我们将会更进一步看一下这些方面，与项目管理的相似方面进行对比，并概述要达到成功所必需的每一项工作和结果。
We will take a closer look at each of these aspects, contrast them with similar aspects of project management, and outline for each the effort and results required to achieve success.
也许“项目经理”的标签就是这一困境的来源，关注对成果的管理，就好像这能引向成功一样。
Maybe the label project manager is the source of this dilemma, focusing attention on the management of the effort as if this causes success.
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.
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.
您的目的不应该只是不花气力产生一个计划；它应该一个实际可行的计划，您可以根据它来成功管理您的项目。
Your goal shouldn't be to simply go through the motions to produce a plan; it should be to produce a realistic plan against which you can manage your project successfully.
IT改造的一个关键成功因素是建立一个项目管理办公室(PMO)功能，并且使其与所有涉众一起工作。
A critical success factor for the it transformation was establishing a project management office (PMO) function and having it work with all stakeholders.
通过这种使用迭代的方法来管理项目风险的概念是成功使用迭代式增量开发技术的基础。
The concept of using the iterations in this way to manage project risk is fundamental to the successful adoption of iterative and incremental techniques.
成功项目的关键是通过清晰地定义需求来管理变化，并在解决方案开发周期中根据需求适应变化。
The key to a successful project is to manage change by clearly defining the requirements and to adapt them as needed over the solution development cycle.
要想成功实施敏捷，你需要一个能支持你所感兴趣的敏捷方法的项目管理仓库。
To succeed with agile, you need a project management repository that supports the flavor of agile that you're interested in.
迭代的倡导者在对于项目经理和中层经理来说如何管理项目方面进行变更的说服能力，对于迭代开发方法的成功出现是至关重要的。
An iterative evangelist's ability to sell changes in how to manage projects to project managers and middle managers is crucial for a successful rollout of iterative development methods.
对于许多团队来说，需求管理是一个成功软件项目组成的必需的一部分。
For many teams, requirements management is an essential aspect of a successful software project.
我们需要一种更为动态和具有适应性的方法来思考软件进程和质量管理的问题，这种方法应当适应成功项目的模式。
We need a more dynamic and adaptive way of thinking about software progress and quality management, one that accommodates patterns of successful projects.
管理更改失败会增加没有按预期发生更改的风险，它将危及项目的成功。
Failure to manage change increases the risk of the change not happening as expected and it jeopardizes the success of the project.
大量无效地实施管理，并且项目目标和团队的成功受到危害。
Management is rendered largely ineffective, and project objectives and the team's success are jeopardized.
作为项目管理中决策和项目预评估时的基础，不管从过程还是产品的角度来看，项目成功的度量都应该在项目的开始就已经定义好。
The measures of project success, in terms of both process and product, must be defined at the beginning of the project as a basis for project management decision-making and post-project evaluation.
虽然它不能担保一个项目的成功，但是度量可以帮助决策者通过积极的方法来管理软件项目中与生具来的关键问题。
Although it cannot guarantee a project's success, measurement does help decision makers take a proactive approach to managing critical issues inherent in software projects.
在本文中，我涉及了问题的多个方面：我如何知道组织和员工已经准备好接受项目组合管理规程，并能够依靠它成功？
In this article, I have addressed aspects of the question: How do I know that my organization and staff are ready to take up and be successful with the discipline of portfolio management?
我十分适合这一角色，因为我具有多年的RUP项目管理经验，且经历过很多成功与失败。
I am well suited for this role because I have many years of experience managing RUP projects and have seen many successes as well as failures.
管理得太多，项目反而不易成功。
本文将回答接下来的一个问题：我如何知道组织和员工已经准备好接受项目组合管理规程，并能够依靠它成功？
This article addresses what is often the follow-up question: How do I know that my organization and staff are ready to take up, and be successful with, the discipline of portfolio management?
如果你能花费一点时间来进行时间管理，那你已经距离项目成功不远了。
With a little time management, project success should come easier.
传统的项目管治（project governance）是 指一套确保项目成功的规则和过程，传统管治方式尝试以流程形式去管理项目。
Traditional project governance is used to describe the rules and processes that are required to ensure a successful project. Traditional governance tries to manage the project work as process work.
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.
与此同时，经验表明，增量式地开发一系列交付特定业务目标的短小的项目，是开发soa的最易于管理的、最成功的方法。
At the same time, experience has shown that a series of short, incremental projects delivering specific business objectives is the most manageable and successful approach for developing an SOA.
因此版本管理和变更管理工具对多年移植的项目的成功是很关键的。
Version management and change management tools are therefore essential for success on multi-year migration projects.
范围管理提供了一个指南，这个指南确保这个项目包括了成功完成项目所必需的工作，并且只包括这些工作。
Scope Management provides guidance to ensure that the project includes the work required and only the work required to complete the project successfully.
成功的ITLM可以帮助组织发布真正满足管理者要求的项目 --因为每一个人的起点都是一样的。
Successful ITLM helps organizations deliver projects that will really satisfy the goals managers have in mind -- because everyone is working from the same page.
管理者要成功地使用多种系统来跟踪委派的工作，如每日计划、个人数字助理和项目管理软件程序。
Managers successfully use a variety of systems to track delegated tasks, including daily planners, personal digital assistants, or project management software programs.
所以许多技术项目都需要完善的项目管理才能取得成功。
Therefore, many technology projects require good project management to be successful.
采用面向服务的架构（SOA）的企业通常很快会发现，为了成功管理或者启动一个SOA项目必须迅速建立SOA治理。
Organizations that choose to adopt Service Oriented Architecture (SOA) quickly realize that Governance must be established quickly in order to manage a successful SOA program or initiative.
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