Develop Preliminary Project Scope Statement:Tools and Techniques
　　制定项目初步范围说明书：工具与技术
　　1 Project Management Methodology
　　1 项目管理方法系
　　The project management methodology defines a process that aids a project management team in developing and controlling changes to the preliminary project scope statement.
　　项目管理方法系确定了协助项目管理团队制定与控制项目初步范围说明书变更的过程。
　　2 Project Management Information System
　　2 项目管理信息系统
　　The project management information system,an automated system,is used by the project management team to support generation of a preliminary project scope statement,facilitate feedback as the document is refined,control changes to the project scope statement,and release the approved document.
　　项目管理信息系统是一个自动化系统，项目管理团队利用项目管理信息系统制定项目初步范围说明书，在细化项目初步范围说明书时促进反馈，控制项目范围说明书的变更和发布批准的项目范围说明书。
　　3 Expert Judgment
　　3 专家判断
　　Expert judgment is applied to any technical and management details to be included in the preliminary project scope statement.
　　在应列入项目初步范围说明书中的任何技术与管理细节等方面都会用到专家判断。

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。