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1、 -1- ocuments D C Ch ha ap pt te er r 5 5 P Pr ro oj je ec ct t S Sc co op pe e MMa an na ag ge emme en nt t （第第 5 5 章章 项项目目范范围围管管理理） Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the projec
2、t successfully. It is primarily concerned with defining and controlling what is or is not included in the project. Figure 5-1 provides an overview of the major project scope management processes: 项目范围管理包括确保项目成功完成所必需的所有且是仅仅需要工作。 它主要关心定义和控制什么包括或什么不包括在项目中。 图 5-1 是项目范围管理过程的概览： 5.1 Initiationcommiting th
3、e organization to begin the next phase of the project. 立项立项证实组织开始项目的下个阶段。 5.2 Scope Planningdeveloping a written scope statement as basis for future project decisions. 范围计划编制范围计划编制制定范围说明，作为未来项目决策的基础。 5.3 Scope Definitionsubdividing the major project deliverables into smaller, more manageable compone
4、nts. 范围定义范围定义将主要的项目可交付成果分成小的、容易管理的部分。 5.4 Scope Verificationformalizing acceptance of the project scope. 范围核实范围核实正式接受项目范围。 5.5 Scope Change Controlcontrolling changes to project scope. 范围变更控制范围变更控制控制项目范围的变更。 -2- ocuments D Figure 5-1 Project Scope Management Overview These processes interact with ea
5、ch 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-3- ocu
6、ments D 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
7、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。 In the project context, the term “scope” may refer to: 在项目概念中，术语“范围”是指： ? Product scopethe features and fuctions that are to be included in a product or service. 产品范围产品或服务中包含的特征和功能。 ? Project scope-the work that must be done in order to deliver a product with the
8、specified features and functions. 项目范围为了交付具有特定特征和功能的产品所必须做的工作。 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
9、 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 e
10、xample, a new telephone system would generally include four subsidiary elementshardware, 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-4- ocuments D 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 comple
11、tion 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。 5.1 Initiation（立项）（立项） Initiation i
12、s the process of formally recognizing that a new project exists or that an existing project should continue into its next phase (see Section 2.1 for a more detailed discussion of project phases). This formal initiation links the project to the ongoing work of the performing organization. In some org
13、anizations, a project is not formally initiated until after completion of a feasibility study, a preliminary plan, or some other equivalent1 form of analysis which was itself separately initiated. Some types of projects, especially internal service projects and new product development projects, are
14、initiated informally and some limited amount of work is done in order to secure the approval needed for formal initiation. Projects are typically authorized as a result of one or more of the following: 立项是正式认可一个新项目开始或一个已经存在的项目可以继续下个阶段的过程（项目阶段的详细讨论见 2.1 节） 。正式立项将项目同执行组织的连续业务相联系。在某些组织，项目只有在可行性研究、初步计划或
15、其它一些同类分析工作完成之后才正式立项。一些类型项目，特别是内部服务项目和新产品开发项1 a.相当的，相同的 -5- ocuments D 目，立项并不正式，做一些有限的工作即可获得认可。项目是由于下面的一个或多个原因产生并获得认可： ? A market demand (e.g., an oil company authorizes a project to build a new refinery2 in response to chronic3 gasoline shortages). 市场需求（比如，一个石油公司针对持续石油短缺的情况，决定建立一个建造新的精练厂的项目） 。 ? A b
16、usiness need (e.g., a training company authorizes a project to create a new course in order to increase its revenues). 商业需求（比如，一个培训公司为增加收入建立一个开设新课程的项目） 。 ? A customer request (e.g., an electric utility authorizes a project to build a new substation4 to serve a new industrial park). 用户请求（电力部门建立一个新变电站项目向一个新的工业区提供电力资源） 。 ? A technological advance (e.g., an electronics firm authorizes a new project to dev
