【正文】 歷史信息與經(jīng)驗(yàn)教訓(xùn)知識庫（如項(xiàng)目記 錄與文件、完整的項(xiàng)目收尾信息與文件、關(guān)于以往項(xiàng)目選擇決策與績效的信息，以及關(guān)于風(fēng)險 管理工作的信息）； 問題與缺陷管理數(shù)據(jù)庫，包括問題與缺陷的狀態(tài)、控制情況、解決方案，以及相關(guān)行動的結(jié)果； 配置管理知識庫，包括公司標(biāo)準(zhǔn)、政策、程序和項(xiàng)目文件的各種版本與基準(zhǔn)； 財務(wù)數(shù)據(jù)庫，包括工時、實(shí)際成本、預(yù)算和任何成本超支等信息。s Life Cycle Product life cycle is a collection of generally sequential, nonoverlapping product phases whose name and number are determined by the manufacturing and control need of the anization. The last product life cycle phase for a product is generally the product39。s strategic plans. ? Operations work supports the business environment in which projects function. As a result, there is a significant amount of interaction between the operations departments and the project team as they work together to achieve project goals. An example of this is when a project is created to redesign a product. The project manager may work with multiple operational managers to research consumer preferences, draw up technical specifications, build a prototype, test it, and begin manufacturing. The participation of resources from operations will vary from project to project. One example of this interaction is when individuals from operations are assigned as dedicated project resources. Their operational expertise is used to assist in the pletion of project deliverables by working with the rest of the project team to plete the project on time and on budget. Depending on the nature of the project, the deliverables may modify or contribute to the existing operations work. In this case, the operations department will integrate the deliverables into future business practices. Examples of these types of projects include, but are not limited to: ? Developing a new product or service, ? Installing products or services that require ongoing support, ? Internal projects that affect the structure, staffing levels, or culture of an anization, or ? Developing, acquiring, or enhancing an operational department39。s governance must fit within the larger context of the program or anization sponsoring it. Within those constraints, as well as the additional limitations of budget and cost, it is up to the project manager and the project management team to determine the most appropriate method of carrying out the project. Decisions must be made regarding who will be involved, what resources are necessary, and the general approach to pleting the work. Another important consideration is whether more than one phase will be involved and, if so, what will the specific phased structure look like for the individual project? The governance of larger and more plex projects split into multiple phases may require additional controls. Each phase is formally initiated to specify what is allowed and expected for that phase. A management review is often held to reach a decision to start the activities of a phase. This is especially true when a prior phase has not yet pletedfor example, when an anization chooses a life cycle where more than one phase of the project progresses simultaneously. The beginning of a phase is also a time to revalidate earlier assumptions and define in more detail the activities and processes necessary to plete the phase deliverable or deliverables. For instance, if a particular phase does not require purchasing any new materials or equipment there would be no need to carry out the activities or processes associated with procurement. A project phase is generally concluded and formally closed with a review of the deliverable to determine pleteness and acceptance. A phaseend review can achieve the bined goal of obtaining authorization to close the current phase and initiate the subsequent one. Formal phase pletion does not necessarily include authorizing the subsequent phase. If the project is pleted, if the risk is deemed to be too great for the project to continue, or if the objectives are no longer required, a phase can be closed with the decision to not initiate any other phases. .2 PhasetoPhase Relationships When large or plex projects are multiphased, the phases are part of a generally sequential process designed to ensure proper control of the project and attain the desired product, service, or result. However, there are situations when a project might benefit from overlapping or concurrent phases. There are three basic types of phasetophase relationships: ? A sequential relationship, where a phase can only start once the previous phase is plete. Figure 24 shows an example of a project with entirely sequential phases. The stepbystep nature of this approach reduces uncertainty, but may eliminate options for reducing the schedule. ? An overlapping relationship, where the phase starts prior to pletion of the previous one (see Figure 25). This can sometimes be applied as an example of the schedule