项目开始后项目干系人添加新的需求。
Stakeholders adding new requirements after the project has started.
没有尽力去确定谁是项目干系人。
Not enough of an effort to determine who the stakeholders are.
项目开始后项目干系人需求发生变化。
Stakeholders changing requirements after the project has started.
及时地向项目干系人提供需要的信息。
Information Distribution-making needed information available to project stakeholders in a timely manner.
项目的成功常常需要项目干系人的深入参与。
Project success often requires a greater level of involvement by project stakeholders.
一旦你明白谁是项目干系人，下一步是要了解他们的需求。
Once you understand who the stakeholders are, the next step is to establish their needs.
项目干系人的投入不够或他们的需求不被正确理解。
Stakeholder input is not sought or their needs are not properly understood.
在她看来，敏捷团队应该于项目干系人积极交流、沟通。
According to her, an Agile team should actively communicate and engage with the project stakeholders. Several ways to keep the stakeholders engaged are.
这些实践有助于项目干系人了解项目是否满足他们的期望。
These help the stakeholders to know if the project is meeting expectations or not.
不同的项目干系人所属的权重会随着开发的阶段发生变化。
Different stakeholders will have different weightings based on the stage of the development.
KseniaWoodgate讨论了项目干系人消失不见的情况。
Ksenia Woodgate discussed a situation in which the project stakeholder went missing.
该项目有三十多个项目干系人，大家对项目目标没有达成一致的看法。
There are over 30 stakeholders, and no one can agree on the project objectives.
UP中明确定义的项目干系人，比如用户和客户、始终贯穿于它的律条。
The UP clearly includes project stakeholders, such as users and customers, throughout most of it disciplines.
但是多数项目干系人提到的需求，和项目不一定相关，或者不能带来收益。
Often stakeholders will talk about needs that aren't relevant and don't deliver benefits.
ScottAmbler提出了项目干系人积极参与的重要性，他说道。
Scott Ambler suggested the importance of active stakeholder partition when he mentioned.
Ksenia提醒大家，要注意没有项目干系人、或者干系人毫无兴趣的项目。
Ksenia cautioned about projects which had a missing or an uninterested stakeholder.
现在你已经确认了项目目标和项目干系人，可以针对项目前景做较大范围的分析。
Now that you have identified the objectives and stakeholders, it is time to explore a broad range of options for the delivery of the project.
项目经理可能会花费过多的时间与项目团队、项目干系人、客户、赞助人进行沟通。
Project managers can spend an inordinate amount of time communicating with the project team, stakeholders, customer, and sponsor.
其他技术项目干系人可随需要参加(参见图2)，但重点应该仍旧在于面向对象设计。
Other technical stakeholders can attend as needed (see Figure 2), but the focus should remain on object-oriented design.
创建一个沟通计划文档，说明不同的项目干系人需要了解项目哪些信息，以及如何将获得。
Create a document showing who needs to be kept informed about the project and how they will receive the information.
在某些极端情况下，项目干系人可能对项目毫无兴趣，甚至在需要他的时候根本找不到人。
In other extreme cases, the stakeholder might seem to be uninterested or completely missing in action.
更积极的项目干系人更小需要复核，管理者表述和其它高层活动会降低你团队的开发速度。
The more active project stakeholders are the less of a need there will be for reviews, management presentations, and other overhead activities that reduce your team's development velocity.
便于在整个项目生命周期中，对项目范围，进度，风险，绩效，成本等问题与项目干系人沟通。
Facilitating communication regarding the project scope, schedule, risk, performance, cost etc with the stakeholders throughout the project life cycle.
在建设项目中，界面的存在导致项目目标的实施过程偏离计划，并严重危害了项目干系人的利益。
Interfaces in the construction projects caused the aims deviated from the plans, and jeopardizing the interests of project stakeholders.
质量和价值这两个顶点定义了目标，对于项目干系人来说，它们才是最重要的东西，因而更值得关注。
The other vertices i.e. value and quality define the goals, they are of utmost importance to the stakeholders and need more attention.
SOA在这一点上的附加价值就是，架构师和其他业务人员一道讨论和工作，而不仅限于项目干系人。
The added value of SOA in this case, is that architects talk and work together with other business people as well, not just the project stakeholders.
质量和价值这两个顶点定义了目标，对于项目干系人来说，它们才是最重要的东西，因而更值得关注。
The other vertices i. e. value and quality define the goals, they are of utmost importance to the stakeholders and need more attention.
与你的项目干系人沟通AM的轻装进行与有目的建模的原则，以及只在损害时更新与抛弃临时模型的实践吧。
Communicate AM's Travel Light and Model With a Purpose principles to your project stakeholders, as well as the practices Update Only When it Hurts and Discard Temporary Models.
当项目干系人对项目信息没有回应或者不以希望的方式进行回应时，应该建立积极的，选择性的沟通机制以转移这些问题。
When stakeholders do not respond to information or do not respond in an expected manner, alternative, proactive communication mechanisms may be necessary to avert trouble.
取而代之的是，产品负责人通过沟通了解客户的需求，指导产品的发布，并根据眼前的实际情况，不断在团队和项目干系人之间协调。
Instead, the Product Owner communicates the customer needs, guides the release and collaborates with the team and the stakeholders on an ongoing basis.
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