Project Management Process Groups
項目管理過程組
This section identifies and describes the five Project Management Process Groups required for any project.These five Process Groups have clear dependencies and are performed in the same sequence on each project.They are independent of application areas or industry focus.Individual Process Groups and individual constituent processes are often iterated prior to completing the project.Constituent processes also can have interactions both within a Process Group and among Process Groups.
本節(jié)識別與說明任何一個項目所必需的5個項目管理過程組。這5個項目管理過程組之間的依賴關系很清楚，對于每一個項目都是按照同樣的順序進行的。它們與應用領域或行業(yè)關心的重點無關。各個過程組及其子過程在項目完成之前經(jīng)常被多次反復。子過程在過程組內(nèi)或過程組之間也相互作用和影響。
The symbols for the process flow diagrams are shown in Figure 3-3:
繪制過程流程圖使用的符號如圖3-3所示：
Process Groups
過程組；
Processes within the Process Groups
過程組內(nèi)的子過程；
Organizational Process Assets and Enterprise Environmental Factors,shown as inputs to and outputs from the Process Groups,but external to the processes
組織過程資產(chǎn)和事業(yè)環(huán)境因素，是過程組的依據(jù)和成果，但其存在于子過程之外；
Arrows or line arrows indicate process or data flow among or within the Process Groups.
箭頭或箭線表示子過程或數(shù)據(jù)在過程組內(nèi)或過程組之間的流動。
Note:Not all process interactions and data flow among the processes are shown in an effort to make the diagrams more readable.
說明：為使本圖易于理解，沒有將過程間的所有互相作用和相互影響以及數(shù)據(jù)流表示出來。The process flow diagram,Figure 3-4,provides an overall summary of the basic flow and interactions among the Process Groups.An individual process may define and constrain how inputs are used to produce outputs for that Process Group.A Process Group includes the constituent project management processes that are linked by the respective inputs and outputs,that is,the result or outcome of one process becomes the input to another.The Monitoring and Controlling Process Group,for example,not only monitors and controls the work being done during a Process Group,but also monitors and controls the entire project effort.The Monitoring and Controlling Process Group must also provide feedback to implement corrective or preventive actions to bring the project into compliance with the project management plan or to appropriately modify the project management plan.Many additional interactions among the Process Groups are likely.The Process Groups are not project phases.Where large or complex projects may be separated into distinct phases or sub-projects such as feasibility study,concept development,design,prototype,build,test,etc.all of the Process Group processes would normally be repeated for each phase or subproject.
圖3-4中的流程圖是過程組之間的基本數(shù)據(jù)流程和交互作用的粗略概括。其中，某個過程可以定義和制約該過程如何利用依據(jù)創(chuàng)造成果。一個過程組包括以各自的依據(jù)和成果相互聯(lián)系的項目管理子過程，也就是說，一個過程的結(jié)果或成果變成了另一個過程的依據(jù)。例如，監(jiān)控過程組不僅監(jiān)視和控制某一過程組正在進行的工作，而且還監(jiān)視和控制整個項目的成果。監(jiān)控過程組還必須提供反饋，以便決定是否需要為了使項目符合項目管理計劃而實施糾正或預防措施，或者適當?shù)匦薷捻椖抗芾碛媱潯＿^程組之間也有可能增添許多其他相互關系或相互影響。但是，過程組不是項目階段。當大項目或復雜項目有可能分解為不同的階段或者不同的子項目時，如可行性研究、概念推敲、設計、樣機或樣品、建造、試驗等，每一階段或子項目都要重復過程組的所有子過程。
項目管理過程組
This section identifies and describes the five Project Management Process Groups required for any project.These five Process Groups have clear dependencies and are performed in the same sequence on each project.They are independent of application areas or industry focus.Individual Process Groups and individual constituent processes are often iterated prior to completing the project.Constituent processes also can have interactions both within a Process Group and among Process Groups.
本節(jié)識別與說明任何一個項目所必需的5個項目管理過程組。這5個項目管理過程組之間的依賴關系很清楚，對于每一個項目都是按照同樣的順序進行的。它們與應用領域或行業(yè)關心的重點無關。各個過程組及其子過程在項目完成之前經(jīng)常被多次反復。子過程在過程組內(nèi)或過程組之間也相互作用和影響。
The symbols for the process flow diagrams are shown in Figure 3-3:
繪制過程流程圖使用的符號如圖3-3所示：
Process Groups
過程組；
Processes within the Process Groups
過程組內(nèi)的子過程；
Organizational Process Assets and Enterprise Environmental Factors,shown as inputs to and outputs from the Process Groups,but external to the processes
組織過程資產(chǎn)和事業(yè)環(huán)境因素，是過程組的依據(jù)和成果，但其存在于子過程之外；
Arrows or line arrows indicate process or data flow among or within the Process Groups.
箭頭或箭線表示子過程或數(shù)據(jù)在過程組內(nèi)或過程組之間的流動。
Note:Not all process interactions and data flow among the processes are shown in an effort to make the diagrams more readable.
說明：為使本圖易于理解，沒有將過程間的所有互相作用和相互影響以及數(shù)據(jù)流表示出來。The process flow diagram,Figure 3-4,provides an overall summary of the basic flow and interactions among the Process Groups.An individual process may define and constrain how inputs are used to produce outputs for that Process Group.A Process Group includes the constituent project management processes that are linked by the respective inputs and outputs,that is,the result or outcome of one process becomes the input to another.The Monitoring and Controlling Process Group,for example,not only monitors and controls the work being done during a Process Group,but also monitors and controls the entire project effort.The Monitoring and Controlling Process Group must also provide feedback to implement corrective or preventive actions to bring the project into compliance with the project management plan or to appropriately modify the project management plan.Many additional interactions among the Process Groups are likely.The Process Groups are not project phases.Where large or complex projects may be separated into distinct phases or sub-projects such as feasibility study,concept development,design,prototype,build,test,etc.all of the Process Group processes would normally be repeated for each phase or subproject.
圖3-4中的流程圖是過程組之間的基本數(shù)據(jù)流程和交互作用的粗略概括。其中，某個過程可以定義和制約該過程如何利用依據(jù)創(chuàng)造成果。一個過程組包括以各自的依據(jù)和成果相互聯(lián)系的項目管理子過程，也就是說，一個過程的結(jié)果或成果變成了另一個過程的依據(jù)。例如，監(jiān)控過程組不僅監(jiān)視和控制某一過程組正在進行的工作，而且還監(jiān)視和控制整個項目的成果。監(jiān)控過程組還必須提供反饋，以便決定是否需要為了使項目符合項目管理計劃而實施糾正或預防措施，或者適當?shù)匦薷捻椖抗芾碛媱潯＿^程組之間也有可能增添許多其他相互關系或相互影響。但是，過程組不是項目階段。當大項目或復雜項目有可能分解為不同的階段或者不同的子項目時，如可行性研究、概念推敲、設計、樣機或樣品、建造、試驗等，每一階段或子項目都要重復過程組的所有子過程。