Work with the PMO manager and program manager to define what should be included in facilities and define and prioritize facility needs.
与PMO经理和规划经理合作，详细说明什么应当包含在设备中，以及定义和区分设备需要的优先次序。
Thee project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
项目经理报告项目绩效和项目具体的信息，而项目管理办公室提供统一的报告，以及从单位整体角度对由其管辖的项目的看法。 。
Thee project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of Shared organizational resources across all projects.
项目经理控制分配给项目的资源，以便最好地实现项目目标，而项目管理办公室在所有的项目中以最优的方式使用共用的组织资源。
Thee project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives.
项目经理的注意力中心是事先规定好的项目目标，而项目管理办公室负责管理重要的计划范围变更，可能将其视为能够更好地实现经营目标的潜在机会。
The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects.
项目经理控制分配给项目的资源，以便最好地实现项目目标，而项目管理办公室在所有的项目中以最优的方式使用共用的组织资源。
The project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives.
项目经理负责在项目的制约范围内提交具体的项目成果，而项目管理办公室是一种包括诸如全组织视野等在内的具体强制性要求的组织结构。
The project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
项目经理管理工作细目成果的范围、进度、费用和质量，而项目管理办公室管理整体风险、整体机会和项目之间的相互依赖关系。
The project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
项目经理管理工作细目成果的范围、进度、费用和质量，而项目管理办公室管理整体风险、整体机会和项目之间的相互依赖关系。
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