The standard for project management of a project
项目的项目管理标准 ................. 35
Project management processes for a project项目的项目管理过程.........37
3.1 Project management processes项目管理过程.....................................39
3.2 Project Management Process Groups项目管理过程组.......................40
3.3 Process Interactions过程相互作用.......................................................67
3.4 Project management process mapping绘制项目管理过程地图........69

The project management knowledge areas
项目管理知识领域.. ..................................................................................71
Introduction绪论..............................................................................................73
Process flow diagrams流程图........................................................................73
Major project documents主要项目文档 ......................................................76
Project integration management项目综合管理............................................77
4.1 Develop project charter编制项目章程....................................................81
4.2 Develop preliminary project scope statement
编制初步项目范围描述. ...........................................................................86
4.3 Develop project management plan编制项目管理计划........................88
4.4 Direct and manage project exrecution指挥及管理项目实施..............91
4.5 Monitor and Control Project Work监控项目工作...................................94
4.6 Integrated change control综合变更控制...............................................96
4.7 Close project项目收尾..........................................................................100
Project scope management项目范围管理................................................103
5.1 Scope planning范围计划编制..............................................................107
5.2 Scope definition范围定义......................................................................109
5.3 Create WBS创建工作分解结构.........................................................112
5.4 Scope verification范围识别...................................................................118
5.5 Scope control范围控制 ........................................................................119
Project time management项目时间管理...................................................123
6.1 Activity definition活动定义.....................................................................127
6.2 Activity sequencing活动排序.................................................................130
6.3 Activity resource estimating活动资源估算..........................................135
6.4 Activity duration estimating活动历时估算............................................139
6.5 Schedule development制定进度计划..................................................143
6.6 Schedule control进度控制.....................................................................152
Project cost management项目成本管理......................................................157
7.1 Cost estimating成本估算.........................................................................161
7.2 Cost budgeting成本预算..........................................................................167
7.3 Cost control成本控制....................................................................... 171
Project quality management项目质量管理................................................179
8.1 Quality planning质量计划编制.............................................................183
8.2 Perform quality assurance执行质量保证.............................................187
8.3 Perform quality control执行质量控制..................................................190
Project human resource management项目人力资源管理.......................199
9.1 Human resource planning人力资源计划编制....................................202
9.2 Acquire project team获取项目团队......................................................209
9.3 Develop project team项目团队发展.....................................................212
9.4 Manage project team项目团队管理.....................................................215
Project communications management项目沟通管理................................. 221
10.1 Communications planning沟通计划编制...........................................225
10.2 Information distribution信息分发..........................................................228
10.3 Performance reporting绩效报告...........................................................231
10.4 Manage Stakeholders项目干系人........................................................235
Project risk management项目风险管理.....................................................237
11.1 Risk management planning风险管理计划编制...............................242
11.2 Risk identification风险识别.................................................................246
11.3 Qualitative risk analysis定性风险分析 .............................................249
11.4 Quantitative risk analysis定量风险分析 ......................254
11.5 Risk response planning风险应对计划编制.......................................260
11.6 Risk monitoring and control风险监控...................................................264
Project procurement management项目采购管理.......................................269
12.1 Plan purchases and acquisitions编制采购计划..................................274
12.2 Plan contracting编制合同计划.............................................................281
12.3 Request seller responses卖方报价邀请...............................................284
12.4 Select sellers卖方选择...........................................................................286
12.5 Contract administration合同管理............................................................290
12.6 Contract closure合同收尾......................................................................295

Appendices附录 ................................................................................................ 307
Third edition changes第三版变更............................................................................. 301
Evolution of PMI’s A Guide to the Project Management
Body of Knowledge关于项目管理学会项目管理知识体系的发展历程....... 309
Contributors and reviewers of PMBOK® Guide – Third Edition PMBOK®第三版 指南的贡献者和审阅人 ................. 321
Application area extensions各个应用领域的扩展...................................... 329
Additional sources of information on project management
项目管理信息的其他来源 ...................... 333
Summary of project management knowledge areas
项目管理知识领域摘要 ................................ 337
Glossary and index术语表和索引..................................................................... 343
References参考书目................................................................................................... 345
Glossary术语表............................................................................................................ 347
Index索引 .................................................................................................................... 381

LIST OF TABLES AND FIGURES
Figure 1-1. Overview of Project Management Knowledge Areas
and Project management processes
图1-1.项目管理知识领域和项目管理过程概貌图 .............................11
Figure 1-2. Areas of expertise needed by the project management team
图1-2.项目管理团队所需专业知识领域.........................................................13
Figure 2-1. Typical Project Cost and Staffing Level Across the
Project life cycle
图2-1.项目生命周期内典型成本和人力配置水平曲线..........................21
Figure 2-2. Stakeholders’ Influence Over Time
图2-2.项目干系人影响力随时间变化图......................................................21
Figure 2-3. Typical Sequence of Phases in a Project life cycle
图2-3.项目生命周期中典型阶段顺序 ............................23
Figure 2-4. Relationship Between the Product and the Project life cycles
图2-4.产品和项目生命周期之间的关系 ...........24
Figure 2-5. The Relationship Between Stakeholders and the Project
图2-5.项目干系人和项目之间的关系 ....................25
Figure 2-6. Organizational Structure Influences on Projects
图2-6.组织结构对项目的影响 ..................................28
Figure 2-7. Functional organization
图2-7.职能型组织 ........................................................................29
Figure 2-8. Projectized organization
图2-8.项目型组织 ......................................................................29
Figure 2-9. Weak matrix organization
图2-9.弱矩阵组织 ....................................................................30
Figure 2-10. Balanced matrix organization
图2-10.平衡矩阵组织 ............................................................30
Figure 2-11. Strong matrix organization
图2-11.强矩阵组织 .................................................................31
Figure 2-12. Composite organization
图2-12.复合型组织 ....................................................................31
Figure 3-1. The plan-do-check-act cycle
图3-1.PDCA循环 ..............................................................39
Figure 3-2. Project Management Process Groups Mapped to the
Plan-Do-Check-Act Cycle
图3-2.用PDCA循环描述的项目管理过程组.........................40
Figure 3-3. Flow Chart Legend
图3-3.流程图例...............................................................................41
Figure 3-4. High Level Summary of Process Groups’ Interactions
图3-4.过程组交互作用的高层次概述 .........................42
Figure 3-5. Project Boundaries
图3-5.项目边界............................................................................43
Figure 3-6. Initiating process group
图3-6.启动过程组 ......................................................................44
Table 3-1. Develop project charter: Inputs and Outputs
表3-1.编制项目章程：输入和输出 .......................................45
Table 3-2. Develop Preliminary Project Scope: Inputs and Outputs
表3-2. 编制项目初步范围计划：输入和输出....................45
Figure 3-7. Planning Process Group
图3-6.计划过程组 .......................................................................47
Table 3-3. Develop project management plan: Inputs and Outputs
表3-3.编制项目管理计划 ：输入和输出 ......................48
Table 3-4. Scope planning: Inputs and Outputs
表3-4.范围计划编制：输入和输出.......................................48
Table 3-5. Scope definition: Inputs and Outputs
表3-5. 范围定义：输入和输出.............................................. 49
Table 3-6. Create WBS: Inputs and Outputs
表3-6. 创建工作分解结构：输入和输出 ....................................49
Table 3-7. Activity definition: Inputs and Outputs
表3-7. 活动定义：输入和输出 ...................................................49
Table 3-8. Activity sequencing: Inputs and Outputs
表3-8. 活动排序：输入和输出 ...............................................50
Table(表) 3-9. Activity resource estimating: Inputs and Outputs
表3-9.活动资源估算：输入和输出 .................................50
Table 3-10. Activity duration estimating: Inputs and Outputs
表3-10. 活动历时估算：输入和输出 ................................50
Table 3-11. Schedule development: Inputs and Outputs
表3-11.制定进度计划：输入和输出 .......................................51
Table 3-12. Cost estimating: Inputs and Outputs
表3-12.成本估算：输入和输出 ...................................................51
Table(表) 3-13. Cost budgeting: Inputs and Outputs
表3-13. 成本预算：输入和输出 ....................................................51
Table 3-14. Quality planning: Inputs and Outputs
表3-14. 质量计划编制：输入和输出..............................................52
Table 3-15. Human resource planning: Inputs and Outputs
表3-15. 人力资源计划编制：输入和输出 .................................52
Table 3-16. Communications planning: Inputs and Outputs
表3-16.沟通计划编制：输入和输出 .................................52
Table 3-17. Risk management planning: Inputs and Outputs
表3-17.风险管理计划编制：输入和输出 ................................53
Table 3-18. Risk identification: Inputs and Outputs
表3-18. 风险识别：输入和输出 ................................................53
Table(表) 3-19. Qualitative risk analysis: Inputs and Outputs
表3-19. 定性风险分析：输入和输出.....................................53
Table 3-20. Quantitative risk analysis: Inputs and Outputs
表3-20. 定量风险分析：输入和输出...................................54
Table 3-21. Risk response planning: Inputs and Outputs
表3-21. 风险应对计划编制：输入和输出 .....................................54
Table 3-22. Plan purchases and acquisitions: Inputs and Outputs
表3-22. 编制采购计划：输入和输出 ........................54
Table 3-23. Plan contracting: Inputs and Outputs
表3-23. 编制合同计划：输入和输出 ..................................................55
Figure 3-8. Executing process group
图3-8.执行过程组 .....................................................................55
Table 3-24. Direct and manage project exrecution: Inputs and Outputs
表3-24. 指挥及管理项目实施：输入和输出 .................56
Table 3-25. Perform quality assurance: Inputs and Outputs
表3-25. 执行质量保证：输入和输出 .................................56
Table 3-26. Acquire project team: Inputs(输入) and Outputs
表3-26. 获取项目团队：输入和输出 ..........................................57
Table 3-27. Develop project team: Inputs and Outputs
表3-27. 项目团队发展：输入和输出 .........................................57
Table 3-28. Information distribution: Inputs and Outputs
表3-28. 信息分发：输入和输出 .......................................57
Table 3-29. Request seller responses: Inputs and Outputs
表3-29. 卖方报价邀请：输入和输出 ..................................58
Table 3-30. Select sellers: Inputs and Outputs
表3-30. 卖方选择：输入和输出 ......................................................58
Figure 3-9. Monitoring and Controlling Process Group
图3-9. 监控过程组 ..........................................60
Table 3-31. Monitor and Control Project Work: Inputs and Outputs
表3-31.监控项目工作：输入和输出 .......................61
Table 3-32. Integrated change control: Inputs and Outputs
表3-32.综合变更控制：输入和输出 .................................61
Table 3-33. Scope verification: Inputs and Outputs
表3-33. 范围识别：输入和输出 ...............................................62
Table 3-34. Scope control: Inputs and Outputs
表3-34. 范围控制：输入和输出 .....................................................62
Table 3-35. Schedule control: Inputs and Outputs
表3-35. 进度控制：输入和输出 .................................................62
Table 3-36. Cost control: Inputs and Outputs
表3-36.成本控制：输入和输出 ........................................................63
Table 3-37. Perform quality control: Inputs and Outputs
表3-37. 执行质量控制：输入和输出 .......................................63
Table 3-38. Manage project team: Inputs and Outputs
表3-38. 项目团队管理：输入和输出 .........................................63
Table 3-39. Performance reporting: Inputs and Outputs
表3-39. 绩效报告：输入和输出 .......................................64
Table 3-40. Manage Stakeholders: Inputs and Outputs
表3-40.项目干系人管理：输入和输出 .........................................64
Table 3-41. Risk monitoring and control: Inputs and Outputs
表3-41. 风险监控：输入和输出 ...............................65
Table 3-42. Contract administration: Inputs and Outputs
表3-42. 合同管理：输入和输出 .......................................65
Figure 3-10. Closing Process Group
图3-10. 收尾过程组 .......................................................................66
Table 3-43. Close project: Inputs and Outputs
表3-43. 项目收尾：输入和输出 .......................................................67
Table 3-44. Contract closure: Inputs and Outputs
表3-44. 合同收尾：输入和输出 .................................................67
Figure 3-11. Process groups interact in a project
图3-11. 项目过程组的相互关系 ...................................................68
Figure 3-12. Project Management Process Group Triangle
图3-12项目管理过程三角 ....................................69
Table 3-45. Mapping of the Project management processes to the
Project Management Process Groups and the Knowledge Areas
表3-45.项目管理过程组和知识领域的项目管理过程地图...............70
Figure III-1. Process Flow Diagram Legend
图III-1.流程图例 ...........................................................73
Figure III-2. Three Major project documents and their Relationship to their Components
图III-2. 三个主要项目文档及其组成的相互关系................................75
Figure 4-1. Project integration management Overview
图4-1.项目综合管理概貌 ...........................................79
Figure 4-2. Project integration management Processes Flow Diagram
图4-2.项目综合管理流程图例 ..................80
Figure 4-3. Develop project charter: Inputs, Tools & techniques, and Outputs
图4-3. 编制项目章程：输入、工具和技术、输出............................. 82
Figure 4-4. Develop preliminary project scope statement:
Inputs, Tools & techniques, and Outputs
图4-4. 编制初步项目范围描述：输入、工具和技术、输出............87
Figure 4-5. Develop project management plan:
Inputs, Tools & techniques, and Outputs
图4-5.编制项目管理计划：输入、工具和技术、输出.......................89
Figure 4-6. Direct and manage project exrecution
Inputs, Tools & techniques, and Outputs
图4-6. 指挥及管理项目实施：输入、工具和技术、输出................92
Figure 4-7. Monitor and Control Project Work: Inputs, Tools & techniques, and Outputs
图4-7.监控项目工作：输入、工具和技术、输出................................95
Figure 4-8. Integrated change control:Inputs, Tools & techniques, and Outputs
图4-8. 综合变更控制：输入、工具和技术、输出..........................98
Figure 4-9. Close project: Inputs, Tools & techniques, and Outputs
图4-3. 项目收尾：输入、工具和技术、输出 ....................100
Figure 5-1. Project scope management Overview
图5-1.项目范围管理概貌 ................................................105
Figure 5-2. Project scope management Process Flow Diagram
图5-2. 项目范围管理流程图 ...........................106
Figure 5-3. Scope planning: Inputs Tools & techniques, and Outputs
图5-3. 范围计划编制：输入、工具和技术、输出 ...............107
Figure 5-4. Scope definition: Inputs, Tools & techniques, and Outputs
图5-4. 范围定义：输入、工具和技术、输出 ..............109
Figure 5-5. Create WBS: Inputs, Tools & techniques, and Outputs
图5-5. 工作分解结构：输入、工具和技术、输出 ....................113
Figure 5-6. Sample Work Breakdown Structure with Some Branches
Decomposed Down Through Work Packages
图5-6.自上而下直至工作包的工作分解结构样本........................ 114
Figure 5-7. Sample Work Breakdown Structure Organized by Phase
图5-7.按过程进行的的工作分解结构样本 .................116
Figure 5-8. Sample Work Breakdown for Defense Materiel Items
图5-8.国防军需品项目工作分解结构样本 ........................116
Figure 5-9. Scope verification: Inputs, Tools & techniques, and Outputs
图5-9. 范围识别：输入、工具和技术、输出 ..........118
Figure 5-10. Scope control: Inputs, Tools & techniques, and Outputs
图5-10.范围控制：输入、工具和技术、输出 ...............120
Figure 6-1. Project time management Overview
图6-1. 项目时间管理概貌 .................................................125
Figure 6-2. Project time management Process Flow Diagram
图6-2. 项目时间管理流程图 ............................126
Figure 6-3. Activity definition: Inputs, Tools & techniques, and Outputs
图6-3. 活动定义：输入、工具和技术、输出 ............... 127
Figure 6-4. Activity sequencing: Inputs, Tools & techniques, and Outputs
图6-4. 活动排序：输入、工具和技术、输出 ..........130
Figure 6-5. Precedence Diagram Method
图6-5.前导图法 .............................................................131
Figure 6-6. Arrow Diagram Method
图6-6.箭线图法 .......................................................................132
Figure 6-7. Activity resource estimating: Inputs, Tools & techniques, and Outputs
图6-7. 活动资源估算：输入、工具和技术、输出.............................. 136
Figure 6-8. Activity duration estimating: Inputs, Tools & techniques, and Outputs
图6-8. 活动历时估算：输入、工具和技术、输出................................139
Figure 6-9. Schedule development Overview: Inputs, Tools & techniques, and Outputs
图6-5. 制定进度计划概貌：输入、工具和技术、输出.......................143
Figure 6-10. Project Schedule – Graphic Examples
图6-10.项目进度表-图例 .............................................150
Figure 6-11. Schedule control Overview: Inputs, Tools & techniques, and Outputs
图6-11. 进度控制：输入、工具和技术、输出........................................152
Figure 7-1. Project cost management Overview
图7-1. 项目成本管理概貌 ..................................................159
Figure 7-2. Project cost management Process Flow Diagram
图7-2. 项目成本管理流程图 .............................160
Figure 7-3. Cost estimating: Inputs, Tools & techniques, and Outputs
图7-3. 成本估算：输入、工具和技术、输出 .............162
Figure 7-4. Cost budgeting: Inputs, Tools & techniques, and Outputs
图7-4. 成本预算：输入、工具和技术、输出 ...............167
Figure 7-5. Cash Flow, Cost Baseline and Funding display
图7-5. 现金流、成本基准和资金状态 ................................170
Figure 7-6. Cost control: Inputs, Tools & techniques, and Outputs
图7-6. 成本控制：输入、工具和技术、输出 ....................171
Figure 7-7. Illustrative Graphic Performance Report
图7-7.绩效报告图示说明 .............................................174
Figure 8-1. Project quality management Overview
图8-1.项目质量管理概貌 ..............................................182
Figure 8-2. Project quality management Process Flow Diagram
图8-2.项目质量管理流程图 .........................183
Figure 8-3. Quality planning: Inputs, Tools & techniques, and Outputs
图8-3.质量计划编制：输入、工具和技术、输出 ..............184
Figure 8-4. Perform quality assurance: Inputs, Tools & techniques, and Outputs
图8-4. 执行质量保证：输入、工具和技术、输出 .............188
Figure 8-5. Perform quality control: Inputs, Tools & techniques, and Outputs
图8-5.执行质量控制：输入、工具和技术、输出...........................191
Figure 8-6. Cause and effect diagram
图8-6. 因果图 .................................................................192
Figure 8-7. Example of a Control Chart of Project Schedule Performance
图8-7.项目进度绩效控制图例 .........193
Figure 8-8. Sample Process Flowchart
图8-8.流程图例 .................................................................194
Figure 8-9. Pareto Diagram (Chart)
图8-9.排列图（表） ......................................................................195
Figure 9-1. Project human resource management Overview
图9-1.项目人力资源管理概貌 .............................201
Figure 9-2. Project human resource management Process Flow Diagram
图9-2.项目人力资源管理流程图 ........202
Figure 9-3. Human resource planning: Inputs, Tools & techniques, and Outputs
图9-3. 人力资源计划编制：输入、工具和技术、输出...............203
Figure 9-4. Roles and responsibility definition formats
图9-4.职责定义表 ......................................205
Figure 9-5. Responsibility assignment matrix (ram) Using a RACI Format
图9-5.RACI职责分配矩阵 ........206
Figure 9-6. Illustrative resource histogram
图9-6. 资源柱状图 .........................................................208
Figure 9-7. Acquire project team: Inputs, Tools & techniques, and Outputs
图9-7. 获取项目团队：输入、工具和技术、输出 .....209
Figure 9-8. Develop project team: Inputs, Tools & techniques, and Outputs
图9-8. 项目团队发展：输入、工具和技术、输出 ....212
Figure 9-9. Manage project team: Inputs, Tools & techniques, and Outputs
图9-9. 项目团队管理：输入、工具和技术、输出 .....215
Figure 10-1. Project communications management Overview
图10-1. 项目沟通管理概貌 ............................222
Figure 10-2. Project communications management Process Flow Diagram
图10-2. 项目沟通管理流程图 .......223
Figure 10-3. Communication – Basic Model
图10-3.沟通-基本模型 .........................................................224
Figure 10-4. Communications planning: Inputs, Tools & techniques, and Outputs
图10-4.沟通计划编制：输入、工具和技术、输出......................225
Figure 10-5. Information distribution: Inputs, Tools & techniques, and Outputs
图10-5. 信息分发：输入、工具和技术、输出 ... 228
Figure 10-6. Performance reporting: Inputs, Tools & techniques, and Outputs
图10-6.绩效报告：输入、工具和技术、输出 ...231
Figure 10-7 Tabular Performance Report Sample
图10-7.绩效报告表例 ................................................234
Figure 10-8. Manage Stakeholder s: Inputs, Tools & techniques, and Outputs
图10-8. 管理项目干系人：输入、工具和技术、输出 ...235
Figure 11-1. Project risk management Overview
图11-1. 项目风险管理概貌 ................................................239
Figure 11-2. Project risk management Process Flow Diagram
图11-2. 项目风险管理流程图 ...........................241
Figure) 11-3. Risk management planning: Inputs, Tools & techniques, and Outputs
图11-3.风险管理计划编制：输入、工具和技术、输出............242
Figure 11-4. Example of a Risk breakdown structure (RBS)
图11-4.风险分解结构示例 ...............................244
Figure 11-5. Definition of Impact Scales for Four Project Objectives
图11-5. 对四项项目目标影响程度的定义 ...................245
Figure 11-6. Risk identification: Inputs, Tools & techniques, and Outputs
图11-6. 风险识别：输入、工具和技术、输出 ..........246
Figure 11-7. Qualitative risk analysis: Inputs, Tools & techniques, and Outputs
图11-7.定性风险分析：输入、工具和技术、输出...................250
Figure 11-8. Probability and impact matrix
图11-8. 概率及影响矩阵 ...........................................................252
Figure 11-9. Quantitative risk analysis: Inputs, Tools & techniques, and Outputs
图11-9.定量风险分析：输入、工具和技术、输出................... 254
Figure 11-10. Range of Project Cost Estimates Collected During the Risk Interview
图11-10.风险审核中归集项目成本估算的范围.......................... 256
Figure 11-11. Examples of Commonly Used Probability Distributions
图11-11. 常用概率分布 .................256
Figure 11-12. Decision tree diagram
图11-12.决策树图 ...................................................................258
Figure 11-13 Cost Risk Simulation Results
图11-13. 成本风险模拟结果 ..........................................................259
Figure 11-14. Risk response planning: Inputs, Tools & techniques, and Outputs
图11-14.风险应对计划编制：输入、工具和技术、输出........260
Figure 11-15. Risk monitoring and control: Inputs, Tools & techniques, and Outputs
图11-15.风险监控：输入、工具和技术、输出..........................265
Figure 12-1. Project procurement management Overview
图12-1. 项目采购管理概貌 ...................................272
Figure 12-2. Project procurement management Process Flow Diagram
图12-2. 项目采购管理流程图 .............273
Figure 12-3. Plan purchases and acquisitions: Inputs, Tools & techniques, and Outputs
图12-3.编制采购计划：输入、工具和技术、输出....................274
Figure 12-4. Plan contracting: Inputs, Tools & techniques, and Outputs
图12-4. 编制合同计划：输入、工具和技术、输出 . ...........281
Figure 12-5. Request seller responses: Inputs, Tools & techniques, and Outputs
图12-5.卖方报价邀请：输入、工具和技术、输出....................284
Figure 12.6. Select sellers: Inputs, Tools & techniques, and Outputs
图12-6. 卖方选择：输入、工具和技术、输出 ................287
Figure 12-7. Contract administration: Inputs, Tools & techniques, and Outputs
图12-7. 合同管理：输入、工具和技术、输出............................291
Figure 12-8. Contract closure: Inputs, Tools & techniques, and Outputs
图12-8. 合同收尾：输入、工具和技术、输出 ...........296

Table 1 – Structural Changes 表1-结构变更........................................301
Table 2 – Chapter 4 Changes 表2-第4章变更.......................................304
Table 3 – Chapter 5 Changes 表3-第5章变更.......................................304
Table 4 – Chapter 6 Changes 表4-第6章变更.......................................305
Table 5 – Chapter 7 Changes 表5-第7章变更.......................................305
Table 6 – Chapter 8 Changes 表6-第8章变更.........................................306
Table 7 – Chapter 9 Changes 表7-第9章变更.........................................306
Table 8 – Chapter 10 Changes 表8-第10章变更........................................306
Table 9 – Chapter 11 Changes 表9-第11章变更........................................307
Table 10 – Chapter 12 Changes 表10-第12章变更.......................................307

The PMBOK® Guide 2004 Update Project Team complied with its charter as described above. To assist practitioners and other interested parties who may be familiar with the PMBOK® Guide – 2000 Edition, the major differences between the editions are summarized below: PMBOK® 指南 2004改版项目团队遵循上述章程，为帮助从业人士和其他已经熟悉PMBOK® 指南 2000版的利益团体，将两个版本之间的主要不同点概述如下：
1 Across the entire third edition, in most instances when a new process was introduced, and in other selected cases where existing process names were revised, such process names are in a verb-object format for clarity. 为清晰计，整个第三版在大多数情况下开始介绍一个新过程以及在其他选定的情况下修订已有过程名字时，使用的是动词-宾语格式。
2 The writing style was generally changed to the active voice. 行文时总体上变更到了主动语态。
3 The distinction between project life cycles and product life cycles was clarified. 项目生命周期和产品生命周期的差别得到了澄清。
4 The number of processes increased from 39 to 44. Seven processes were added, two processes were deleted, and 13 processes were renamed for a net gain of five new processes. 过程数量从39个增加到了44个，增加了7个过程，删掉了两个过程，同时直接受5个新过程影响有13个过程更名。
5 All graphics were numbered and labeled as either a table or figure.所有的图表均进行了编码。
6 The distinction between Project Management Process Groups and the Knowledge Areas was clarified. A greater emphasis was placed on the importance of Process Groups. 项目管理过程组和知识领域的差别得到了澄清。过程组的重要性得到了进一步的强调。
7 Chapter 3 was renamed “Project management processes for a project” and moved from Section I to a new Section II, which is now called “The standard for project management of a project.” 第3章更名为“项目的项目管理过程”并且从第I部分挪到了一个新的名为“项目的项目管理标准”的第II部分。As part of this change, Chapter 3 was extensively revised to indicate that the Process Groups and inputs and outputs in the chapter are the basis of the standard for project management of a single project.作为这种变更的一部分，第3章得到广泛的修订以暗示过程组以及该章的输入、输出是任一项目的项目管理标准的基础。
8 The project management processes were mapped to show process integration. 列出了项目管理过程以显示过程综合。
9 The glossary was significantly revised and augmented. Appropriate terms have been categorized to avoid confusion. 术语表得到了显著的修订和扩充。为避免混淆列入了一些适当的术语。
 10.  The following processes were added: 增加了下列过程
 Develop project charter (Section 4.1)编制项目章程
 Develop preliminary project scope statement (Section 4.2) 编制初步项目范围描述
 Monitor and Control Project Work (Section 4.5) 监控项目工作
 Close project (Section 4.7) 项目收尾
 Create Work Breakdown Structure (Section 5.3) 创建工作分解结构
 Activity resource estimating (Section 6.3) 活动资源估算)
 Manage project team (Section 9.4) 项目团队管理
10 All of the process inputs, tools, techniques, and outputs have been revised to support the improved integration and mapping of the processes. 为支持改善综合以及编制过程地图，所有的过程输入、工具和技术、输出都得到了校订。
11 Process flow diagrams(流程图) have been added to Chapters 4 through 12 to provide added support to the integration of processes. 为提供对过程综合的进一步支持，对从第4章到第12章增加了流程图。
12 An introduction has been added to Section III to describe the process flow diagrams and provide a legend of the symbols. Appendix A – Third edition changes details the changes made in the chapters. 在第III部分增加了绪论以描述流程图，同时提供了图例符号。在 附录A-第三版变更 中详述了这些章节的变更情况。
The PMBOK® Guide – Third Edition was presented in an exposure draft document at the end of calendar year 2003, and a significant number of the comments sent in by reviewers were incorporated into this final release. 在2003年公开了PMBOK® 指南 – 第3版草案版，并且相当大量的评审意见送达评审人员手中，在最终版中得到了体现。
Dennis Bolles, PMP Steve Fahrenkrog, PMP Project Manager (PMI) Standards Manager PMBOK® Guide 2004 Update Project Team

第I部分
The Project Management Framework
项目管理框架
Chapter 1 Introduction
第1章 绪论
Chapter 2 Project life cycle and Organization
第2章 项目生命周期与组织

CHAPTER 1 第1章
Introduction 绪论
The Project Management Body of Knowledge is the sum of knowledge within the profession of project management. 项目管理知识体系是项目管理专业知识的总和。As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics who apply and advance it.就像如法律、医药和财会等其他专业一样，这种知识体系亦依赖于实践者和学者来应用和发展之。The complete Project Management Body of Knowledge includes proven traditional practices that are widely applied, as well as innovative practices that are emerging in the profession, including published and unpublished material.完全的项目管理知识不仅包括已经得到验证并得到广泛应用的传统实践，而且还包括在本专业领域内最新发展的创新的实践活动。包括已出版和未出版的资料。 As a result, the Project Management Body of Knowledge is constantly evolving. 因此，项目管理知识体系是不断发展的。
This chapter defines several key terms and provides an overview of the rest of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) in the following major sections: 本章详细定义几个关键的术语，并且在以下几个方面提供对本书余下几章的概貌

1.1 Purpose of the PMBOK® Guide
本指南的目的
1.2 What is a Project?
什么是项目
1.3 What is Project Management?
什么是项目管理
1.4 The PMBOK® Guide Structure
项目管理知识体系指南的结构
1.5 Areas of expertise(专业知识领域)
专业领域
1.6 Project Management Context(背景)
项目管理背景
1.1 Purpose of the PMBOK® Guide PMBOK®指南的目的
The primary purpose of the PMBOK® Guide is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. PMBOK® 指南的主要目的是用来识别已被普遍公认为良好实践的项目管理知识体系的子集。 “Identify” means to provide a general overview as opposed to an exhaustive description.“识别”意味着不同于详细描述的一种整体概述。 “Generally recognized” means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness.所谓“普遍公认”是指所描述的知识和实践是在大多数时间内对适用于大多数项目的，而且关于其价值和实用性已具有广泛一致的共识。 “Good practice” means that there is general agreement that the correct application of these skills, tools, and techniques can enhance the chances of success over a wide range of different projects. 所谓“良好实践”是指正确运用这些技巧、工具和技术能够提高广泛的不同类型的项目成功的机会。Good practice does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for determining what is appropriate for any given project. “良好实践”并不意味着所描述的知识可以被机械的套用在所有项目之中；项目管理团队应对针对某一特定项目决定何谓合适而负责。
The PMBOK® Guide also provides and promotes a common lexicon for
discussing, writing, and applying project management. Such a standard lexicon is an essential element of a profession. PMBOK® 指南也为讨论、写作和应用项目管理提供并且促进了一个通用词典。
The Project Management Institute uses this document as a foundational, but not the sole, project management reference for its professional development programs including: 项目管理学会以本文作为专业发展计划基础性的，而非唯一的项目管理参考，包括：
Project Management Professional (PMP®) certification .项目管理专业(PMP®)认证。
  Project management education and training offered by PMI Registered Education Providers (R.E.P.s) 由通过项目管理学会注册的教育培训机构提供的项目管理教育培训。
 Accreditation(认证) of educational program(项目群)s in project management.项目管理教育计划认证。
As a foundational reference, this standard is neither comprehensive nor all-inclusive. 作为基础性参考标准，本标准并非全面，亦非包含一切。Appendix D discusses application area extensions, while Appendix E lists sources of further information on project management.附录D讨论了各个应用领域的扩展，附录E 列出了项目管理信息的进一步信息。This standard addresses only single projects and the project management processes that are generally recognized as good practice. 本标准仅仅专注于单个项目以及被普遍公认为良好实践的项目管理过程。There are other standards on organizational project management maturity, project manager competency, and other topics that address what is generally recognized as good practices in those areas. 此外，在这些领域还有诸如组织的项目管理成熟度、项目经理能力等标准，以及其他被普遍公认为良好实践的主题。Some of the material in those other standards impacts single projects.在这些其他标准中的某些材料对单一项目具有影响。 The other standards should be consulted for additional information and understanding of the broader context in which projects are accomplished.其他标准需要考虑进一步的信息，并在更广泛的项目运作背景下予以理解。 Project management standards do not address all details of every topic.项目管理标准并非专注于每一主题下的所有详情。 Topics that are not mentioned should not be considered unimportant.未提及的主题不应认为是不重要的。 There are several reasons why a topic may not be included in a standard:某一主题未列入标准有不少理由： it may be included within some other related standard; 它可能已包括在其他相关标准中；it may be so general that there is nothing unique(独特的)ly applicable to project management; 它可能如此广泛的得到应用而并非是项目管理所特有的；or there is insufficient consensus on a topic.或者在某一主题并未取得充分共识。 The lack of consensus(共识) means there are variations in the profession regarding how, when or where within the organization, as well as who within the organization, should perform that specific project management activity. 缺乏共识意味着组织内对待应当如何、何时或何地以及由何人履行进行项目管理活动，在专业上存在不同的理解。The organization or the project management team must decide how those activities are going to be addressed in the context and the circumstances of the project for which the PMBOK® Guide is being used. 组织或项目管理团队应当决定在特定项目背景和环境下这些活动如何进行以及PMBOK®指南如何运用。
1.1.1 Audience for the PMBOK® Guide PMBOK®指南的使用对象
This standard provides a foundational reference for anyone interested in the profession of project management. This includes, but is not limited to: 本标准为从事于或者对项目管理专业有兴趣的人士了提供基础性参考。这些人士包括，但并不限于以下所列：
 Senior executives 高级执行官
 Program managers and managers of project managers
 项目群经理和项目经理们的经理
 Project managers and other project team members
 项目经理和项目团队其他成员
 Members of a project management office
 项目管理办公室成成员
 Customers and other stakeholders 顾客以及其他项目干系人
 Functional managers with employees assigned to project teams
 有雇员分配到项目团队的职能经理们
 Educators teaching project management and related subjects
 教授项目管理及相关课程的教育从业人员
 Consultants and other specialists in project management and related fields项目管理和相关领域的顾问和其他专家
 Trainers developing project management educational programs
 开办项目管理教育课程的培训人员
 Researchers analyzing project management.分析项目管理的研究人员

1.2 What is a Project? 项目是什么
1.2.1 Project Characteristics 项目特性
A project is a temporary endeavor undertaken to create a unique product, service, or result.
一个项目是一份为创造独特产品、服务或结果而做的临时性工作。
.1 Temporary临时性
Temporary means that every project has a definite beginning and a definite end. 临时性是指每一个项目都有一个明确的开始和明确的结束。The end is reached when the project’s objectives have been achieved, or it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is terminated. 在项目目标已经达到之时，或者当项目目标不可能达到的事实已经清晰、或项目需求已经不复存在而项目被终止之时，就意味着项目的结束。Temporary does not necessarily mean short in duration; 所谓临时性并不必然意味着项目历时的短暂； many projects last for several years. 许多项目持续了若干年份。In every case, however, the duration of a project is finite.然而，不论什么情况下项目历时总是有限的。 Projects are not ongoing efforts. 项目不是持续不断的工作。
In addition, temporary does not generally apply to the product, service or result created by the project. 另外，临时性并不总是应用在项目所创建的产品、服务或结果。Most projects are undertaken to create a lasting outcome.多数项目是用来创建一项持续的结果。 For example, a project to erect a national monument will create a result expected to last centuries.例如，一个建造国家纪念碑的项目将创建一个希望能够世代永存的成果。 Projects also may often have intended and unintended social, economic and environmental impacts that far outlast the projects themselves.项目亦可能经常特意或者无意产生出比项目本身更加长远的社会、经济和环境影响。
The temporary nature of projects may apply to other aspects of the endeavor as well: 项目的临时性可能应用到这种工作的下列方面：
 The opportunity or market window is usually temporary(临时性)—some projects have a limited time frame in which to produce their product or service. 机会或者市场机遇通常都是短暂的-一些项目必须在限定的时间范围内提供出他们的产品或者服务。
 The project team, as a working unit, seldom outlives the project—a team created for the sole purpose of performing the project will perform that project, and then the team is disbanded and the team members reassigned when the project ends. 项目团队作为一个工作单位很少有比项目持续时间更长的---一个只是为实施项目这一目的而创建的团队将运作项目，直至项目终结。此时项目团队将被解散而成员将重新分配工作。

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