According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition (Project Management Institute, 2017), all projects can be mapped to a generic life cycle structure: Starting the project, organizing and preparing, carrying out the work, and closing the project. These project phases are, however, a limited part of the story. Indeed something must happen before the start of a project life cycle, and something must happen after the project completes. For instance, a utility company might recognize the need to increment generating capacity, which leads to the start of the project termed “addition of a new power plant,” which upon completion operates until outdated or unsafe when the facility is decommissioned through yet another project. Similarly, a software company might identify a niche for a new software product; launch a project to develop the new product, after which the software company will sell the product, maintain and upgrade the product, and manage the relationship with the customer until the software becomes outdated and must be abandoned or replaced. When initiating a project to change an organization, there is a strategic decision triggering the change. So, calling the deliverable of a project a system, we recognize multiple phases that impact the conduct of the project. The aim of this special issue is to seek to better understand the various transitional issues of projects, either through the examination of transition points or the unfolding of new frameworks.

中文翻译：

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项目转换——跨越战略、交付、使用和退役

根据 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 第六版（Project Management Institute, 2017），所有项目都可以映射到一个通用的生命周期结构：启动项目、组织和准备、执行工作，并关闭项目。然而，这些项目阶段是故事的有限部分。事实上，有些事情必须在项目生命周期开始之前发生，而有些事情必须在项目完成之后发生。例如，公用事业公司可能会认识到需要增加发电量，这会导致项目开始，称为“增加新发电厂”，该项目在完成后一直运行到过时或不安全，当该设施通过另一个项目退役时. 类似地，一家软件公司可能会为一种新的软件产品确定一个细分市场；启动开发新产品的项目，之后软件公司将销售产品，维护和升级产品，并管理与客户的关系，直到软件过时，必须放弃或更换。当启动一个项目来改变组织时，有一个战略决策会触发变革。因此，将项目的可交付成果称为系统，我们认识到影响项目实施的多个阶段。本期特刊的目的是通过检查过渡点或展开新框架，寻求更好地了解项目的各种过渡问题。管理与客户的关系，直到软件过时，必须放弃或更换。当启动一个项目来改变组织时，有一个战略决策会触发变革。因此，将项目的可交付成果称为系统，我们认识到影响项目实施的多个阶段。本期特刊的目的是通过检查过渡点或展开新框架，寻求更好地了解项目的各种过渡问题。管理与客户的关系，直到软件过时，必须放弃或更换。当启动一个项目来改变组织时，有一个战略决策会触发变革。因此，将项目的可交付成果称为系统，我们认识到影响项目实施的多个阶段。本期特刊的目的是通过检查过渡点或展开新框架，寻求更好地了解项目的各种过渡问题。