Project Scope Management 项目范围管理- processes required to ensure that the project includes only the work required to complete the project successfully.此过程必须确保项目只包括能保证项目成功完成的工作
Management by Objective (MBO)基于目标的管理 – determining company’s objective and how the project fits into them. MBO focuses on the goals of an activity rather than the activity itself (manager is responsible for results rather than performing certain activities)决定公司目标及项目如何满足该目标。MBO关注于活动的目标而不仅仅是活动本身（管理者对绩效结果而不仅仅是某项活动负责）
Project Scope 项目范围- the work that must be done in order to deliver a product; completion is measured against the project plan.为交付产品而必须完成的工作，通过计划来评价。
Product Scope产品范围 - features and functions that are to be included in a product; completion is measured against the requirements.产品或服务所包含的特征或性能，通过需求来评价。
Design Scope范围计划编制 – contain the detailed project requirements (used for FP contract)包含详细的项目要求（用于固定价合同）
Scope Definition范围定义 – subdividing major project deliverables.细分主要项目可交付成果
Decomposing分解 – subdividing project work packages into smaller, more manageable components (activities/action steps). The heuristic (rule of thumb) used in project decomposition is 80 hours. 将项目分解为更小的更易管理的工作包（活动或工作步骤）。首选的项目分解原则（大拇指原则）为80小时
Scope Management Plan范围管理计划 - describes how scope will be managed and how changes will be integrated into project; also includes assessment of expected stability of project scope. (e.g. project manager would refer to the Scope Management Plan to make a change)描述项目范围如何被管理及项目范围变更如何被集成到项目中去，也包括对项目范围预测稳定性的评估。（例如，项目管理者应依据范围管理计划去进行变更）
Stakeholder Management干系人管理 – the project manager must identify the stakeholders, determine their needs and expectations, then manage and influence expectations to ensure project success.项目管理者必须识别干系人，确定他们的需求及期望，管理并影响这些期望以确保项目成功。
Configuration Management配置管理 - a means of monitoring and controlling emerging project scope against the scope baseline; its purpose is to control change throughout the project. It is any documented procedures used to apply technical and administrative direction and surveillance to audit the items and system to verify conformance requirements. . It documents the physical characteristics of formal project documents and steps required to control changes to them (e.g. would be used by a customer who wishes to expand the project scope after the performance measurement baseline has been established). When more than one individual has sign a Charter, you have to be concerned with competing needs and requirements impacting your efforts on configuration management一种对基于范围基线所形成项目范围的监控方法；它的用途是控制项目的全部变更。配置管理是任何成文的程序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一致。识别一个工作项或系统的物理特性和功能特性并形成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后扩大项目范围的客户）当多于一个个体签署协议，你必须关注于与配置管理
WBS工作分解结构 - subdividing project deliverables into smaller, more manageable components. It is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. It is a communication tool and it describes what needs to be done and what skills are required. Anything missing in the WBS should be added. The 1st level should be the project life-cycle (not product). The WBS is created by the team (helps to get buy-in) and it is used to make certain that all the work is covered. It provides a basis for estimating the project and helps to organize the work. Its purpose is to include the total project scope of all the work that must be done to complete the project. Defines the project’s scope baseline. 将项目可交付成果分解为更小的更易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做什么技术是必须具备的。任何在工作分解结构中被遗漏的需要被添加进来。第一层是项目生命周期（不是产品生命周期）。工作分解结构由项目团队产生，它用于确定所有工作都被覆盖到。它提供对于项目估算的基础并帮助组织工作。它组织并定义整个项目范围。定义项目的范围基线。
The 3 most common types of WBS are system/sub systems, life-cycle phasing and organizational工作分解结构最常见的三种形式是系统/子系统，生命周期方式，组织的分解结构
WBS Dictionary 工作分解结构字典– Defines each item in the WBS, including description of the work packages and other planning info such as schedule dates, cost budgets and staff assignments..定义工作分解结构中的所有元素，包括工作包描述和其他计划编制信息如进度计划日期，成本预算和人员安排。
Scope Statement范围说明 - a documented description of the objectives, work content, deliverables, and end product; it includes a description of project assumptions and constraints. Provides stakeholders with a common understanding of the scope of the project and is a source of reference for making future project decisions.目标，工作内容，可交付成果，最终产品的备有证明文件的描述；它包括对项目的约束和假设的描述。为干系人提供一个了解项目范围的一般共识及对未来项目决策的基础
Statement of Work 工作说明- a narrative description of products or services to be supplied under contract.合同之下的关于产品和服务的叙述性说明。
Project Charter项目章程 - formal document used and approved by senior management that explains purpose of the project including business needs addressed and the resulting product (deliverables and objectives). It describes responsibilities and authority of the project manager to apply organizational resources to project activities. Clarification to the Project Charter must be addressed to the sponsor(s) who approved the charter. Resources cannot be committed without the Charter. The Charter is an input to ALL the project management processes.一个正式批准的项目文件包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目活动而使用组织资源的权利。项目发起人发布项目章程。资源必须依照章程规定使用。章程贯穿于整个项目管理过程。
Code of Accounts账目编码- any numbering system used to uniquely identify each element of the WBS.用于区分工作分解结构的所有元素唯一标识的编码系统
Project Selection Method项目选择方法 - Benefit Measurement (comparative approach) and Constrained Optimization (mathematical approach).收益测量法（比较方法，经济模型）和约束优化（数学模型）
Work Package 工作包- deliverable at the lowest level of WBS. They are control points in the WBS and are used for assignments to work centers. They are used to pass a group of work for further breakdown in the executive organization. 工作分解结构的最低层次的可交付成果。他们控制工作分解结构的要点并用于工作中心的分配。他们用于审查职能机构进一步细分的工作。
Scope Verification范围确认 – to verify that the work done satisfies the scope of the project. It must be done at the end of each phase. A similar activity during closure is Product Verification. Focus on customer acceptance /performance measurement, not change to project scope. Scope Verification is normally done in parallel with quality control (which checks for product correctness). Occur during the control phase of the project, not at the end. The review at the end of the project phase is called phase exit, stage gate, or kill point.证实所做的工作服和项目范围。在每一个阶段都要做这个范围确认工作。在收尾阶段的一个类似活动是产品确认。关注于客户满意/绩效测量，而不是变更项目范围。范围确认与质量控制（检验产品正确性）同步进行。发生于项目的控制阶段而非收尾阶段。项目阶段末的检查通常被称为阶段出口，阶段门或终止点。
Cost Account成本账号 – one level above the Work Package.工作包的上一层
Cost/Benefit analysis成本/利益分析– (part of scope planning) technique used to validate that the project can meet the technical/business objectives set forth by Sr. Management（范围计划编制的一部分）技术用于证实项目可以达到由高级管理所确定的技术/商业目标
Project success depends primarily on customer satisfaction.项目成功主要依赖于客户的满意度。
Assumptions假设 – factors that, for planning purposes, are considered to be true, real or certain在计划编制过程中被认为真的、对的、确定的因素
The principal sources of project failure are organizational factors, poorly identified customer needs, inadequate specified project requirements, and poor planning and control.主要的项目失败原因是组织因素，差的客户需求定义，不充分的项目需求说明和缺少计划编制和控制
Constrained optimization约束优化 – includes analytic hierarchy process, logical framework analysis and multi-objective programming.包括层次分析法，逻辑框图分析法和多目标编程

A Change Request is the most effective way of handling the disconnect between what users actually want and what management thinks they want. The project manager’s role related to project change is to influence the factors that affect change. He should ask for a change order and look for impacts to the triple constraint. Scope Changes on project can be minimized by spending more time developing the scope baseline.一个变更请求是处理客户真正需求和管理所认为其需求之间差异的最有效的方法。项目经理在项目变更中的相关角色是对变更的因素施加影响。他决定提交一个变更申请并平衡三重约束之间的矛盾。花更多的时间制订范围基线可以使项目范围变更的可能性降至最低。

If there is enough reserve to accommodate a change, the Project Manager can approve the change (we are paid to manage the scope completion within our budget and reserves)在可以允许的范围之内，项目经理可以批准变更（用预算和应急储备支付）

相关链接：

PMBOK及PMP考试串讲教材精要汇总