What actually is your project?
（项目究竟是什么？）
This chapter defines a simple approach to building a full understanding of what your project needs to be designed to achieve.This understanding I can scope.In some situations project managers define the word lsquo;scopersquo; much more tightly than this,but to me the most useful way to consider scope is the collection of information you need before you can go on to develop a meaningful activity and resource plan for your project.It is the basis for your management of the project.
（这章节主要阐述了一个简单的方法，如何在进行项目设计时全面的理解你所要实现的目标。我来谈谈我对这个问题的理解。在某些情况下项目经理在定义项目范围这个词时往往比较狭隘，但是对于我来说最有用的方法去考虑这个范围，是在制定项目的有意义的活动和资源计划之前，先收集你所需要的一切资料。这是你的项目管理活动的基础。）
The importance of understanding scope
（理解项目管理活动的重要意义）
Key lesson:The foundation on which all good projects are built is a clear understanding of the scope.Without it a project manager will struggle to deliver successfully.
（重点：清楚得理解项目的范围是所有好的项目构建的基础。如果项目经理无法理解这个范围，就要付出很大的代价才能交付成功。）
Once you have been chosen to work as project manager on a specific development,defining the scope is where the real project management work starts.Defining the scope well requires great judgement:it must consist all of the information you reasonably might need to plan a project,but defining the scope cannot be an exercise that takes for ever.The scope needs to be concise and easily understandable,yet comprehensive and complete.
（在一个特定的时期一旦你被选为项目经理，明确范围是真正的项目管理工作的开始。范围定义好要求具有极好的判断力：这必须把握制定项目规划所需要的一切信息，但是项目范围的定义并不是一项需要持之以恒去做的工作。这个范围需要简单易懂，且全面完整。）
The importance of a good understanding of scope cannot be overemphasized.The scope is the foundation stone upon which all further project management activities are built.The scope defines what is in and what is out of the project.Before you understand the scope,you must not start to develop your project in any detail.Do not rush into developing solutions until you understand the scope.
（对范围有一个好的理解的重要意义再如何强调也不过分。项目的范围是所有项目管理活动后续进行所依靠的基石。这个范围定义了什么是项目之内的工作，什么是项目之外的工作。在你理解这个范围之前，你不能针对项目制定详细的进展方案。在你充分理解项目的范围之前盲目的制定实施方案。）
One way to think about defining scope is as a risk reduction exercise.By defining the scope you do not remove all uncertainty from the project,but by bounding the project you at least place limits to that uncertainty.Much of project management is about clarifying understandings and removing uncertainty,and this starts with an adequate definition of scope.
（考虑界定范围的一个方法就像一次降低风险的活动。利用界定项目的范围你不能消除项目所带来的所有不确定性。但是界定项目你至少可以限制住那些不确定性。许多项目的管理是关于澄清理解和消除不确定性，而这始于范围的适当定义。）
As described in Chapter 2,scope is different from requirements.Requirements are the detailed and unambiguous definitions of what the final deliverables of a project must conform to.The scope is the instructions that enable you to build a good project plan in the first place,a part of which may be to do with requirements capture.The scope needs to be complete,but it is at a much higher level of factors that are important to the process of delivery of the project,but which have no relevance once the project is complete(for example,how your customer wants you to work on the project).The relationship between objectives,scope and requirements is shown in Figure 3.1.
（就像第二章所介绍的，项目的范围不同于项目的需求。项目的需求规范对项目最终交付所要达到的标准给出了详细和无歧义的定义。首先项目的范围是促使你能构建出色项目计划的指示说明，一部分内容和需求征集环节有着一定的关联。项目的范围需要完整全面，但是项目范围的相关内容要比项目规范的相关内容的详尽程度更高。而且，项目经理需要对项目范围中一些对项目成果交付过程中极为重要的因素有充分的理解，但是一旦项目完成，这些因素例如消费者希望你怎样实施这个项目就变得无关紧要了。项目的目标、范围和需求的联系如在3.1图中展示的那样。）
“Before you understand the scope,you must not start to develop your project in any detail.”
（在你理解项目的范围之前，一定不要着手开始项目的任何细节。）
For a project manager a full understanding of what is within and,almost as important,what is outside the scope of a project is essential.An inability to understand and communicate the sope of a project is as close to a cardinal sin as it is possible to get in project management.
（充分理解哪些活动属于项目范围对项目经理来说无疑是至关重要的，同样，充分理解哪些活动不属于项目范围，也同样重要。如果无法充分理解项目范围，也无法进行有效的沟通，可以说这是项目管理工作过程中遇到的最大的过失了。）
When you have talked with your customer and developed an understanding of a projectrsquo;s scope,the next thing to do is to write it down.The first reason for writing it down is obvious:it will not get forgotten and it can easily be shared.Also important is that the practice of writing down the scope in a coherent manner is a good test of whether you actually understand it or not.If you cannot write the scope down you probably do not fully understand it,and will almost certainly have difficulty communicating it to other team members.
（当你和你的客户交谈对项目的范围形成一定的理解后，接下来要做的事情是将项目范围的具体内容记录下来。首先为什么要把项目范围记录下来，其原因是显而易见的：它可以使人们不要忘记和做到轻松分享。此外，通过连贯的方式将项目的范围记录下来，可以检测自己是否真的掌握了项目的范围，这一点也极为重要。如果你不能将项目的范围记录下来，你可能就没有完全理解它，这样你在和团队内其他成员交流时就很可能遇到麻烦和问题。）
The key scoping questions
（与项目范围有关的一些关键问题）
Key Lesson:The scope of a project can best be understood by going through a set of structured questions with your customer.
（重点：项目的范围可以通过与客户进行探讨一系列的结构化问题来更好的理解。）
There are many ways to capture the scope of a project.Often project managers have a variety of template scoping documents which they complete.Others use their experiences and intuition to collect the information that defines the scope.In either case,collecting scoping information is about communicating with your customer,not about creativity on behalf of the project manager.Irrespective of the specific mechanism a project manager uses,underlying it must be a series of questions that the customer is asked.
（有很多方式去获得项目的范围。通常项目经理会通过一系列模式化的文件来形成对项目范围的理解。另外一些项目经理则利用他们的经验和直觉去收集相关的信息从而确定项目的范围。在其他情况下，收集项目范围的信息是与客户进行沟通，不是依靠项目经理的创造性得以实现。不论项目经理使用什么样的具体方法，理解项目范围的关键是客户提出的一系列问题。）
The following sub-sections run through eight key and twelve subsidiary questions that you can use to ensure that you have really scoped out the project.It is acceptable to determine that the question
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