Major Project Documents
　　项目主要文件
　　There are three major documents described within the Guide and each has a specific purpose:
　　指南介绍了三个主要的项目文件，每一个都有具体的用途：
　　Project Charter.Formally authorizes the project.
　　项目章程。正式核准项目。
　　Project Scope Statement.States what work is to be accomplished and what deliverables need to be produced.
　　项目范围说明书。说明应完成何种工作，需要提交哪些可交付成果。
　　Project Management Plan.States howthe work will be performed.
　　项目管理计划。说明如何实际完成这些工作。
　　Figure III-2 depicts these three documents and their relationship to their components.
　　图III-2表示出这三个文件及其同组成部分之间的关系。
　　The project management plan is composed of the plans and documents generated by the various processes.Those items are the subsidiary plans and components of the project management plan.
　　项目管理计划由各个不同过程完成的计划书与文件组成。这些成果属于项目管理计划的分计划和组成部分。

Scope Planning
　　范围规划
　　Defining and managing the project scope influences the project's overall success.Each project requires a careful balance of tools,data sources,methodologies,processes and procedures,and other factors to ensure that the effort expended on scoping activities is commensurate with the project's size,complexity,and importance.For example,a critical project could merit formal,thorough,and time-intensive scoping activities,while a routine project could require substantially less documentation and scrutiny.The project management team documents these scope management decisions in the project scope management plan.The project scope management plan is a planning tool describing how the team will define the project scope,develop the detailed project scope statement,define and develop the work breakdown structure,verify the project scope,and control the project scope.The development of the project scope management plan and the detailing of the project scope begin with the analysis of information contained in the project charter,the preliminary project scope statement,the latest approved version of the project management plan,historical information contained in the organizational process assets,and any relevant enterprise environmental factors.
　　项目范围的确定与管理影响到项目的整体成功。每个项目都必须慎重考虑与权衡工具、数据来源、方法系、过程与程序，以及其他因素，确保为确定活动范围而付出的努力与项目的大小、复杂程度和重要性相称。例如，关键的项目值得为确定活动范围而花时间进行正式和彻底的分析，而常规项目大可不必绞尽脑汁，因而可大大减少文字工作。项目管理团队将范围管理决策写入项目范围管理计划。项目范围管理计划是一种规划工具，说明项目团队如何确定项目范围，制定详细的项目范围说明书，确定与制作工作分解结构，核实项目范围，以及控制项目范围。制定项目范围管理计划与确定项目范围的细节从分析项目章程、项目初步范围说明书与项目管理计最近批准的版本提供的信息，组织过程资产中的历史信息，以及任何有关的事业环境因素开始。

Direct and Manage Project Execution:Outputs
　　指导与管理项目执行：成果
　　1 Deliverables
　　1 可交付成果
　　A deliverable is any unique and verifiable product,result or capability to perform a service that is identified in the project management planning documentation,and must be produced and provided to complete the project.
　　可交付成果是任何在项目管理规划文件中记录，并为了完成项目而必须生成和提交的独特并可核实的产品、成果或提供服务的能力。
　　2 Requested Changes
　　2 请求的变更
　　Changes requested to expand or reduce project scope,to modify policies or procedures,to modify project cost or budget,or to revise the project schedule are often identified while project work is being performed.Requests for a change can be direct or indirect,externally or internally initiated,and can be optional or legally/contractually mandated.
　　要求扩大或缩小项目范国，修改方针或程序，修改项目费用或预算，或修改项目进度表的变更，通常是在项目工作开展过程中确定的。变更请求可以直接或间接、内部或外部提出，可以是可选择的，也可以是法律或合同强制要求的。
　　3 Implemented Change Requests
　　3 实施的变更请求
　　Approved change requests that have been implemented by the project management team during project execution.
　　已经由项目管理团队在项目执行过程中实施的批准的变更请求。
　　4 Implemented Corrective Actions
　　4 实施的纠正措施
　　The approved corrective actions that have been implemented by the project management team to bring expected future project performance into conformance with the project management plan.
　　已经由项目管理团队为了保证项目将来的实施结果符合项目管理计划的要求而付诸实施的批准的纠正措施。
　　5 Implemented Preventive Actions
　　5 实施的预防措施
　　The approved preventive actions that have been implemented by the project management team to reduce the consequences of project risks.
　　已经由项目管理团队为了减小项目风险的后果而付诸实施的批准的预防措施。
　　6 Implemented Defect Repair
　　6 实施的缺陷补救
　　During project execution,the project management team has implemented approved product defect corrections.
　　已经由项目管理团队在项目执行过程中实施的批准的产品缺陷补救。
　　7 Work Performance Information
　　7 工作绩效信息
　　Information on the status of the project activities being performed to accomplish the project work is routinely collected as part of the project management plan execution.This information includes,but is not limited to:
　　按常规收集有关为了完成项目工作而进行的项目活动工作状态的信息和数据，属于执行项目管理计划的一部分。工作绩效信息包括但不限于：
　　Schedule progress showing status information
　　表明进度绩效的状态信息
　　Deliverables that have been completed and those not completed
　　已经完成与尚未完成的可交付成果
　　Schedule activities that have started and those that have been finished
　　已经开始与已经完成的计划活动
　　Extent to which quality standards are being met
　　质量标准满足的程度
　　Costs authorized and incurred
　　批准与已经开销的费用
　　Estimates to complete the schedule activities that have started
　　对完成已经开始的计划活动的估算
　　Percent physically complete of the in-progress schedule activities
　　绩效过程中的计划活动实际完成百分比
　　Documented lessons learned posted to the lessons learned knowledge base
　　吸取并已记录且转入经验教训知识库的教训
　　Resource utilization detail.
　　资源利用的细节