阐明项目的选择模式和项目管理的组织结构模式、项目过程控制模式及项目的事后分析评估模型。
The project selection mode, the organization and structure mode of project management, project procedure control mode and the postmortem analysis and evaluation mode of the project were all described.
阐明项目的选择模式和项目管理的组织结构模式、项目过程控制模式及项目的事后分析评估模型。
The project selection mode, the organization and structure mode of project management, project procedure control mode and the postmortem...
从软件开发过程的横向角度来探讨软件项目管理的组织模式和软件项目管理中可能出现的一些问题。
Discusses the mode of organization of software project management and the problems in the software project management through the traverse view of the process of software development.
深入分析矩阵组织结构存在的弊端，针对问题提出了相应的解决方案，最终给出一种新产品研发多项目管理的组织结构模型。
The problems in matrix organization structure are analyzed, the corresponding resolved methods are proposed, and a new product R&D multi-project management organization structure is finally proposed.
它也为创建满足任何项目或组织需要的正确测试管理解决方案提供了一个灵活的框架。
It also provides a flexible framework for creating the right test management solution for any project or organization's needs.
基于这些原因，我建议你自己来做这些映射，而且相信它能够符合你的组织的项目管理的规则并且没有东西会被忽视的。
For these reasons, I recommend you do this mapping yourself and be confident that it fits your organizations project management paradigm and that nothing has been overlooked.
项目管理，最初是在学术界产生的，更关注分配，组织和计划等技术状况。
Project management, with its origins in academia, has focused more on the technical aspects of allocation, organization and scheduling.
管理层也必须决定组织是否准备好将项目组合管理实践的引入及实现提到前头。
Management must also determine if the organization is ready to move ahead with portfolio management practices introduction and implementation.
从外在上看，项目所在组织的管理必须具有支持力并且环境必须无障碍。
Externally, the management of the organization in which the project takes place must be supportive and the environment must be free of obstacles.
对于大多数决定采用项目组合管理作为组织的过程和规程的组织来说，迭代地采用，并且对能力进行扩展是现实的方法。
For most organizations that decide to take up portfolio management as an organizational process and discipline, an iterative adoption and expansion of capabilities is a realistic approach.
了解组织的准备状态，以将项目组合管理看作规程。
Understanding of the organizational readiness to embrace portfolio management as a discipline.
项目通常是由一个简单的管理组织来管理的。
Projects are typically governed by a simple management structure.
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.
从事于多个、复杂的项目(例如，SOA)的大型、分布的项目的开发组织从为构建管理规定特定最佳实践活动的能力上获得了惊人的收益。
Large, distributed development organizations engaged in multiple, complex projects (e.g., SOAs) benefit tremendously from an ability to stipulate certain best-practice activities for build management.
大部分EPMO的实现与项目管理实践中组织的能力和成熟度有关。
The majority of EPMOs are implemented relative to the organization's capability and maturity in project management practices. The functions shown in Figure 1 are concerned with the following.
一旦我们完成了作为组织过程的项目组合管理的采用工作，我们需要做可以维持其持续使用的事情。
Once we have completed our adoption effort for portfolio management as an organizational process, we need things that will sustain its continued use.
在本文中，我介绍了将“持续的”项目组合管理作为组织过程的思想。
In this article I introduced the idea of "sustaining" Portfolio Management as an organizational process.
图3显示了在一个被控制项目管理的阶段中，其中的工作将如何被组织起来。
Figure 3 shows how work can be organized within a stage, with the stage governed by a control project.
这意味着，通过为每个风险管理项目裁减组织的一系列标准过程，项目可以建立它们的评估和管理风险的明确过程。
This means projects established their defined processes of assessing and managing risks by tailoring the organization's set of standard processes to each risk management project.
所以，您的技术路线图在评估组织可以实现的门户项目和管理类型的准备情况方面扮演着重要角色。
So, your technology roadmap plays a key role in assessing the readiness of your organization for your portal project and the type of governance you can implement.
这里，也存在一个与对任何大型或重要的组织计划相同的，对项目组合管理的引入的行为的期望。
Here, too, there is an expectation of behavior that is the same for portfolio management introduction; as for any large or important organizational initiative.
商业产品支持同样的功能，并且更多支持想要管理自己的项目概要的组织。
Commercial products support the same capabilities and more for organizations that want to manage their own portfolio of projects.
这些概念和观察处于针对作为组织过程的项目组合管理实行的治理环境中。
These concepts and insights are within the context of governance for the exercise of portfolio management as an organizational process.
创建这些计划来建立并实现组织的目标，将它们组织到项目组合中，加以管理和控制。
These initiatives are created to enable and to achieve the goals of the organization, and are organized into portfolios for management and control.
项目组合管理是组织治理的扩展。
Portfolio management is an extension of organizational governance.
设计和管理大型SOA项目时，务必配备软件产品专家、处理组织变更管理的战略与变更顾问以及SOA解决方案架构师。
When designing and managing a large SOA project, it's important to staff with software product experts, strategy and change consultants for organization change management, and SOA solution architects.
大的组织中一个重要的业务活动是项目组合管理，它能够使企业像管理有价值的资产一样管理项目组合。
One important business activity in large organizations is portfolio management, which enables enterprises to manage a portfolio of projects as valuable assets.
按阶段引入PPM要求识别并提供需求的重要性，或价值的顺序，这些需求是组织实现项目组合管理实践愿望的基础。
Introducing PPM in stages requires identifying and providing an order of importance, or value, to the needs which underlie the organization's desire to implement portfolio management practices.
此外，它还将其准备模型封装到过程中，以调查对于项目组合管理的组织准备。
Further, it has encapsulated this readiness model within a process to survey organizational readiness for portfolio management.
在组织中，项目组合管理实践的引入与实现是重要的事业。
The introduction and the implementation of portfolio management practices into the organization is a significant undertaking.
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