独特是项目可交付成果的一种重要特征。
Uniqueness is an important characteristic of project deliverables.
关于项目可交付成果，下列哪句是正确的？
4范围核实——正式验收已经完成的项目可交付成果。
4 4 Scope verification-formalizing acceptance of the completed project deliverables.
在项目执行过程中，一个项目团队向客户交付一项项目可交付成果。
During project execution, a project team delivers a project deliverable to the customer.
项目可交付成果验收前必须满足的标准，包括性能要求和各项重要条件。
Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted.
这是识别为了提交各种各样项目可交付成果而需要的具体活动所必需的过程。
This is the process necessary for identifying the specific activities that need to be performed to produce the various project deliverables.
项目收尾文件包括表明项目已经完成，完成的项目可交付成果移交诸如某运营单位等其他人的正式文件。
Project closure documents consist of formal documentation indicating completion of the project and the transfer of the completed project deliverables to others, such as an operations group.
变更控制系统是正式形成文件的过程的全体，用于确定控制、改变和批准项目可交付成果和文件的方式、方法。
The change control system is a collection of formal documented procedures that define how project deliverables and documentation are controlled, changed, and approved.
用尽可能模糊的语言描述项目可交付成果，让发起人及审核者随着项目的开展，能有足够的空间不断地重新定义项目成果。
Describe project deliverables in the vaguest possible terms so sponsors and reviewers have plenty of leeway to reinvent the project outputs repeatedly as the project unfolds.
项目要求说明书说明了项目可交付成果为满足合同、标准、技术规定说明书或其他正式强制性文件的要求，而必须满足的条件或必须具备的能力。
Describes the conditions or capabilities that must be met or possessed by the deliverables of the project to satisfy a contract, standard, specification, or other formally imposed documents.
Work breakdown structure有一个文件，它通过确定项目目标和主要项目可交付成果，形成了项目团队和项目客户之间达成一致的基础。
What is the document that forms the basis for an agreement among by identifying both the project objectives and the major project deliverables A. Project statement of work B.
它让你将项目分解为几个主要阶段、转化为可交付成果以及项目将要设立的工作组件。
It lets you break the project down into the major phases, deliverables, and work components that will be built by the project.
建立一种企业文化，在这种文化中，当项目中途增加了新的实质性可交付成果时，项目经理应该接受。
Create a culture in which project managers are expected to "roll over" and take it when substantive new deliverables are added halfway through the project.
不必让他们以高精度的方式参与定义项目成果，让他们用随意拒绝可交付成果的方式来维护其权威。
Let them assert their authority to reject deliverables at random, without participating in defining project outcomes in a high-resolution fashion.
从可交付成果和组件的角度来定义项目范围。
Defining the project scope in terms of deliverables and components.
可交付成果既包括由项目产品、服务或成果组成的结果，也包括附带结果，如项目管理报告和文件。
Deliverables include both the outputs that comprise the product or service of the project, as well as ancillary results, such as project management reports and documentation.
某些可交付成果可能对当灭项目管理过程，而另外一些则是该项目构思时设念的最末产品或产品的组成部分。
Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products for which the project was conceived.
项目创造独特的可交付成果，如产品、服务或成果。
A project creates unique deliverables, which are products, services, or results.
这一过程处理和记载对项目与可交付成果提出的要求、产品要求、项目的边界、验收方法，以及高层范围控制。
This process addresses and documents the project and deliverable requirements, product requirements, boundaries of the project, methods of acceptance, and high-level scope control.
虽然项目的产品、服务或成果经常是诸如建筑物、道路等有形之物，但也会提供诸如训练等无形的可交付成果。
Although the products, services, or results of the project are frequently in the form of tangible deliverables such as buildings, roads, etc.
要让他们关注事实和具体的可交付成果，只有在他们成功完成项目后才给他们奖励。
Keep them focused on facts and concrete deliverables, and give them accolades only for successfully completing projects.
对可交付成果可以概括，也可以详细说明，具体视项目范围说明书的情况而定。
Depending on the project scope statement, the deliverables may be described at a summary level or in great detail.
一个过程的成果一般成为另一过程的依据或成为项目的可交付成果。
The output of one process generally becomes an input to another process or is a deliverable of the project.
将项目目标变成有形的可交付成果和要求说明书，每一应用领域都有一个或多个普遍公认的方法。
Each application area has one or more generally accepted methods for translating project objectives into tangible deliverables and requirements.
这是将项目主要可交付成果和项目工作分解为较小和更易于管理的组成部分所必需的过程。
This is the process necessary for subdividing the major project deliverables and project work into smaller, more manageable components.
项目有一个关键的可交付成果，要完成它需要某种专门技术。
The project has a critical deliverable that requires certain expertise to complete.
项目范围说明书详细地说明了项目的可交付成果和为提交这些可交付成果而必须开展的工作。
The project scope statement describes, in detail, the project's deliverables and the work required to create those deliverables.
一般情况下，项目的主要要素是项目的可交付成果和项目管理。
In general, the major elements will be the project deliverables and project management.
其中，几个项目与你们的项目有类似的范围，可能会与你们的可交付成果存在交叉。
Some of these projects have a very similar scope and may overlap wit your deliverables.
工作分解结构：对应当由项目团队执行以便实现项目目标，并创造必要的可交付成果的工作，按可交付成果所做的层次分解。
A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables.
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