建设工程项目管理规划是指导项目管理工作的纲领性文件。
The project item management planning is the programmatic documents guiding project management work.
因此，业主方的项目管理规划是本文结合项目实践分析与探讨的主要研究方向。
Therefore the project management planning of owner side is the main direction of study in this article, combined with the project practice analysis.
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.
这会提供更好地规划和管理各种转换项目的任务、日程安排、预算的能力。
This would provide the ability to better plan and manage tasks, schedules, and budgets for various transformation projects.
我们已经看到规划要求的能力和资源，而这些通常在项目管理中不会被要求，并且这与规划的成功直接相关。
We have seen that programs require capabilities and resources that are not generally required in the project management space, and which correlate directly with the program's success.
服务将包括司令部和联合现场级通信以及计算机网络的规划、项目管理、综合、作战和维护。
Services will include planning, program management, integration, operation and maintenance of headquarters and joint theater-level communications and computer networks.
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。
It offers three levels, including PM associate, project manager, and a degree in program 1 management.
典型的情况是引入分层的项目管理结构，包含顶层的“规划”和下面的项目。
A typical scenario is to introduce a hierarchical project management structure, with the top level called "a program" and projects underneath.
其他服务包括情报、机构协调、项目管理、战略和组织规划。
Other services include intelligence, interagency coordination, program management, and strategic and organizational planning.
理解如何利用指南中介绍的规划过程组，选取信息并将其转换成项目管理计划。
Understand how to take the identified information and transform it into a project management plan using the Planning Process Group described in the Guide.
规划和项目经理能够在整个项目范围内更有效地管理需求和资源，降低风险以及避免耗时的每年汇报活动。
Program and project managers can manage demand and resources more effectively across projects, reducing risk and avoiding time-consuming manual reporting activities.
例如，在管理层级的底部，项目经理被分配到整个规划中的不同项目。
For example, at the bottom of the management hierarchy, project managers are assigned to the various projects within the overall program.
花时间着力于明确的职业目标和规划有效的求职，要给招聘经理展示你管理项目的清晰的思维和能力。
By taking the time to zero in on a specific career goal and to plan an effective job search, you demonstrate to hiring managers your clarity and ability to manage projects.
该公告称，具体服务项目包括项目管理，项目规划和分析，电信工程，系统集成，以及修理和改装。
Specific services covered include project management, program planning and analysis, telecommunications engineering, systems integration, and repair and modification, the announcement states.
正如我们在图1中看到的，与大多数项目不同，规划通常有一个管理委员会或其他代表不同利益并提供执行级别监督的小组。
As we can see in Figure 1, unlike most projects, programs usually have a steering committee or other group that represents diverse interests and provides executive-level oversight.
规划好碰到项目/产品管理差异的临界点时应该做些什么
Plan what you will do when you run into project/product management boundaries
来自陆军项目经理办公室的联合网络管理系统（JNMS）合同号召SAIC提供网络规划和软件支持服务。
The Joint Network Management System contract from the Army’s Office of the Project Manager - Current Force calls for SAIC to provide network planning and software support services.
最后，这一严格的数据收集将允许你精确地预报，计划，规划，和管理你的资源和项目，把你带到第五级。
And finally, this rigorous data collection will then allow you to accurately forecast, plan, schedule, and manage your resources and projects, bringing you to Level 5.
然而，因为在项目管理和产品管理中，处理这些因素的方式会有根本的不同，所以我们就要仔细规划当发生冲突时我们应该做些什么。
However, since there are these fundamental differences between how project management and product management handle these aspects, we need to plan carefully what we will do when these paradigms clash.
图1也阐明了一个典型的规划管理组织，比一个项目的管理组织要更复杂。
Figure 1 also illustrates a typical program management structure, which is more complex than that of a project.
此外，他们必须从规划经理那接收指令并向规划经理提出不属于自己管理范围内的项目的观点。
In addition, they must accept direction from the program manager and escalate issues that cross individual project boundaries up to that manager.
对于本文，我们假定这些为不同开发组(不同的管理人员、日程安排和项目规划)开发的完整解决方案。
For the purpose of this article, we are assuming that these are full-fledged solutions developed by different development groups (with different managers, schedules, and project plans).
服务包括：生命周期规划正式流程的开发、文件、项目管理、项目控制、测试、培训和部署。
Services include: the development of formal processes in lifecycle planning, documentation, program management, program control, testing, training, and deployment.
提供给项目经理更大的可视性，并有助于对更加有效项目管理和资源性能规划的深刻见解。
Provide project managers with greater visibility and insight into development activities for more effective project management and resource capacity planning.
XP要求管理人员以不同的方式开展项目，因为对软件项目的传统看法及规划软件项目的传统方法往往不能产生大多数管理人员所希望的结果。
XP requires managers to start projects differently, because traditional ways of thinking about and planning software projects tend not to produce the results most managers want.
单独的项目管理者必须在一个更大的框架或是规划内工作。框架或是规划计划定义了各种单独的项目之间的从属和交互关系。
Individual project managers must work within a larger framework, or program plan, which defines dependencies and interactions among the various individual projects.
使用项目管理软件作为工具，而不是替代有效的规划和人际交往技巧。
Use project management software as a tool-not as a substitute for effective planning or interpersonal skills.
项目管理活动，如规划和人员管理。
Project management activities such as planning and people management.
项目管理活动，如规划和人员管理。
Project management activities such as planning and people management.
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