从另一方面来看，除了解决问题的技巧以外，项目经理还需要综合管理技能。
Project managers on the other hand, need general management skills, along with a knack for problem solving.
在需要之时，软件项目经理会在管理评审小组的帮助下更新软件开发计划。
The software project manager with the help of the management review team updates the software development plan as needed.
通常团队的每个个体都有他们自己的生产线管理人员，所以项目经理并没有必然的权力，但仍然需要去激励每个个体。
Often, the team individuals have their own line manager, and so the project manager has no implied authority - yet still needs to motivate the individual.
我甚至建议，项目经理制定计划并管理团队，以确保这些工作的执行。
I even recommended that project managers schedule and manage the team to make sure that they occurred.
产品经理以为他们可以管理自己的项目，但仅凭这一点不能得出他们该这么做。
Just because product managers think they can manage their own projects does not mean they should.
EPMO“拥有”组织的项目经理，并且作为它们的资源管理职能部门。
The EPMO "owns" the organization's project managers, and acts as a resource management function for them.
它提供三个等级，包括PM助理、项目经理和规划1管理中的认证。
It offers three levels, including PM associate, project manager, and a degree in program 1 management.
当预定的发布策略被使用时，发布管理人员与项目经理必须紧密合作。
The release manager and the project manager must work closely together when a scheduled release strategy is used.
例如，在管理层级的底部，项目经理被分配到整个规划中的不同项目。
For example, at the bottom of the management hierarchy, project managers are assigned to the various projects within the overall program.
花时间着力于明确的职业目标和规划有效的求职，要给招聘经理展示你管理项目的清晰的思维和能力。
By taking the time to zero in on a specific career goal and to plan an effective job search, you demonstrate to hiring managers your clarity and ability to manage projects.
项目经理应积极地管理未决问题，来确保其得到解决。
The project manager should manage open issues diligently to ensure that they are being resolved.
在管理这个项目的计划中，项目经理必须与这个项目的技术领导者一起合作，来评估工作的完成进度。
In managing the project plan, the project manager must work with the technical leads of the project to assign work, and to assess work completion.
项目经理，负责管理和协调您和客户之间的解决方案互动。
A project manager, who is responsible for managing and coordinating the solution engagement between you and the customer.
项目经理应该避免采用“命令-控制”的管理方式。
This requires that the project manager avoid a command-and-control style of management in favor of a coaching style.
我将解释阵势世界的GQM场景，针对于IT执行管理层、项目经理、架构师、开发经理和软件质量经理。
I'll examine real-world GQM scenarios for IT executives, project managers, architects, development managers, and software quality managers.
通过使用软件工具、过程和讨论的项目管理原则，软件发布经理可以。
By using the software tools, processes, and project management disciplines discussed the Release Manager can.
参见我的网络文章什么是项目组合管理PPM及为什么项目经理需要关心它？
(See my online article What's Project Portfolio Management (PPM) and Why Should Project Managers Care About It?)
虽然他经常致力于项目管理问题，但本书不仅是针对项目经理的。
Although he often focuses on project management issues, this book is not just for project managers.
找一个好的项目经理管理你的项目，这样你能成为一个更好的产品经理。
Finding a good project manager to manage your projects will help you be an even better product manager.
组中的一个人将担任这个项目的经理，从而负责这个项目的管理决定。
One person on the team will take the role of project manager, and make all project management decisions accordingly.
产品经理也要管理项目，因为他们需要确认项目的完成情况。
Product managers should manage projects since they need to ensure that the projects get done.
产品经理花在项目管理上的时间越少，可以花在产品管理上的时间就越多。
The less time product managers spend on project management, the more time they will be able to spend on product management.
这一层也包含了项目经理向企业管理层汇报项目状态的工作内容。
This is the level at which the project Manager will report project status to enterprise portfolio management.
几乎所有的项目经理都需要除了会计管理以外的关于财务技巧方面的知识和方法。
Nearly always the project manager will need certain knowledge of financial techniques and systems along with accounting principles.
理想地说，上面所描述的工作由业务和IT经理、外部项目组合管理顾问，和领域专家的专门团队计划并执行。
Ideally the work described above is planned and carried out by a dedicated team of business and IT managers, external portfolio management consultants, and subject matter experts.
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.
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.
大多项目经理都了解传统的需求管理，但是却没有意识到需求能够被看成管理项目的强大工具。
Most project leaders know about traditional requirements management but are unaware that requirements can serve as a powerful tool to manage the project.
将管理项目的责任单独指派给项目经理，整个过程中没有客户代表的参与，这种项目管理的方式也变了。
The management of the project is no longer delegated to a project manager, with the customer representative disengaging from the process.
将管理项目的责任单独指派给项目经理，整个过程中没有客户代表的参与，这种项目管理的方式也变了。
The management of the project is no longer delegated to a project manager, with the customer representative disengaging from the process.
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