对管理项目交付性负责，以满足业务目标。
Responsible for steering the project delivery to meet business goals and objectives.
我如何将战略目标与项目交付连起来？
How do I tie my strategic objective to project deliverables?
同样地，项目交付方也必须始终有一个主要代表。
Similarly, the project's delivery team must always have a primary representative.
对项目交付物和项目活动多考虑多沟通
Visualise and Communicate all Project Deliverables and Activities
对同一术语有不同的解释会增加项目交付失败的风险。
Different interpretations of the same term increase the risk of failed project delivery.
项目交付。
每次迭代都会在项目交付内容中得到切实的进展。
Each iteration results in tangible progress on the project deliverables.
顺序式——顺序式模型是用于中小型项目交付物的传统方法。
Sequential - the sequential model is the traditional approach to small or medium project delivery.
项目通过类别进行识别，这帮助划分产品、特性或者项目交付的组件。
Projects are identified by a Category, which helps to classify the product, feature, or component that the project delivers.
项目交付 方达到既有效又高效的结果的能力主要依赖于文化环境。
The ability of a project delivery team to produce results both effectively and efficiently is highly dependent upon the cultural environment.
可能存在关于技术参数的不确定性，如项目交付产品的可靠性。
There may be uncertainty regarding the technical parameters, such as the reliability of the project deliverables.
在可行的项目存在前需要在资源提供者与项目交付方之间有一个公平的约束。
An equitable commitment between the resource provider and the project delivery team must exist before a viable project exists.
大量在工程、船舶设计、建设、转换或船舶修理和项目交付实践经验。
Substantial practical experience in engineering, ship design, construction, conversions or ship repair and project delivery.
让我们假设一个项目交付系统，其中涉及扮演着不同角色的用户和多种内容组合。
Let's consider a project delivery system that involves various users with different roles and diverse sets of content. Let's consider a system that has the following user groups.
可以促进业务涉众和技术人员之间的沟通，加速项目交付，并极大地提高重用潜能。
It facilitates communication between business stakeholders and technologists, speeds project delivery, and significantly increases the potential for re-use.
组件重用度的提高应该会减少开发工作量，并在IT项目交付方面表现出较大改善。
Greater component reuse should lead to a reduction in development effort and an improvement in IT project delivery.
应该在组织内制定恰当评估的指南，并正式化为组织项目交付方法的一部分。
Guidelines for developing proper estimates should be developed within the organization and formalized as part of your organization's project-delivery methodology.
复杂需求的沟通不足常常会导致项目交付延期，超过预算，或者缺失业务所需要的特性。
Poor communication of complex requirements often results in projects that are delivered late, over budget, or without features needed by the business.
选择一个最优的项目交付模式是业主确保其项目成功应该做的一项关键工作。
Selecting an optimal project delivery system is a critical task that owners should do to ensure project success.
在您仍旧有时间和这样做的能力的时候采取纠正的操作可以令您的项目交付更大的商业价值。
Taking corrective action while you still have time and the ability to do so allows your project to deliver higher business value.
为了参与和项目交付需要什么样的制度安排？有没有充足的方案来进行能力建设？
What institutional arrangements are needed for participation and project delivery? Are there adequate plans for building the capacity required for each?
不要不切实际的期望IT项目交付团队在需求范围不断变更的情况下还能够遵守进度和预算。
It is unreasonable to expect the it project delivery team to commit to schedule and budget if the requirements scope is continually changing underneath them.
因此，这个负责单元测试的开发团队应该确保这个类和序列图包含在项目交付产品中。
Thus, the development team responsible for unit testing should make sure that class and sequence diagrams are included as project deliverables.
管理必须提供一种广博的和支持性的文化环境，确保项目交付方可以在它们的能力范围之内工作。
Management must provide an informed and supportive cultural environment to ensure that the project delivery team can work to the limits of their capacity.
定义系统测试和验证策略，并参照计划执行。提供测试相关的项目交付物的工作估计。
Define system testing and verification strategy and execute according to plan. Prepare estimates for project deliverables related to testing.
由不同时期的不同项目交付或扩展的服务契约自然是由开发或扩展它们的架构师和开发者所确定的。
Service contracts delivered or extended by different projects and at different times are naturally shaped by the architects and developers that work with them.
特别的，他们为小型团队的开发定义了指导原则：仅完成那些将会对项目交付价值起帮助作用的活动。
In particular, they defined the guiding principle for small team development: Perform only those activities that will help the project deliver value.
特别的，他们为小型团队的开发定义了指导原则：仅完成那些将会对项目交付价值起帮助作用的活动。
In particular, they defined the guiding principle for small team development: Perform only those activities that will help the project deliver value.
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