This plan is used along with the software development plan and the risk management plan to assess the project feasibility.
这个计划与软件开发计划和风险管理计划共同作为评估项目可行性的依据。
This means projects established their defined processes of assessing and managing risks by tailoring the organization's set of standard processes to each risk management project.
这意味着，通过为每个风险管理项目裁减组织的一系列标准过程，项目可以建立它们的评估和管理风险的明确过程。
Many projects collect a risk list, usually early in the project; but unless the risk list is used as a key management tool, it will do little good.
很多项目都收集了一个风险表，通常在项目的前期，但是除非这个风险表是很关键的管理工具，否则基本上不起作用。
This is why all four RUP phases end with a management milestone requiring project deliverables to be assessed to demonstrate proper risk reduction and assess value creation.
这就是为什么所有的四个RUP阶段都是以需要评估项目交付件，从而证明适当的风险减少和评估价值创造的管理里程碑为结尾的。
Risk in software project management is also well-known, although it is usually expressed qualitatively in a documented risk list.
软件项目管理中的风险也是众所周知的，尽管它通常在质量方面表示于编制的风险列表中。
This decoupling can make risk management appear as a project add-on, not a core activity that benefits the project.
这中分离可以使风险管理作为项目附件来出现，不是对项目有利的核心活动。
The management and team behavior varies considerably as a project tracking the risk curve (shown in Figure 7) moves through its lifecycle.
管理及团队行为随着遵从风险曲线(如图7所示)的项目在生命周期中的进行而变化。
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.
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。
If issues arise that might jeopardize the schedule, project management can proactively take steps to mitigate risk at every level.
如果产生了可能能够危害到进度的问题，项目管理者可以预先进行在各个级别采取减小风险的措施。
Rethinking risk management practices from this perspective offers a more rigorous and valuable approach to project management.
重新考虑以此观点的风险管理实践为项目管理提供了更严格且更有价值的方法。
Agreeing on common goals and definitions, and then modeling the initiative, reduces the project risk and the amount of change management required.
对于共同的目标和定义达成共识，然后规范化行动，这降低了下面风险以及所需的变更管理的数量。
The last thing you want is to be wasting your time and resources on risk management, as it will prevent you from ever completing a project, let alone give you the courage to start it.
风险管理会耗费你时间和精力，但是考虑到它对项目的作用，你就会毫不犹豫去执行它。
Providing inputs for other project management processes like estimation, scheduling, risk assessment etc.
为其他项目管理过程如估算、进度安排、风险评估等提供输入。
IBM Rational RequisitePro is a powerful, easy-to-use, integrated product for requirements and use-case management that promotes better communication, enhances teamwork, and reduces project risk.
IBMRationalRequisitePro是一个强大、易用、集成的需求和用例管理产品，它能够促进更好的沟通、提高团队协作、降低项目风险。
Portfolio Manager can also be configured to provide a framework for risk management at the project, portfolio, and enterprise level (COSO II).
PortfolioManager还可以被配置用来为项目、项目组合，及企业层的风险管理(COSO II)提供框架。
RequisitePro provides a framework within which a risk management project was created. By leveraging RequisitePro as our risk management tool, we could easily.
RequisitePro提供了一个框架，可以在这个框架中建立风险管理项目。
There is ample literature and knowledge on modern portfolio concepts and risk-based approaches that software project managers can draw upon to enhance their management methods.
存在丰富的关于现代投资组合概念和基于风险的方法的文献和知识，软件项目经理可以加以利用以增强他们的管理方法。
Process areas range from Requirements Management to Project Planning, and from Risk Management to Causal Analysis and Resolution.
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。
The Risk List is produced by the Identify and Assess Risks task of the Project Management discipline (Figure 2).
风险列表由项目管理规程的鉴别并估计风险任务生成的（图2）。
Risk and its management on information systems project has never been paid more attention to and it is crucial to the success of information systems project.
信息系统项目的风险及其管理一直没有得到太多的重视，但是它对信息系统项目的成功起着至关重要的作用。
At the end of the article, some useful measures were summarized for the practice of software project risk management.
文章最后还针对软件项目风险管理实践，总结了一些可以借鉴的措施。
How to finish PHS project successfully in a short period and how to run risk management effectively become the most concern of telecommunication companies.
在这种情况下，如何在短期内成功完成PHS项目，如何对项目进行有效的风险管理成为电信企业日益关心的问题。
Risk management in it project plays a great leverage role because of the high_risk characteristic of it project determined by its nature as a complex social_tech system.
IT项目的复杂社会—技术系统本质决定了其建设过程的高风险特征，于是也使项目风险管理具有更高的经济杠杆作用。
The chapter one introduces the ERP project, and profile of NPPC ERP project and its risk management.
第一章首先简单介绍ERP项目及其风险，接着介绍了凤凰纸业ERP项目及其风险管理的情况。
Finally, the author offers some suggestion on the risk management of the project according to the evaluation result and market risk rank.
最后得到评价结果对应市场风险等级，为该项目风险管理提供参考。
Next, the key technologies of NPD is studied sequentially, which model founding of NPD project, process management technologies basing on BOM and project risk management are studied in detail.
然后对流程管理的实现的关键技术进行了研究，分别对新产品开发项目模型的建立，基于BOM的流程管理技术和流程管理的项目风险管理进行了讨论。
Risk evaluation is the basis of project risk management, and it's the sticking point of the successful ERP project implementation.
风险评估是项目风险管理的基础，是确保ERP项目成功实施的关键。
The case shows how Boeing employs project Management as a competitive tool, and how Boeing manages the considerable risk inherent to each of its projects.
个案反映了波音如何利用专案管理作为竞争工具，以及波音如何管理每个专案内含的巨大风险。
This article presents the background of vehicle project management for Line 8, Shanghai Rail Tranist, project risk target and scope of evaluation.
本文介绍了上海轨道交通8号线车辆项目管理的背景以及项目风险目标和评估范围。
This article presents the background of vehicle project management for Line 8, Shanghai Rail Tranist, project risk target and scope of evaluation.
本文介绍了上海轨道交通8号线车辆项目管理的背景以及项目风险目标和评估范围。
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