Planning Process Group
　　规划过程组
　　The project management team uses the Planning Process Group and its constituent processes and interactions to plan and manage a successful project for the organization.The Planning Process Group helps gather information from many sources with each having varying levels of completeness and confidence.The planning processes develop the project management plan.These processes also identify,define,and mature the project scope,project cost,and schedule the project activities that occur within the project.As new project information is discovered,additional dependencies,requirements,risks,opportunities,assumptions,and constraints will be identified or resolved.The multi-dimensional nature of project management causes repeated feedback loops for additional analysis.As more project information or characteristics are gathered and understood,follow-on actions may be required.Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and,possibly,some of the initiating processes.
　　项目管理团队是利用规划过程组、子过程及其相互关系来为组织规划和管理成功的项目。规划过程组有助于从完整和把握程度不一的多种来源中收集信息。项目管理计划是经过各规划子过程制定出来的。这些过程还识别、明确和完善项目范围和费用，安排项目范围内各活动的时间。在发现新的项目信息时，就识别或解决新发现的依赖关系、要求、风险、机会、假设和制约因素。项目管理的多维性要求不断地重复反馈，以使分析工作量不断增加。随着收集和了解到的项目信息或特征的增加，就可能要采取后继行动。项目生命期间发生的影响大的变更就必须重新认识一个或多个规划过程，甚至各启动过程。
　　Planning Process Group
　　规划过程组
　　The project management team uses the Planning Process Group and its constituent processes and interactions to plan and manage a successful project for the organization.The Planning Process Group helps gather information from many sources with each having varying levels of completeness and confidence.The planning processes develop the project management plan.These processes also identify,define,and mature the project scope,project cost,and schedule the project activities that occur within the project.As new project information is discovered,additional dependencies,requirements,risks,opportunities,assumptions,and constraints will be identified or resolved.The multi-dimensional nature of project management causes repeated feedback loops for additional analysis.As more project information or characteristics are gathered and understood,follow-on actions may be required.Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and,possibly,some of the initiating processes.
　　项目管理团队是利用规划过程组、子过程及其相互关系来为组织规划和管理成功的项目。规划过程组有助于从完整和把握程度不一的多种来源中收集信息。项目管理计划是经过各规划子过程制定出来的。这些过程还识别、明确和完善项目范围和费用，安排项目范围内各活动的时间。在发现新的项目信息时，就识别或解决新发现的依赖关系、要求、风险、机会、假设和制约因素。项目管理的多维性要求不断地重复反馈，以使分析工作量不断增加。随着收集和了解到的项目信息或特征的增加，就可能要采取后继行动。项目生命期间发生的影响大的变更就必须重新认识一个或多个规划过程，甚至各启动过程。
　　Since the feedback and refinement process cannot continue indefinitely,procedures set by the organization identify when the planning effort ends.These procedures will be affected by the nature of the project,the established project boundaries,appropriate monitoring and controlling activities,as well as the environment in which the project will be performed.
　　由于反馈与细化过程不能无止境地拖延下去，应按组织确定的程序查明应当结束规划过程的时机。这类程序受项目性质、既定的项目边界、适当的监控活动，以及项目所处的环境的影响。
　　Other interactions among the processes within the Planning Process Group are dependent on the nature of the project.For example,on some projects there will be little or no identifiable risk until after most of the planning has been done.At that time,the team might recognize that the cost and schedule targets are overly aggressive,thus involving considerably more risk than previously understood.The results of the iterations are documented as updates to the project management plan.
　　规划过程组内各过程之间的其他关系取决于项目的性质。例如，某些项目，只有在规划的大部分完成之后才识别出风险。这时候，项目团队可能才意识到费用和进度目标过于乐观，由此会带来比以前的想像大得多的风险。反复规划过程的结果当做项目管理计划的更新而记录下来。
　　Note:Not all process interactions and data flow among the processes are shown.
　　说明：本图未将过程间的所有相互作用发数据流表示出来。
　　Figure 3-7.Planning Process Group
　　图3-7 规划过程组
　　The Planning Process Group facilitates project planning across multiple processes.The following list identifies the processes the project team should address during the planning process to decide if they need to be done,and if so,by whom.
　　规划过程组通过多个过程加快项目的规划。下面的清单列出项目团队在规划过程中应考虑的各个过程，以便决定是否需要并在需要时决定应由何人完成这些过程。

Initiating Process Group
　　启动过程组
　　The Initiating Process Group consists of the processes that facilitate the formal authorization to start a new project or a project phase.Initiating processes are often done external to the project's scope of control by the organization or by program or portfolio processes（Figure 3-5），which may blur the project boundaries for the initial project inputs.For example,before beginning the Initiation Process Group activities,the organization's business needs or requirements are documented.The feasibility of the new undertaking may be established through a process of evaluating alternatives to pick the best one.Clear descriptions of the project objectives are developed,including the reasons why a specific project is the best alternative solution to satisfy the requirements.The documentation for this decision also contains a basic description of the project scope,the deliverables,project duration,and a forecast of the resources for the organization's investment analysis.The framework of the project can be clarified by documenting the project selection processes.The relationship of the project to the organization's strategic plan identifies the management responsibilities within the organization.In multi-phase projects,initiating processes are carried out during subsequent phases to validate the assumptions and decisions made during the original Develop Project Charter and Develop Preliminary Project Scope Statement processes.
　　启动过程组由一组有助于正式授权开始一个新项目或一个项目阶段的过程组成。各启动过程一般是由超出项目控制范围之外的组织、计划或综合行动过程来完成的（见图3-5），对于初始项目的依据，这种情况模糊了项目边界。例如，在启动过程组开始之前，就已将组织的经营需要或要求形成了文件。新业务是否可行取决于备选方案评价与择优过程。就项目的目的与目标已经编写了清楚明白的文字说明，这包括某具体项目成为满足组织经营要求的最优方案的理由。记载这一决定的文件还对项目范围、可交付成果和项目时间做了基本说明，还对组织投资分析的资源做了预测。将项目选择过程整理归档将有助于弄清该项目的轮廓。项目与组织策略计划的关系明确了该组织内高层管理人员的责任。在多阶段项目中，随后阶段进行的启动过程是为了确认在制定项目章程与拟定项目初步范围说明书过程中所做的原假设与决策的合理性。　
　　The initial scope description and the resources that the organization is willing to invest are further refined during the initiation process.If not already assigned,the project manager will be selected.Initial assumptions and constraints will also be documented.This information is captured in the Project Charter and,when it is approved,the project becomes officially authorized.Although the project management team may help write the Project Charter,approval and funding are handled external to the project boundaries.
　　在启动过程中，应进一步细化最初对于项目范围和组织愿意投入的资源所做的说明。如果尚未任命项目经理，现在就应该选择一位。最初的假设与制约因素也要拟成文件。这些信息应反映在项目章程中，一旦项目章程获得批准，项目也就得到了正式授权。项目章程虽然可由项目管理团队起草，但项目的批准与资金的取得是在项目之外。
　　As part of the Initiating Process Group,many large or complex projects may be divided into phases.Reviewing the initiating processes at the start of each phase helps to keep the project focused on the business need that the project was undertaken to address.The entry criteria are verified,including the availability of required resources.A decision is then made whether or not the project is ready to continue or whether the project should be delayed or discontinued.During subsequent project phases,further validation and development of the project scope for that phase is performed.Repeating the initiating processes at each subsequent phase also enables the project to be halted if the business need no longer exists or if the project is deemed unable to satisfy that business need.
　　许多大型或者复杂的项目可以划分为若干阶段，这也属于启动过程的一部分。在每一阶段开始时对启动过程进行审查，有助于让项目始终将注意力集中在它本来应当解决的商业需要上。此时要核对进入下一阶段的要求标准，包括是否有必需的资源等。然后，决定该项目是否已经做好了继续下去的准备，或者是否应推迟或中断项目。随后在各项目阶段，要进一步审核和细化本阶段的项目范围。以后的各阶段重复启动过程，应能够在经营需要已经消失或认为项目已经无法满足这一经营需要时，将项目停顿下来。
　　Involving the customers and other stakeholders during initiation generally improves the probability of shared ownership,deliverable acceptance,and customer and other stakeholder satisfaction.Such acceptance is critical to project success.The Initiating Process Group（Figure 3-6）starts a project or project phase,and the output defines the project's purpose,identifies objectives,and authorizes the project manager to start the project.
　　让顾客与其他利害关系者参与启动过程，通常有助于改善和提高同意分享项目所有权、认同可交付成果、满足顾客与其他利害关系者要求的可能性。这样的认同对于项目的成功至关紧要。启动过程组（见图3-6）是开始一个项目或项目阶段，该过程组的成果确定了项目的用途，明确了目标，并授权项目经理开始实施这一项目。

The Initiating Process Group includes the following project managementprocesses:
　　启动过程组包括如下项目管理过程：
　　1 Develop Project Charter
　　1 制定项目章程
　　This process is primarily concerned with authorizing the project or,in a multi-phase project,a project phase.It is the process necessary for documenting the business needs and the new product,service,or other result that is intended to satisfy those requirements.This chartering links the project to the ongoing work of the organization and authorizes the project.Projects are chartered and authorized external to the project by the organization,a program or portfolio management body.In multi-phase projects,this process is used to validate or refine the decisions made during the previous Develop Project Charter process.
　　这一过程的基本内容是核准项目或多阶段项目的阶段。它是记载经营需要，预定要满足这些要求的新产品、服务或其他成果的必要过程。颁发这一章程将项目与组织的日常业务联系起来并使该项目获得批准。项目章程是由在项目团队之外的组织、计划或综合行动管理机构颁发并授权核准的。在多阶段项目中，这一过程的用途是确认或细化在以前制定项目章程过程中所做的各个决定。　
　　2 Develop Preliminary Project Scope Statement
　　2 制定项目初步范围说明书
　　This is the process necessary for producing a preliminary high-level definition of the project using the Project Charter with other inputs to the initiating processes.This process addresses and documents the project and deliverable requirements,product requirements,boundaries of the project,methods of acceptance,and high-level scope control.In multi-phase projects,this process validates or refines the project scope for each phase.
　　这是利用项目章程与启动过程组其他依据，为项目提出初步粗略高层定义的必要过程。这一过程处理和记载对项目与可交付成果提出的要求、产品要求、项目的边界、验收方法，以及高层范围控制。在多阶段项目中，这一过程确认或细化每一阶段的项目范围。