There is no overarching scheme of gaps to fill out – software architect, project manager, programmer, DBA, business analyst, UI designer, etc. – so the series is not preplanned in that sense.
没什么具体的模式——软件架构师、项目经理、程序员、DBA、业务分析师、UI设计者等等——因此该系列并不会按照这种方式来组织。
This mastery requires learning to wear many hats, including tester, project manager, salesman, marketer, and business analyst.
这就需要学习许多角色的技能，包括测试人员、项目经理、销售人员，营销人员和业务分析师。
She works as a senior business consultant, business architect and Agile project manager at Approach in Nijkerk, the Netherlands.
她目前是位于荷兰奈凯尔克地区的Approach的高级业务咨询顾问、业务架构师和敏捷项目经理。
In this business scenario, IBM Rational Asset Manager was an integral part of development throughout the research, design, implementation, review, and deployment phases of this project.
在这个业务场景中，IBMRationalAssetManager贯穿于项目的研究、设计、实施、复审和部署和开发各个阶段。
The project team (including the project manager, business analysts, solution architect, developers, and testers) should evaluate and validate the development tool being used.
项目团队(包括项目经理、业务分析人员、解决方案架构师、开发人员，和测试人员)应该评估并验证正在使用的开发工具。
Have the appropriate roles working with the appropriate tools (for example, project managers working with Rational Portfolio manager and business analysts working with RequisitePro).
以适当的角色工作于适当的工具(例如，项目管理者工作于RationalPortfolioManager，业务分析师工作于RequisitePro)。
The Project Model Manager coordinates with each Business Analyst by providing a pointer to a workspace that can be opened in the appropriate tool.
通过提供一个指向可以在合适工具中打开的工作区，项目模型管理员可以与每一个业务分析员相协调。
Notice that this scenario does not change when the descendant stream is created by the Project Model Manager as a proxy for the use of a Business Analyst.
在项目模型管理员创建后续流程以作为业务分析员使用的代理时，注意这个方案并不会变更。
Traditional roles like Product Manager, Project Manager, Business Analyst, Designer, DBA etc. do not cleanly map into roles defined by Scrum.
传统的角色如：产品经理、项目经理、业务分析师、设计师、DBA等等，在Scrum中没有清晰的映射关系。
Thee project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives.
项目经理的注意力中心是事先规定好的项目目标，而项目管理办公室负责管理重要的计划范围变更，可能将其视为能够更好地实现经营目标的潜在机会。
Provide support to the project Manager, and assist in delivering small sized projects, and professional assignments, in either new build or live operating business environments.
为项目经理提供支持，在新建或现存的商业环境中，协助项目和专业的任务。
So how to design the incentive mechanism aims at project manager is becoming the pressing task to the real estate business higher level.
因此如何针对房地产项目经理进行激励机制的设计成为摆在房地产企业高层面前的紧迫课题。
The project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives.
项目经理负责在项目的制约范围内提交具体的项目成果，而项目管理办公室是一种包括诸如全组织视野等在内的具体强制性要求的组织结构。
Firstly, it ensures that you , as a business owner or in-house manager know exactly what you want to achieve from your project.
一这能保证你作为业主或内部经理准确的清楚你想从这个项目中得到什么。
Serve as Project Manager for assigned business development opportunities.
担任所分配项目的项目经理；
Serve as Project Manager for assigned business development opportunities.
担任所分配项目的项目经理；
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