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.
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.
有些项目经理认为，完成了项目定义和项目计划意味着项目管理中最艰难的部分就完成了。
Some project managers think that defining and planning the work means that the hard part of managing the project is behind them.
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.
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.
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.
管理员能够定于安全策略，并授权项目经理选择对于他们的项目最好的安全策略。
Administrators can define security policies upfront, and empower project managers to choose the policy that best applies to their project.
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.
我所知的数量不多的商务出身的项目经理也相当出色，因为他们把项目管理作为一个核心概念来掌握，而把技术问题留给专家。
The few business people I know that are project managers... are very good, because they master project management as a core concept, and leave the technicalities to the experts.
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.
在信封框架的这一层，项目经理负责项目管理、解决项目和项目组合层级的问题。
In this level of the framework the project manager is responsible for program Management and working to resolve program and portfolio level issues.
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.
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.
对于项目经理来说，人员管理是非常重要的技能，但是对于项目管理来说，它并不是必需的。
People management is an important skill for project managers, but it’s not specific to project management.
过度详细的计划实际上可能导致项目失败，因为它令项目经理从生产管理活动中分散注意。
Overly detailed planning can actually contribute to project failure because it distracts the project manager from productive management activities.
许多高级管理人员和项目经理都无法肯定敏捷流程的有效性，并怀疑这些流程提供的输出是否与传统项目提供的输出相同。
Many executives and project managers are unsure of the validity of agile processes and question whether they will deliver the same output as a traditional project.
左林格表示，他们的管理人员和项目经理对如何处理每一个项目有足够清醒的头脑，因此她不必事必躬亲。
Its officers and project managers have a clear enough sense of how to tackle each project, Ms. Zollinger says, that she doesn't need to micromanage the process.
在新产品开发项目结束、项目经理奔赴新的任务后，产品经理仍要管理产品，贯穿产品的整个生命周期。
Once the project to build the product is complete and the project manager has moved on, the product manager remains to manage the product through the entire lifecycle.
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.
提供给项目经理更大的可视性，并有助于对更加有效项目管理和资源性能规划的深刻见解。
Provide project managers with greater visibility and insight into development activities for more effective project management and resource capacity planning.
该功能为项目经理，有时候是其他与项目管理相关的专家的培训和指派提供资源分配功能。
This provides a resourcing function for training and assigning project managers, and sometimes other project management-related specialists.
负责维护流程的项目经理、项目管理者以及程序管理员通常会使用RMC，该工具可为本部分所描述的概念提供支持。
Project managers responsible for maintaining processes, project managers, and program managers typically use RMC, which supports the concepts described in this section.
RMC关注于表述三个对于项目经理最重要的领域：项目快速初始化，灵活性和基于现实的管理。
RMC focuses on addressing three critical areas for the project managers: rapid project initiation, flexibility, and reality-based management.
如果你管理过至少一个项目，那么当下次项目经理向你询问进度的时候，你就明白为什么需要这些数据。
This way, the next time the project manager asks you for a status, you\\\'ll understand why.
第9章，“管理需求”，简略提到项目经理使用需求来保持项目健康的技巧。
Chapter 9, "Managing the requirements," touches on a broad array of techniques by which project leaders can use requirements to keep a project healthy.
无论是对于经验丰富的还是经验不多的项目经理们来说管理软件开发都是非常难的，并且获得准确的项目进展的测量是一个永恒的挑战。
Managing software development is difficult for project managers with any amount of experience, and obtaining accurate measures of project progress is a constant challenge.
项目经理还必须管理项目设备以及成员需要的材料。
The project manager must also manage the equipment used for the project and the material needed by the people.
WorkConfiguration允许项目经理在各个项目的基础上建立自定义的工作管理过程。
A work Configuration allows project Managers to establish a customized work management process on a project-by-project basis.
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