Develop Preliminary Project Scope Statement:Tools and Techniques
　　制定項(xiàng)目初步范圍說(shuō)明書：工具與技術(shù)
　　1 Project Management Methodology
　　1 項(xiàng)目管理方法系
　　The project management methodology defines a process that aids a project management team in developing and controlling changes to the preliminary project scope statement.
　　項(xiàng)目管理方法系確定了協(xié)助項(xiàng)目管理團(tuán)隊(duì)制定與控制項(xiàng)目初步范圍說(shuō)明書變更的過(guò)程。
　　2 Project Management Information System
　　2 項(xiàng)目管理信息系統(tǒng)
　　The project management information system,an automated system,is used by the project management team to support generation of a preliminary project scope statement,facilitate feedback as the document is refined,control changes to the project scope statement,and release the approved document.
　　項(xiàng)目管理信息系統(tǒng)是一個(gè)自動(dòng)化系統(tǒng)，項(xiàng)目管理團(tuán)隊(duì)利用項(xiàng)目管理信息系統(tǒng)制定項(xiàng)目初步范圍說(shuō)明書，在細(xì)化項(xiàng)目初步范圍說(shuō)明書時(shí)促進(jìn)反饋，控制項(xiàng)目范圍說(shuō)明書的變更和發(fā)布批準(zhǔn)的項(xiàng)目范圍說(shuō)明書。
　　3 Expert Judgment
　　3 專家判斷
　　Expert judgment is applied to any technical and management details to be included in the preliminary project scope statement.
　　在應(yīng)列入項(xiàng)目初步范圍說(shuō)明書中的任何技術(shù)與管理細(xì)節(jié)等方面都會(huì)用到專家判斷。

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(xiàng)目范圍的確定與管理影響到項(xiàng)目的整體成功。每個(gè)項(xiàng)目都必須慎重考慮與權(quán)衡工具、數(shù)據(jù)來(lái)源、方法系、過(guò)程與程序，以及其他因素，確保為確定活動(dòng)范圍而付出的努力與項(xiàng)目的大小、復(fù)雜程度和重要性相稱。例如，關(guān)鍵的項(xiàng)目值得為確定活動(dòng)范圍而花時(shí)間進(jìn)行正式和徹底的分析，而常規(guī)項(xiàng)目大可不必絞盡腦汁，因而可大大減少文字工作。項(xiàng)目管理團(tuán)隊(duì)將范圍管理決策寫入項(xiàng)目范圍管理計(jì)劃。項(xiàng)目范圍管理計(jì)劃是一種規(guī)劃工具，說(shuō)明項(xiàng)目團(tuán)隊(duì)如何確定項(xiàng)目范圍，制定詳細(xì)的項(xiàng)目范圍說(shuō)明書，確定與制作工作分解結(jié)構(gòu)，核實(shí)項(xiàng)目范圍，以及控制項(xiàng)目范圍。制定項(xiàng)目范圍管理計(jì)劃與確定項(xiàng)目范圍的細(xì)節(jié)從分析項(xiàng)目章程、項(xiàng)目初步范圍說(shuō)明書與項(xiàng)目管理計(jì)最近批準(zhǔn)的版本提供的信息，組織過(guò)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(kāi)始。