Quality is “the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs”. A critical aspect of quality management in the project context is the necessity to turn implied needs into stated needs through project scope management, which is described in Chapter 5.
质量是：“反映一个实体满足明确和隐含需要能力的特征的总和”。在项目领域内，质量项目的一个关键方面是通过项目范围管理（第5章）把隐含的需要转变为明确的需要。

The project management team must be careful not to confuse qua1ity with grade. Grade is “a category or rank given to cntities having the same functional use but different requirements for quality”. Low quality is always a problem; low grade may not be. For example, a software product may be of high quality (no obvious bugs, readable manual) and low grade (a limited number of features), or of low quality (many bugs, poorly organized user documentation) and high grade (numerous features). Determining and delivering the required levels of both quality and grade are the responsibilities of the project manager and the project management team.
项目管理队伍必须注意不能将质量同等级混淆。等级是“对功能用途相同但质量要求不同的实体所作的分类和排序”。质量低常成为一个问题，但等级低则不是。例如，一个软件产品可能是高质量（无明显错误，可读性好的用户手册）和低等级的（有限的功能），或者低质量（有许多错误，组织得很差的用户手册）和高等级的（许多功能）。确定和传达所需的质量及等级水平是项目经理和项目管理队伍的责任。

The project management team should also be aware that modern quality management complements modern project management. For example, both disciplines recognize the importance of:
项目管理队伍同样必须清晰现代质量管理是对现代项目管理的补充，两者均承认下面内容的重要性：

In addition, quality improvement initiatives undertaken by the performing organization (e.g., TQM, Continuous Improvement, and others) can improve the quality of the project management as well as the quality of the project product.
另外，执行组织主动采取质量改进（例如，TQM、持续改进等）不仅能提高项目管理的质量，也可提高项目产品质量。

However, there is an important difference that the project management team must be acutely aware of—the temporary nature of the project means that investments in product quality improvement, especially defect prevention and appraisal, must often be borne by the performing organization since the project may not last long enough to reap the rewards.
但是，项目管理队伍必须清楚知道一个重要的区别－项目的临时性意味着对产品质量改进的投资，特别是缺陷的预防和评估，必须由执行组织承担，因为项目可能不会持续到获得回报的时候。

五、项目费用管理Project Cost Management includes the processes required to ensure that the project is completed within the approved budget. Figure 7-l provides an overview of the following major processes:
项目费用管理包括在批准的预算内完成项目所需的过程。图7-1提供下面各过程的概括。
7.l Resource Planning—determining what resources (People, equipment, materials) and what quantities of each should be used to perform project activities.
编制资源计划－确定执行每个项目工序所需何种资源（人员、设备、材料）及其数量。
7.2 Cost Estimating—developing an approximation (estimate) of the costs of the resources needed to complete project activities.
费用估算－编制完成项目工序所必须的资源费用的估计。
7.3 Cost Budgeting—allocating the overall cost estimate to individual work items.
费用预算－将总费用分配到单个工作项目上。
7.4 Cost Control—controlling changes to the project budget.
费用控制－控制项目预算变更。

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。

Project cost management is primarily concerned with the cost of the resources needed to complete project activities. However, project cost management should also consider the effect of project decisions on the cost of using the project product. For example, limiting the number of design reviews may reduce the cost of the project at the expense of an increase in the customer's operating costs. This broader view of project cost management is often called life-cycle costing.
项目费用管理主要关心的是完成项目工序所需资源的费用。但是也应考虑在使用项目产品的费用上的决策影响。例如，限制设计审核次数可能减少项目费用，但却增加顾客运行费用。这种广义的观点常称为全寿命期费用计算。

In many application areas predicting and analyzing the prospective financial performance of the project product is done outside the project. In others (e.g., capital facilities projects), project cost management also includes this work. When such predictions and analysis are included, project cost management will include additional processes and numerous general management techniques such as return on investment, discounted cash flow, payback analysis, and others.
在许多应用领域中，项目产品的未来财务执行情况的预测和分析在项目以外进行。在其它领域（如固定资产项目），项目费用管理也包括这个工作。当包括这样的预测和分析时，项目费用管理将包括附加的过程和许多一般管理技术，例如投资回报、折算费用流、回收期分析等。

Project cost management should consider the information needs of the project stakeholder—different stakeholders may measure project costs in different ways and at different times. For example, the cost of a procurement item may be measured when committed, ordered, delivered, incurred, or recorded for accounting purposes.
项目费用管理应考虑项目利害关系者需要的信息－不同的利害关系者在不同的时间以不同的方式计算费用。例如，一个采购项目的费用可能在承诺、订货、发货、收货或会计记账时计算。

When project costs are used as a component of a reward and recognition system (reward and recognition systems are discussed in Section 9.3.2.3), controllable and uncontrollable costs should be estimated and budgeted separately to ensure the rewards reflect actual performance.
当项目费用被用作奖励和认可系统（见9.3.2.3节）的一个组成部分时，为确保奖励放映实际的执行情况，可控的和不可控的费用应分别估计和预算。On some projects, especially smaller ones, resource planning, cost estimating, and cost budgeting 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.
在一些项目，特别是小项目中，编制资源计划、费用估算、费用预算联系很紧密，它们被看做一个过程（例如，它们可以由一个人在一段短时间内完成）。但由于每个过程所使用的工具和技术不同，在此仍按不同的过程分别介绍。

六、项目人力资源管理Project Human Resource Management includes the processes required to make the most effective use of the people invo1ved with the project. It includes a1l the project stakeholders—sponsors, customers, individual contributors, and others described in Section 2.2. Figure 9-l provides an overview of the following major processes:
项目人力资源管理包括最有效地使用参与项目人员所需的过程。它包括所有的项目利害关系者－发起人、客户、个人贡献者和2.2节描述的其他人员。图9-1提供下面主要过程的概述。
9.l Organizational Planning—identifying, docu- menting, and assigning project roles, responsibilities, and reporting relationships.
组织计划编制－确定、编制文档和分配角色、责任和报告关系。
9.2 Staff Acquisition—getting the human resources needed assigned to and working on the project.
人员招募－获得分配到项目并在项目上工作的人力资源。
9.3 Team Development—developing individual and group skills to enhance project performance.
队伍建设－发展个人和团体的技能，增强项目的执行性能。

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. 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, Project Management Processes.
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。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。

There is a substantial body of literature about dealing with people in an operational, ongoing context. Some of the many topics include:
有一个关于处理人在运行的、连续的领域中行为的文化体系。众多的主题包括：

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