Planning Process Group
　　规划过程组
　　The project management team uses the Planning Process Group and its constituent processes and interactions to plan and manage a successful project for the organization.The Planning Process Group helps gather information from many sources with each having varying levels of completeness and confidence.The planning processes develop the project management plan.These processes also identify,define,and mature the project scope,project cost,and schedule the project activities that occur within the project.As new project information is discovered,additional dependencies,requirements,risks,opportunities,assumptions,and constraints will be identified or resolved.The multi-dimensional nature of project management causes repeated feedback loops for additional analysis.As more project information or characteristics are gathered and understood,follow-on actions may be required.Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and,possibly,some of the initiating processes.
　　项目管理团队是利用规划过程组、子过程及其相互关系来为组织规划和管理成功的项目。规划过程组有助于从完整和把握程度不一的多种来源中收集信息。项目管理计划是经过各规划子过程制定出来的。这些过程还识别、明确和完善项目范围和费用，安排项目范围内各活动的时间。在发现新的项目信息时，就识别或解决新发现的依赖关系、要求、风险、机会、假设和制约因素。项目管理的多维性要求不断地重复反馈，以使分析工作量不断增加。随着收集和了解到的项目信息或特征的增加，就可能要采取后继行动。项目生命期间发生的影响大的变更就必须重新认识一个或多个规划过程，甚至各启动过程。
　　Planning Process Group
　　规划过程组
　　The project management team uses the Planning Process Group and its constituent processes and interactions to plan and manage a successful project for the organization.The Planning Process Group helps gather information from many sources with each having varying levels of completeness and confidence.The planning processes develop the project management plan.These processes also identify,define,and mature the project scope,project cost,and schedule the project activities that occur within the project.As new project information is discovered,additional dependencies,requirements,risks,opportunities,assumptions,and constraints will be identified or resolved.The multi-dimensional nature of project management causes repeated feedback loops for additional analysis.As more project information or characteristics are gathered and understood,follow-on actions may be required.Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and,possibly,some of the initiating processes.
　　项目管理团队是利用规划过程组、子过程及其相互关系来为组织规划和管理成功的项目。规划过程组有助于从完整和把握程度不一的多种来源中收集信息。项目管理计划是经过各规划子过程制定出来的。这些过程还识别、明确和完善项目范围和费用，安排项目范围内各活动的时间。在发现新的项目信息时，就识别或解决新发现的依赖关系、要求、风险、机会、假设和制约因素。项目管理的多维性要求不断地重复反馈，以使分析工作量不断增加。随着收集和了解到的项目信息或特征的增加，就可能要采取后继行动。项目生命期间发生的影响大的变更就必须重新认识一个或多个规划过程，甚至各启动过程。
　　Since the feedback and refinement process cannot continue indefinitely,procedures set by the organization identify when the planning effort ends.These procedures will be affected by the nature of the project,the established project boundaries,appropriate monitoring and controlling activities,as well as the environment in which the project will be performed.
　　由于反馈与细化过程不能无止境地拖延下去，应按组织确定的程序查明应当结束规划过程的时机。这类程序受项目性质、既定的项目边界、适当的监控活动，以及项目所处的环境的影响。
　　Other interactions among the processes within the Planning Process Group are dependent on the nature of the project.For example,on some projects there will be little or no identifiable risk until after most of the planning has been done.At that time,the team might recognize that the cost and schedule targets are overly aggressive,thus involving considerably more risk than previously understood.The results of the iterations are documented as updates to the project management plan.
　　规划过程组内各过程之间的其他关系取决于项目的性质。例如，某些项目，只有在规划的大部分完成之后才识别出风险。这时候，项目团队可能才意识到费用和进度目标过于乐观，由此会带来比以前的想像大得多的风险。反复规划过程的结果当做项目管理计划的更新而记录下来。

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