笔者认为用如何用最少成本和通过最有效率的方法属于项目管理的范围，而如何做最好的产品属于质量管理。
I consider 'with most efficient way using least cost 'is about project management, and 'how they can produce best product 'is about quality management.
企业项目管理范围内的各种规程和实践提供了实现这些需求的能力。
The various disciplines and practices within the scope of enterprise project management provide capabilities for achieving these requirements.
如果一个管理人的特许权是确保项目能按照所有范围交付，那么进度的下降就不能作为失败。
If a manager's charter is to ensure that a project delivers on all its scope, then a schedule slippage might not qualify as a failure.
但是使用到工时单，成本和日程安排等却使更重要的事情如项目利益、风险管理、持份者参与、质素、范围、目标控制等得不到应有的注目。
However, the use of time sheets, costs, and schedules far outweigh the more important issues like project benefits, risk management, stakeholder involvement, quality, scope, and objective control.
他们既涉及到了过程和项目生命周期，而且还仔细阐述了从范围到时间，乃至成本管理和利益关系者们的交流的重要问题。
They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication.
规划和项目经理能够在整个项目范围内更有效地管理需求和资源，降低风险以及避免耗时的每年汇报活动。
Program and project managers can manage demand and resources more effectively across projects, reducing risk and avoiding time-consuming manual reporting activities.
糟糕的管理(包括不够好的管理能力、风险的优先级划分和糟糕的项目范围管理)。
Poor management (including inability to manage and prioritize risks, and poor scope management).
为了及时交付一个可使用的产品，您在管理这个项目范围时将会删除一些特性。
You end up removing some as you manage the scope in order to deliver a usable product on time.
管理必须提供一种广博的和支持性的文化环境，确保项目交付方可以在它们的能力范围之内工作。
Management must provide an informed and supportive cultural environment to ensure that the project delivery team can work to the limits of their capacity.
此外，他们必须从规划经理那接收指令并向规划经理提出不属于自己管理范围内的项目的观点。
In addition, they must accept direction from the program manager and escalate issues that cross individual project boundaries up to that manager.
此外，缩小一个与合组合目标和策略不符的项目的范围或者取消该项目的建议也应当是项目组合管理系统过程的一部分。
In addition, recommendations to reduce a project's scope or cancel a project that does not align with portfolio objectives and strategy should also be part of PPMS processes.
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.
对一个RUP项目管理者来说最困难的阶段是精化过程的末期。 这时候他们会发现范围、预算以及时间计划没有意义。
The most difficult time for RUP project managers is often the end of Elaboration, when they may discover that the scope, budget, and schedule don't add up.
这是由于人们不能够全面认识项目的范围，以及作为复杂的项目实施一部分的间接的管理和支持活动。
This happens because humans fail to fully recognize the extent of project inertia and administrative and support overhead activities that are part of complex implementations.
范围蔓延是一个术语，用以定义在未经范围变更管理过程而进行的针对项目的一系列小型的范围变更。
Scope creep is a term used to define a series of small scope changes that are made to the project without scope-change management procedures being used.
项目组合管理的业务管理活动的关键目标是从商业角度来定义一个范围并验证组合的生存力。
The key objective of PPM business management activities is to define the scope and validate the portfolio's viability from a business perspective.
向开发案例中添加的每一项元素都应该根据期望的效益进行平衡，您需要考虑的方面包括：时间节省、质量获得，或为项目评估、计划和范围管理提供的基础。
Each addition to the development case should be balanced with the expected benefits in terms of time saving, quality gain, or providing a basis for project estimation, planning, and scope management.
过程域的范围从需求管理到项目计划，从风险管理到因果分析与裁定。
Process areas range from Requirements Management to Project Planning, and from Risk Management to Causal Analysis and Resolution.
项目为保护区范围内或周边的所有26个试点村编制了社区资源管理计划。
Community resource management plans have been formulated for all 26 pilot villages within or bordered protected areas.
在被要求给项目增加一项主要的新功能或可交付成果时，许多项目经理都知道要发起范围变更管理过程。
Most project managers know to invoke scope-change management procedures if they are asked to add a major new function or a major new deliverable to their project.
通过明确地了解了风险的本质和范围，管理人员可以将他们的资源恰当地分配给IT项目。
By explicitly understanding the nature and extent of risk, managers can allocate their resources appropriately to it projects.
除第一类和第二类——定义项目范围和制定工作计划——之外，这10个主要的项目管理领域并不是一个顺序执行的过程。
Except for the first two categories - defining the project and planning the work - the 10 major project management areas don't fall into a sequential path.
在信封框架的这一层级上，项目经理和项目发起人一起来管理项目和产品的关系，并确保项目范围、进度和预算是受控的。
It is at this level that the project Manger works with the project sponsors to manage the project and product relationship and works to ensure that the project scope, schedule and budget are managed.
在敏捷项目中，范围管理是最常让人产生误解的问题之一。
Managing scope on an agile project is one of the most commonly misunderstood aspects of agile project management.
它将项目工作范围分解成更小的、易于管理的工作包，以提高对项目活动的控制力。
The WBS divides the scope of the project work into smaller, manageable work packages for maintaining better control of the project activities.
通过经常确认项目管理方向，包括业务用例、预算、进度和范围——包括详细的需求，期望管理可以为一个项目带来益处。
Expectation management can benefit a project by constantly validating its management directives, including the business case, budget, schedule, and scope — including detailed requirements.
做完计划管理的基础工作后，范围管理就成为控制项目最为重要的活动。
After the basics of managing the schedule, managing scope is the most important activity required to control a project.
项目管理中的范围渐变(也称为需求渐变)是指项目范围的无控制更改。
Scope creep (also called requirement creep) in project management refers to uncontrolled changes in a project's scope.
集成项目计划则确保团队之间的相互依赖在可管理的范围内，项目能够按日程表的进度进行以及不超出预算。
The integrated project plan ensures that dependencies between groups are managed and the project remains on schedule and within budget.
RationalRequisitePro可以非常好的帮助我们完成这个任务，它允许我们在整个项目中管理我们的需求和跟踪项目范围的变化。
Rational RequisitePro helped us tremendously in this task, allowing us to manage our requirements and track changes in scope throughout the project.
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