1·Only deliverables and activities belong on the WBS.
只有可交付成果和活动属于WBS。
2·Let them assert their authority to reject deliverables at random, without participating in defining project outcomes in a high-resolution fashion.
不必让他们以高精度的方式参与定义项目成果，让他们用随意拒绝可交付成果的方式来维护其权威。
3·Describe project deliverables in the vaguest possible terms so sponsors and reviewers have plenty of leeway to reinvent the project outputs repeatedly as the project unfolds.
用尽可能模糊的语言描述项目可交付成果，让发起人及审核者随着项目的开展，能有足够的空间不断地重新定义项目成果。
4·Defining the project scope in terms of deliverables and components.
从可交付成果和组件的角度来定义项目范围。
5·Keep them focused on facts and concrete deliverables, and give them accolades only for successfully completing projects.
要让他们关注事实和具体的可交付成果，只有在他们成功完成项目后才给他们奖励。