在本文中，我们只是刚刚开始探究项目和规划管理之间的不同。
In this article we have just begun to explore the differences between project and program management.
但是我们同样也允许客户把JIRA连接到其他的敏捷项目管理工具上。
But we also let our customers connect JIRA to the other agile project management tools out there.
在这最后一部分中，我们考虑迭代和增量开发对项目管理团队的影响。
In this final installment, we consider the effect of iterative and incremental development on the projects' management teams.
因此，从项目管理的效益来说，我们应该满足于短期目标。
So, for the benefit of project management, we have to be content with shorter-term goals.
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.
这个系列在下个月将结束，那时我们将探讨对项目管理团队来说迭代式增量开发的影响。
The series will draw to a close next month when we consider the effect of iterative and incremental development on the projects' management teams.
下个月，我们将通过探讨在项目管理团队中采用迭代式开发实践的作用做出结论。
Next month, we will conclude this series by examining the effect of adopting iterative and incremental development practices on the project management team.
十八个月后，我们已经有了六个遵循主要敏捷配置管理实践的项目。
After eighteen months, we had six projects following the major Agile configuration management practices.
我们还假设您已经理解企业层次开发的各种概念，比如资源文件管理，项目管理，以及缺陷管理。
We also assume that you understand the various concepts of enterprise-level development, such as source file management, project management, and defect management.
我们的测试场景是管理长期存储项目的虚构存档应用程序的一部分。
Our test scenario is part of a fictional archive application managing a long-term store of items.
我们的挑战就是积极准确地将必要的严格和纪律运用到你的项目管理技巧上。
The challenge is having the rigor and discipline needed to apply your project management skills correctly and proactively.
ASDI也计划雇用一个IT经理与我们联络，同时也负责维护和管理完成的项目。
ASDI also planned to hire an it manager to interface with our team and assume responsibility for maintenance and management of the finished project.
马特里：我们上次谈了敏捷开发，这次我试着想如何将她运用到管理一个项目中去。
Motley: We talked about agile development in the past, and now I am trying to figure out how it applies to running a project.
首先，我们承认，全面的项目管理不应由技术人员来担任。
We will be the first to admit that full-fledge project management should not be on a technical practitioners plate.
因为我们公司将PortfolioManager用作其项目管理的解决方案，所以其IT团队已经决定所定义的过程将成为所有COTS实施项目的基本模板。
Because our company USES Portfolio Manager as its project management solution, its it team has decided that the defined process is to be the basic template for all COTS implementation projects.
InfoQ采访了互联系统部门的产品管理主管Burley Kawasaki，他给我们介绍这个项目。
InfoQ spoke with Burley. Kawasaki, Director of Product Management in the connected System's division who gave us an introduction on the project.
现在我们讨论如何管理一个符合风险排除曲线的项目。
We now turn to the question of how to manage a project consistent with the risk workoff curve. The answer is to conduct two activities
在我们这个项目中，邮局就是消息服务器，邮政人员是队列管理器。
In our project, the post office is the message server and the postmaster is the queue manager.
我们应当珍惜懂得实践的领导力的项目管理者：他们可能是每个公司中最稀有的资源。
We need to cherish proven project managers who understand practice leadership: They are probably the scarcest resource in every company.
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.
而我们建议建立项目组合管理治理的过程要考虑这些关键概念。
And we suggest that the process of establishing portfolio management governance take account of these key concepts.
我们知道项目组合管理的规程需要管理、监督和控制，以及实行这些的方法。
We know that the discipline of portfolio management requires management, oversight, and control, and a means to exercise these.
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.
但是在继续深入下去之前，我们需要创建一些用户、项目，并向项目添加用户，这正是管理任务所需要做的工作。
But before proceeding further we need to create some users, project and add the user to the project — which will essentially cover the administrative tasks necessary to do this.
我们的方法是迭代的，通过这种方式，我们交付了方法和实践用以填充项目组合管理工作区。
Our approach to the delivery of methods and practices to populate the portfolio management workspace is an iterative one.
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.
实际上，我们需要在某些特定的项目上花费更多而在其他项目上花费较小，我们也需要更多优秀的管理。
In reality, we need more spending on some programs and less spending on others, and we need more good regulations and fewer bad ones.
评估过程一般起源于简单的问题，如感兴趣的管理人员会问：“您认为这个项目将花费我们多少 ...？”
The estimating process typically starts with a simple question like, "What do you think it might take for us to ...?," asked by an interested executive or manager.
评估过程一般起源于简单的问题，如感兴趣的管理人员会问：“您认为这个项目将花费我们多少 ...？”
The estimating process typically starts with a simple question like, "What do you think it might take for us to ...?," asked by an interested executive or manager.
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