Planning Process Group
　　規(guī)劃過程組
　　The project management team uses the Planning Process Group and its constituent processes and interactions to plan and manage a successful project for the organization.The Planning Process Group helps gather information from many sources with each having varying levels of completeness and confidence.The planning processes develop the project management plan.These processes also identify,define,and mature the project scope,project cost,and schedule the project activities that occur within the project.As new project information is discovered,additional dependencies,requirements,risks,opportunities,assumptions,and constraints will be identified or resolved.The multi-dimensional nature of project management causes repeated feedback loops for additional analysis.As more project information or characteristics are gathered and understood,follow-on actions may be required.Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and,possibly,some of the initiating processes.
　　項目管理團隊是利用規(guī)劃過程組、子過程及其相互關(guān)系來為組織規(guī)劃和管理成功的項目。規(guī)劃過程組有助于從完整和把握程度不一的多種來源中收集信息。項目管理計劃是經(jīng)過各規(guī)劃子過程制定出來的。這些過程還識別、明確和完善項目范圍和費用，安排項目范圍內(nèi)各活動的時間。在發(fā)現(xiàn)新的項目信息時，就識別或解決新發(fā)現(xiàn)的依賴關(guān)系、要求、風(fēng)險、機會、假設(shè)和制約因素。項目管理的多維性要求不斷地重復(fù)反饋，以使分析工作量不斷增加。隨著收集和了解到的項目信息或特征的增加，就可能要采取后繼行動。項目生命期間發(fā)生的影響大的變更就必須重新認(rèn)識一個或多個規(guī)劃過程，甚至各啟動過程。
　　Planning Process Group
　　規(guī)劃過程組
　　The project management team uses the Planning Process Group and its constituent processes and interactions to plan and manage a successful project for the organization.The Planning Process Group helps gather information from many sources with each having varying levels of completeness and confidence.The planning processes develop the project management plan.These processes also identify,define,and mature the project scope,project cost,and schedule the project activities that occur within the project.As new project information is discovered,additional dependencies,requirements,risks,opportunities,assumptions,and constraints will be identified or resolved.The multi-dimensional nature of project management causes repeated feedback loops for additional analysis.As more project information or characteristics are gathered and understood,follow-on actions may be required.Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and,possibly,some of the initiating processes.
　　項目管理團隊是利用規(guī)劃過程組、子過程及其相互關(guān)系來為組織規(guī)劃和管理成功的項目。規(guī)劃過程組有助于從完整和把握程度不一的多種來源中收集信息。項目管理計劃是經(jīng)過各規(guī)劃子過程制定出來的。這些過程還識別、明確和完善項目范圍和費用，安排項目范圍內(nèi)各活動的時間。在發(fā)現(xiàn)新的項目信息時，就識別或解決新發(fā)現(xiàn)的依賴關(guān)系、要求、風(fēng)險、機會、假設(shè)和制約因素。項目管理的多維性要求不斷地重復(fù)反饋，以使分析工作量不斷增加。隨著收集和了解到的項目信息或特征的增加，就可能要采取后繼行動。項目生命期間發(fā)生的影響大的變更就必須重新認(rèn)識一個或多個規(guī)劃過程，甚至各啟動過程。
　　Since the feedback and refinement process cannot continue indefinitely,procedures set by the organization identify when the planning effort ends.These procedures will be affected by the nature of the project,the established project boundaries,appropriate monitoring and controlling activities,as well as the environment in which the project will be performed.
　　由于反饋與細(xì)化過程不能無止境地拖延下去，應(yīng)按組織確定的程序查明應(yīng)當(dāng)結(jié)束規(guī)劃過程的時機。這類程序受項目性質(zhì)、既定的項目邊界、適當(dāng)?shù)谋O(jiān)控活動，以及項目所處的環(huán)境的影響。
　　Other interactions among the processes within the Planning Process Group are dependent on the nature of the project.For example,on some projects there will be little or no identifiable risk until after most of the planning has been done.At that time,the team might recognize that the cost and schedule targets are overly aggressive,thus involving considerably more risk than previously understood.The results of the iterations are documented as updates to the project management plan.
　　規(guī)劃過程組內(nèi)各過程之間的其他關(guān)系取決于項目的性質(zhì)。例如，某些項目，只有在規(guī)劃的大部分完成之后才識別出風(fēng)險。這時候，項目團隊可能才意識到費用和進度目標(biāo)過于樂觀，由此會帶來比以前的想像大得多的風(fēng)險。反復(fù)規(guī)劃過程的結(jié)果當(dāng)做項目管理計劃的更新而記錄下來。
　　Note:Not all process interactions and data flow among the processes are shown.
　　說明：本圖未將過程間的所有相互作用發(fā)數(shù)據(jù)流表示出來。
　　Figure 3-7.Planning Process Group
　　圖3-7 規(guī)劃過程組
　　The Planning Process Group facilitates project planning across multiple processes.The following list identifies the processes the project team should address during the planning process to decide if they need to be done,and if so,by whom.
　　規(guī)劃過程組通過多個過程加快項目的規(guī)劃。下面的清單列出項目團隊在規(guī)劃過程中應(yīng)考慮的各個過程，以便決定是否需要并在需要時決定應(yīng)由何人完成這些過程。

Initiating Process Group
　　啟動過程組
　　The Initiating Process Group consists of the processes that facilitate the formal authorization to start a new project or a project phase.Initiating processes are often done external to the project's scope of control by the organization or by program or portfolio processes（Figure 3-5），which may blur the project boundaries for the initial project inputs.For example,before beginning the Initiation Process Group activities,the organization's business needs or requirements are documented.The feasibility of the new undertaking may be established through a process of evaluating alternatives to pick the best one.Clear descriptions of the project objectives are developed,including the reasons why a specific project is the best alternative solution to satisfy the requirements.The documentation for this decision also contains a basic description of the project scope,the deliverables,project duration,and a forecast of the resources for the organization's investment analysis.The framework of the project can be clarified by documenting the project selection processes.The relationship of the project to the organization's strategic plan identifies the management responsibilities within the organization.In multi-phase projects,initiating processes are carried out during subsequent phases to validate the assumptions and decisions made during the original Develop Project Charter and Develop Preliminary Project Scope Statement processes.
　　啟動過程組由一組有助于正式授權(quán)開始一個新項目或一個項目階段的過程組成。各啟動過程一般是由超出項目控制范圍之外的組織、計劃或綜合行動過程來完成的（見圖3-5），對于初始項目的依據(jù)，這種情況模糊了項目邊界。例如，在啟動過程組開始之前，就已將組織的經(jīng)營需要或要求形成了文件。新業(yè)務(wù)是否可行取決于備選方案評價與擇優(yōu)過程。就項目的目的與目標(biāo)已經(jīng)編寫了清楚明白的文字說明，這包括某具體項目成為滿足組織經(jīng)營要求的最優(yōu)方案的理由。記載這一決定的文件還對項目范圍、可交付成果和項目時間做了基本說明，還對組織投資分析的資源做了預(yù)測。將項目選擇過程整理歸檔將有助于弄清該項目的輪廓。項目與組織策略計劃的關(guān)系明確了該組織內(nèi)高層管理人員的責(zé)任。在多階段項目中，隨后階段進行的啟動過程是為了確認(rèn)在制定項目章程與擬定項目初步范圍說明書過程中所做的原假設(shè)與決策的合理性?！?
　　The initial scope description and the resources that the organization is willing to invest are further refined during the initiation process.If not already assigned,the project manager will be selected.Initial assumptions and constraints will also be documented.This information is captured in the Project Charter and,when it is approved,the project becomes officially authorized.Although the project management team may help write the Project Charter,approval and funding are handled external to the project boundaries.
　　在啟動過程中，應(yīng)進一步細(xì)化最初對于項目范圍和組織愿意投入的資源所做的說明。如果尚未任命項目經(jīng)理，現(xiàn)在就應(yīng)該選擇一位。最初的假設(shè)與制約因素也要擬成文件。這些信息應(yīng)反映在項目章程中，一旦項目章程獲得批準(zhǔn)，項目也就得到了正式授權(quán)。項目章程雖然可由項目管理團隊起草，但項目的批準(zhǔn)與資金的取得是在項目之外。
　　As part of the Initiating Process Group,many large or complex projects may be divided into phases.Reviewing the initiating processes at the start of each phase helps to keep the project focused on the business need that the project was undertaken to address.The entry criteria are verified,including the availability of required resources.A decision is then made whether or not the project is ready to continue or whether the project should be delayed or discontinued.During subsequent project phases,further validation and development of the project scope for that phase is performed.Repeating the initiating processes at each subsequent phase also enables the project to be halted if the business need no longer exists or if the project is deemed unable to satisfy that business need.
　　許多大型或者復(fù)雜的項目可以劃分為若干階段，這也屬于啟動過程的一部分。在每一階段開始時對啟動過程進行審查，有助于讓項目始終將注意力集中在它本來應(yīng)當(dāng)解決的商業(yè)需要上。此時要核對進入下一階段的要求標(biāo)準(zhǔn)，包括是否有必需的資源等。然后，決定該項目是否已經(jīng)做好了繼續(xù)下去的準(zhǔn)備，或者是否應(yīng)推遲或中斷項目。隨后在各項目階段，要進一步審核和細(xì)化本階段的項目范圍。以后的各階段重復(fù)啟動過程，應(yīng)能夠在經(jīng)營需要已經(jīng)消失或認(rèn)為項目已經(jīng)無法滿足這一經(jīng)營需要時，將項目停頓下來。
　　Involving the customers and other stakeholders during initiation generally improves the probability of shared ownership,deliverable acceptance,and customer and other stakeholder satisfaction.Such acceptance is critical to project success.The Initiating Process Group（Figure 3-6）starts a project or project phase,and the output defines the project's purpose,identifies objectives,and authorizes the project manager to start the project.
　　讓顧客與其他利害關(guān)系者參與啟動過程，通常有助于改善和提高同意分享項目所有權(quán)、認(rèn)同可交付成果、滿足顧客與其他利害關(guān)系者要求的可能性。這樣的認(rèn)同對于項目的成功至關(guān)緊要。啟動過程組（見圖3-6）是開始一個項目或項目階段，該過程組的成果確定了項目的用途，明確了目標(biāo)，并授權(quán)項目經(jīng)理開始實施這一項目。

The Initiating Process Group includes the following project managementprocesses:
　　啟動過程組包括如下項目管理過程：
　　1 Develop Project Charter
　　1 制定項目章程
　　This process is primarily concerned with authorizing the project or,in a multi-phase project,a project phase.It is the process necessary for documenting the business needs and the new product,service,or other result that is intended to satisfy those requirements.This chartering links the project to the ongoing work of the organization and authorizes the project.Projects are chartered and authorized external to the project by the organization,a program or portfolio management body.In multi-phase projects,this process is used to validate or refine the decisions made during the previous Develop Project Charter process.
　　這一過程的基本內(nèi)容是核準(zhǔn)項目或多階段項目的階段。它是記載經(jīng)營需要，預(yù)定要滿足這些要求的新產(chǎn)品、服務(wù)或其他成果的必要過程。頒發(fā)這一章程將項目與組織的日常業(yè)務(wù)聯(lián)系起來并使該項目獲得批準(zhǔn)。項目章程是由在項目團隊之外的組織、計劃或綜合行動管理機構(gòu)頒發(fā)并授權(quán)核準(zhǔn)的。在多階段項目中，這一過程的用途是確認(rèn)或細(xì)化在以前制定項目章程過程中所做的各個決定?！?
　　2 Develop Preliminary Project Scope Statement
　　2 制定項目初步范圍說明書
　　This is the process necessary for producing a preliminary high-level definition of the project using the Project Charter with other inputs to the initiating processes.This process addresses and documents the project and deliverable requirements,product requirements,boundaries of the project,methods of acceptance,and high-level scope control.In multi-phase projects,this process validates or refines the project scope for each phase.
　　這是利用項目章程與啟動過程組其他依據(jù)，為項目提出初步粗略高層定義的必要過程。這一過程處理和記載對項目與可交付成果提出的要求、產(chǎn)品要求、項目的邊界、驗收方法，以及高層范圍控制。在多階段項目中，這一過程確認(rèn)或細(xì)化每一階段的項目范圍。