Leading, communicating, negotiating, and others discussed in Section 2.4, Key General Management Skills.
领导、沟通、谈判和2.4节（主要管理技能）中讨论的其他技能。
Delegating, motivating, coaching, mentoring, and other subjects related to dealing with individuals.
委派、激励、培训、指导和其它针对个人的主题。
Team building, dealing with conflict, and other subjects related to dealing with groups.
队伍建设、解决冲突和其它针对团体的主题。
Performance appraisal, recruitment, retention, labor relations, health and safety regulations, and other subjects related to administering the human resource function.
执行情况评价、招募、保持、劳动关系、健康和安全规范以及其它针对管理人力资源的主题。
Most of this material is directly applicable to leading and managing people on projects, and the project manager and project management team should be familiar with it. However, they must also be sensitive as to how this knowledge is applied on the project. For example:
本章的多数直接应用于领导和管理参与项目的人员，项目经理和项目管理队伍应熟悉这些知识。但是，他们同样应敏锐地知道如何在项目上应用这些知识。例如：
The temporary nature of projects means that the personal and organizational relationships will generally be both temporary and new. The project management team must take care to se1ect techniques that are appropriate for such transient relationships.
项目的临时性意味着人员和组织关系是暂时和崭新的。项目管理队伍必须小心选择适合这种过渡关系的技术。
The nature and number of project stakeholders wi1l often change as the project moves from phase to phase of its life cycle. As a result, techniques that are effective in one phase may not be effective in another. The project management team must take care to use techniques that are appropriate to the current needs of the project.
项目利害关系者的性质和数量随着项目从寿命期的一个阶段到另个阶段而变化。因此，在一个阶段有效的技术不一定在另一个阶段也有效。项目管理队伍必须小心选择适合于项目当前需要的技术。
Human resource administrative activities are seldom a direct responsibility of the project management team. However, the team must be sufficiently aware of administrative requirements to ensure compliance.
人力资源的管理活动一般不是项目管理队伍的直接责任。但是，队伍必须充分认识保证需要的行政管理需求。上一页 [1] [2] [3] |
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