在本文中，我们只是刚刚开始探究项目和规划管理之间的不同。
In this article we have just begun to explore the differences between project and program management.
但是我们同样也允许客户把JIRA连接到其他的敏捷项目管理工具上。
But we also let our customers connect JIRA to the other agile project management tools out there.
在这最后一部分中，我们考虑迭代和增量开发对项目管理团队的影响。
In this final installment, we consider the effect of iterative and incremental development on the projects' management teams.
因此，从项目管理的效益来说，我们应该满足于短期目标。
So, for the benefit of project management, we have to be content with shorter-term goals.
这个系列在下个月将结束，那时我们将探讨对项目管理团队来说迭代式增量开发的影响。
The series will draw to a close next month when we consider the effect of iterative and incremental development on the projects' management teams.
下个月，我们将通过探讨在项目管理团队中采用迭代式开发实践的作用做出结论。
Next month, we will conclude this series by examining the effect of adopting iterative and incremental development practices on the project management team.
我们的测试场景是管理长期存储项目的虚构存档应用程序的一部分。
Our test scenario is part of a fictional archive application managing a long-term store of items.
ASDI也计划雇用一个IT经理与我们联络，同时也负责维护和管理完成的项目。
ASDI also planned to hire an it manager to interface with our team and assume responsibility for maintenance and management of the finished project.
首先，我们承认，全面的项目管理不应由技术人员来担任。
We will be the first to admit that full-fledge project management should not be on a technical practitioners plate.
你可能会问，“我们真的需要项目管理的首要原则吗？”
You may ask, "Do we really need a set of first principles of project management?"
因为我们公司将PortfolioManager用作其项目管理的解决方案，所以其IT团队已经决定所定义的过程将成为所有COTS实施项目的基本模板。
Because our company USES Portfolio Manager as its project management solution, its it team has decided that the defined process is to be the basic template for all COTS implementation projects.
我们已经了解的关于项目管理的内容。
InfoQ采访了互联系统部门的产品管理主管Burley Kawasaki，他给我们介绍这个项目。
InfoQ spoke with Burley. Kawasaki, Director of Product Management in the connected System's division who gave us an introduction on the project.
现在我们讨论如何管理一个符合风险排除曲线的项目。
We now turn to the question of how to manage a project consistent with the risk workoff curve. The answer is to conduct two activities
在我们这个项目中，邮局就是消息服务器，邮政人员是队列管理器。
In our project, the post office is the message server and the postmaster is the queue manager.
我们应当珍惜懂得实践的领导力的项目管理者：他们可能是每个公司中最稀有的资源。
We need to cherish proven project managers who understand practice leadership: They are probably the scarcest resource in every company.
当我们在整个开发周期中前进的时候，我们需要使用一种适应的项目管理风格才能获得成功。
We need to use an adaptive project management style as we move through the lifecycle if we are to be successful.
而我们建议建立项目组合管理治理的过程要考虑这些关键概念。
And we suggest that the process of establishing portfolio management governance take account of these key concepts.
我们知道项目组合管理的规程需要管理、监督和控制，以及实行这些的方法。
We know that the discipline of portfolio management requires management, oversight, and control, and a means to exercise these.
毕竟，项目管理需要一定的管理开支，如果它不能促进项目的成功，那么我们也没有必有在它上花费开支。
After all, project management is an overhead, and if it is not going to make the project more successful we shouldn't be spending money on it.
作为项目组合管理采用的一部分，我们理解需要治理。
As part of the adoption of portfolio management, we understand that governance is required.
我们的方法是迭代的，通过这种方式，我们交付了方法和实践用以填充项目组合管理工作区。
Our approach to the delivery of methods and practices to populate the portfolio management workspace is an iterative one.
一旦我们完成了作为组织过程的项目组合管理的采用工作，我们需要做可以维持其持续使用的事情。
Once we have completed our adoption effort for portfolio management as an organizational process, we need things that will sustain its continued use.
实际上，我们需要在某些特定的项目上花费更多而在其他项目上花费较小，我们也需要更多优秀的管理。
In reality, we need more spending on some programs and less spending on others, and we need more good regulations and fewer bad ones.
我们的配置管理工具是我们这个项目的一块绊脚石。
工作管理视图可以给我们一个所有项目组合的结构层次视图。
The Work Management view gives us a hierarchal view of all portfolios.
我们原计划将项目的管理移到总部进行，但是项目当前的安排正在很好的进行工作，因此我们都同意继续保持在项目中的协调方式。
We'd originally planned to move management to the head office as well, but the current arrangement was working so well that it was agreed we'd hold onto the bulk of the coordination.
我们原计划将项目的管理移到总部进行，但是项目当前的安排正在很好的进行工作，因此我们都同意继续保持在项目中的协调方式。
We'd originally planned to move management to the head office as well, but the current arrangement was working so well that it was agreed we'd hold onto the bulk of the coordination.
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