘要
This Informational document records the history of discussions in the Problem WG during 2003 of how to resolve the problems described in the IETF Problem Statement. It decomposes each of the problems described into a few areas for improvement and categorizes them as either problems affecting the routine processes used to create standards or problems affecting the fundamental structure and practices of the IETF. Expeditious and non-disruptive solutions are proposed for the problems affecting routine processes.
本信息性文件记录了2003年问题工作组关于如何解决IETF问题声明中所述问题的讨论历史。它将描述的每个问题分解为几个需要改进的领域，并将其归类为影响用于创建标准的常规过程的问题或影响IETF基本结构和实践的问题。针对影响常规流程的问题，提出了快速、无中断的解决方案。
The document also lists suggested ways to handle the development of solutions for the structure and practices problems proposed in IETF discussions. Neither the working group nor the wider IETF has reached consensus on a recommendation for any of the proposals. This document therefore has no alternative but to suggest that the search for structure and practices solutions be handed back to the control of the IESG.
该文件还列出了针对IETF讨论中提出的结构和实践问题制定解决方案的建议方法。工作组和更广泛的IETF均未就任何提案的建议达成共识。因此，本文件别无选择，只能建议将结构和实践解决方案的研究交回IESG的控制。
While there was working group consensus on the processes for short-term and medium term improvements, there was no working group consensus on the proposals for longer-term improvements. This document therefore includes longer-term improvement proposals only as a matter of record; they must not be regarded as recommendations from the working group.
虽然工作组就短期和中期改进进程达成了共识，但就长期改进建议没有达成共识。因此，本文件仅包括作为记录事项的长期改进建议；不得将其视为工作组的建议。
Table of Contents
目录
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . 2
2. IETF Purpose and Core Values . . . . . . . . . . . . . . . . . 3
2.1. Non-Core Values . . . . . . . . . . . . . . . . . . . . 4
3. Building on our Success . . . . . . . . . . . . . . . . . . . 4
4. Problem Decomposition . . . . . . . . . . . . . . . . . . . . 5
4.1. Decomposition of Mission Problem . . . . . . . . . . . . 6
4.2. Decomposition of the Engineering Practices Problem . . . 7
4.3. Decomposition of the Complex Problems Problem . . . . . 7
4.4. Decomposition of the Standards Hierarchy Problem . . . . 8
4.5. Decomposition of the Engagement Problem . . . . . . . . 8
4.6. Decomposition of the Management Scaling Problem . . . . 9
4.7. Decomposition of the Working Group Practices Problem . . 11
4.8. Decomposition of the Preparedness Problem . . . . . . . 11
5. Process Recommendations . . . . . . . . . . . . . . . . . . . 11
5.1. Improvements to Routine Processes . . . . . . . . . . . 12
5.1.1. Suggestions to Improve WG Quality Processes . . 13
5.1.2. Suggestions to Increase the Use of Tools . . . . 14
5.1.3. Suggestions to Improve Training. . . . . . . . . 14
5.1.4. Suggestions to Increase WG Chair Communication . 14
5.1.5. Suggestions to Improve Maintenance of Standards. 15
5.2. Changing the Structure and Practices of the IETF . . . . 15
6. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . 17
7. Security Considerations . . . . . . . . . . . . . . . . . . . 17
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . 18
Normative References . . . . . . . . . . . . . . . . . . . . . 18
Informative References . . . . . . . . . . . . . . . . . . . . 18
Authors' Addresses . . . . . . . . . . . . . . . . . . . . . . 19
Full Copyright Statement . . . . . . . . . . . . . . . . . . . 20
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . 2
2. IETF Purpose and Core Values . . . . . . . . . . . . . . . . . 3
2.1. Non-Core Values . . . . . . . . . . . . . . . . . . . . 4
3. Building on our Success . . . . . . . . . . . . . . . . . . . 4
4. Problem Decomposition . . . . . . . . . . . . . . . . . . . . 5
4.1. Decomposition of Mission Problem . . . . . . . . . . . . 6
4.2. Decomposition of the Engineering Practices Problem . . . 7
4.3. Decomposition of the Complex Problems Problem . . . . . 7
4.4. Decomposition of the Standards Hierarchy Problem . . . . 8
4.5. Decomposition of the Engagement Problem . . . . . . . . 8
4.6. Decomposition of the Management Scaling Problem . . . . 9
4.7. Decomposition of the Working Group Practices Problem . . 11
4.8. Decomposition of the Preparedness Problem . . . . . . . 11
5. Process Recommendations . . . . . . . . . . . . . . . . . . . 11
5.1. Improvements to Routine Processes . . . . . . . . . . . 12
5.1.1. Suggestions to Improve WG Quality Processes . . 13
5.1.2. Suggestions to Increase the Use of Tools . . . . 14
5.1.3. Suggestions to Improve Training. . . . . . . . . 14
5.1.4. Suggestions to Increase WG Chair Communication . 14
5.1.5. Suggestions to Improve Maintenance of Standards. 15
5.2. Changing the Structure and Practices of the IETF . . . . 15
6. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . 17
7. Security Considerations . . . . . . . . . . . . . . . . . . . 17
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . 18
Normative References . . . . . . . . . . . . . . . . . . . . . 18
Informative References . . . . . . . . . . . . . . . . . . . . 18
Authors' Addresses . . . . . . . . . . . . . . . . . . . . . . 19
Full Copyright Statement . . . . . . . . . . . . . . . . . . . 20
This document suggests processes to address several problems facing the Internet Engineering Task Force (IETF) that have been described in the IETF Problem Statement [1].
本文件提出了解决互联网工程任务组（IETF）面临的几个问题的流程，这些问题已在IETF问题陈述[1]中描述。
This document begins with an outline of what are currently thought to be the purpose and core values of the IETF, and it offers a reminder of the good things about the IETF that we don't want to lose in the process of solving our problems.
本文件首先概述了目前被认为是IETF的目的和核心价值观，并提醒我们IETF的优点，我们不希望在解决问题的过程中失去这些优点。
Each of the problems described in the problem statement is analyzed and decomposed into a few areas for improvement. The areas for improvement appear to fall into two categories:
对问题陈述中描述的每个问题进行分析，并将其分解为几个方面进行改进。有待改进的领域似乎分为两类：
o Areas that are essentially independent of the other problems and, hence, can be addressed immediately, via discrete, minimally disruptive changes or improvements to the 'routine' processes of the IETF.
o 本质上独立于其他问题的领域，因此可以通过对IETF“常规”过程进行离散的、破坏性最小的更改或改进来立即解决。
o Areas that are interdependent and are likely to affect structural matters that characterize the way in which the IETF operates. Addressing these areas will probably need a more integrated approach, as they may require actions such as fundamental changes to our organizational structure or standards-track processes.
o 相互依存且可能影响IETF运作方式的结构性问题的领域。解决这些领域可能需要一种更为综合的方法，因为它们可能需要采取行动，如对我们的组织结构或标准跟踪流程进行根本性更改。
It is suggested that the IETF work on these two classes of improvements in parallel, so that we can enjoy some near-term benefits while more structural improvements are being carefully considered and executed.
建议IETF同时对这两类改进进行研究，以便我们能够在仔细考虑和执行更多结构改进的同时享受一些短期利益。
Concrete suggestions are included for how we can begin or continue work on the independent routine improvements.
具体建议包括我们如何开始或继续独立日常改进工作。
Due to lack of consensus, no firm suggestions are included on how to address the more structural changes that may be needed. The document lists the various proposals which have been considered by the working group and the wider IETF at the IETF 57 plenary session in Vienna, July 2003. This document can only suggest, as some participants have proposed, that the IESG itself control the development of any solutions to the structural problems.
由于缺乏共识，没有就如何应对可能需要的更多结构性变化提出明确建议。该文件列出了工作组和更广泛的IETF在2003年7月维也纳IETF第57次全体会议上审议的各种提案。正如一些与会者所提议的那样，本文件只能建议IESG自己控制任何结构性问题解决方案的制定。
As we consider how to address the problems with the IETF processes and organizational structure, it is important to keep in mind the things about the IETF that we don't want to change -- our sense of purpose, and the core values that give the IETF its unique identity.
当我们考虑如何解决IETF过程和组织结构中的问题时，重要的是要牢记关于我们不想改变的关于IETF的事情——我们的目标感和赋予IETF独特身份的核心价值。
At two IESG plenary meetings in 2002, the chair of the IETF, gave presentations outlining his view of the purpose and core values of the IETF which may serve as a useful basis for focusing on our mission and core values.
在2002年的两次IESG全体会议上，IETF主席作了陈述，概述了他对IETF宗旨和核心价值观的看法，这可能成为关注我们的使命和核心价值观的有用基础。
At the IESG plenary in London in July 2002, it was stated that the purpose of the IETF is to "produce high quality, relevant, and timely technical standards for the Internet". Our organizational structure and processes should be judged by how well they help us to achieve that mission.
2002年7月在伦敦举行的IESG全体会议上指出，IETF的目的是“为互联网制定高质量、相关和及时的技术标准”。我们的组织结构和流程应该根据它们帮助我们完成任务的程度来判断。
At the following IESG plenary in Atlanta, Georgia in November 2002, five core values of the IETF were presented [8]:
在2002年11月于佐治亚州亚特兰大举行的IESG全体会议上，介绍了IETF的五个核心价值观[8]：
"Cares for the Internet" "Technically Competent" "Open Process" "Volunteer Core" "Rough Consensus and Running Code"
“关心互联网”“技术能力”“开放流程”“志愿者核心”“大致共识和运行代码”
Understanding our core values will also help us to understand the long-standing features of the IETF that we can change without compromising our values or sacrificing our unique identity.
了解我们的核心价值观也将有助于我们了解IETF的长期特征，我们可以在不损害我们的价值观或牺牲我们独特身份的情况下改变这些特征。
During the November 2002 IESG Plenary, the IETF chair also presented the following "non-core values" [8]:
在2002年11月IESG全体会议期间，IETF主席还提出了以下“非核心价值观”[8]：
- The division into WGs and Areas - The three-step standards process - The ASCII format for RFCs and I-Ds - The format of IETF meetings - The structure of WG mailing lists - The powers of the IESG and IAB
- 工作组和区域划分-三步标准流程-RFC和I-Ds的ASCII格式-IETF会议格式-工作组邮件列表结构-IESG和IAB的权力
These things were designed to help us achieve our goals in a way that is consistent with our core values. If they are no longer effective, we can and should change them.
这些东西旨在帮助我们以符合我们核心价值观的方式实现我们的目标。如果它们不再有效，我们可以而且应该改变它们。
While focusing on our operational problems, we shouldn't forget that the IETF is a very successful organization. We are responsible for some of the most widely used communications standards in the world, and we have contributed to the creation and growth of the Internet, one of the greatest technical and social achievements of our time.
在关注运营问题的同时，我们不应忘记IETF是一个非常成功的组织。我们负责制定世界上使用最广泛的一些通信标准，并为互联网的创建和发展做出了贡献，互联网是我们时代最伟大的技术和社会成就之一。
In good times, it is easy to succeed despite operational inefficiencies, so organizations tend to ignore operational problems and focus on their success. In bad times, organizations can become overly critical of their own structure and processes, blaming the organization for problems that are actually caused by outside forces.
在经济繁荣时期，尽管运营效率低下，但很容易成功，因此组织往往忽视运营问题，专注于成功。在经济不景气的时候，组织可能会对自己的结构和流程过于挑剔，将实际由外部力量造成的问题归咎于组织。
We are currently suffering difficult times in the IETF and throughout the communications industry. The IETF should be careful not to unjustly blame our own organizational structure or processes for the effects of industry-wide changes such as:
目前，我们在IETF和整个通信行业都处于困难时期。IETF应小心，不要不公正地将全行业变化的影响归咎于我们自己的组织结构或流程，例如：
o Economic issues in the global communications industry, which are causing increased scrutiny regarding expenses and return-on-investment. These same factors are causing job changes and uncertainty for many IETF participants.
o 全球通信行业的经济问题，导致对费用和投资回报的审查不断增加。这些相同的因素正在导致许多IETF参与者的工作变化和不确定性。
o The commercialization of the Internet, which has drastically increased the financial impacts of standardization.
o 互联网的商业化极大地增加了标准化的财务影响。
o The convergence of the datacom and telecom sectors of the communications industry, which has led to an influx of experienced people into the IETF with a different culture and industry perspective.
o 通信行业的数据通信和电信部门的融合，导致经验丰富的人员以不同的文化和行业视角涌入IETF。
Although it is important to recognize and correct the serious organizational problems currently facing the IETF, many of these problems have existed for years, and the IETF has been successful in spite of these issues. We should not overreact to these issues with sweeping revolutionary changes to the IETF structure and processes. Instead, we should focus on developing a culture of continuous operational improvement through which we can evolve our organizational structure and processes to make them more scalable and effective. We should take this opportunity to develop the mechanisms and processes that we can use to continually monitor and improve our organizational effectiveness, both in good times and bad times.
尽管认识和纠正IETF目前面临的严重组织问题很重要，但其中许多问题已经存在多年，尽管存在这些问题，IETF还是取得了成功。我们不应该对这些问题作出过度反应，对IETF的结构和过程进行彻底的革命性改变。相反，我们应该专注于发展一种持续改进运营的文化，通过这种文化，我们可以改进我们的组织结构和流程，使其更具可扩展性和有效性。我们应该借此机会发展各种机制和流程，以便在好的时候和坏的时候，不断监测和提高我们的组织效率。
The IETF currently has a large amount of valuable work underway, and care should be taken not to disrupt or delay that work while we address our organizational problems.
IETF目前正在进行大量有价值的工作，在我们解决组织问题时，应注意不要中断或延迟这项工作。
The IETF is also fortunate to have a large number of extremely talented and dedicated individuals that serve in formal and informal leadership roles throughout the organization. We should be careful not to alienate or disenfranchise the IETF's key contributors and those who provide the driving force for the work while making organizational or process changes.
IETF还有幸拥有大量极具才华和敬业精神的个人，他们在整个组织中担任正式和非正式领导角色。我们应该小心，不要疏远或剥夺IETF的关键贡献者和那些在组织或流程变更时为工作提供动力的人。
The problem statement document lists seven root cause problems currently facing the IETF, without making any judgements about the relative priority of the problems (apart from the first one):
问题陈述文件列出了IETF目前面临的七个根本原因问题，但没有对问题的相对优先级做出任何判断（第一个问题除外）：
o Participants in the IETF do not share a common understanding of its mission;
o IETF的参与者对其任务没有共同的理解；
o The IETF does not consistently use effective engineering practices;
o IETF没有始终如一地使用有效的工程实践；
o The IETF has difficulty handling large and/or complex problems;
o IETF难以处理大型和/或复杂问题；
o The three stage standards hierarchy is not properly utilized;
o 三阶段标准层次结构未得到适当利用；
o The IETF's workload exceeds the number of fully engaged participants;
o IETF的工作量超过了充分参与的参与者数量；
o The IETF management structure is not matched to the current size and complexity of the IETF;
o IETF管理结构与IETF的当前规模和复杂性不匹配；
o Working group practices can make issue closure difficult; and
o 工作组的做法可能使问题难以解决；和
o IETF participants and leaders are inadequately prepared for their roles.
o IETF参与者和领导者对自己的角色准备不足。
Analysis of these problems indicates that they can be decomposed into several areas for improvement, some of which can be addressed immediately by independent actions while others require greater consideration and a more structured approach to a solution.
对这些问题的分析表明，这些问题可以分解为几个方面进行改进，其中一些问题可以通过独立行动立即解决，而另一些问题则需要更多的考虑和更结构化的解决方法。
It is also important to note that the problem statement lists problems that have been reported by some members of the IETF. Although all of these problems are believed to exist, not all of these problems are present in all parts of the IETF, and some of these problems may in fact be symptoms of other problems.
还需要注意的是，问题声明列出了IETF一些成员报告的问题。尽管所有这些问题都被认为是存在的，但并非所有这些问题都存在于IETF的所有部分中，而且其中一些问题实际上可能是其他问题的症状。
In order to determine the best organization and processes for the IETF to fulfill its mission and achieve its goals, the organization needs to articulate a common understanding of its current mission and goals. Although it should be possible to reach an understanding of the mission and goals of the IETF as an independent action, with no disruption to current processes, this effort would be most valuable as part of an effort to align the organization and priorities of the IETF with its mission.
为了确定IETF完成其任务和实现其目标的最佳组织和过程，组织需要阐明对其当前任务和目标的共同理解。虽然作为一项独立的行动，在不中断当前流程的情况下，应该能够理解IETF的任务和目标，但作为使IETF的组织和优先级与其任务保持一致的努力的一部分，这项工作将是最有价值的。
As part of understanding our mission, the IETF will need to identify our stakeholders and understand how we serve them. We will need to define the scope of the IETF, so that it is possible to determine
作为理解我们使命的一部分，IETF需要确定我们的利益相关者，并了解我们如何为他们服务。我们需要定义IETF的范围，以便能够确定
what is in-scope and out-of-scope for the organization. We will also need to define our goals and priorities, and learn how to recognize and measure our own progress and success.
组织范围内和范围外的内容。我们还需要确定我们的目标和优先事项，并学习如何认识和衡量我们自己的进步和成功。
A continuing review of the mission and goals of the IETF needs to be undertaken to ensure that they remain aligned with technology developments as well as the needs of the industry in general and our stakeholders in particular.
需要对IETF的任务和目标进行持续审查，以确保它们与技术发展保持一致，并与行业的需求保持一致，尤其是与我们的利益相关者保持一致。
Once an understanding of the mission and goals of the IETF has been articulated, we should train new participants on those principles, so that they can become quickly acclimated to the IETF culture.
一旦对IETF的使命和目标有了明确的理解，我们应该就这些原则对新参与者进行培训，以便他们能够快速适应IETF文化。
The IETF lacks effective engineering practices in four major areas:
IETF在四个主要领域缺乏有效的工程实践：
1. Failure to clearly define the scope of the work, engineering trade-offs and acceptance criteria for each project.
1. 未能明确定义每个项目的工作范围、工程权衡和验收标准。
2. Lack of effective mechanisms for issue tracking and/or document change control.
2. 缺乏问题跟踪和/或文件更改控制的有效机制。
3. Lack of effective processes to ensure quality throughout the development of IETF work items, such as intermediate acceptance criteria or formal review processes.
3. 在IETF工作项的整个开发过程中，缺乏确保质量的有效过程，如中间验收标准或正式评审过程。
4. Sufficient focus on milestones, and recognition or rewards for individuals or groups that achieve timely, high quality execution.
4. 充分关注里程碑，并对及时实现高质量执行的个人或团队给予认可或奖励。
Some of these areas (issue tracking and revision control) would require that tools are made available to WG chairs and editors, and that IETF participants (at various levels) are educated in how to use them.
其中一些领域（问题跟踪和修订控制）要求向工作组主席和编辑提供工具，并要求IETF参与者（各级）接受如何使用这些工具的教育。
The other areas concern the formation and process management of IETF WGs, and would require documentation and adoption of effective engineering processes within IETF WGs.
其他领域涉及IETF工作组的形成和过程管理，需要在IETF工作组内记录和采用有效的工程过程。
The IETF has effective mechanisms for dealing with well-defined problems of limited scope. These problems are well handled in IETF WGs, where experts in a given technology can convene and solve the problems specific to one technology area. However, we are much less effective at resolving complex problems that affect more than one IETF WG or area.
IETF有有效的机制来处理范围有限的定义明确的问题。这些问题在IETF工作组中得到了很好的处理，在该工作组中，特定技术领域的专家可以召集并解决特定于某一技术领域的问题。然而，我们在解决影响一个以上IETF工作组或领域的复杂问题时效率要低得多。
Today most communication between WG chairs, especially across area boundaries, goes through the IESG. Some inter-WG or inter-area communication problems could be alleviated by greater communication and coordination directly between the chairs of related WGs. There are some immediate efforts underway that are intended to increase communication between WG chairs.
今天，工作组主席之间的大多数沟通，特别是跨区域的沟通，都是通过IESG进行的。一些工作组间或区域间的沟通问题可以通过相关工作组主席之间直接加强沟通和协调来缓解。目前正在进行一些旨在加强工作组主席之间沟通的即时努力。
Other complex problems involve higher-level issues, such as unified architecture or highly-coordinated multi-area efforts. As part of any IETF reorganization, we should consider management structures that will allow us to achieve a better focus on architectural and cross-area issues.
其他复杂问题涉及更高层次的问题，如统一的体系结构或高度协调的多领域工作。作为IETF重组的一部分，我们应该考虑管理结构，这将使我们能够更好地关注建筑和跨区域问题。
There are several problems with the IETF's three-track standards process. These problems can be grouped as follows:
IETF的三轨标准流程存在几个问题。这些问题可分为以下几类：
o The three standards-track steps are not used effectively within the IETF.
o IETF中未有效使用三个标准跟踪步骤。
o The IETF standards-track is not well understood by the users of IETF standards.
o IETF标准的用户没有很好地理解IETF标准轨道。
o The current standards process does not make it easy for users to locate a set of related documents, such as an architectural framework and associated protocols.
o 当前的标准流程不便于用户查找一组相关文档，例如体系结构框架和相关协议。
o The IETF does not have an effective way to maintain IETF standards.
o IETF没有维护IETF标准的有效方法。
Major changes to the standards-track should only be considered as part of an integrated structural review process that includes an understanding of our mission and goals.
对标准轨道的重大变更只应视为综合结构审查过程的一部分，包括对我们的使命和目标的理解。
However, there may be immediate changes that we could make to better maintain current IETF standards, or to make them more accessible to users.
然而，为了更好地维护当前的IETF标准，或者让用户更容易访问，我们可能会立即进行更改。
The engagement problem can be decomposed into three primary issues:
接洽问题可分解为三个主要问题：
o Some WGs do not have sufficient participation, and WG documents are often produced by very small groups of people, perhaps with limited expertise in some relevant areas.
o 一些工作组没有足够的参与，工作组文件通常由非常小的群体编制，可能在某些相关领域的专业知识有限。
o WG documents are not adequately reviewed by people outside of the originating WG.
o 工作组文件未经原工作组以外的人员充分审查。
o People lose interest in longer-lived WGs, especially when protocols take a very long time to develop.
o 人们对长寿命的WGs失去兴趣，尤其是当协议需要很长时间才能开发时。
When too few people, or people representing too few areas of expertise, review WG documents this can result in poor quality output. We need to find ways to increase the effectiveness of document review at all levels.
当人员太少或代表专业领域的人员太少时，审查工作组文档可能会导致输出质量差。我们需要找到提高各级文件审查效力的方法。
Quality processes based entirely on a gatekeeper at the end, whether that gatekeeper is the IESG or a WG review board, tend to result in a lower focus on quality by other participants. So, it is likely that instituting better quality processes throughout document development, including acceptance criteria and review at several stages, would increase the focus of WG participants on document quality.
最终完全基于把关人的质量流程，无论该把关人是IESG还是WG审查委员会，往往会导致其他参与者对质量的关注度降低。因此，在整个文件开发过程中建立更好的质量流程（包括验收标准和几个阶段的审查）可能会增加工作组参与者对文件质量的关注。
When the interest of document editors or key contributors starts to lag, this can cause serious problems for a WG. This most often happens when WGs are floundering, or when charters are so loose that WGs lose focus. It also happens when WG documents get delayed in AD review and/or IESG review for long periods with little feedback, or when the WG lacks consensus to progress its documents. Improvements to our processes for chartering, tracking or managing WGs could help to alleviate many of these problems.
当文档编辑器或关键贡献者的兴趣开始滞后时，这可能会给工作组带来严重的问题。这通常发生在工作组步履维艰的时候，或者当章程过于宽松以至于工作组无法集中精力的时候。当工作组文件在广告审查和/或IESG审查中被延迟了很长时间且反馈很少时，或者工作组在文件进展方面缺乏共识时，也会发生这种情况。改进我们的租船、跟踪或管理工作组的流程有助于缓解其中许多问题。
We also need to better understand what motivates people to become deeply engaged in the IETF and to remain engaged. It is possible that expanding the number of formal leadership positions and/or coming up with more effective ways to acknowledge our top technical contributors could encourage more people to become, and remain, deeply engaged in IETF.
我们还需要更好地理解是什么促使人们深入参与IETF并保持参与。扩大正式领导职位的数量和/或提出更有效的方式来表彰我们的顶尖技术贡献者，可能会鼓励更多的人成为并继续深入参与IETF。
There are several issues grouped into the concept that the management structure of the IETF is not well matched to the size and complexity of the organization. One or two of these problems might be addressed by immediate solutions, but resolving the primary problem will require some type of IETF reorganization.
IETF的管理结构与组织的规模和复杂性不匹配，这一概念中存在几个问题。其中一个或两个问题可以通过即时解决方案解决，但解决主要问题需要某种类型的IETF重组。
There are five major areas for improvement that are grouped under this problem:
此问题下有五个主要的改进领域：
o The current organization of the IETF does not scale. IESG members are running too many WGs, reviewing too many documents, etc. Most IESG members have dozens of direct reports (WG chairs, directorate
o IETF的当前组织无法扩展。IESG成员运行的工作组太多，审查的文件太多，等等。大多数IESG成员都有几十名直接下属（工作组主席、董事会成员）
members, etc.). In its current form, there are very few people who could do a good job as an IESG member, and the huge time commitment and responsibilities of this role make it very difficult to find qualified people who are willing to serve on the IESG.
成员等）。在目前的形式下，很少有人能够胜任IESG成员的工作，而这一角色的巨大时间投入和责任使得很难找到愿意为IESG服务的合格人员。
o Current IESG members and other IETF leaders are overloaded.
o 目前的IESG成员和其他IETF领导人超负荷工作。
o The IETF selection processes have tended to select leaders (IESG, IAB and WG chairs) from the same small pool of people. The IETF needs to identify and develop additional leadership, and to delegate real authority and influence to a larger group.
o IETF选择过程倾向于从同一小群人中选择领导人（IESG、IAB和WG主席）。IETF需要确定和发展额外的领导力，并将真正的权力和影响力委托给更大的团队。
o The IETF is not effective at identifying and developing new leaders, and we lack sufficient recognition for the contributions of IETF participants.
o IETF在识别和培养新领导人方面并不有效，我们对IETF参与者的贡献缺乏足够的认可。
o One or two IESG members can block WG documents indefinitely (in AD review or IESG review).
o 一个或两个IESG成员可以无限期地阻止工作组文档（在AD审查或IESG审查中）。
Some level of IETF reorganization is needed to improve in the first two areas. This should be undertaken as part of the structural improvement effort.
需要对IETF进行一定程度的重组，以改进前两个领域。这应作为结构改进工作的一部分进行。
In parallel with any more structural IETF reorganization, some relief could be achieved by modifying IESG internal processes to remove the potential for one or two IESG members to indefinitely delay a WG document, either on purpose or due to work overload. The I-D tracker has already resulted in some improvement in this area, as it has created visibility regarding how and why a document is being delayed, but it may not have resolved all of the issues in this area.
在IETF重组的同时，通过修改IESG内部流程，消除一个或两个IESG成员故意或因工作负荷过大而无限期延迟工作组文件的可能性，可以实现一些缓解。I-D跟踪器已经在这一领域取得了一些改进，因为它可以了解文档延迟的方式和原因，但它可能没有解决这一领域的所有问题。
The IESG may also be able to take near-term steps, with community visibility and agreement, to delegate more work to WG chairs, to directorates, to the IAB, or to other people in formal or informal leadership positions. If additional leadership positions are needed for this purpose, the IESG should consider creating them.
IESG还可以在社区知名度和同意的情况下，采取短期措施，将更多工作委托给工作组主席、董事会、IAB或其他正式或非正式领导职位的人员。如果为此需要额外的领导职位，IESG应该考虑创建这些职位。
The IESG could also help to expand the leadership pool of the IETF by actively seeking interested and qualified people for leadership positions, and by using more open processes for the selection of WG chairs and other influential positions.
IESG还可以通过积极寻找感兴趣的合格人员担任领导职位，并通过使用更开放的流程选择工作组主席和其他有影响力的职位，帮助扩大IETF的领导人才库。
Although "rough consensus" is considered a core value of the IETF, consensus-based decision making works best in smaller groups with a common viewpoint and common goals. Somehow we need to resolve the apparent conflict between our core values regarding rough consensus, and our desire to be an effective organization with several thousand participants.
尽管“粗略共识”被认为是IETF的核心价值，但基于共识的决策在具有共同观点和共同目标的小群体中效果最好。不知何故，我们需要解决我们关于大致共识的核心价值观与我们希望成为一个拥有数千名参与者的有效组织之间的明显冲突。
Although consensus-based decision making has some inherent issues, there are some problems in the IETF that exacerbate these issues:
尽管基于共识的决策有一些固有的问题，但IETF中存在一些问题加剧了这些问题：
o WG chairs may lack the skills and training to deal with common behavior problems that undermine or prevent consensus.
o 工作组主席可能缺乏处理破坏或阻碍共识的常见行为问题的技能和培训。
o IETF participants are often unaware of how the IETF decision-making processes are intended to work.
o IETF参与者通常不知道IETF决策过程是如何工作的。
o WG chairs and participants often lack good conflict resolution skills.
o 工作组主席和参与者通常缺乏良好的冲突解决技能。
Each of these issues could be addressed through training or other educational resources.
每一个问题都可以通过培训或其他教育资源加以解决。
The IETF could benefit from training and educational resources that increase the preparedness of IETF participants and leaders at all levels.
IETF可以从培训和教育资源中获益，这些资源可以提高IETF参与者和各级领导的准备程度。
The IETF currently has formal training programs for new attendees and for new working group chairs. However, our current training programs could use some improvement. There are also several other groups who could benefit from training or other forms of development (web tutorials, on-line resources, references, mentoring, etc.), including continuing attendees, experienced WG chairs, document editors and IESG members.
IETF目前有针对新与会者和新工作组主席的正式培训计划。然而，我们目前的培训计划需要一些改进。还有一些其他群体可以从培训或其他形式的开发（网络教程、在线资源、参考资料、指导等）中受益，包括持续参与者、经验丰富的工作组主席、文档编辑和IESG成员。
There is an effort underway to improve the IETF's internal education programs, and we recommend that it be continued.
目前正在努力改进IETF的内部教育计划，我们建议继续努力。
It is the overall recommendation of this document that we pursue near-term improvements to resolve IETF problems of routine in parallel with an integrated effort to reorganize the IETF and improve our standards processes. None of the efforts suggested in this document should be blocked pending the completion and publication of
本文件的总体建议是，我们寻求短期改进，以解决IETF日常问题，同时整合重组IETF和改进我们的标准流程。本文件中建议的任何努力都不应在本文件完成和出版之前被阻止
this document. Ongoing efforts should continue, and new efforts should start as soon as there is IETF consensus that they are worthwhile.
这份文件。正在进行的努力应该继续，新的努力应该在IETF一致认为值得的时候开始。
In our improvement processes, we should attempt to focus our near-term improvements on areas of routine that are less likely to be substantially modified by any proposed structural changes, thus minimizing the likelihood of double changes.
在我们的改进过程中，我们应尝试将近期改进的重点放在常规领域，这些领域不太可能因任何拟议的结构变化而进行实质性修改，从而将双重变化的可能性降至最低。
Many of the problems currently facing the IETF can be resolved, or mitigated, through near-term improvements to our current IETF organization and routine processes. Many of these improvements are completely separable, and there is no reason to aggregate these efforts into a single IETF WG. It is also unnecessary that all of these changes be directed by the (already overworked) IESG.
IETF目前面临的许多问题都可以通过对当前IETF组织和常规流程的短期改进来解决或缓解。其中许多改进是完全可分离的，没有理由将这些工作合并到一个IETF工作组中。所有这些变更也不必由（已经过度工作的）IESG指导。
However, in order to prevent the chaos and confusion that could be caused by trying to change everything at once, it is recommended that we choose a few high priority areas for improvement and focus on making improvements in those areas.
然而，为了防止试图立即改变一切可能造成的混乱和混乱，建议我们选择几个高度优先的领域进行改进，并集中精力在这些领域进行改进。
In choosing which areas to pursue first, we should consider the following criteria:
在选择首先追求哪些领域时，我们应该考虑以下标准：
o We should address our most urgent, important problems.
o 我们应该解决我们最紧迫、最重要的问题。
o The areas chosen should be cleanly separable, to allow multiple improvements to be carried out in parallel with minimal interference.
o 选择的区域应干净可分离，以允许以最小干扰并行进行多项改进。
o We should maximize the benefit vs. the cost of making the improvements (i.e., look for low hanging fruit).
o 我们应该最大限度地提高改进的效益和成本（即寻找低挂果实）。
o As much as possible, we should focus on improvements that are less likely to be completely invalidated by an overhaul of the IETF management structure. This might be accomplished by focusing on improvements at the WG and participant levels, rather than at the IESG/IAB level.
o 我们应该尽可能多地关注那些不太可能因IETF管理结构的彻底改革而完全失效的改进。这可以通过关注工作组和参与者层面的改进而不是IESG/IAB层面的改进来实现。
In the sections above, we have identified several areas of routine that could benefit from near-term improvements, including:
在上述章节中，我们已经确定了几个可以从短期改进中获益的常规领域，包括：
1. Improve WG quality processes and the effectiveness of document reviews at all levels.
1. 改进工作组质量流程和各级文件审查的有效性。
2. Increase the availability and use of issue tracking and document sharing/revision control software in the IETF.
2. 提高IETF中问题跟踪和文件共享/修订控制软件的可用性和使用率。
3. Improve training and resources for IETF leaders and participants at all levels.
3. 改进IETF领导人和各级参与者的培训和资源。
4. Improved communication between WG chairs to identify and resolve inter-WG and inter-area problems.
4. 改进工作组主席之间的沟通，以确定和解决工作组间和区域间的问题。
5. Consider IETF processes or structures to better maintain IETF standards.
5. 考虑IETF过程或结构，以更好地维护IETF标准。
6. Modify IESG-internal processes to make it impossible for one or two IESG members to indefinitely delay a document.
6. 修改IESG内部流程，使一个或两个IESG成员无法无限期延迟文档。
7. Modify IESG processes to delegate more responsibility to WG chairs, to directorates, to the IAB or to people in other formal or informal leadership positions.
7. 修改IESG流程，将更多责任委托给工作组主席、董事会、IAB或其他正式或非正式领导职位的人员。
8. Modify the WG chair selection processes to widen the group of people considered, and consider ways to develop more leaders for the IETF.
8. 修改WG主席选择过程以扩大所考虑的人群，并考虑为IETF开发更多的领导者的方法。
9. Initiate regular AD review of WG milestones and progress.
9. 启动工作组里程碑和进度的定期AD审查。
Applying the criteria outlined above, it would make the most sense to address areas 1, 2, 3, 4, and 5 through immediate near-term efforts. These are high-priority issues, they are sufficiently separable to be pursued in parallel, they place minimal additional burden on the IESG, and they are the least likely to be affected by an IESG/IAB-level reorganization of the IETF, or by changes to the standards-track document maturity level classification and process. Specific recommendations for how to proceed in each of these areas are made in the following sections.
应用上述标准，最有意义的是通过近期努力解决领域1、2、3、4和5。这些都是高度优先的问题，它们完全可以分开并行处理，对IESG造成的额外负担最小，并且它们最不可能受到IETF的IESG/IAB级重组或标准跟踪文档成熟度级别分类和流程变更的影响。关于如何在这些领域开展工作的具体建议，请参见以下章节。
The IESG should consider internal changes to address areas 6, 7, and 8. Area 9 would require a substantial time commitment from IESG members, so it is not suggested that near-term improvements be pursued in this area, unless the IESG believes that the near-term benefits would justify the effort.
IESG应该考虑内部变化来解决区域6, 7和8。第9领域需要IESG成员投入大量时间，因此不建议在这一领域进行短期改进，除非IESG认为短期利益可以证明这一努力的合理性。
A working group should be formed in the General Area of the IETF to oversee improvements to the WG quality processes, including: The WG (re-)chartering process, the quality processes used by IETF WGs, and the effectiveness of IETF reviews at all levels. It should be the goal of this WG to improve the quality and timeliness of WG work
应在IETF的一般领域成立一个工作组，以监督工作组质量过程的改进，包括：工作组（重新）特许过程、IETF工作组使用的质量过程以及IETF各级审查的有效性。本工作组的目标应该是提高工作组工作的质量和及时性
output. This WG would be chartered to resolve the non-tools-related portions of the Engineering Practices problem (Section 4.2) the WG-related portions of the Engagement Problem (Section 4.5), and the non-training-related portions of the WG Practices problem (Section 4.7).
输出该工作组将被授权解决工程实践问题的非工具相关部分（第4.2节）、敬业度问题的工作组相关部分（第4.5节）以及工作组实践问题的非培训相关部分（第4.7节）。
A great deal of efficiency and synergy can be achieved by adopting common processes throughout an organization. However, it is a strength of the IETF that WG chairs are given a great deal of latitude to choose their own processes and tools, based on the size and nature of their WGs. So, in general, processes and tools should be made available to WGs and WG chairs, not forced upon them.
通过在整个组织中采用通用流程，可以实现极大的效率和协同效应。然而，IETF的一个优势是，工作组主席有很大的自由度根据工作组的规模和性质选择自己的流程和工具。因此，一般而言，应向工作组和工作组主席提供程序和工具，而不是强迫他们。
Ideally, the proliferation of tools within the IETF would be accomplished via grass-roots efforts, organized by participants within the IETF. One example of this type of effort is the recent adoption of Jabber for use during IETF meetings.
理想情况下，IETF内工具的扩散将通过IETF内参与者组织的基层工作来实现。这种努力的一个例子是最近采用Jabber在IETF会议期间使用。
However, it is also possible that the IESG could designate functional leaders for specific tools-related efforts and support those leaders in organizing those efforts. It also might be helpful for the IETF to set-aside some technical and systems resources, to make useful tools available to WGs and participants throughout the IETF.
然而，IESG也可以指定特定工具相关工作的职能领导，并支持这些领导组织这些工作。IETF还可以留出一些技术和系统资源，为工作组和整个IETF的参与者提供有用的工具。
These efforts should resolve the tools-related portions of the Engineering Practices problem (Section 4.2).
这些工作应解决工程实践问题中与工具相关的部分（第4.2节）。
The current WG chairs and newcomer's training efforts should be continued and expanded as appropriate to cover training for other groups. This effort is expected to address the Preparedness problem (Section 4.8), and the training-related portions of the Mission Problem (Section 4.1) and the WG Practices problem (Section 4.7).
当前工作组主席和新员工的培训工作应继续进行，并酌情扩大，以涵盖其他群体的培训。这项工作预计将解决准备问题（第4.8节），以及任务问题（第4.1节）和工作组实践问题（第4.7节）中与培训相关的部分。
Some efforts are already underway to allow WG chairs to meet each other, and to give them opportunities to establish communication channels. These efforts include WG chair socials and training sessions for experienced WG chairs. These efforts should be continued.
已经在进行一些努力，以允许工作组主席彼此会面，并为他们提供建立沟通渠道的机会。这些努力包括工作组主席社交活动和为经验丰富的工作组主席举办的培训课程。这些努力应该继续下去。
The IESG could help to promote chair-to-chair communication by encouraging direct communication between WG chairs when multi-WG issues arise.
当出现多个工作组问题时，IESG可鼓励工作组主席之间的直接沟通，从而有助于促进主席之间的沟通。
However, most of the responsibility for establishing effective chair-to-chair communications channels lies with the individual WG chairs. We should stop relying on the IESG to resolve inter-WG issues, and start communicating with each other directly regarding inter-WG issues.
然而，建立有效的主席间沟通渠道的大部分责任在于各个工作组主席。我们应该停止依赖IESG来解决工作组之间的问题，并开始就工作组之间的问题直接相互沟通。
These efforts may help to alleviate the Complex Problems problem (Section 4.3), although a comprehensive solution to that problem would probably require some changes to the IETF management structures.
这些努力可能有助于缓解复杂问题（第4.3节），尽管综合解决该问题可能需要对IETF管理结构进行一些更改。
The IETF should consider proposals to improve the way that IETF standards are maintained. It might be possible for the IESG to document and implement a mechanism to maintain IETF standards without the need for a WG to enact this change.
IETF应考虑改进IETF标准的方法。IESG有可能记录并实施一种机制，以维护IETF标准，而无需工作组实施该变更。
This effort should address the maintenance-related portions of the Standards Hierarchy problem (Section 4.4).
这项工作应解决标准层次结构问题中与维护相关的部分（第4.4节）。
A significant number of the issues that were identified in the IETF Problem Statement appear to require alterations to the structure of the IETF and/or the core practices which effectively characterize the IETF. From the analysis in Section 4 the problems which might require such alterations include:
IETF问题陈述中确定的大量问题似乎需要改变IETF的结构和/或有效描述IETF特征的核心实践。根据第4节中的分析，可能需要进行此类修改的问题包括：
o The Mission Problem (Section 4.1, [7]),
o 任务问题（第4.1节[7]），
o the Complex Problems problem (Section 4.3, [3], [6]),
o 复杂问题（第4.3、[3]、[6]节），
o the Standards Hierarchy problem (Section 4.4, [4]),
o 标准层次问题（第4.4节[4]），
o the Management Scaling problem (Section 4.6, [6], [3], [2]), and
o 管理规模问题（第4.6节、[6]、[3]、[2]），以及
o The longer-term portions of the Engagement Problem (Section 4.5, [5])
o 接洽问题的长期部分（第4.5节，[5]）
(Additional references on each item indicate associated documents that may need to be updated as a result of this process.)
（每个项目的附加参考说明了可能需要更新的相关文件。）
Poorly thought through changes to these areas could result in irretrievable damage to the nature and effectiveness of the IETF, but it seems essential that the necessary changes are identified and accepted by the IETF community as quickly as possible. To achieve acceptance by the largest possible number of IETF stakeholders, as
如果对这些领域的变更考虑不周，可能会对IETF的性质和有效性造成无法弥补的损害，但似乎有必要尽快确定必要的变更并为IETF社区所接受。以获得尽可能多的IETF利益相关者的认可，如
many of them as possible should be involved in the development of the changes; the development and acceptance processes must be as open as possible in line with normal IETF principles.
他们中的许多人应尽可能参与变革的发展；开发和验收过程必须尽可能开放，符合IETF的正常原则。
Development of the required changes under the aegis of a General Area Working Group was extensively debated and a proposal was floated in a previous version of this document. The proposal included a draft charter for the working group. This way forwards has now been rejected by the Problem working group because of
在一般领域工作组的主持下，对所需变更的制定进行了广泛的辩论，并在本文件的前一版本中提出了一项建议。该提案包括一份工作组章程草案。这一前进之路现已被问题工作组拒绝，因为
the perceived slow progress of such groups,
这些团体进展缓慢，
the difference in the nature of the problem from the usual technical problems solved by IETF working groups and
问题性质与IETF工作组和
the difficulty in achieving acceptance by all segments of the community for work driven by a small group.
社区各阶层接受由一个小组推动的工作的困难。
A proposal for coordination of the development of the structural changes by a 'Strategy and Answers Panel' composed of delegates from IESG, IAB, and ISOC plus a number of members from the wider IETF community (forming a small majority of the panel) selected using the nomcom selection process can be found in [9]. The selection process was intended to create a panel which would represent the interests of the whole IETF community and so build solutions that would be acceptable to the whole community. This proposal has not received extensive support from the Problem working group either.
由IESG、IAB和ISOC的代表以及使用nomcom选择流程选择的更广泛IETF社区（形成小组的一小部分）的一些成员组成的“战略和答案小组”协调结构变化发展的提案见[9]。选择过程旨在创建一个代表整个IETF社区利益的小组，从而构建整个社区都能接受的解决方案。这项建议也没有得到问题工作组的广泛支持。
Other proposals advanced in discussions are:
讨论中提出的其他建议包括：
o Delegation of the development of solutions to a team of 'wise men' appointed by the IESG.
o 将解决方案开发委托给IESG任命的“智者”团队。
o Development of solutions by a design team with final approval by the IESG.
o 由设计团队开发解决方案，并获得IESG的最终批准。
o Development and implementation of the solutions by the IESG.
o IESG制定和实施解决方案。
Discussions of alternative processes on the mailing list, at the Problem WG meeting at IETF 57 and in the IETF 57 plenary did not reach a consensus. Indeed some contributors took the view that the problems could be overcome without (major) structural changes.
在IETF 57问题工作组会议和IETF 57全体会议上，对邮件列表上的替代流程的讨论没有达成共识。事实上，一些撰稿人认为，如果不进行（重大）结构性改革，这些问题是可以克服的。
Given the lack of consensus and the lack of additional responses to a previous appeal for alternative suggestions, this document has to fall back to asking the IESG to take responsibility for controlling the development of solutions to the structural problems identified where it believes they are necessary.
鉴于缺乏共识，以及对先前关于替代建议的呼吁缺乏额外回应，本文件不得不退回到要求IESG负责控制其认为必要的结构性问题解决方案的开发。
The IETF has problems, and we need to work to solve those problems, both via focused immediate improvements and possibly via an integrated effort to build an IETF organizational structure and develop processes that can better handle our current size and complexity.
IETF存在问题，我们需要努力解决这些问题，既要有针对性的即时改进，也要有可能通过综合努力建立IETF组织结构和开发流程，以更好地处理我们当前的规模和复杂性。
However, the IETF is also an effective organization with a long tradition of excellence, and core values that we don't want to compromise in the course of improving our organization and processes. So, any major changes undertaken in the IETF should include an articulation of the IETF's mission and our core values, so that we can ensure that we build an organization that can carry out our mission working in line with our core values.
然而，IETF也是一个有效的组织，具有长期的卓越传统和核心价值观，我们不希望在改进组织和流程的过程中妥协。因此，IETF中进行的任何重大变更都应包括IETF使命和我们核心价值观的表述，以便我们能够确保我们建立一个能够按照我们的核心价值观执行任务的组织。
The Problem WG has not been able to come to a consensus on a process that could address the structural changes that may or may not be needed. This is perhaps in line with previous experience of the discussion of high level concepts in the IETF - the organization is in general much better at discussion of and achieving consensus on detailed concrete proposals. This document has little alternative but to suggest that the IESG control the development of solutions to any of the structural problems where they feel that changes are necessary.
问题工作组未能就解决可能需要或可能不需要的结构变化的进程达成共识。这可能与IETF中高层次概念讨论的以往经验一致——总体而言，组织更擅长于详细具体提案的讨论和达成共识。本文件别无选择，只能建议IESG控制任何结构性问题的解决方案的开发，如果他们认为有必要进行更改。
In the meantime, this should not be seen as gating discussions on actual solutions for these problems - for example, the active discussions that are in progress on alternatives to the current maturity level system for IETF standards. Authors of solutions should bear in mind the points made in Section 3: Evolutionary rather than revolutionary proposals are more likely to be acceptable, and an orderly transition must be possible.
同时，这不应被视为对这些问题的实际解决方案的讨论——例如，正在进行的关于IETF标准当前成熟度级别系统替代方案的积极讨论。解决方案的作者应牢记第3节中提出的观点：渐进式而非革命性的方案更容易被接受，有序的过渡必须是可能的。
Working together, we can resolve the problems currently facing the IETF and make the IETF an even more effective, successful, and fun place to work.
通过共同努力，我们可以解决IETF目前面临的问题，使IETF成为一个更加有效、成功和有趣的工作场所。
This document contains suggestions for processes that the IETF could use to resolve process-related and organizational problems with the IETF. Although the structure and quality of the IETF's processes may have an affect on the quality of the IETF's security-related work, there are no specific security-related issues raised in this document.
本文件包含IETF可用于解决与IETF相关的过程和组织问题的过程建议。尽管IETF过程的结构和质量可能会对IETF安全相关工作的质量产生影响，但本文件中没有提出具体的安全相关问题。
Acknowledgements
致谢
The contents of this document were greatly influenced by members of the Problem Statement WG editorial team: Rob Austein, Dave Crocker, Elwyn Davies, Spencer Dawkins, Avri Doria, Jeanette Hofmann, Melinda Shore, and Margaret Wasserman.
本文件的内容深受问题陈述工作组编辑团队成员的影响：Rob Austein、Dave Crocker、Elwyn Davies、Spencer Dawkins、Avri Doria、Jeanette Hofmann、Melinda Shore和Margaret Wasserman。
Previous versions of this document were edited by Margaret Wasserman, who was responsible for the original structuring of the solution.
本文档以前的版本由Margaret Wasserman编辑，她负责解决方案的原始结构。
In addition to the editorial team, the following people have provided useful feedback on earlier versions of this document: Harald Alvestrand, Randy Bush, Brian Carpenter, Leslie Daigle, James Kempf, John Klensin, John Loughney, and Keith Moore.
除编辑团队外，以下人员还就本文件的早期版本提供了有用的反馈：Harald Alvestrand、Randy Bush、Brian Carpenter、Leslie Daigle、James Kempf、John Klesins、John Loughney和Keith Moore。
Normative References
规范性引用文件
[1] Davies, E., "IETF Problem Statement", RFC 3774, May 2004.
[1] Davies，E.，“IETF问题陈述”，RFC 3774，2004年5月。
[2] Galvin, J., "IAB and IESG Selection, Confirmation, and Recall Process: Operation of the Nominating and Recall Committees", RFC 2727, February 2000.
[2] Galvin，J.，“IAB和IESG的选择、确认和召回过程：提名和召回委员会的运作”，RFC 2727，2000年2月。
Informative References
资料性引用
[3] Alvestrand, H., "An IESG charter", Work in Progress, April 2003.
[3] Alvestrand，H.，“IESG宪章”，正在进行的工作，2003年4月。
[4] Bradner, S., "The Internet Standards Process -- Revision 3", BCP 9, RFC 2026, October 1996.
[4] Bradner，S.，“互联网标准过程——第3版”，BCP 9，RFC 2026，1996年10月。
[5] Bradner, S., "IETF Working Group Guidelines and Procedures", BCP 25, RFC 2418, September 1998.
[5] Bradner，S.，“IETF工作组指南和程序”，BCP 25，RFC 2418，1998年9月。
[6] Internet Architecture Board and B. Carpenter, "Charter of the Internet Architecture Board (IAB)", BCP 39, RFC 2850, May 2000.
[6] 互联网架构委员会和B.Carpenter，“互联网架构委员会（IAB）章程”，BCP 39，RFC 2850，2000年5月。
[7] Harris, S., "The Tao of IETF - A Novice's Guide to the Internet Engineering Task Force", RFC 3160, August 2001.
[7] Harris，S.，“IETF之道-互联网工程任务组新手指南”，RFC 3160，2001年8月。
[8] IETF, "Minutes of IESG Plenary at IETF55, Atlanta, GA, USA", Nov 2002, <http://www.ietf.org/proceedings/02nov/slides/plenary-2/sld4.htm>.
[8] IETF，“美国佐治亚州亚特兰大IETF55 IESG全体会议纪要”，2002年11月<http://www.ietf.org/proceedings/02nov/slides/plenary-2/sld4.htm>.
[9] Davies, E., Doria, A., and J. Hofmann, "IETF Structural Problems Improvement Process", Work in Progress, September 2003.
[9] Davies，E.，Doria，A.，和J.Hofmann，“IETF结构问题改进过程”，进展中的工作，2003年9月。
Authors' Addresses
作者地址
Elwyn B. Davies (editor) Nortel Networks Harlow Laboratories London Road Harlow, Essex CM17 9NA UK
Elwyn B.Davies（编辑）北电网络哈洛实验室伦敦路哈洛，英国埃塞克斯CM17 9NA
Phone: +44 1279 405 498
EMail: elwynd@nortelnetworks.com
Phone: +44 1279 405 498
EMail: elwynd@nortelnetworks.com
Jeanette Hofmann (editor) Wissenschaftszentrum Berlin Reichpietschufer 50 Berlin 10785 Germany
Jeanette Hofmann（编辑）Wissenschaftszentrum Berlin Reichpietschufer 50 Berlin 10785 Germany
Phone: +49 30 25491 288
EMail: jeanette@wz-berlin.de
Phone: +49 30 25491 288
EMail: jeanette@wz-berlin.de
Full Copyright Statement
完整版权声明
Copyright (C) The Internet Society (2004). This document is subject to the rights, licenses and restrictions contained in BCP 78, and except as set forth therein, the authors retain all their rights.
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知识产权
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Acknowledgement
确认
Funding for the RFC Editor function is currently provided by the Internet Society.
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