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。
　　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。

Project Integration Management
　　项目整体管理
　　The Project Integration Management Knowledge Area includes the processes and activities needed to identify,define,combine,unify,and coordinate the various processes and project management activities within the Project Management Process Groups.In the project management context,integration includes characteristics of unification,consolidation,articulation,and integrative actions that are crucial to project completion,successfully meeting customer and other stakeholder requirements,and managing expectations.Integration,in the context of managing a project,is making choices about where to concentrate resources and effort on any given day,anticipating potential issues,dealing with these issues before they become critical,and coordinating work for the overall project good.The integration effort also involves making trade-offs among competing objectives and alternatives.The project management processes are usually presented as discrete components with well-defined interfaces while,in practice,they overlap and interact in ways that cannot be completely detailed in the Guide.
　　项目整体管理知识领域包括识别、确定、结合、统一与协调各项目管理过程组内不同过程与项目管理活动所需进行的各种过程和活动。从项目管理的角度来看，“整体管理”兼有统一、合并、结合各方面特征，包括为完成项目和满足顾客与其他利害关系者的要求，管理他们的期望而必须采取的贯穿项目整体的至关重要的行动。从管理项目的角度，在任何给定的一天，“整体管理”都要从多种选择中决定应集中的资源和努力，预测潜在问题并加以处理，避免日后恶化，为项目的整体利益而协调工作。“整体管理”还必须努力在各个相互冲突的目标与方案之间权衡取舍。本章虽然会以明确的界线将项目管理各个过程分开介绍，但在实践中，它们是以本指南无法完全详尽阐明的方式交叉重叠并相互作用。
　　The need for integration in project management becomes evident in situations where individual processes interact.For example,a cost estimate needed for a contingency plan involves integration of the planning processes described in greater detail in the Project Cost Management processes,Project Time Management processes,and Project Risk Management processes.When additional risks associated with various staffing alternatives are identified,then one or more of those processes must be revisited.The project deliverables also need to be integrated with ongoing operations of either the performing organization or the customer's organization,or with the long-term strategic planning that takes future problems and opportunities into consideration.
　　在各个过程相互影响并作用之时，“整体管理”可在项目管理中发挥明显的重要作用。例如，制定应急计划的费用估算就要求将项目费用管理、项目时间管理，以及项目风险管理过程中各详细说明的规划过程结合为整体。在识别出人员配备的各种办法带有风险时，必须重新考察上述一个或多个过程。项目的可交付成果也需要同实施组织或顾客组织的日常业务，或者同考虑到将来问题和机会的长期战略规划结合为整体。
　　Most experienced project management practitioners know there is no single way to manage a project.They apply project management knowledge,skills,and processes in different orders and degrees of rigor to achieve the desired project performance.However,the perception that a particular process is not required does not mean that it should not be addressed.The project manager and project team must address every process,and the level of implementation for each process must be determined for each specific project.
　　大多数有经验的项目管理人员都知道，管理项目并没有单一的办法。他们通过应用不同顺序与严格程度的项目管理知识、技能和过程，来达到项目理想的效果。然而，当在直觉上认为不需要某个具体过程时，并不等于就不应加以考虑。项目经理与项目团队必须考虑每一个过程，必须针对每一个项目的具体情况来确定每一个过程实施的水平。
　　The integrative nature of projects and project management can be better understood if we think of the other activities performed while completing a project.For example,some activities performed by the project management team could be to:
　　项目与项目管理的整体性可以通过思考为完成项目而执行的其他活动而得到更深刻的理解。例如，项目管理团队执行的某些活动可能包括：
　　Analyze and understand the scope.This includes the project and product requirements,criteria,assumptions,constraints,and other influences related to a project,and how each will be managed or addressed within the project.
　　分析和理解范围。其中包括项目与产品要求、准则、假设、制约因素和与项目有关的其他影响，以及如何在项目中管理或处理上述的每一个方面。
　　Document specific criteria of the product requirements.
　　将产品要求的具体准则形成文件。
　　Understand how to take the identified information and transform it into a project management plan using the Planning Process Group described in the Guide.
　　理解如何利用指南中介绍的规划过程组，选取信息并将其转换成项目管理计划。
　　Prepare the work breakdown structure.
　　准备工作分解结构。
　　Take appropriate action to have the project performed in accordance with the project management plan,the planned set of integrated processes,and the planned scope.
　　采取适当的行动，使项目按照项目管理计划、计划而形成整体的若干过程和计划的范围来展开并付诸实施。
　　Measure and monitor project status,processes and products.
　　测量并监视项目状态、过程和成果。
　　Analyze project risks.
　　分析项目风险。
　　Among the processes in the Project Management Process Groups,the links are often iterated.The Planning Process Group provides the Executing Process Group with a documented project management plan early in the project and then facilitates updates to the project management plan if changes occur as the project progresses.
　　在各项目管理过程组的子过程之间，经常反复多次产生联系。规划过程组在项目的早期为执行过程组提供一份正式的项目管理计划，然后在项目的绩效发生变化时，对该项目管理计划进行更新。