The processes, tools and techniques used to manage project scope are the focus of this chapter. The processes, tools and techniques used to manage product scope vary by application area and are usually defined as part of the project life cycle (the project life cycle is discussed in Section 2.1).
用于管理项目范围的过程、工具和技术是本章的焦点。用于管理产品范围的过程、工具和技术随应用领域的变化而变化，并常定义为项目寿命期（见2.1节）的一部分。

A project consists of a single product, but that product may include subsidiary elements, each with their own separate but interdependent product scope. For example, a new telephone system would generally include four subsidiary elements—hardware, software, training and implementation.
项目包括单一的产品，但是产品可能包括辅助要素，每个有自己单独的但相互依赖的产品范围。例如，一个新的电话系统通常包括四个辅助要素－硬件、软件、培训和实施。

Completion of the product scope is measured against the requirements while completion of the project scope is measured against the plan. Both types of scope management must be well integrated to ensure that the work of the project will result in delivery of the specified product.
产品范围的完成以需求来衡量而项目范围的完成则是计划。两种类型的范围管理必须很好结合，确保项目工作可以得到特定产品这个交付成果。

三、项目时间管理Project Time Management includes the processes required to ensure timely completion of the project. Figure 6-1 provides an overview of the following major processes:
项目时间管理包括确保项目按时完成所必须的过程。图6-1概括了下面的主要过程。
6.1 Activity Defination—identifying the specific activities that must be performed to produce the various project deliverables.
工序定义－确定为完成各种可交付成果所必须进行的具体工序。
6.2 Activity Sequencing—identifying and documenting interactivity dependencies.
工序排序－确定工序之间的依赖关系，并形成文件。
6.3 Activity Duration Estimating—estimating the number of work periods which will be needed to complete individual activities.
关系工期评估－评估完成单个关系所需的工作时间的数量。
6.4 Schedule Development—analyzing activity sequences, activity durations, and resource requirements to create the project schedule.
编制进度计划－分析工序顺序、工序持续时间和资源需求。
6.5 Schedule Control—controlling changes to the project schedule.
进度控制－控制项目进度的变更。

These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.
这些过程相互之间以及同其它知识领域的过程交互作用。每个过程包含了基于项目需求的个人或集体的努力。每个过程在每个项目阶段一般至少发生一次。

Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3.
尽管这里描述的过程有定义很好的接口，并且是独立、离散的要素，实际上它们以这里未描述的方式重叠和交互作用。第3章中详细讨论过程的交互作用。

On some projects, especially smaller ones, activity sequencing, activity dueation estimating, and schedule development are so tightly linked that they are viewed as a single process (e.g., they may be performed by a single individual over a relatively short period of time). They are presented here as distinct processes because the tools and techniques for each are different.
在某些项目中，特别是小项目，工序顺序、工序工期和编制进度计划紧密结合，可看成是一个过程（例如，可以由一个人在短时间内完成）。在此分成单独的过程是因为它们所使用的工具和技术不同。

At present, there is no consensus within the project management profession about the relationship between activities and tasks:
目前在项目管理专业中还没有对工序和任务的区别有一致的看法：

However, the important consideration is not the term used, but whether or not the work to be done is described accurately and understood by those who must do the work.
但是重要的并非术语本身，而是所做的工作是否能被准确描述和理解。

四、项目质量管理Project Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes “all activities of the overall management function that determine the quality policy, objectives, and responsibilities and implements them by means such as quality planning, quality control, quality assurance, and quality improvement, within the quality system”. Figure 8-l provides an overview of the following major project quality management processes:
项目质量管理包括项目满足其需求所需的过程。它包括“确定质量方针、目标和职责并在质量体系中通过诸如质量计划、质量保证和质量改进等方法实施的整个管理职能的全部活动”。图8-1为项目质量管理过程提供了一个概述：
8.l Quality Planning—identifying which quality standards are relevant to the project and determining how to satisfy them.
质量计划－确定项目相关的质量标准并决定如何满足它们。
8.2 Quality Assurance—evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
质量保证－定期评价整个项目的执行情况，提供项目满足相关质量标准的信心。
8.3 Quality Control—monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
质量控制－监控具体的项目结果，确定其是否满足相关的质量标准，确定消除导致不满意执行情况原因的方法。

These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.
这些过程相互之间以及同其它知识领域的过程交互作用。每个过程包含了基于项目需求的个人或集体的努力。每个过程在每个项目阶段一般至少发生一次。

Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed 1n detail in Chapter 3, Project Management Processes.
尽管这里描述的过程有定义很好的接口，并且是独立、离散的要素，实际上它们以这里未描述的方式重叠和交互作用。第3章中详细讨论过程的交互作用。

The basic approach to quality management described in this section is intended to be compatible with that of the international Organization for Standardization (ISO) as detailed in the ISO 9000 and 10000 series of standards and guidelines. This generalized approach should also be compatible with (a) proprietary approaches to quality management such as those recommended by Deming, Juran, Crosby, and others, and (b) non-proprietary approaches such as Total Quality Management (TQM), Continuous Improvement, and others.
本部分描述的质量管理的基本方法同国际标准化组织（ISO）的兼容，后者以ISO9000和10000系列标准和指南形式祥述。这个普遍的方法同样也兼容于(a)质量管理的专利方法，例如Deming, Juran, Crosby以及其它人推荐的一些方法，(b)非专利方法，例如全面质量管理（TQM）、持续改进等。

Project quality management must address both the management of the project and the product of the project. Failure to meet quality requirements in either dimension can have serious negative consequences for any or all of the project Stakeholders. For example:
项目质量管理必须涉及项目管理和项目产品这两个部分。如任何一个没有满足项目利害关系者的要求均会造成严重的消极后果。例如：

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