这段文字的原文是这样的：
Section 1.6 Project Management Context
Project management exists in a broader context that includes program management, portfolio management and project management office. Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject, in which a program consisting of several associated projects will contribute to the achievement of a strategic plan. Section 1.6.1 Programs and Program Management
A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually[3]. Programs may include elements of related work outside of the scope of the discrete projects in the program. For example: A new car model program can be broken up into projects for the design and upgrades of each major component (for example, transmission, engine, interior, exterior) while the ongoing manufacturing occurs on the assembly line Many electronics firms have program managers who are responsible for both individual product releases (projects) and the coordination of multiple releases over a period of time (an ongoing operation). Programs also involve a series of repetitive or cyclical undertakings. For example: Utilities often speak of an annual “construction program,” a series of projects built on previous efforts Many nonprofit organizations have a “fundraising program,” to obtain financial support involving a series of discrete projects, such as a membership drive or an auction Publishing a newspaper or magazine is also a program with each individual issue managed as a project. This is an example of where general operations can become “management by projects” (Section 1.3). In contrast with project management, program management is the centralized, coordinated management of a group of projects to achieve the program's strategic objectives and benefits. Section 1.6.2 Portfolios and Portfolio Management
A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs in the portfolio may not necessarily be interdependent or directly related. Funding and support can be assigned on the basis of risk/reward categories, specific lines of business, or general types of projects, such as infrastructure and internal process improvement. Organizations manage their portfolios based on specific goals. One goal of portfolio management is to maximize the value of the portfolio by careful examination of candidate projects and programs for inclusion in the portfolio and the timely exclusion of projects not meeting the portfolio’s strategic objectives. Other goals are to balance the portfolio among incremental and radical investments and for efficient use of resources. Senior managers or senior management teams typically take on the responsibility of portfolio management for an organization. Section 1.6.3 Subprojects
Projects are frequently divided into more manageable components or subprojects, although the individual subprojects can be referred to as projects and managed as such. Subprojects are often contracted to an external enterprise or to another functional unit in the performing organization. Examples include: Subprojects based on the project process, such as a single phase in the project life cycle Subprojects according to human resource skill requirements, such as plumbers or electricians needed on a construction project Subprojects involving specialized technology, such as the automated testing of computer programs on a software development project. On very large projects, the subprojects can consist of a series of even smaller subprojects. Section 1.6.4 Project Management Office
A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain. A PMO can also be referred to as a “program management office,” “project office,” or “program office.” A PMO oversees the management of projects, programs, or a combination of both. The projects supported or administered by the PMO may not be related other than by being managed together. Some PMOs, however, do coordinate and manage related projects. In many organizations, those projects are indeed grouped or are related in some manner based on the way the PMO will coordinate and manage those projects. The PMO focuses on the coordinated planning, prioritization and execution of projects and subprojects that are tied to the parent organization’s or client’s overall business objectives. PMOs can operate on a continuum, from providing project management support functions in the form of training, software, standardized policies, and procedures, to actual direct management and responsibility for achieving the project objectives. A specific PMO can receive delegated authority to act as an integral stakeholder and a key decision-maker during the initiation stage of each project, can have the authority to make recommendations, or can terminate projects to keep the business objectives consistent. In addition, the PMO can be involved in the selection, management, and redeployment, if necessary, of shared project personnel and, where possible, dedicated project personnel. Some of the key features of a PMO include, but are not limited to: Shared and coordinated resources across all projects administered by the PMO Identification and development of project management methodology, best practices, and standards Clearinghouse and management for project policies, procedures, templates, and other shared documentation Centralized configuration management for all projects administered by the PMO Centralized repository and management for both shared and unique risks for all projects Central office for operation and management of project tools, such as enterprise-wide project management software Central coordination of communication management across projects A mentoring platform for project managers Central monitoring of all PMO project timelines and budgets, usually at the enterprise level Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization. Differences between project managers and a PMO may include the following: Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization. A project manager is responsible for delivering specific project objectives within the constraints of the project, while a PMO is an organizational structure with specific mandates that can include an enterprisewide perspective. The project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives. The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects. The project manager manages the scope, schedule, cost, and quality of the products of the work packages, while the PMO manages overall risk, overall opportunity, and the interdependencies among projects. The project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
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Re:看过中文版《PMBOK 第3版》（卢有杰译）的朋友，进来讨论一段文字。
[回复于 2005/5/31]
Re:看过中文版《PMBOK 第3版》（卢有杰译）的朋友，进来讨论一段文字。
[回复于 2005/5/31]
Re:看过中文版《PMBOK 第3版》（卢有杰译）的朋友，进来讨论一段文字。
[回复于 2005/6/1]
