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该帖子同步发自：(lanbufeng的博客 访问该博客) 1
INTRODUCTION
引言
PRINCE (PRojects IN Controlled Environments) is a structured method for effective project management.
Prince2（在受控环境下项目管理）是一个有效的项目管理结构化方法。
The method was first established in 1989 by CCTA (the Central Computer and Telecommunications Agency).
该方法是由CCTA（中央计算机与电信局）创立于1989年。
PRINCE was developed from PROMPTII, a project management method created by Simpact Systems Ltd in 1975.
Prince从PROMPTII开发而来，该项目管理方法由Simpact系统有限公司于1975年创建。
PROMPTII was adopted by CCTA in 1979 as the standard to be used for all government information system projects.
PROMPTII在1979年被CCTA采用为标准，该标准应用于所有政府信息系统的项目中。
PRINCE superseded PROMPTII in 1989 within government projects.
在政府内部的项目中，Prince在1989年取代了PROMPTII。
CCTA (now the Office of Government Commerce) continued to develop the method, and PRINCE2 was launched in 1996 in response to user requirements for improved guidance on project management on all projects, not just information systems.
CCTA（现在的政府商务办公室）继续发展该方法，为了响应用户的要求，PRINCE2在1996年正式发布，为了提高所有项目的项目管理能力，而不仅仅是信息系统。
PRINCE2 is based on the experiences of scores of projects, project managers and project teams, who have contributed some from their mistakes or omissions, others from their successes.
PRINCE2是基于项目，项目经理和项目团队的经验，这些经验来自于他们的错误、遗漏和成功。
PRINCE2 is a de facto standard used extensively by the UK government and is widely recognised and used in the private sector, both in the UK and internationally.
PRINCE2是一个被英国政府广泛应用的标准，被私营部门广泛的认可和使用，同时在国际上也非常流行。
1.1 Why use a project management method?
为什么使用项目管理方法
Project failures are all too common – some make the headlines, but the vast majority are quickly forgotten. 项目失败是司空见惯 - 有些是头条新闻，但绝大多数是很快被遗忘。
The reasons for failure are many and varied.
失败的原因是多种多样的。
Some common causes are:
一些常见的原因是
l Insufficient attention to checking that a valid Business Case exists for the project
检查重视不够，之前有一个有效的商业案例项目存在
个人理解：之前的项目经验不能参考和继承，对项目经验和方法的重视不足
l Insufficient attention to quality at the outset and during development
在一开始和开发过程中没有足够的重视质量
个人理解：项目过程和结果的质量重视不足。
l Insufficient definition of the required outcomes, leading to confusion over what the project is expected to achieve
所需要的结果的定义不充分，导致了项目期望结果的混乱。
个人理解：项目交付的需求，结果和范围定义不清楚，导致交付过程混乱
l Lack of communication with stakeholders and interested parties, leading to products being delivered that are not what the customer wanted
缺乏与利益相关者和有关方面的沟通，导致产品不满足客户的需求
个人理解：不能区分项目干系人中关键人员的关键需求，建立的沟通也不足，导致交付的产品不能满足客户的需求
l Inadequate definition and lack of acceptance of project management roles and responsibilities, leading to lack of direction and poor decision making
项目管理的角色和职责不明确和缺乏决策，导致没有方向和决策缓慢。
个人理解：项目管理团队中每个岗位的工作职责，每个决策的流程和关键岗位都要明确定义。并且在项目组中进行宣传和授权
l Poor estimation of duration and costs, leading to projects taking more time and costing more money than expected
时间和成本预估不准确，导致项目时间和成本超过预期
个人理解：欠缺项目计划和成本意识，导致项目交付过程中失控，时间和成本超过预算。项目需要在开始通过预算建立计划基线和成本基线，定期进行滚动评审和预测，评估是否失控。
l Inadequate planning and co-ordination of resources, leading to poor scheduling
规划和合作的资源不足，导致计划不足
个人理解：对所需要的资源预估不足，导致无法满足计划要求
l Insufficient measurables and lack of control over progress, so that projects do not reveal their exact status until too late
在进度中衡量的指标不足和缺乏控制，使得在项目前期不能暴露实际状态。
个人理解：项目的控制需要具体的量化的指标来衡量，否则就不能知道项目的实际情况
l Lack of quality control, resulting in the delivery of products that are unacceptable or unusable.
缺乏质量控制，导致交付的产品是不可接受或无法使用。
个人理解：质量的事前和事后控制是产品验收的重要因素
1
Without a project management method, those who commission a project, those who manage it and those who work on it will have different ideas about how things should be organised and when the different aspects of the project will be completed.
如果没有项目管理方法，这些委托项目，管理项目和在项目中工作的人将有不同的理念去组织工作的进行。
个人理解：一个项目组应该要有统一的思想、文化、目标、语言和管理方法，这样才能互相理解对方所要表达的意思。
Those involved will not be clear about how much responsibility, authority and accountability they have and, as a result, there will often be confusion surrounding the project.
有关人士不清楚有多少责任和权力，最终的结果，往往会导致项目出现混乱。
个人理解：在其位不谋其政，导致工作互相推诿，决策没人拍板，项目成员消极怠工或者重复劳动。
Without a project management method, projects are rarely completed on time and within acceptable cost – and this is especially true of large projects.
如果没有项目管理方法，项目很少能够及时，并在可接受的成本下完成 - 这是真实的，尤其是大型项目。
个人理解：越大的项目由于参与人员越多，工作越复杂，就越需要项目管理方法
A good project management method will guide the project through a controlled, well-managed, visible set of activities to achieve the desired results.
一个好的项目管理方法，将通过控制，管理完善和活动可见等措施来引导项目达到预期的效果。
个人理解：好的项目管理方法基本原则是控制、管理、活动可见。
PRINCE2 adopts the principles of good project management to avoid the problems just identified and so helps to achieve successful projects.
PRINCE2的采用了良好的项目管理的原则，以避免被识别的问题，因而有助于实现成功的项目。
个人理解：
These principles are:
这些原则是：
l A project is a finite process with a definite start and end
一个项目是具有明确的开始和结束的过程
l Projects always need to be managed in order to be successful
项目总是需要加以管理才能成功
l For genuine commitment to the project, all parties must be clear about why the project is needed, what it is intended to achieve, how the outcome is to be achieved and what their responsibilities are in that achievement.
对于真正的承诺项目，所有各方都必须清楚为什么这个项目是必要的，它是为了实现什么结果，结果是如何和他们的责任。
1.2 Benefits of using PRINCE2
使用PRINCE2的收益
Organisations are becoming increasingly aware of the opportunities for adopting a project approach to the way that they address business change.
组织正日益增加为采用项目的方法和他们解决业务变化的意识。
They are aware of the benefits that a single, common, structured method for project management can bring:
他们知道一个单一的，共同的，结构化的项目管理方法可以带来的好处，：
l A method that is repeatable
一种方法是可重复的
l A method that is teachable
一种方法是可教的
l Building on experience
积累经验
l Ensuring that everyone knows what to expect, where, how and when
确保每个人都知道会发生什么，在哪里，如何和何时--------------------------------------------------------------------------------------------------------
人生当项目来管理，项目当人生来经营
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