RUP project management discipline elaborates on select PM aspects that are relevant to planning its activities and executing its tasks, specifically in regards to iteration planning.
RUP项目管理规程详细描述PM方面的选择，这些方面与活动的计划及任务的执行，特别涉及迭代计划，相关。
It offers three levels, including PM associate, project manager, and a degree in program 1 management.
它提供三个等级，包括PM助理、项目经理和规划1管理中的认证。
Through his books, workshops, and public speaking appearances, he seeks to demystify the field of project management (PM) and make it accessible to newcomers.
通过出书，工作室和公共演讲，他设法让项目管理（PM）不再神秘，并让新人更容易入门。
Before presenting several project management techniques, Manolov Outlines the role of the project Manager (PM) throughout the life of a project using the following template.
在提出多种项目管理技术之前，Manolov先用以下模板大概描述了项目经理在项目的生命周期中所担任的角色。
PM DSC-E is part of the Network Service Center Project Management Office, an organization of the Army Program Executive Office, Enterprise Information Systems.
PMDSC - E是网络服务中心项目管理办公室的一部分，是企业信息系统下陆军计划执行办公室的一个组织。
The purpose, methodology and application area of Program Management(PGM)and its difference with Project Management(PM).
项目集管理（PGM）的目的、方式、应用领域及其与项目管理（PM）的区别。
The traditional project management (PM) often limits its management to the project and the project implementation, and lacks the combination with the organizational strategy.
传统的项目管理往往仅将其管理领域局限于项目与项目实施间的行为，缺乏与组织战略相互因应的结合。
At present, project management (PM) that is an optimization technology of management has been applied to the manufacturing operations of the organization.
目前，项目管理这门优化的管理技术已运用到了制造企业的组织运营中。
As an important part of project Management of System Integration, software PM can reduce the exploitation cost of software project, and accelerate the exploitation plan of software project.
软件项目管理是整个系统集成项目管理中的一个重要组成部分，它能够减少软件项目开发成本，加速软件项目的开发进度，因此成为了各企业实施项目管理的重点。
Produce? Transformation and character of the project manager (PM) part were discussed. The kind of transformations promote the project manager management changes.
探讨了项目经理角色的产生、演变及其特征，而且，这种演变促成了项目经理的一场管理剧变。
Then it introduces nine knowledge system of project management (PM), especially summarize the theory of risk management as the most impotent part of PM.
接着，本论文详细分析、研究了重组项目的特点与重组项目风险管理的特殊性，并提出了对重组项目进项进行项目管理的模型。
Then it introduces nine knowledge system of project management (PM), especially summarize the theory of risk management as the most impotent part of PM.
接着，本论文详细分析、研究了重组项目的特点与重组项目风险管理的特殊性，并提出了对重组项目进项进行项目管理的模型。
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