对于大多数决定采用项目组合管理作为组织的过程和规程的组织来说，迭代地采用，并且对能力进行扩展是现实的方法。
For most organizations that decide to take up portfolio management as an organizational process and discipline, an iterative adoption and expansion of capabilities is a realistic approach.
虽然大多数EUP规程工作于组织层，并且作为企业架构过程的输入，但是EUP本质上不是企业架构开发框架。
Although most EUP disciplines function at an organization level and act as inputs to enterprise architecture processes, EUP is not an enterprise architecture development framework per se.
在前面的文章中，我回答了一个经常有人问到的问题：您如何开始将项目组合管理规程引入到组织中？
In a previous article, I addressed a frequently asked question: How do you begin introducing the discipline of portfolio management into an organization?
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