Portfolios and Portfolio Management
　　綜合行動與綜合行動管理
　　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.
　　綜合行動是為了便于有效管理以實現(xiàn)戰(zhàn)略經(jīng)營目標，而將項目或計劃與其他工作組合后形成的。綜合行動中的項目或計劃不一定互相依賴或有直接關(guān)系，可以根據(jù)風(fēng)險或好處的類型、具體的經(jīng)營品種或一般類型的項目來分配資金或后勤保證，例如，基礎(chǔ)設(shè)施與內(nèi)部流程改進。
　　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.
　　組織根據(jù)具體的目的來管理綜合行動。綜合行動管理的目的之一是通過慎重選擇項目或計劃并及時剔除不滿足綜合行動戰(zhàn)略目標的項目，使綜合行動的價值達到最大。其他的目的用來權(quán)衡逐步投資與基本投資的利弊和有效利用資源。高層管理人員或高層項目管理人員一般承擔(dān)組織的綜合行動管理的責(zé)任。
　　Subprojects
　　子項目
　　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:
　　項目經(jīng)常被劃分為多個較易管理的組成部分或子項目。單個子項目可以叫做項目并加以管理。子項目常常發(fā)包給外部單位或?qū)嵤┙M織內(nèi)部的其他職能單位。下面是子項目的一些例子：
　　Subprojects based on the project process, such as a single phase in the project life cycle
　　根據(jù)項目過程規(guī)定的子項目，如項目生命期的一個階段。
　　Subprojects according to human resource skill requirements, such as plumbers or electricians needed on a construction project
　　根據(jù)人力資源技能確定的子項目，如施工項目中的水電工人。
　　Subprojects involving specialized technology, such as the automated testing of computer programs on a software development project.
　　需要使用專業(yè)技術(shù)的子項目，如軟件開發(fā)項目中的計算機程序自動測試。
　　On very large projects, the subprojects can consist of a series of even smaller subprojects.
　　對于非常大的項目，子項目可以由更小的子項目組成。

Project Management Office
　　項目管理辦公室
　　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.
　　項目管理辦公室（PMO）是組織中集中和協(xié)調(diào)管理其管轄的各個項目的實體。項目管理辦公室也可以叫做“計劃管理辦公室”或“計劃辦公室”。項目管理辦公室監(jiān)督項目或計劃，或者兩者組合的管理。由項目管理辦公室支持或負責(zé)日常事務(wù)的項目除了一起管理之外，彼此之間不一定有關(guān)系。但是，有些項目管理辦公室的確協(xié)調(diào)和管理互相聯(lián)系的項目。在許多組織中，項目的確根據(jù)項目管理辦公室協(xié)調(diào)與管理這些項目的方式而組合，或以某種方式互相聯(lián)系起來。項目管理辦公室將注意力集中在與母體組織或顧客整體經(jīng)營目標緊密聯(lián)系的項目和子項目的統(tǒng)一規(guī)劃、優(yōu)先順序、輕重緩急和執(zhí)行方面。
　　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.
　　項目管理辦公室的任務(wù)范圍很廣，事無巨細，從為項目管理提供培訓(xùn)、軟件、標準方針與程序方面的支持，到實際直接管理并承擔(dān)實現(xiàn)項目目標的責(zé)任。具體的項目管理辦公室在每一個項目的發(fā)起階段可以接受委托與權(quán)限，充當利害關(guān)系者代表和關(guān)鍵的決策人，還可能有權(quán)提出建議，甚至有權(quán)為堅持經(jīng)營目標而終止項目。此外，如有必要，項目管理辦公室也參與對全職或兼職項目團隊人員的選用、管理和調(diào)動，如有可能，應(yīng)盡量選用全職的團隊人員。
　　Some of the key features of a PMO include, but are not limited to:
　　項目管理辦公室的某些重要特征包括，但不限于如下方面：
　　Shared and coordinated resources across all projects administered by the PMO
　　所有項目共同使用的資源由項目管理辦公室管理并協(xié)調(diào)；
　　Identification and development of project management methodology, best practices, and standards
　　識別與提出項目管理方法系、最好的做法和標準；
　　Clearinghouse and management for project policies, procedures, templates, and other shared documentation
　　交換項目方針、程序、樣板和其他共用文件的場所；
　　Centralized configuration management for all projects administered by the PMO
　　對所有由項目管理辦公室管理的項目進行集中的配置管理；
　　Centralized repository and management for both shared and unique risks for all projects
　　對所有項目的共同與獨特風(fēng)險進行集中緩沖與管理；
　　Central office for operation and management of project tools, such as enterprise-wide project management software
　　使用與管理項目工具，如全組織項目管理軟件的集中場所；
　　Central coordination of communication management across projects
　　統(tǒng)一協(xié)調(diào)各項目之間的溝通管理；
　　A mentoring platform for project managers
　　各項目經(jīng)理的輔導(dǎo)站；
　　Central monitoring of all PMO project timelines and budgets, usually at the enterprise level
　　一般站在組織的角度集中監(jiān)視所有由項目管理辦公室管理的項目時間進度和預(yù)算；
　　Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization.
　　在項目經(jīng)理與任何內(nèi)部或外部質(zhì)量人員或標準組織之間協(xié)調(diào)整個項目的標準。
　　Differences between project managers and a PMO may include the following:
　　項目管理與項目管理辦公室之間的差別可能包括如下方面：
　　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.
　　項目經(jīng)理與項目管理辦公室追求的目標不同，并因此而服從不同的要求。然而，所有這些努力都應(yīng)同組織的戰(zhàn)略保持一致。
　　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.
　　項目經(jīng)理負責(zé)在項目的制約范圍內(nèi)提交具體的項目成果，而項目管理辦公室是一種包括諸如全組織視野等在內(nèi)的具體強制性要求的組織結(jié)構(gòu)。
　　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.
　　項目經(jīng)理的注意力中心是事先規(guī)定好的項目目標，而項目管理辦公室負責(zé)管理重要的計劃范圍變更，可能將其視為能夠更好地實現(xiàn)經(jīng)營目標的潛在機會。
　　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.
　　項目經(jīng)理控制分配給項目的資源，以便最好地實現(xiàn)項目目標，而項目管理辦公室在所有的項目中以最優(yōu)的方式使用共用的組織資源。
　　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.
　　項目經(jīng)理管理工作細目成果的范圍、進度、費用和質(zhì)量，而項目管理辦公室管理整體風(fēng)險、整體機會和項目之間的相互依賴關(guān)系。
　　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.
　　項目經(jīng)理報告項目績效和項目具體的信息，而項目管理辦公室提供統(tǒng)一的報告，以及從單位整體角度對由其管轄的項目的看法。