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第二段：
Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project.
一般来说，项目管理是区别于一般以任务为导向项目性质的 企业管理。
同样，许多运筹学技术例如线性规划和网络分析现在广泛使 用于许多知识或应用领域。 Hence, the representation in Figure2-1 reflects only the sources from which the project management framework evolves.
在项目全过程中，通过对计划、设计、估算、合同和施工 的适当协调控制来实施各项运作。
Development of effective communications and mechanisms for resolving conflicts among the various participants.
在项目的一开始，这些冲突必须通过必要的权衡或新的备 选方案来解决。
Subsequently, the functions of project management for construction generally include the following:
其次，建设项目管理的功能一般包括以下内容：
项目的特定目标和计划，包括划定范围、编制预算、行程 安排、设置性能要求，和选择项目参与者。
Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan.
根据规定的进度和计划，采购劳动力、材料和设备使资源 有效利用最大化。
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Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process.
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第五段：
The basic ingredients for a project management framework may be represented schematically in Figure2-1. 项目管理框架最基本的因素由图2-1所示。 A working knowledge of general management（综合、一般） and familiarity with the special knowledge domain related to the project are indispensable. 一般管理应用知识和（对）项目相关的专业知识领域（的熟知）是不可 缺少的。 Supporting disciplines（学科） such as computers science and decision science may also play an important role. 例如计算机科学和决策科学之类的支持学科也许也扮演一个重要角色。
项目管理是使用现代管理技术指导和协调整个项目周期 的人力和物力，以实现预定的范围、成本、时间、质量 和参与者满意度目标的艺术。
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第四段：
By contrast, the general management of business and industrial corporations assumes a broader outlook with greater continuity of operation. 与此形成对照，一般的工商企业的一般管理更广泛地着眼于业务更 佳的连续性。 Nevertheless, there are sufficient similarities as well as differences between the two so that modern management techniques developed for general management may be adapted for project management. 不过，二者之间也有足够的相似性和差异，以便项目管理适应为一 般管理开发的现代管理技术。
发展有效的沟通和各参与者之间解决冲突的机制。
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第七段
The Project Management Institute focuses on nine distinct areas requiring project manager knowledge and attention:
项目管理协会要求项目经理的知识和注意力集中于9个不 同的领域：
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For example, computer-based information system and decision support systems are now commonplace tools for general management.
例如，计算机信息系统和决策支持系统是现在管理的一般工 具。
Similarly, many operations research techniques such as linear programming and network analysis are now widely used in many knowledge or application domains.
1.Project integration management to ensure that the various project elements are effectively coordinated.
项目集成管理，以确保有效协调各种项目要素。
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2.Project scope management to ensure that all the work required (and only the required work) is included.
In fact, modern management practices and various special knowledge domains have absorbed various techniques or tools which were once identified only with the supporting disciplines. 实际上，现代管理实践与各专业知识领域已经吸收（应用）了各种不同 的技术和工具，而这些技术和工具曾一度仅仅被视作属于支持性学科的 范畴。
project management can be defined as follows: 根据项目管理协会，项目管理学科可以定义为如下：
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第三段：
Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction.
因此，图2-1中的显示反映了项目管理框架演变的唯一来源。
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第六段
Specifically, project management in construction encompasses a set of objectives which may be accomplished by implementing（实施） a series of operations subject to resource constraints.
范围、成本、时间、质量的既定目标，和人力、物力和财 力的资源约束之间有潜在的冲突。
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These conflicts should be resolved at the onset of a project （在项目的开始）by making the necessary tradeoffs or creating new alternatives.
Chapter2 Organizing for Project Management
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2.1 What is Project Management什么是项目管理
第一段： The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. 建设项目管理要求现代的管理、以及设计和施工过程知识。 Construction projects have a specific set of objectives and constraints such as a required time frame for completion. 建设项目有一系列具体的目标和约束条件，如在规定的时限内完成。 While the relevant technology, institutional arrangements or process will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments. 虽然相关技术，组织机构或流程会有所不同，但建设项目同其他一些 如航天、医药和能源等专业技术领域的项目在管理上仍然有共同之处。