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。
　　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。

Project Integration Management
　　項目整體管理
　　The Project Integration Management Knowledge Area includes the processes and activities needed to identify,define,combine,unify,and coordinate the various processes and project management activities within the Project Management Process Groups.In the project management context,integration includes characteristics of unification,consolidation,articulation,and integrative actions that are crucial to project completion,successfully meeting customer and other stakeholder requirements,and managing expectations.Integration,in the context of managing a project,is making choices about where to concentrate resources and effort on any given day,anticipating potential issues,dealing with these issues before they become critical,and coordinating work for the overall project good.The integration effort also involves making trade-offs among competing objectives and alternatives.The project management processes are usually presented as discrete components with well-defined interfaces while,in practice,they overlap and interact in ways that cannot be completely detailed in the Guide.
　　項目整體管理知識領(lǐng)域包括識別、確定、結(jié)合、統(tǒng)一與協(xié)調(diào)各項目管理過程組內(nèi)不同過程與項目管理活動所需進(jìn)行的各種過程和活動。從項目管理的角度來看，“整體管理”兼有統(tǒng)一、合并、結(jié)合各方面特征，包括為完成項目和滿足顧客與其他利害關(guān)系者的要求，管理他們的期望而必須采取的貫穿項目整體的至關(guān)重要的行動。從管理項目的角度，在任何給定的一天，“整體管理”都要從多種選擇中決定應(yīng)集中的資源和努力，預(yù)測潛在問題并加以處理，避免日后惡化，為項目的整體利益而協(xié)調(diào)工作。“整體管理”還必須努力在各個相互沖突的目標(biāo)與方案之間權(quán)衡取舍。本章雖然會以明確的界線將項目管理各個過程分開介紹，但在實踐中，它們是以本指南無法完全詳盡闡明的方式交叉重疊并相互作用。
　　The need for integration in project management becomes evident in situations where individual processes interact.For example,a cost estimate needed for a contingency plan involves integration of the planning processes described in greater detail in the Project Cost Management processes,Project Time Management processes,and Project Risk Management processes.When additional risks associated with various staffing alternatives are identified,then one or more of those processes must be revisited.The project deliverables also need to be integrated with ongoing operations of either the performing organization or the customer's organization,or with the long-term strategic planning that takes future problems and opportunities into consideration.
　　在各個過程相互影響并作用之時，“整體管理”可在項目管理中發(fā)揮明顯的重要作用。例如，制定應(yīng)急計劃的費用估算就要求將項目費用管理、項目時間管理，以及項目風(fēng)險管理過程中各詳細(xì)說明的規(guī)劃過程結(jié)合為整體。在識別出人員配備的各種辦法帶有風(fēng)險時，必須重新考察上述一個或多個過程。項目的可交付成果也需要同實施組織或顧客組織的日常業(yè)務(wù)，或者同考慮到將來問題和機會的長期戰(zhàn)略規(guī)劃結(jié)合為整體。
　　Most experienced project management practitioners know there is no single way to manage a project.They apply project management knowledge,skills,and processes in different orders and degrees of rigor to achieve the desired project performance.However,the perception that a particular process is not required does not mean that it should not be addressed.The project manager and project team must address every process,and the level of implementation for each process must be determined for each specific project.
　　大多數(shù)有經(jīng)驗的項目管理人員都知道，管理項目并沒有單一的辦法。他們通過應(yīng)用不同順序與嚴(yán)格程度的項目管理知識、技能和過程，來達(dá)到項目理想的效果。然而，當(dāng)在直覺上認(rèn)為不需要某個具體過程時，并不等于就不應(yīng)加以考慮。項目經(jīng)理與項目團隊必須考慮每一個過程，必須針對每一個項目的具體情況來確定每一個過程實施的水平。
　　The integrative nature of projects and project management can be better understood if we think of the other activities performed while completing a project.For example,some activities performed by the project management team could be to:
　　項目與項目管理的整體性可以通過思考為完成項目而執(zhí)行的其他活動而得到更深刻的理解。例如，項目管理團隊執(zhí)行的某些活動可能包括：
　　Analyze and understand the scope.This includes the project and product requirements,criteria,assumptions,constraints,and other influences related to a project,and how each will be managed or addressed within the project.
　　分析和理解范圍。其中包括項目與產(chǎn)品要求、準(zhǔn)則、假設(shè)、制約因素和與項目有關(guān)的其他影響，以及如何在項目中管理或處理上述的每一個方面。
　　Document specific criteria of the product requirements.
　　將產(chǎn)品要求的具體準(zhǔn)則形成文件。
　　Understand how to take the identified information and transform it into a project management plan using the Planning Process Group described in the Guide.
　　理解如何利用指南中介紹的規(guī)劃過程組，選取信息并將其轉(zhuǎn)換成項目管理計劃。
　　Prepare the work breakdown structure.
　　準(zhǔn)備工作分解結(jié)構(gòu)。
　　Take appropriate action to have the project performed in accordance with the project management plan,the planned set of integrated processes,and the planned scope.
　　采取適當(dāng)?shù)男袆?，使項目按照項目管理計劃、計劃而形成整體的若干過程和計劃的范圍來展開并付諸實施。
　　Measure and monitor project status,processes and products.
　　測量并監(jiān)視項目狀態(tài)、過程和成果。
　　Analyze project risks.
　　分析項目風(fēng)險。
　　Among the processes in the Project Management Process Groups,the links are often iterated.The Planning Process Group provides the Executing Process Group with a documented project management plan early in the project and then facilitates updates to the project management plan if changes occur as the project progresses.
　　在各項目管理過程組的子過程之間，經(jīng)常反復(fù)多次產(chǎn)生聯(lián)系。規(guī)劃過程組在項目的早期為執(zhí)行過程組提供一份正式的項目管理計劃，然后在項目的績效發(fā)生變化時，對該項目管理計劃進(jìn)行更新。