Major Project Documents
　　項目主要文件
　　There are three major documents described within the Guide and each has a specific purpose:
　　指南介紹了三個主要的項目文件，每一個都有具體的用途：
　　Project Charter.Formally authorizes the project.
　　項目章程。正式核準(zhǔn)項目。
　　Project Scope Statement.States what work is to be accomplished and what deliverables need to be produced.
　　項目范圍說明書。說明應(yīng)完成何種工作，需要提交哪些可交付成果。
　　Project Management Plan.States howthe work will be performed.
　　項目管理計劃。說明如何實際完成這些工作。
　　Figure III-2 depicts these three documents and their relationship to their components.
　　圖III-2表示出這三個文件及其同組成部分之間的關(guān)系。
　　The project management plan is composed of the plans and documents generated by the various processes.Those items are the subsidiary plans and components of the project management plan.
　　項目管理計劃由各個不同過程完成的計劃書與文件組成。這些成果屬于項目管理計劃的分計劃和組成部分。

Scope Planning
　　范圍規(guī)劃
　　Defining and managing the project scope influences the project's overall success.Each project requires a careful balance of tools,data sources,methodologies,processes and procedures,and other factors to ensure that the effort expended on scoping activities is commensurate with the project's size,complexity,and importance.For example,a critical project could merit formal,thorough,and time-intensive scoping activities,while a routine project could require substantially less documentation and scrutiny.The project management team documents these scope management decisions in the project scope management plan.The project scope management plan is a planning tool describing how the team will define the project scope,develop the detailed project scope statement,define and develop the work breakdown structure,verify the project scope,and control the project scope.The development of the project scope management plan and the detailing of the project scope begin with the analysis of information contained in the project charter,the preliminary project scope statement,the latest approved version of the project management plan,historical information contained in the organizational process assets,and any relevant enterprise environmental factors.
　　項目范圍的確定與管理影響到項目的整體成功。每個項目都必須慎重考慮與權(quán)衡工具、數(shù)據(jù)來源、方法系、過程與程序，以及其他因素，確保為確定活動范圍而付出的努力與項目的大小、復(fù)雜程度和重要性相稱。例如，關(guān)鍵的項目值得為確定活動范圍而花時間進行正式和徹底的分析，而常規(guī)項目大可不必絞盡腦汁，因而可大大減少文字工作。項目管理團隊將范圍管理決策寫入項目范圍管理計劃。項目范圍管理計劃是一種規(guī)劃工具，說明項目團隊如何確定項目范圍，制定詳細的項目范圍說明書，確定與制作工作分解結(jié)構(gòu)，核實項目范圍，以及控制項目范圍。制定項目范圍管理計劃與確定項目范圍的細節(jié)從分析項目章程、項目初步范圍說明書與項目管理計最近批準(zhǔn)的版本提供的信息，組織過程資產(chǎn)中的歷史信息，以及任何有關(guān)的事業(yè)環(huán)境因素開始。

Direct and Manage Project Execution:Outputs
　　指導(dǎo)與管理項目執(zhí)行：成果
　　1 Deliverables
　　1 可交付成果
　　A deliverable is any unique and verifiable product,result or capability to perform a service that is identified in the project management planning documentation,and must be produced and provided to complete the project.
　　可交付成果是任何在項目管理規(guī)劃文件中記錄，并為了完成項目而必須生成和提交的獨特并可核實的產(chǎn)品、成果或提供服務(wù)的能力。
　　2 Requested Changes
　　2 請求的變更
　　Changes requested to expand or reduce project scope,to modify policies or procedures,to modify project cost or budget,or to revise the project schedule are often identified while project work is being performed.Requests for a change can be direct or indirect,externally or internally initiated,and can be optional or legally/contractually mandated.
　　要求擴大或縮小項目范國，修改方針或程序，修改項目費用或預(yù)算，或修改項目進度表的變更，通常是在項目工作開展過程中確定的。變更請求可以直接或間接、內(nèi)部或外部提出，可以是可選擇的，也可以是法律或合同強制要求的。
　　3 Implemented Change Requests
　　3 實施的變更請求
　　Approved change requests that have been implemented by the project management team during project execution.
　　已經(jīng)由項目管理團隊在項目執(zhí)行過程中實施的批準(zhǔn)的變更請求。
　　4 Implemented Corrective Actions
　　4 實施的糾正措施
　　The approved corrective actions that have been implemented by the project management team to bring expected future project performance into conformance with the project management plan.
　　已經(jīng)由項目管理團隊為了保證項目將來的實施結(jié)果符合項目管理計劃的要求而付諸實施的批準(zhǔn)的糾正措施。
　　5 Implemented Preventive Actions
　　5 實施的預(yù)防措施
　　The approved preventive actions that have been implemented by the project management team to reduce the consequences of project risks.
　　已經(jīng)由項目管理團隊為了減小項目風(fēng)險的后果而付諸實施的批準(zhǔn)的預(yù)防措施。
　　6 Implemented Defect Repair
　　6 實施的缺陷補救
　　During project execution,the project management team has implemented approved product defect corrections.
　　已經(jīng)由項目管理團隊在項目執(zhí)行過程中實施的批準(zhǔn)的產(chǎn)品缺陷補救。
　　7 Work Performance Information
　　7 工作績效信息
　　Information on the status of the project activities being performed to accomplish the project work is routinely collected as part of the project management plan execution.This information includes,but is not limited to:
　　按常規(guī)收集有關(guān)為了完成項目工作而進行的項目活動工作狀態(tài)的信息和數(shù)據(jù)，屬于執(zhí)行項目管理計劃的一部分。工作績效信息包括但不限于：
　　Schedule progress showing status information
　　表明進度績效的狀態(tài)信息
　　Deliverables that have been completed and those not completed
　　已經(jīng)完成與尚未完成的可交付成果
　　Schedule activities that have started and those that have been finished
　　已經(jīng)開始與已經(jīng)完成的計劃活動
　　Extent to which quality standards are being met
　　質(zhì)量標(biāo)準(zhǔn)滿足的程度
　　Costs authorized and incurred
　　批準(zhǔn)與已經(jīng)開銷的費用
　　Estimates to complete the schedule activities that have started
　　對完成已經(jīng)開始的計劃活動的估算
　　Percent physically complete of the in-progress schedule activities
　　績效過程中的計劃活動實際完成百分比
　　Documented lessons learned posted to the lessons learned knowledge base
　　吸取并已記錄且轉(zhuǎn)入經(jīng)驗教訓(xùn)知識庫的教訓(xùn)
　　Resource utilization detail.
　　資源利用的細節(jié)