One of
the keys to effectively managing a project is project planning. The
Project Planning process area involves the following
activities:
项目策划是高效管理项目的关键（因素）之一。项目策划过程域包括以下活动
&
Developing the project plan
开发项目计划
&
Interacting with relevant stakeholders appropriately
与利益相关方适当的互动
&
Getting commitment to the plan
取得对计划的承诺
&
Maintaining the plan
维护计划
Planning includes estimating the attributes of work products and
tasks, determining the resources needed, negotiating commitments,
producing a schedule, and identifying and analyzing project risks.
Iterating through these activities may be necessary to establish
the project plan. The project plan provides the basis for
performing and controlling project activities that address
commitments with the project’s customer. (See the definition of
“project” in the glossary.)
策划包括：估计工作产品及任务的属性、确定资源需求、协商承诺、产生进度表，以及识别和分析项目风险。订定项目计划的时候可能需要反复进行上述活动。项目计划是执行及控制项目活动的基础，其目标是完成项目客户的承诺。
(在术语表中查看项目的定义。 )
The
project plan is usually revised as the project progresses to
address changes in requirements and commitments, inaccurate
estimates, corrective actions, and process changes. Specific
practices describing both planning and replanning are contained in
this process area.
项目进行中，项目计划常因下列情况而需修订：需求和承诺变更、不准确的估计、纠正措
施及过程更改。说明策划及重新策划的特定实践，也包含在本过程域之内。
The
term “project plan” is used throughout this process area to refer
to the overall plan for controlling the project. The project plan
can be a standalone document or be distributed across multiple
documents. In either case, a coherent picture of who does what
should be included. Likewise,
monitoring and control can be centralized or distributed, as
long as at the project level a coherent picture of project status
can be maintained.
术语“项目策划”在整个过程域中，被用来表示控制项目的整体计划。项目策划可以是单一的文档，或者是分布式、互相交互的多个文档。无论采用何种形式，由谁做，做什么事是必须要被清晰的描述的。同样的，监控也可以是集中的，也可以是分布式的，只要保证在项目层面，项目状态有一个清晰地图景，并且这样的状态图景是可维护的，就可以了。
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For product lines, there are
multiple sets of work activities that would benefit from the
practices of this process area. These work activities include the
creation and maintenance of the core assets, developing products to
be built using the core assets, and orchestrating the overall
product line effort to support and coordinate the operations of the
inter-related work groups and their activities.
对于生产线来说，有多种能够从此过程域中受益的工作活动集，这些工作活动包括建立和维持核心资产、使用核心资产开发要建设的产品，和筹划整个产品线，以支持和协调各个（相互关联的）工作组的（业务）运作和它们的活动。
In Agile environments, performing incremental development involves
planning, monitoring, controlling, and re-planning more frequently
than in more traditional development environments. While a
high-level plan for the overall project or work effort is typically
established, teams will estimate, plan, and carry out the actual
work an increment or iteration at a time. Teams typically do not
forecast beyond what is known about the project or iteration,
except for anticipating risks, major events, and large-scale
influences and constraints. Estimates reflect iteration and team
specific factors that influence the time, effort,resources, and
risks to accomplish the iteration. Teams plan, monitor, and adjust
plans during each iteration as often as it takes (e.g., daily).
Commitments to plans are demonstrated when tasks are assigned and
accepted during iteration planning, user stories are elaborated or
estimated, and iterations are populated with tasks from a
maintained backlog of work. (See ―Interpreting CMMI When Using
Agile Approaches‖ in Part I.)
在敏捷环境中，由于实施增量开发，使得对项目的计划、监控、和重新规划的频率比传统开发方式更加频繁。当整个项目的高层次计划（或工作投入）建立之后，团队会在每一次增量或迭代开发中，对实际工作进行评估，计划，和实施。团队通常不会对超过项目或（本次）迭代的已知情况进行预测，除非预测到有风险，或者遭遇到影响较大的事件，或遇到了比较严重的干扰或限制。估计是对（本次）迭代和团队的特定因素的反映，这些因素影响着完成本次迭代所需要的的时间、成就、资源以及风险。在每次迭代过程中，团队的计划，计划的监控，和计划调整是频繁发生的（每一次计划实施的时候都可能发生，例如，每天发生）。计划的承诺在以下时机被展示：当（迭代计划中的）任务被分配和接受的时候；用户故事被详细阐述或评估的时候；以及迭代被分配成任务（通过被维护工作 backlog
）的时候。（查阅第一部分“使用敏捷方法时 CMMI
的说明”）。
*******************
1.3、相关过程域（Related Process
Areas）
Refer to the Requirements Development process
area for more information about eliciting, analyzing, and establishing
customer, product, and product component requirements.
参考需求开发过程域。
Refer to the Technical
Solution process area for more information
about selecting,
designing, and implementing solutions to requirements.
参考TS。
Refer to the Measurement and
Analysis process area for more
information about
specifying measures.
参考MA。
Refer to the Requirements
Management process area for more
information about
managing requirements.
参考ReqM。
Refer to the Risk Management
process area for more information
about identifying
and analyzing risks and mitigating risks.
参考风险管理过程域。
1.4、专用目标和实践一览（Specific Goal and Practice
Summary）
SG 1 Establish Estimates
建立估计
SP
1.1 Estimate the Scope of the Project
建立项目范围的估计
SP
1.2 Establish Estimates of Work Product and Task
Attributes
建立对工作产品和任务属性的估计
SP
1.3 Define Project Lifecycle Phases
定义项目的生命周期阶段
SP
1.4 Estimate Effort and Cost
估计工作量和成本
SG 2 Develop a Project Plan
开发项目计划
SP
2.1 Establish the Budget and Schedule
建立预算和进度表
SP
2.2 Identify Project Risks
识别项目风险
SP
2.3 Plan Data Management
计划数据管理
SP
2.4 Plan the Project’s Resources
计划项目资源
SP
2.5 Plan Needed Knowledge and Skills
计划所需知识和技能
SP
2.6 Plan Stakeholder Involvement
计划利益相干方的参与
SP
2.7 Establish the Project Plan
建立项目计划
SG 3 Obtain Commitment to the Plan
获取对计划的承诺
SP
3.1 Review Plans That Affect the Project
评审（以理解）影响项目的所有计划
SP
3.2 Reconcile Work and Resource Levels
在项目任务与相关资源自己取得平衡
SP
3.3 Obtain Plan Commitment
2、项目监控（Project
Monitoring and Control）
2.1、目标（Purpose）
The purpose of Project Monitoring and Control
(PMC) is to provide an understanding of the project’s
progress so that appropriate
corrective actions can be taken when the
project’s performance deviates
significantly from the
plan.
项目监控(Project
Monitoring and Control, PMC)的目的是了解项目进度，以便在项目执行绩效严重偏离计划时，能采取适当的纠正措施。
2.2、简介（Introductory
Notes）
A project’s documented plan is the basis for
monitoring activities, communicating status, and taking corrective
action. Progress is primarily determined by comparing actual work
product and task attributes, effort, cost, and schedule to the plan
at prescribed milestones or control levels in the project schedule
or WBS. Appropriate visibility of progress enables timely
corrective action to be taken when performance deviates
significantly from the plan. A deviation is significant if, when
left unresolved, it precludes the project from meeting its
objectives.
文档化的项目计划是监控各项活动、沟通（项目）状态及采取纠正措施的基础。项目的进展情况，主要是通过工作产品、任务属性、工作量、项目成本的实际值，与（已描述的）里程碑，或项目进度中的控制水平（区间），或工作拆分结构(WBS)
的规划值的比较来决定的。当执行绩效显著偏离原订计划的时候，保持项目进展上适当的可见度，可以使项目能够及时地采取纠正措施。如果偏离未被解决，则会妨碍项目目标的达成，那么这样的偏离就可以看做是“显著的”。
The term “project plan” is used throughout this process area to
refer to the overall plan for controlling the project.
在整个过程域中使用“项目计划”一词，来代表（能够）控制项目的那个“全盘计划”。
When
actual status deviates significantly from expected values,
corrective actions are taken as appropriate. These actions can
require replanning, which can include revising the original plan,
establishing new agreements, or including additional mitigation
activities in the current plan.
当项目的实际状况重大偏离预期值时，可以适当地采取纠正措施。所采取的纠正措施可能需要重新进行项目策划，而重新规划可能包括修订原计划、订定新的协议（或契约），或在现行计划中增加额外的缓解活动。
2.3、相关过程域（Related Process
Areas）
Refer to the Measurement and Analysis process
area for more information about providing measurement
results.
参考“测量与分析”过程域。
Refer to the Project Planning
process area for more information
about establishing
and maintaining plans that define project
activities.
参考“项目策划”过程域。
2.4、专用目标和实践一览（Specific Goal and Practice
Summary）
SG 1 Monitor the Project Against the Plan
依据计划监控项目
SP 1.1 Monitor Project Planning
Parameters
监控项目计划的参数
SP 1.2 Monitor
Commitments
监控承诺
SP 1.3 Monitor Project
Risks
监控项目风险
SP 1.4 Monitor Data
Management
监控数据管理
SP 1.5 Monitor Stakeholder
Involvement
监控利益相关方的参与
SP 1.6 Conduct Progress
Reviews
执行对进度的检查
SP 1.7 Conduct Milestone
Reviews
执行对里程碑的检查
SG 2 Manage Corrective Action to Closure
管理求证措施，直到问题得到处理
SP 2.1 Analyze Issues
分析问题
SP 2.2 Take Corrective
Action
执行纠正措施
SP 2.3 Manage Corrective
Actions
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