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.
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.
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.
既然我们已经讨论过如何成功地组织一个项目，现在让我们来讨论一些更为具体和重要的开发过程：需求和管理变更。
Now that we've talked about organizing the project for success, let's talk about a couple of specific, crucial development processes: requirements and change management.
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.
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.
您可以寻找有大量成功项目经验、在之前的工作甚至目前的职位涉及大量数据体系结构方面工作的管理人员。
You can look for managers who were veterans of successful projects with strong data architecture in former jobs or even within their present positions.
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.
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?
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.
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.
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.
该定义为完成的检查列表贡献了内容，通过这个检查列表可以看看我们建立项目组合管理治理的工作是否成功。
This definition contributes elements to a completion checklist to see if our effort to establish portfolio management governance has been successful.
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.
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.
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.
有效地在项目和计划层面利用项目管理学科可以提高客户的满意度，减少风险和问题的数目，增加成功的概率。
Effective use of project management disciplines at the project and program levels improves customer satisfaction, reduces the number of risks and problems, and increases success.
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.
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.
根据我的经验，如果软件项目管理者使用更像是管理一部电影作品的方式，而不是管理一个工程产品的方式，那么他们似乎更容易成功。
From my experience, software project managers are more likely to succeed if they use techniques that are more like managing a movie production than an engineering production.
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.
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.
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.
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.
管理层应当做能够导致全局组合成功的决策，即便这些决策可能与某个具体组合项目的最佳利益冲突。
Managers should make decisions that lead to overall portfolio success, even if they conflict with the best interests of a specific portfolio project.
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.
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.
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.
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