project management 项目管理 (67)
项目管理硕士master in project management
项目管理硕士master in project management 项目管理硕士（MasterinProjectManagement）作为一种多领域的高级管理学位，目的是培养在管理项目、系统和组织方面的专业职能和技能。
近年来，随着数字化工业的发展，项目管理硕士（MPM）在全球范围内逐渐成为一种受欢迎的学位，对该领域的教育和学习有着重要意义。
本文旨在探讨项目管理硕士（MPM）的重要性，研究它的优势，以及它如何支持项目管理专业人士和投资者所面临的挑战。
项目管理硕士（MPM）是一种重要的学位，它可以帮助专业人士和投资者在领导项目时确保项目的经济效益和进展顺利实现。
在今天的数字化工业中，越来越多的项目跨越几个行业领域，其背后的项目管理需要一组全面的技能，以确保项目的预算、资源、利润和质量标准。
项目管理硕士（MPM）可以帮助专业人士掌握所需的技能，以便在多变的数字化环境中受益。
项目管理硕士（MPM）的优势在于，它不仅提供学生全面的技能，而且还使他们掌握了现代项目管理的核心原则。
特别是，它可以帮助学生获得人力资源管理的知识，以加强他们的管理能力，并且学习如何提高项目流程中的效率；研究和评估风险，并针对风险转移、风险管理和风险控制采取措施；建立现实逼真的计划，以付出有限的资源为前提进行项目管理；实施技术，以利用有效的软件工具管理项目；以及给项目提供绩效改进建议。
同时，项目管理硕士（MPM）还可以帮助学生了解到管理复杂的项目结构和项目变化的重要性，以及如何通过对项目中出现的不同问题采取有效的解决措施。
项目管理硕士（MPM）可以为专业人士和投资者提供有效的支持。
它可以帮助他们熟悉所有的项目管理技术，开发项目管理技能，有效地使用软件工具，有效地进行风险管理，分析和评估项目，并制定可行的计划。
此外，MPM可以帮助他们更深入地了解项目管理的挑战，例如：如何确保项目的可行性？如何与客户建立良好的关系？如何有效地管理团队？并且可以帮助他们制定合适的行动计划，以改善项目的质量和效率。
项目管理中英文 常用词汇
项目管理中英文常用词汇1. 项目管理概述（Project Management Overview）•项目（Project）•项目管理（Project Management）•项目经理（Project Manager）•项目生命周期（Project Life Cycle）•项目目标（Project Objective）•项目范围（Project Scope）•项目计划（Project Plan）•项目执行（Project Execution）•项目交付（Project Delivery）•项目控制（Project Control）2. 项目计划（Project Planning）•项目需求（Project Requirement）•可行性研究（Feasibility Study）•项目里程碑（Project Milestone）•工作分解结构（Work Breakdown Structure）•项目进度计划（Project Schedule）•资源分配（Resource Allocation）•风险管理（Risk Management）•项目预算（Project Budget）•项目变更管理（Change Management）2.1 项目需求管理（Project Requirements Management）•需求收集（Requirements Gathering）•需求分析（Requirements Analysis）•需求验证（Requirements Validation）•需求优先级（Requirements Priority）•需求冲突（Requirements Conflict）3. 项目执行（Project Execution）•任务分配（Task Assignment）•进度追踪（Schedule Tracking）•工作绩效（Work Performance）•问题解决（Problem Resolution）•里程碑评审（Milestone Review）3.1 团队管理（Team Management）•团队协作（Team Collaboration）•团队沟通（Team Communication）•人员培训（Staff Training）•人员评估（Staff Evaluation）•人员激励（Staff Motivation）4. 项目控制（Project Control）•变更管理（Change Control）•风险控制（Risk Control）•质量控制（Quality Control）•成本控制（Cost Control）•范围控制（Scope Control）•质量保证（Quality Assurance）•关键路径分析（Critical Path Analysis）5. 项目评估（Project Evaluation）•收尾活动（Project Closure）•反馈收集（Feedback Collection）•成果评估（Deliverable Evaluation）•项目总结报告（Project Summary Report）以上是项目管理中常用的中英文词汇，可以帮助你更好地理解和应用项目管理中的相关概念和方法。
项目管理英语
项目管理基础英语词汇一、项目管理基础术语项目（Project）运营、操作（Operation）一般管理（General Management）项目管理（Project Management）大型项目（Program）子项目（Subproject）项目阶段（Project Phase）项目生命周期（Project Life Cycle）阶段出口或终止点（Phase exit or kill point）项目利益相关者/项目干系人（Stakeholder）过程（Process）控制（Control）PDCA（P—Plan，计划；D—Do，执行；C—Check，检查；A—Act，处理）项目管理知识体系（Project Management Body Of Knowledge，PMBOK）二、项目整体管理变更控制委员会（Change Control Board，CCB）综合变更控制（Integrated Change Control）配置管理（Configuration Management）经验教训（Lessons Learned）三、项目范围管理可交付成果（Deliverable）项目章程（Project Charter）产品描述（Product Description）约束（Constraint）假设（Assumptions）项目范围（Project Scope）范围变更（Scope Change）范围定义（ Scope Definition）范围规划（Scope Planning）范围核实（Scope Verification）范围说明书（Scope Statement）工作分解结构（Work Breakdown Structure，WBS）工作包（Work Package）WBS 字典（WBS Dictionary）三、项目时间管理活动（Activity）虚活动（Activity Description, AD）工期（Duration, DU）项目网络图（Network Diagramming）顺序图法（Precedence Diagramming Method，PDM）箭线图法（Arrow Diagramming Method，ADM）计划评审技术（Program Evaluation and Review Technique，PERT）关键路径法（Critical Path Method，CPM）里程碑（Milestone）最早开始日期（Early Start Date，ES）最早完成日期（Early Finish Date，EF）最晚开始日期（Late Start Date，LS ）最晚完成日期（Late Finish Date，LF ）浮动时间（Float）资源平衡（Resource Leveling）四、项目人力资源管理组织规划（Organizational Planning）项目经理（Project Manager）项目团队（Project Team）项目型组织（Projectized Organization ）项目管理办公室（Project Management Office，PMO）人员招募（Staff Acquisition）团队开发（Team Development）组织分解结构（Organizational Breakdown Structure，OBS）人员管理计划（Staffing Management Plan）权力（Power）责任分配矩阵（Responsibility Assignment Matrix，RAM）存在/相互关系/成长发展（Existence/Relatedness/Growth，ERG）五、项目成本管理净现值（Net Present Value，NPV）净现值率（Net Present Value Ratio，NPVR）资源计划（Resource Planning）成本估算（Cost Estimating）成本预算（Cost Budgets）类比估算（Analogous Estimating）应急储备（Contingency Reserve）S 曲线（S-Curve）挣值（Earned Value, EV）挣值管理（Earned Value Management，EVM）计划工作量的预算成本（Budgeted Cost for Work Scheduled，BCWS）已完成工作量的实际成本（Actual Cost for Work Performed，ACWP）已完工作量的预算成本（Budgeted Cost of Work Performed，BCWP）成本执行指数（Cost Performed Index，CPI）成本偏差（Cost Variance，CV）进度执行指数（Schedule Performed Index，SPI）进度偏差（Schedule Variance，SV）竣工预算（Budget At Completion，BAC）完工尚需估算（Estimate to Completion，ETC）完工时估算（Estimate at Completion，EAC）六、项目采购管理合同（Contract）违约（Breach）终止（Termination）询价（Solicitation）工作说明书（Statement Of Work，SOW）方案邀请书（Request for Proposal，RFP）报价邀请书（request for quotation，RFQ）七、项目质量管理项目质量管理（Project Quality Manager，PQM）质量规划（Quality Planning）质量保障（Quality Assurance）质量控制（Quality Control）返工（Rework）质量功能展开（Quality Function Deployment，QFD）过程决策程序图法（Process Decision Program Chart，PDPC）上控制界限（Upper Control Limit，UCL）下控制界限（Lower Control Limit，LCL）中心线（Central Line，CL）八、项目风险管理风险（Risk）风险识别（Risk Identification）敏感性分析（Sensitivity Analysis）蒙特卡罗分析（Monte Carlo Analysis）应急规划（Contingency Planning）风险回避（Risk Avoidance）风险转移（Risk Transference）竞争优势/竞争劣势/机会/威胁（Strength/Weakness/Opportunity/Threat，SWOT）期望货币值（Expected Money Value，EMV）九、项目沟通管理沟通规划（Communication Planning）信息发布（Information Distribution）绩效报告（Performance Reporting）管理收尾（Administrative Closure）绩效测量基准（Performance Measurement Baseline）沟通障碍（Barriers）请注意，以上列出的仅为部分英文术语，仅供参考。
项目关键术语
1、项目管理基础和框架-关键术语项目（Project）运营（Operation）一般管理（General Management）项目管理（Project Management）大型项目（Program）子项目（Subproject）项目阶段（Project Phase）项目生命周期（Project Life Cycle）阶段出口或终止点（Phase exit or kill point）2、项目利益相关者项目干系人（Stakeholder）过程（Process）控制（Control）可交付成果（Deliverable）项目经理（Project Manager）项目团队（Project Team）项目型组织（Projectized Organization）3、项目整体管理挣值管理（Earned Value Management, EVM）变更控制委员会（Change Control Board）综合变更控制（Integrated Change Control）配置管理（Configuration Management）经验教训（Lessons Learned）4、项目范围管理项目章程（Project Charter）产品描述（Product Description）约束（Constraint）假设（Assumptions）项目范围（Project Scope）范围变更（Scope Change）范围定义（Scope Definition）范围规划（Scope Planning）范围核实（Scope Verification）范围说明书（Scope Statement）工作分解结构（Work Breakdown Structure, WBS）工作包（Work Package）WBS 字典（WBS Dictionary）工作责任分配矩阵（RAM Responsibility Assignment Matrix）活动（Activity）虚活动（dummy Activity）工期（Duration, DU）项目网络图（Network Diagramming）顺序图法（Precedence Diagramming Method, PDM）箭线图法（Arrow Diagramming Method, ADM）计划评审技术（Program Evaluation and Review Technique, PERT）关键路径法（Critical Path Method, CPM）里程碑（Milestone）最早开始日期（Early Start Date,ES）最早完成日期（Early Finish Date,EF）最晚开始日期（Late Start Date,LS）最晚完成日期（Late Finish Date, LF）浮动时间（Float）资源平衡（Resource Leveling）6、项目成本管理资源计划（Resource Planning）成本估算（Cost Estimating）成本预算（Cost Budgets）类比估算（Analogous Estimating）应急储备（Contingency Reserve）S 曲线（S-Curve）挣值（Earned Value, EV）7、项目人力资源管理组织规划（Organizational Planning）人员招募（Staff Acquisition）团队开发（Team Development）组织分解结构（Organizational Breakdown Structure, OBS）人员管理计划（Staffing Management Plan）权力（Power）8、项目采购管理合同（Contract）违约（Breach）终止（Termination）询价（Solicitation）项目质量管理（PQM）质量规划（Quality Planning）质量保障（Quality Assurance）质量控制（Quality Control）返工（Rework）10、项目沟通管理沟通规划（Communication Planning）信息发布（Information Distribution）绩效报告（Performance Reporting）管理收尾（Administrative Closure）绩效测量基准（Performance Measurement Baseline）沟通障碍（Barriers）11、项目风险管理风险（Risk）风险识别（Risk Identification）敏感性分析（Sensitivity Analysis）蒙特卡罗分析（Monte Carlo Analysis）应急规划（Contingency Planning）风险回避（Risk Avoidance）风险转移（Risk Transference）。
pmi是什么意思
pmi是什么意思PMI的意思是项目管理师（Project Management Institute）。
项目管理师（Project Management Professional，简称PMP）是国际上公认的项目管理领域的专业资格认证，由美国PMI发起并管理。
PMI是一个全球性的专业项目管理协会，成立于1969年，总部位于美国宾夕法尼亚州的费城。
PMI的任务是推动项目管理的专业发展，并为项目管理专业人员提供专业培训、资格认证等服务。
截至目前，PMI已经颁发了数十万份PMP证书，成为全球范围内最具权威和影响力的项目管理机构之一。
PMP资格认证要求考生具备一定的项目管理实践经验和知识水平，通过一系列考试和评估来验证考生的项目管理能力。
获得PMP资格认证可以证明考生在项目管理方面具备相关知识和技能，提高个人在职场上的竞争力。
PMI除了PMP资格认证外，还推出了其他一系列的项目管理认证，例如项目管理专业（PgMP）、敏捷项目管理专业（PMI-ACP）、风险管理专业（PMI-RMP）等。
这些专业认证覆盖了不同领域的项目管理知识和技能，适用于不同层次和专业的项目管理人员。
PMI还通过组织国际性的项目管理大会、研讨会和培训课程等形式，为项目管理人员提供学习、交流和合作的平台。
同时，PMI还出版了一系列的项目管理专业书籍、研究报告和学术期刊，为项目管理领域的理论研究和实践应用提供支持。
在中国，PMI也非常活跃，拥有众多会员和分支机构。
随着中国经济的快速发展和项目管理的日益重要，越来越多的职业人士开始关注和学习项目管理，PMI在中国的影响力也逐渐增强。
许多企业和组织开始重视项目管理的重要性，积极提升员工的项目管理能力，以提高项目执行的效率和质量。
总之，PMI作为一家全球性的专业项目管理机构，通过资格认证、培训和知识传播等方式，推动和提升项目管理的专业水平，促进项目管理在各个行业和领域的广泛应用。
项目管理PMP关键概念(中英文对照)
项目管理PMP关键概念(中英文对照)1. 项目(Project)项目是指为创造独特的产品、服务或结果而进行的临时性工作。
是指为创造独特的产品、服务或结果而进行的临时性工作。
A project is a temporary endeavor undertaken to create a unique product, service, or result.project is a temporary endeavor undertaken to create a unique product, service, or result.2. 项目经理(Project Manager)项目经理是负责项目实施和项目团队管理的人员。
是负责项目实施和项目团队管理的人员。
A project manager is the person responsible for project implementation and the management of the project team.project manager is the person responsible for project implementation and the management of the project team.3. 里程碑(Milestone)里程碑是对项目进展的重要标志性事件或状况的描述。
是对项目进展的重要标志性事件或状况的描述。
A milestone is a significant event or condition in the project that marks a major project estone is a significant event or condition in the project that marks a major project progress.4. 范围(Scope)范围是指项目工作的所有产品、服务和结果的总体描述和界定。
Project Management Introduction 项目管理专业介绍英文
Marketing, contracting,
customer relationship
skills
Leadership skill
Negotiating skills
Communication skills
Resource management,
human relationship
skills
To be an excellent project manager
A project is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.
Project Features
Projects are one-off processes with a clear life cycle
Some organizations use projects for special purposes for time to time; others organize their whole activities through projects
You will……
Marry a beauty
On top of life
Get a promotion and a raise
Become the general manager
Become CEO
THANKS!
Project Management
ቤተ መጻሕፍቲ ባይዱ
What’s the Project Management (P.M.)？
项目管理Project_Management_Body_Of_Knowledge
•
项目管理知识领域
• 第二部分是项目管理知识领域，它以组成 过程的形式描述项目管理的知识和实践。 这些过程被组织成九个知识领域。 • 如下图
1.2什么是项目？
导入案例---木匠与总管
1. 项目的定义
思考
一般认为：项目是一个组织为实现自己既定的 目标，在一定的时间、人员和资源约束条件下， 所开展的一种具有一定独特性的一次性工作。
知识点应用
这些活动哪些是项目？哪些不是项目？
1. 开发一种新产品或提供一种新服务。 2. 实现组织结构、工作人员和经营风格的一次改变。 3. 设计一种新型运输工具。 4. 开发或获取一个新的信息系统或者改进原有信息系统。 5. 建造一座建筑物或设施。 6. 在一个发展中国家为某个社区建造一个水利系统。 7. 为政治机构开展一场竞选活动。 8. 实施一套新的商业程序或过程。 9. 举办奥运会 10. 生产线产品制造 11. 建立人员激励机制 12. 子女培养
1.2什么是项目？
1.3什么是项目管理？
1.4与其他管理学科的关系
1.5与项目有关的努力
1.1本指南的目的
项目管理是一门新兴的专业。本指南的主要目的在于定义 和描述项目管理知识体系中那些已被普遍接受的子集。并 不意味着所有这些知识和实践可被机械地套用在所有项目
上。
本指南的另一个目的是希望提供一个项目管理专业通用的
PMI的定义：项目是为创建独特的产品或服务， 为达到一个特定目标而临时进行的一次性努力。
项目和运营
• 各种组织都要开展工作。工作通常包括日 常运作（Operation）和项目（Project）， 当然他们可能会重叠，日常运作和项目具 有很多共同的特征，例如他们都是： 由人来实施的 受制于有限的资源 需要计划、实施和控制
PMC项目管理承包
PMC项目管理承包，（Project ManagementContract/Contractor，简称PMC）是目前国际上流行的管理模式，即由业主聘请管理承包商作为业主代表，对工程的整体规划、项目定义、工程招标、选择EPC承包商及设计、采购、施工过程进行全过程管理。
在这种项目管理模式下，业主方面仅需对一些关键问题进行决策，而绝大部分的项目管理工作都由项目管理承包商来进行。
由于管理承包商从初期就参与项目，因此可以对项目从全局的角度进行设计优化和技术经济比较，从而达到项目寿命期成本最低；在完成基础设计后，通过合适的方式招标，可以加快工程建设的工期，为业主创造最大程度的效益具有相应的资质、人才和经验的项目管理承包商。
在PMC项目管理模式中，业主、项目管理承包商和施工承包商三方构成一定的关系。
其中，业主与项目管理承包和施工承包商分别签订合同，而项目管理承包商与施工承包商之间不存在合同关系，项目管理承包商只是代表业主来管理和监督施工承包商的工作。
受业主委托，作为业主的代表或业主延伸，帮助业主在项目前期策划、可行性研究、项目定义、计划、融资方案，以及设计、采购、施工、试运行等整个实施过程中有效的控制工程质量、进度和费用，保证项目的成功实施。
[2]什么是EPC，EPCM，EP，EC，PM，PMC管理模式tgykab07 11级分类：其他被浏览1333次 2013.07.30请微博专家回答检举cxsteel采纳率：42% 11级 2013.07.31EPC，是Engineering，Procurement，Construction三个英文字母的缩写，也就是设计＋采购＋建设，就是我们常说的总承包。
EPCM加上了一个Management，意思是你雇一个EPCM管理公司来替你管理以上3项内容。
EPCM模式，即设计采购与施工管理(E PCM——Engineering Procurement Construction Management)是指，承包商全权负责工程项目的设计和采购，并负责施工阶段的管理，这是一种目前在国际建筑业界通行的项目交付模式。
项目管理英语
ProjectLocation项目地点ProjectLog项目日志ProjectLogic项目逻辑关系ProjectLogicDrawing项目逻辑图ProjectMaker项目制造者ProjectManagement("PM")项目管理ProjectManagement项目管理ProjectManagementCompetence项目管理能力ProjectManagementElements项目管理要素ProjectManagementInformationSystem项目管理信息系统ProjectManagementIntegration项目管理整合ProjectManagementManual项目管理手册ProjectManagementOffice("PMO")项目管理办公室ProjectManagementPlan项目管理计划ProjectManagementProcess项目管理过程ProjectManagementProfessional("PMP"?)项目管理专业人员ProjectManagementSoftware项目管理软件ProjectManagementTeam项目管理团队ProjectManager("PM")项目经理ProjectManual项目手册ProjectPolicies/Procedures ProjectMatrix项目矩阵组织ProjectMilestone项目里程碑ProjectMissionStatement项目使命说明书ProjectMonitoring项目监测ProjectNetworkDiagram项目网络图ProjectNetworkTechniques项目网络技术ProjectObjective项目目标ProjectObjectives项目目标ProjectOffice项目办公室ProjectOrganization项目组织ProjectOutput项目输出ProjectPerformance项目绩效ProjectPersonnel项目人员ProjectPhase项目阶段ProjectPlan项目计划ProjectPlanDevelopment项目计划制定ProjectPlanExecution项目计划执行ProjectPlanning项目计划编制ProjectPolicies项目方针ProjectPortfolio项目组合ProjectPortfolioManagement项目组合管理ProjectPortfolioPlan项目组合计划ProjectPre-SelectionMeetings项目初选会议ProjectPriorities项目优先权项目优先次序ProjectPriorityClass项目优先等级ProjectProblem项目问题ProjectProceduresManual项目流程手册ProjectProcesses项目过程ProjectProcurementManagement项目采购管理ProjectProcurementStrategy项目采购策略ProjectProductsList("PPL")项目产品清单ProjectProductsListFactSheets项目产品清单情况说明书ProjectProgressReport项目进展报告ProjectQualityManagement项目质量管理ProjectRecordsManagement项目记录管理ProjectReporting项目报告项目汇报ProjectResourcePlan项目资源计划ProjectResponsibility项目责任ProjectReview项目评审ProjectReviewCalendar项目评审日程表ProjectRisk项目风险ProjectRiskAnalysis项目风险分析ProjectRiskCharacterization项目风险鉴定ProjectRiskManagement项目风险管理ProjectRisks项目风险ProjectSchedule项目进度ProjectSchedules项目进度表ProjectScope项目范围ProjectScopeManagement项目范围管理ProjectSegments项目组成部分ProjectServices项目服务ProjectSponsor项目发起人项目赞助者ProjectSponsor,SponsoringTeam项目发起人发起组ProjectStage项目小阶段子阶段ProjectStakeholder项目干系人项目利益相关者ProjectStakeholders项目干系人ProjectStandard项目标准ProjectStartDate/Schedule项目开始日期/进度ProjectStartup项目启动ProjectStatusReport项目状态报告ProjectStrategy项目策略ProjectStructure项目结构ProjectSuccess项目成功ProjectSuccessCriteria项目成功标准ProjectSuccess/FailureCriteria项目成功/失败标准ProjectSupportOffice项目支持办公室ProjectTaskForce项目特别工作组ProjectTeam项目团队ProjectTeamMembers项目团队成员ProjectTeamwork项目团队协作ProjectTechnicalPlan团队技术计划ProjectTermination项目终止ProjectTimeFrame项目时间框架ProjectTimeManagement项目时间管理ProjectUsers项目用户ProjectVisibility项目可见性ProjectVision项目远景ProjectVisionStatement项目远景说明书ProjectWebSite项目网站Project/ProgramMethodology项目方法论Project-BasedManagement基于项目的管理EnterpriseProjectManagementProjectized项目化ProjectizedOrganization项目型组织Proposal建议书ProposalForm建议书格式ProposalProjectPlan建议书项目计划ProprietaryInformation所有者信息产权信息ProratedCost比例成本Prospectus计划书说明书Protection保护Prototype原型PrototypeModel原型模型Prototype,software软件原型Prototyping原型制作ProvisionalSum补贴总额补助金PRTProductRealizationTeamPSPlannedStartDatePSAProfessionalServicesAgreement PSOProgramSupportOfficePSPProfessionalServicesProvider Public公众PublicRelations公共关系PublicSources公共资源PublicSpeaking公众演讲技巧Publications出版物PublishedModel[MOF]已发布的模型PunchList剩余工作清单PunishmentoftheInnocent无辜受罚Purchase购买采购PurchaseOrder采购订单Purchasing采购PurchasingStrategy采购策略PureRisk纯风险InsurableRiskPurpose意图PriceVariancePVWAPlanned value forWorkAccomplished PVWSPlanned value forWorkScheduled QAQualityAssuranceQCQualityControlQualification合格证明Qualifications:Contractor承包商资格证明QualifiedProduct合格产品QualifiedProductList("OPL")合格产品清单Qualitative定性的QualitativeRiskAnalysis定性风险分析Quality质量QualityAssurance质量保证质量保证部门QualityAssurancePlan质量保证计划QualityAssurancePolicy质量保证方针QualityAssuranceProgram质量保证程序QualityAssuranceRepresentative("OAR")质量保证代表QualityAssurance)("QA")质量保证QualityAudit质量审核QualityConformance质量合格QualityControl("QC")质量控制质量控制部门QualityCriteria质量准则QualityEvaluationMethods质量评估方法QualityFile质量文件QualityFunctionDeployment质量功能部署QualityGrade质量等级QualityGuide质量指南QualityImprovement质量改进QualityImprovementProgram质量改进计划QualityInspection质量检查QualityInspectionProcedures质量检查程序QualityLoop;QualitySpiral质量环质量螺旋线QualityManagement质量管理QualityManagementFunction质量管理职能QualityPlan质量计划QualityPlanning质量计划编制QualityPolicy质量方针QualityProcessReview质量过程评审QualityProgramRequirement质量计划需求QualityReview质量评审QualityStandards质量标准QualitySurveillance质量监督QualitySystem质量体系QualitySystemReview质量体系评审Quantitative定量的QuantityTake-Off工料估算Quantum定额Queue排队等待QuickReactionCapability快速反应能力RAMResponsibility/AccountabilityMatrixResponsibilityAssignmentMatrix RAMPRiskAnalysisandManagementforProjects RandomObservation随机抽样观察RandomSample随机抽样Range范围Rank等级RankedPositionalWeightMethod("RPWM")重要位置排序法Ranking排序RapidImplementation快速实施FastTrackingRationale原理说明RBSResourceBreakdownStructureRDBMSRelationalDataBaseManagementSystem ReadinessAssessment准备情况评估RealProperty地产房地产RealTime实时RealWorld现实世界Realization实现Re-baseline重定基线Rebaselining重定基线Re_BaseliningRe-baselining重定基线RecognizedProfession公认职业Recommend推荐(动词)建议Recommendation推荐(名词)建议Reconditioned再修复Record记录RecordDrawings图纸记录RecordRetention记录保留RecordingFacts记录事实Records记录RecordsManagement记录管理Recruitment,SelectionandJobPlacement招聘挑选和工作安排RecurringCosts复发性费用RecurringTask复发性任务周期性任务ReducedInspection精简检查ReductioninForce缩编Redundancy冗余多余人员Reengineering重组再设计ReferenceGroup咨询小组ReferentPower威望权力Refinement,ScheduleRefinement改善进度改善RegressionAnalysis回归分析Regulations规则Regulatory调整RegulatoryPersonnel纪检人员ReimbursableExpenditure可退还经费ReinforcementTheory强化理论Rejected被拒绝RejectionNumber遭拒底数RelatedBase关联基Relationship关系RelationshipFloat关系浮动时间Release发布发布版本ReleaseClaims发布声明ReleaseManager发布经理Reliability可靠性ReliabilityAssurance可靠性保证RemainingAvailableResource剩余可用资源RemainingDuration剩余工期RemainingFloat("RF")剩余浮动时间Re-measurement再测量RepetitiveWorkSequence重复工作系列ReplacementTheory替代理论重置理论Replacement value重置价值Replan再计划Replanning再次制定计划Report汇报报告ReportSpecificationFile报告规范文件Reporting报告编写报告ReportingbyResponsibility根据职责汇报Repository储存库Re-profiling重新规划Reprogramming重新计划Reputation名誉RequestforAppropriation("RFA")经费申请CapitalAppropriationRequest RequestforChange("RFC")变更申请RequestforInformation信息申请RequestforProposal建议书邀请函征求建议书RequestforProposals建议书邀请函征求建议书RequestforQuotation报价邀请函RequestforQuotations报价邀请函Requirement需求RequirementAttribute需求特征RequirementSpecification需求规范RequirementType需求类型Requirements需求RequirementsDefinition需求定义RequirementsFlowdown需求分解RequirementsManagement需求管理RequirementsofSociety社会需求RequirementsTraceability需求的可追溯性RequirementsTraceabilityMatrix需求的追溯模型RequirementsTracing需求跟踪RequirementsWorkflow需求工作流Reschedule重定进度Rescheduling重定进度Research研究ResearchandDevelopment研究和开发Reserve储备金ReserveForScopeChanges范围变更储备金ResidentialConstruction民用建筑住宅建设ResidualRisks剩余风险Residual value残值ResidueFile剩余资源文件Resolution解决Resource资源ResourceAccumulation资源累计ResourceAggregation资源总和ResourceAllocation资源分配ResourceAllocationProcess资源分配过程ResourceAnalysis资源分析ResourceAssignment资源分配ResourceAvailability资源可用性ResourceAvailabilityDate资源可用日期ResourceAvailabilityPool资源可用库ResourceBreakdownStructure("RBS")资源分解结构ResourceCalendar资源日历ResourceCategory资源目录ResourceCode资源代码ResourceConstraint资源制约条件(约束) ResourceDe script ion资源描述ResourceDrivenTaskDurations资源驱动的任务工期ResourceEffort资源工作量ResourceGroup资源工作组ResourceHistogram资源柱状图ResourceIdentification资源鉴别ResourceLevel资源水平ResourceLeveling资源平衡ResourceAllocation ResourceLimitedScheduling资源受限的进度规划ResourceLevelingResourceList资源清单ResourceManagement资源管理ResourceNeeds资源需求ResourceOffset资源偏移量资源互补ResourceOptimization资源优化ResourcePeriod资源持续时间ResourcePlan资源计划ResourcePlanning资源计划安排ResourcePlots资源图表ResourcePool资源库ResourceProfile资源量变曲线ResourceScheduling资源进度计划ResourceSmoothing资源平滑ResourceThresholds资源阀值ResourceTotal资源总和ResourceUnit资源单元Resource-BasedDuration基于资源的工期Resource-LimitedPlanning资源受限的计划Resource-LimitedResourceScheduling资源受限的资源进度计划Resources资源ResourcingPlan资源计划ResponsePlanning响应计划编制ResponseSystem响应系统ResponseTime响应时间Responsibility职责ResponsibilityAssignmentMatrix("RAM")责任分配矩阵(RAM) ResponsibilityChart职责表Responsibility/AccountabilityMatrix ResponsibilityCharting职责表制作ResponsibilityMatrix责任矩阵ResponsibilityAssignmentMatrix.Responsibility/AccountabilityMatrix("RAM")责任矩阵(RAM) ResponsibleOrganization责任组织Restraint制约因素Restructuring重组ResubmittedLot再次提交的组(批次)Result结果Results结果Retainage定金Retention保留金ReturnonInvestment("ROI")投资回报Reuse复用Revamp改进Revenue收入RevenueCost收入成本收益成本Review评审Reviewers评审员Revision修订Reward奖赏RewardPower奖赏权力Rework返工RF剩余浮动时间RemainingFloatRFA经费申请RequestforAppropriation RFC变更申请RequestforChangeRFP建议书邀请函RequestforProposalRFQ报价邀请函RequestforQuotationRisk风险Risk&ReadinessAssessment风险和准备情况评估RiskAnalysis风险分析RiskAnalysisandManagementforProjects("RAMP")项目的风险分析和管理(RAMP)RiskAnalyst风险分析员RiskandContingencyManagement风险和应急管理RiskAssessment风险评估RiskAssessmentTables风险评估表RiskAssumption风险假设条件RiskAvoidance风险回避RiskBrainstorming风险头脑风暴RiskCustodian风险监督人RiskDataApplications风险数据应用RiskDeflection风险转移RiskDiary风险日志RiskEvaluation风险评价RiskEvent风险事件RiskEventStatus风险事件状态RiskFactor风险因素RiskIdentification风险识别RiskManagement风险管理RiskManagementBudget("RMB")风险管理预算(RMB) RiskManagementPlan风险管理计划RiskMatrix风险矩阵RiskMitigation风险减轻RiskMitigationStrategy风险减轻战略RiskPrioritizing风险排序RiskProbability风险概率RiskProcessManager风险过程经理RiskQuantification风险量化RiskRanking风险分级RiskReduction风险降低RiskResponse风险响应RiskResponseControl风险响应控制RiskResponseDevelopment风险响应计划制定RiskResponsePlan风险响应计划RiskResponsePlanning风险响应计划编制RiskResponseSystem风险响应系统RiskReview风险评审RiskSharing风险共担RiskTransfer风险转移RiskTreatment风险处理Risk value风险值Risk,close-downreport风险结束报告Risk,processplan风险过程计划Risk,projectrisk风险项目风险Risks风险Role角色workerRoles角色RollUp总成RollingWave滚动计划RollingWaveConcept滚动计划概念RollingWavePlanning滚动计划规划RoughOrderofMagnitudeEstimate("ROM")粗数量级估计(ROM) Royalties特许使用费版税RubberBaselining橡皮基线RuleofThumb经验法则Rules规则RulesofEvidence证据规则RunTime运行时间RunawayProject失控项目SCurveS曲线SCurveTrackingS曲线跟踪Safety安全措施SafetyPlan安全计划SalaryAdministration薪酬管理Sales销售Salvage残值Sample样品SamplePlan,Multiple多次抽样计划SampleSize抽样规模SampleUnit抽样单元Sample,Representative典型抽样Sampling抽样SamplingFrequency("f")抽样频率SamplingPlan抽样计划SamplingPlan,double二次抽样计划SamplingPlan,multi-level多层次抽样计划SamplingPlan,sequential顺序抽样计划SamplingPlan,single单次抽样计划SamplingPlan,single-level单层次抽样计划Sampling,biased有歧视性抽样SARSubsequentApplicationReview Satisfaction满意SCScheduledCostScanning扫描式检查Scenario情景ScenarioPlanning情景规划Schedule进度表进度计划ProjectScheduleNetworkAnalysisScheduleCompression进度压缩DurationCompressionScheduleControl进度控制ScheduleDates进度日期ScheduleDevelopment进度安排ScheduleManagement进度管理SchedulePerformanceIndex("SPI")进度绩效指数ScheduleRefinement进度调整ScheduleRevision进度修正ScheduleStatus进度状态ScopeReportingScheduleUpdate进度更新ScheduleVariance("SV")进度偏差("SV") ScheduleWorkUnit进度工作单元ScheduledCost("SC")计划成本ScheduledCostofWork工作的计划成本BudgetedCostofWorkScheduled ScheduledFinish("SF")计划完成点("SF") ScheduledFinishDate("SF")计划完成日期("SF")ScheduledNetwork时间表/进度网络图ScheduledPerformanceIndicator("SPI")进度绩效指数ScheduledPerformanceRatio("SPR")进度绩效比ScheduledPerformanceIndicatorScheduledStart("SS")计划开始点ScheduledStartDate("SSD")计划开始日期Scheduling进度安排SchedulingTechniques进度安排技巧ScientificWildAnatomicalGuess("SWAG")科学粗略剖析性猜测Scope范围ScopeAllowance范围允许量ScopeBaseline范围基线另BaselineScopeBaselineApproval范围基线核准ScopeBoundaries范围边界ScopeChange范围变更ScopeChangeControl范围变更控制ScopeChanges范围变更ScopeConstraints范围约束ScopeCost范围成本ScopeCreep范围蔓延ScopeCriteria范围标准ScopeDefinition范围定义ScopeDe script ion范围描述ScopeInterfaces范围界面ScopeManagement范围管理ScopeofWork工作范围ScopePerformance/Quality范围性能/质量ScopeQuality范围质量ScopeReporting范围报告ScopeRisk范围风险ScopeRiskLimits范围风险限度ScopeSchedule范围进度ScopeStatement范围说明ScopeVerification范围验证范围确认Score评分ScoringaProject'sContribution项目贡献评分ScoringPlan评分计划SCR系统概念评审SystemConceptReviewScrap废料Screening筛选法ScreeningInspection筛选检查SDL软件开发库SoftwareDevelopmentLibrary SDR系统设计评审SystemDesignReview SDWT自我指导工作团队SelfDirectedWorkTeams SealedBidding封标SecondSource第二货源SecondaryFloat("SF")次要浮动时间SecondaryRisk次级风险SecondaryRisks次级风险SecondmentMatrix借调矩阵型Sector部分扇区Sectors部门Security安全SecurityAcceptanceLetter安全许可证/函SecurityPlan安全计划Segment部分Selection选择SelfDirectedWorkTeams("SDWT")自我指导工作团队Self-Inspection自检Self-Insurance自我保险Seller卖方Seller'sMarket卖方市场Selling销售Semantics语义学Semi-Time-ScaledLogicDrawing半时标逻辑图SeniorTechnical高级技术人员SeniorUser高级用户Sensitivity敏感性SensitivityAnalysis敏感性分析Sequence序列ServiceandSupportPersonnel服务和支持人员ServiceContract服务合同ServiceLiability服务责任ProductLiabilityServices服务Setup安装SFLevelFinish/Schedule ScheduledFinish SecondaryFloat ScheduledFinishDateShall必须Shareholders股东Shipment发货ShopDrawings施工图,制造图ShopInspection出厂检验ShortTerm短期ShortTermPlan短期计划ShortTermSchedule短期进度ShortTermPlanShould-CostEstimate应该成本估算ShowStopper项目障碍物Sign-Off签署同意Simulation模拟ComputerModeling SimultaneousEngineering/Design并行工程/设计ConcurrentEngineeringSite现场SiteInstruction现场指导FieldClarificationSiteLayout现场布局图SitePreparation现场准备SiteWorks现场工作SituationAnalysis形势分析SituationPlanning形势计划制定Situational情形的SizingEstimate分/量级估算EstimateClassCSkill技能SkillGroups技能组Skills专门技术技能SkunkWorks特殊团队QuickReactionCapability Slack时差浮动时间FloatSlackTime时差/浮动时间SlipChart趋势图Slippage偏移SLVAR差异分析报告汇总SummaryLevelVarianceAnalysisReporting Smoothing缓和平滑Social社交的社会的SocialFactors社会因素SocialLoafing懒散地工作Socioeconomic社会经济学的SoftProject软项目SoftSkills软技能Software软件ComputerSoftwareSoftwareArchitecture软件构架SoftwareDevelopment软件开发SoftwareDevelopmentLibrary("SDL")软件开发库SoftwareDevelopmentPlan软件开发计划SoftwareEngineering软件工程SoftwareProductSpecification软件产品规范SoftwareProject软件项目SoftwareQualityAssurance软件质量保证SoftwareSpecificationReview软件规范评审SoleSource唯一供方SoleSourcing唯一供方的采购Solicitation询价SolicitationPlanning询价计划制定SolutionSelection方案选择Solving解决Source来源SourceCode源代码SourceList供方目录SourceSelection供方选择SourceSelection,inprocurement供方选择,在采购过程中Sourcing决定供方SOW工作说明书StatementofWorkSpanActivity。
工程管理(mem)介绍
工程管理(mem)介绍
工程管理（Project Management，简称PM）是指对项目进行计划、组织、指导和控制，以达到项目目标的过程。
工程管理涉及到资源的有效利用，包括人力、物力、时间和预算等方面的管理。
它是一种系统的方法，通过对项目进行规划和执行，以确保项目能够按时按质地完成。
工程管理的核心是项目的规划和执行。
在规划阶段，工程管理人员需要确定项目的目标、范围、时间表和预算，并制定相应的计划。
在执行阶段，他们需要指导团队成员，监督项目进展，并及时调整计划以应对变化和风险。
工程管理涉及到多个方面的知识和技能，包括项目规划、风险管理、沟通协调、团队管理、质量控制、成本管理等。
工程管理人员需要具备良好的组织能力、沟通能力和决策能力，以应对复杂多变的项目环境。
在实际应用中，工程管理通常采用一些常见的方法和工具，如甘特图、网络图、里程碑计划等，来帮助管理人员更好地进行项目规划和控制。
此外，一些专业的认证，如PMP（Project
Management Professional）等，也可以帮助工程管理人员提升自己的专业水平。
总的来说，工程管理是一门综合性强的学科，它不仅涉及到理论知识，还需要结合实际经验进行灵活应用。
通过科学的方法和有效的管理，工程管理可以帮助项目顺利完成，达到预期的成果。
project management-项目管理课后题及答案2
1.A private sector owner has more flexibility in designer and builder and builder selection and choice of delivery method than does a public owner.True or false? T私人部门拥有者的设计者和建造者和建设者的选择和选择的送货方式的更多的灵活性比不公开的所有者2.Both public and private sector owners hire architects first;the architects are responsible for hiring appropriate engineers.True or false?F公共和私营部门的业主至上聘请建筑师，建筑师是负责招聘的工程师合适3.Although a designer’s and a constructor’s responsibilities on a project differ,the financial,marking,and personnel functions of their home offices are relatively similar.True or false?T虽然一个项目一个设计师的和构造的不同职责，他们家办事处的财务，标记和人事职能都比较相似4.Which project participant is responsible for establishing the project objective? Aa.The ownerb.The architectc.The engineerd.The constructione.All of the above5.A constructor may be brought into a project before the design to provide early estimating,scheduling,and project control support,True or false? F一个构造函数可以被带入一个项目设计之前提供早期估计，调度和项目控制的支持窗体底端6.Who is responsible for contracting for subcontractor services on a project? Da.The field engineerb.The estimatorc.The superintendentd.The purchasing agente.All of the above7.Who is responsible for the correct positioning of a building on a site?Ca.The structural engineerb.The surveyorc.The civil engineerd.The constructore.None of the above8.Which project participant is responsible for the physical construction of the project?Ca.The architectb.The engineerc.The constructord.The construction tradese.None of the above9.Through their respective trade associations,material supplier often provide standards that may be incorporated into a project’s technical specifications.True or false? T通过其各自的贸易协会，材料供应商通常提供了可以结合到一个项目的技术规格标准10.Which of the following professions does not require state registration? Da.Architectureb.Constructionc.Engineeringd.Surveyinge.All of the aboveExercises1.Identify a new project that has been constructed in your area.Who was the lead design firm?Identify the subconsultants/designers hired by this firm.Identify the training and/or registration of the key designers that were used on the project.2.Identify the local professional architectural,engineer,and construction chapters that exist in your area.Contact one of these societies,get copies of their publications,invite a guest speaker to your class,and/or attend a meeting.3.Visit a job site and identify the trades that are presently working there.Write up a description of work for each trade.Is the job union or nonunion?。
PMP项目管理知识体系速览
PMP项目管理知识体系速览PMP（Project Management Professional，项目管理专业人士）是全球公认的项目管理领域的顶级认证，也是项目管理人员提升自身能力和获取职业机会的重要途径。
PMP项目管理知识体系由项目管理知识领域、项目管理过程组和项目管理知识领域之间的相互关系构成，为项目管理人员提供了指导和参考，帮助他们在项目管理中取得成功。
项目管理知识领域PMP项目管理知识体系包含十个项目管理知识领域，它们分别是：1. 整体项目管理（Project Integration Management）：负责确保项目各个方面的协调与整合，使项目能够有序推进。
2. 项目范围管理（Project Scope Management）：确定项目的范围，明确项目的产品和工作内容。
3. 项目时间管理（Project Time Management）：制定项目进度计划，安排合理的资源分配和工作时间安排。
4. 项目成本管理（Project Cost Management）：估算和控制项目成本，确保项目的经济效益。
5. 项目质量管理（Project Quality Management）：制定项目质量标准，保证项目的质量和产品达到预期要求。
6. 项目人力资源管理（Project Human Resource Management）：合理分配项目团队成员，提供相关的才能和技能。
7. 项目沟通管理（Project Communications Management）：确保项目团队成员之间的有效沟通，以及与相关方的沟通。
8. 项目风险管理（Project Risk Management）：识别和评估项目风险，并制定相应的风险应对策略。
9. 项目采购管理（Project Procurement Management）：制定和实施项目采购计划，确保项目所需资源的供应。
10. 项目相关方管理（Project Stakeholder Management）：识别和管理项目相关方，并确保他们的需求和期望得到满足。
项目管理课程主要内容 pmp
项目管理课程主要内容 pmp
PMP（Project Management Professional）项目管理专业人士课程的主要内容涵盖了项目管理的基本理论、流程和技术。
以下是该课程的主要内容：
1. 项目管理概述：介绍项目管理的定义、目标和重要性，以及项目与运营的区别。
2. 项目生命周期：解释项目生命周期的不同阶段，包括启动、规划、执行、监控和收尾。
3. 项目范围管理：讨论如何确定项目范围、创建工作分解结构（WBS）以及进行变更控制。
4. 项目时间管理：涵盖项目进度计划、关键路径分析，以及进度控制和调整。
5. 项目成本管理：介绍如何估算项目成本、制定预算，以及进行成本控制和费用管理。
6. 项目质量管理：阐述如何制定质量管理计划、开展质量控制和质量保证。
7. 项目人力资源管理：讨论团队建设、人员管理和团队动力的方法和技巧。
8. 项目沟通管理：解释如何制定沟通管理计划、进行有效的沟
通和利益相关者管理。
9. 项目风险管理：讨论风险管理的重要性和方法，包括风险识别、评估、应对和监控。
10. 项目采购管理：介绍如何执行采购决策、编制采购计划，以及进行供应商管理和合同管理。
11. 项目干系人管理：讲解如何识别、分析和管理项目干系人的需求和期望。
12. 项目整合管理：解释如何整合和统一项目的各个方面，以确保项目目标的实现。
此外，PMP课程还会介绍项目管理中常用的工具和技术，如网络图、决策树、影响力图等，以及项目管理实践中的案例分析和实际操作。
pmp项目管理法
pmp项目管理法项目管理是现代社会中非常重要的一项技能，它旨在通过规划、组织、执行和控制项目的各个方面，使项目达到预期的目标。
在项目管理中，PMP（Project Management Professional）项目管理法是国际上广泛认可的一种标准方法。
本文将介绍PMP项目管理法的基本概念、流程和重要性。
一、PMP项目管理法概述PMP项目管理法是由美国项目管理协会（PMI）制定的，它建立了一套标准化的项目管理流程和方法论，并通过认证和培训来推广和普及这种方法。
PMP项目管理法包含了五个过程组和十个知识领域，旨在确保项目以有组织、高效和可控的方式完成。
1. 五个过程组- 启动过程组：确定项目的范围、目标和利益相关方，并制定项目章程。
- 计划过程组：制定详细的项目计划，包括时间、成本、质量、风险等方面的计划。
- 执行过程组：组织资源，实施项目计划并管理团队的工作。
- 监控过程组：监控项目的进展和绩效，并及时采取纠正措施。
- 收尾过程组：整理项目文档、总结经验教训，并确认项目的交付物。
2. 十个知识领域- 项目整合管理：整合各个过程组和知识领域，确保项目按计划执行。
- 项目范围管理：定义项目的范围和需求，并进行合理的范围控制。
- 项目时间管理：制定项目的时间计划，确保项目在规定时间内完成。
- 项目成本管理：制定项目的预算和成本控制计划，合理控制项目成本。
- 项目质量管理：确定项目的质量标准和质量控制方法，确保项目满足质量要求。
- 项目人力资源管理：招募、培训和管理项目团队，保证项目执行的人力资源。
- 项目沟通管理：制定项目的沟通计划，确保各方及时了解项目情况。
- 项目风险管理：识别、评估和应对项目风险，降低项目风险的影响。
- 项目采购管理：制定项目的采购计划和执行采购活动，确保项目所需资源的供应。
- 项目干系人管理：识别、分析并主动管理项目干系人，促进项目的成功实施。
二、PMP项目管理法的流程PMP项目管理法按照启动、计划、执行、监控和收尾的五个过程组进行，每个过程组包含了多个阶段和活动。
(完整版)PMO是什么
PMO是什么PMO即Project Management Office（项目管理办公室），是随着IT产业的潮流应运而生的产物，最初的目的是节约成本，提高项目成功率，以及实施标准流程，以应对越来越多的项目管理任务。
虽然它在节约成本和提升项目管理质量上目前还很难有一个可量化的指标，但是越来越多的公司和企事业单位在它们的IT部门设立集中的PMO，统管所有IT项目。
PMO（项目管理办公室）是负责对所辖各项目进行集中协调管理的一个组织部门。
PMO的职责可涵盖从提供项目管理支持到直接管理项目。
除了被集中管理之外，PMO所支持或管理的项目不一定彼此关联。
PMO的具体形式、职能和结构取决于其所在组织的需要。
在项目开始阶段，PMO可能有权起到核心干系人和关键决策者的作用。
为确保项目符合组织业务目标，PMO可能有权提出建议、提前中止项目或采取其他必要措施。
此外，PMO还可参与对共享资源或专用资源的选择、管理和调动。
PMO的一个主要职能是通过各种方式支持项目经理，包括（但不限于）：管理PMO所辖全部项目的共享资源；识别和开发项目管理方法，最佳实践和标准；指导、辅导、培训和监督；通过项目审计，监督对项目管理标准、政策、程序和模板的遵守程度；开发和管理项目政策、程序、模板和其他共享文件（组织过程资产）；协调项目之间的沟通。
PMO的核心职能包括：1-定义并推行可重用的项目管理流程；2- 集中控制项目进展和资源调配。
那么，就会有两种不同侧重点的PMO：一种是顾问型的，为项目经理提供培训、指导和最佳实践；另一种是集中式管理型，将项目经理集中到PMO，然后派往不同的项目，最终由PMO统一控制所有项目和资源。
国内很多公司应该是更倾向于后者，一方面，项目管理或者说软件工程本来就是一门艺术，很难有一个定式，就算有再多的“最佳实践”，根据项目具体情况的不同，也很难保证它们就一定适用，现实中要找到真正管理经验丰富，可以向别人提供理论指导的人才，并非那么容易；另一方面，后者能够更加直接的体现出PMO存在的价值，不光是直接的具体的项目管理，也有利于确定不同项目的类型和轻重缓急，合理分配资源。
pmp项目管理模式
pmp项目管理模式
PMP（Project Management Professional，项目管理专业人士）是由PMI（Project Management Institute，项目管理协会）所推出的一种项目管理认证，也是一种项目管理模式。
PMP 项目管理模式是一种基于PMBOK（Project Management Body of Knowledge，项目管理知识体系）的管理方法。
其核心理念在于，通过精细的规划、执行和监控过程，确保项目能够按时交付，并满足预期目标。
具体来说，PMP 包括以下五个过程：
启动过程：定义项目的目标和范围，并明确项目的约束条件和风险因素。
计划过程：制定详细的项目计划，包括项目分工、进度安排、资源配备等等。
同时，需要对可能出现的问题进行充分的风险评估和预测。
执行过程：按照项目计划执行各项任务，并严格控制项目的进度和成本。
需要密切关注项目执行过程中出现的任何问题，并及时进行处理和调整。
监控过程：监控项目进度、成本和质量，同时实施风险管理和质量控制等措施，以确保项目顺利执行。
收尾过程：总结项目经验和成果，审查和整理项目文档，对项目中各项工作进行总结和评估。
PMP 项目管理模式适用于各种领域的项目管理，具有高度的实用性和通用性。
但需要注意的是，PMP 模式并不是一种万能的解决方案，也无法完全覆盖所有的项目管理需求。
因此，在使用PMP 进行项目管理时，需要根据具体情况进行调整和适应。
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CSPC NANHAI PETROCHEMICALS PROJECT MASTER CLOCK SYSTEM SPECIFICATIONDESIGN SPECIFICATION: SP-8540-0000-0025Project Management Contractor (PMC)NO DATE REVISION BY CHK’D APPR.00 22-Nov-01MM IDD IDDISSUED FOR ITB01 28-Feb-02 Re-issued for ITB MM JDP JDP02 06-Dec-02 Re-issued for ITB R Wilson D Pethers M CowleyBechtel – SEI – Foster Wheeler PMCMASTER CLOCK SYSTEM SPECIFICATIONTABLE OF CONTENTS1.0INTRODUCTION 5 1.1G ENERAL5 1.2C ABINETS5 1.3S OFTWARE51.4D OCUMENTATION52.0DEFINITIONS AND ABBREVIATIONS 6 2.1D EFINITIONS62.2A BBREVIATIONS63.0APPLICABLE DOCUMENTS 7 3.1S HELL DEP’S7 3.2C HINESE S TANDARDS8 3.3I NTERNATIONAL S TANDARDS93.4P ROJECT D OCUMENTATION94.0ORDER OF PRECEDENCE OF DOCUMENTATION 105.0ENVIRONMENTAL CONDITIONS 10 5.1G ENERAL106.0GENERAL REQUIREMENTS 10 6.1G ENERAL10 6.2S YSTEM D ESIGN L IFE AND R ELIABILITY 11 6.3E XPANSION C APABILITIES 12 6.4A PPROVALS 12 6.5E LECTROMAGNETIC C OMPATIBILITY 12 6.6E LECTRICAL S AFETY 12 6.7H AZARDOUS A REA C ERTIFICATION 127.0TECHNICAL REQUIREMENTS 12 7.1B ASIS OF D ESIGN 12 7.2M AIN E QUIPMENT 14 7.3S LAVE C LOCK U NITS 14 7.4D IGITAL C LOCKS 167.5P OWER S UPPLIES 168.0MAINTENANCE REQUIREMENTS 16 8.1M AINTENANCE P HILOSOPHY 168.2S YSTEM A LARMS 179.0DOCUMENTATION 18 9.1E NGINEERING D ESIGN D OCUMENTATION 18 9.2C ONSTRUCTION D RAWINGS AND D OCUMENTATION 19 9.3C OMMISSIONING P ROCEDURES 20 9.4A S-B UILT D RAWINGS 209.5S YSTEM O PERATION D OCUMENTATION 2010.0INSTALLATION AND COMMISSIONING 20 10.1I NSTALLATION 20 10.2Q UALITY21 10.3M ATERIAL I NCLUDED 21 10.4S YSTEM O PERATION 22 10.5E QUIPMENT T AGGING 22 10.6F ACTORY A CCEPTANCE T EST (FAT) 22 10.7M ECHANICAL C OMPLETION 23 10.8S ITE A CCEPTANCE T EST (SAT) 2310.9C OMMISSIONING 2311.0SPARE PARTS AND SPECIAL TOOLS 24 11.1C OMMISSIONING S PARES 2411.2T OOLS2411.3O PERATIONAL S PARE P ARTS. 2412.0TRAINING 241.0 INTRODUCTION1.1 GeneralThis Design Specification details the requirements for the Master Clock System,herein after know as the “System”, which will be employed on the CSPC NanhaiPetrochemicals Project.The scope of work includes the design, supply, installation, testing andCommissioning of the Master Clock System.1.2 CabinetsAll equipment shall be installed in cabinets in accordance with theInstrumentation SP-8550-0000-0006, Control System Panel Specification.1.3 SoftwareCONTRACTOR shall provide all programming terminals, software and allassociated documentation, such as programming manuals, required to operate,configure and programme the System and network, and all individual equipment,cards and modules within the System.The software shall be delivered in a PC compatible format suitable for operationunder a Windows Operating system.1.4 DocumentationCONTRACTOR shall provide the following documentation:• A Systems Design Manual• Construction Drawings and Documentation• As-Built Drawings• Equipment Manuals and HandbooksFurther specific requirements for the deliverable documentation are given inSection 9.02.0 DEFINITIONS AND ABBREVIATIONS2.1 DefinitionsThe following defines the meaning of specific words used in this specification: ContractorShall mean the party that has the contractualresponsibility for the design, engineering, procurement, construction and commissioning of the system for the complex.VendorShall mean any person, firm or company having a purchase order with the contractor for the performance of any item of work.CompanyShall mean CSPC Nanhai Petrochemicals who wishes to realise at Guangdong province, Daya bay, China, a project comprising a integrated chemical plant including steam and electricity generation, other utility provisions, effluent treatment, storage, handling and shipping facilities referred to as the complex. CSPC will be further referred to as the company, and references to "principal" shall also mean the company.Project Management Contractor (PMC)Shall mean the party that has the responsibility to manage the Project development and the preparation of the CONTRACT packages.Shall Refers to a requirement. Should Refers to a recommendation.MayRefers to one acceptable course of action.“Expansion” means the system can be expanded to the indicated capacity with the addition of shelves and necessary support hardware and software systems, but without the requirement to change the basic system configuration.2.2 AbbreviationsWithin this document, the following abbreviations are used which shall have the corresponding interpretation:Abbreviation DescriptionBSF Bechtel – SEI – Foster WheelerCC-1 Control Centre 1SystemControlDCS DistributedFAR Field Auxiliary RoomGPS Global Positioning SystemsIPS Instrument Protection SystemMTBF Mean Time Between FailureMTTR Mean Time To RepairSDH Synchronous Digital HierarchyTER Telecommunications Equipment RoomUTC Universal Time Co-ordinatedDOCUMENTS3.0 APPLICABLEExcept where indicated otherwise in this standard, the design and installation ofmaterials shall conform to the requirements of the latest edition of the followingcodes and standards where applicable:DEP’s3.1 ShellDEP 32.71.00.10-CSPC Plant TelecommunicationDEP 32.71.00.11-CSPC Telecommunication StandardDEP 32.71.00.31-CSPC Structured Cabling System forTelecommunicationDEP 32.37.20.31-CSPC System CablingDEP 30.48.00.31-CSPC Painting and Coating of New EquipmentDEP 32.00.00.11-CSPC Human-machine interface in a control roomDEP 34.64.10.10-CSPC Electrical Engineering GuidelinesDEP 32.31.00.10-CSPC Instrument Engineering ProceduresStandards3.2 ChineseGB 3836 Electrical apparatus for explosive gasatmospheresGB 3836.1 Electrical apparatus for explosive gasatmospheres -General requirements GB 3836.15 Electrical installation in explosive gasatmospheres (other than mines)GB 3836.2 Electrical apparatus for explosive gasatmospheres -Flameproof enclosure ‘d’ GB 3836.3 Electrical apparatus for explosive gasatmospheres -Increased safety ‘e’GB 3836.4 Electrical apparatus for explosive gasatmospheres -Intrinsically safe circuits andelectrical apparatus ‘I’GB 4208 Degrees of protection provided by enclosures(IP Code)GB 50057 Design code for protection of structuresagainst lightningGB 50058 Code for design of electrical installation forexplosive and Fire hazardous atmospheres GB 17625 Electromagnetic Compatibility (EMC): Part 3:LimitsYD/T 965 : 1998 The Safety Requirement and Test Method forTelecommunication Terminal EquipmentStandards3.3 InternationalIEC 60079-14 Electrical Apparatus for ExplosiveAtmospheres, Part 14: Electrical Installation inExplosive Gas Atmospheres (other thanmines)IEC 60050 (195) Earthing and protection against electric shockIEC 60617 Guide for graphical symbols for electricalpower, telecommunications, and electronicsdiagramsIEC 60364 Requirements for electrical installations IEEwiring regulations 16th EditionISO 9000 Quality SystemsAFNOR NFS 87 500 Derivative3.4 ProjectDocumentationSummary SP-8540-0000-0011 TelecommunicationsSpecifications SP-8540-0000-0023 LAN System SpecificationSP-8540-0000-0024 FOCN SDH System SpecificationSP-8540-0000-0030 Fibre Optic Cable SpecificationSP-8520-0000-0001 Basic Engineering Design Data (BEDD)SP-8550-0000-0006 Instrumentation Control System PanelSpecification80-8540-0000-0008 FOCN SDH System Block Diagram80-8540-0000-0009 Master Clock Block Diagram80-8540-0000-0014 Overall Telecoms Block Diagram4.0 ORDER OF PRECEDENCE OF DOCUMENTATIONDocumentation shall be in the following order of precedence:• Material Requisition• Project Specific Equipment Data Sheet• Project Specifications• DEP’s• Other Referenced Specifications• Codes and StandardsCONDITIONS5.0 ENVIRONMENTAL5.1 GeneralThe telecommunications facilities equipment shall be designed to withstand theenvironmental conditions detailed in the BEDD SP-8520-0000-0001.REQUIREMENTS6.0 GENERAL6.1 GeneralCONTRACTOR shall undertake a number of ancillary tasks, in addition to thedesign, supply, installation, and Commissioning of the System equipment, toensure conformity of the equipment and System to meet the overall intent of theproject requirements.These additional tasks shall include, but not be limited to, the following:• Analyse system capacity and performance• Procure Commissioning spares• Conduct factory acceptance tests• Deliver accessories, equipment, installation and other materials, andCommissioning spares to site• Conduct site and system acceptance tests• Provide installation drawings, wiring and cabling schedules andequipment location plans• Provide Commissioning test plans, test schedules and test reports• Provide documentation.CONTRACTOR shall incorporate features into the System design to avoidinterference to other systems co-located or any nearby radio equipment.If, during the System design, CONTRACTOR identifies a possible source ofinterference, e.g. intermodulation products, CONTRACTOR shall informPURCHASER and advise an alternative configuration.If interference is identified during test and Commissioning, CONTRACTOR shalltake all measures necessary to eliminate the interference.CONTRACTOR shall obtain COMPANY approval for the design prior toimplementation.6.2 System Design Life and ReliabilityCONTRACTOR shall design the System for a minimum field operating life of 20years minimum.CONTRACTOR shall provide full MTBF and Mean Time To Repair (MTTR)figures for all cards, units, and modules.CONTRACTOR shall provide system availability information based on theindividual MTBF and MTTR figures for the components of the system.Availability calculations shall be based upon the formula:A = MTBF/(MTBF+MTTR) x 100 %Where A = Availability % and MTBF is in hours.For the purpose of this calculation, MTTR shall be assumed to be 4 hours.CONTRACTOR shall ensure that a system availability of 99.99% or greater isachieved.Capabilities6.3 ExpansionThe System shall be designed to permit an additional 25% expansion capability(based on the quantities determined during detail design).6.4 ApprovalsAll equipment offered shall be type approved and licensed with the relevantdepartment of the Radio Communications Committee of China in the Province ofoperation. CONTRACTOR shall ensure that the equipment provided is typeapproved and shall provide the necessary support to obtain the necessarylicences.Compatibility6.5 ElectromagneticAll System components shall comply with GB 17625 ElectromagneticCompatibility (EMC).Safety6.6 ElectricalAll System equipment shall comply with YD/T965: 1998 – The SafetyRequirement and Test Method for Telecommunication Terminal Equipment.6.7 Hazardous Area CertificationAll equipment to be installed in potentially explosive areas shall be certified andapproved by CENELEC or equivalent, internationally recognised Testing andApproval Authority.The installation shall be compliant with the CENELEC Intrinsic Safetyrequirements of IEC 60079, (Electrical apparatus for explosive gas atmosphere –Part 11: Intrinsic safety ‘i’).7.0 TECHNICALREQUIREMENTS7.1 Basis of DesignThe Master Clock System is required to provide time synchronisation across the plant. The main function shall be to provide a common time base signal for all control systems and allow accurate sequence of events disturbance recording.The Master Clock is required to feed sub-systems on the Complex such as, but not limited to:• DCS• DCS Sequence Event Recorder• IPS• Fire and Gas• Load Shedding• Access Controller Units• Electrical Monitoring and Sequence Event Recorder• Console mounted digital clocks.The Master Clock system shall comprise of a Master Clock unit that receives a time synchronisation pulse from Global Positioning Systems (GPS) satellites. The time format shall be Universal Time Coordinated (UTC).A GPS antenna shall be mounted on the Communication Tower located near Control Centre 1 (CC-1). The GPS signal is amplified in the GPS antenna and sent to the GPS receiver for processing. A protective non-metallic housing shall be provided to shield the antenna from wind and rain. The antenna shall be horizontally mounted and shall have a clear view of at least 75% of the sky.The Master Clock System is required to provide a number of time synchronisation signals to systems within the Plant. The system shall provide time synchronisation pulse in the following formats:• IRIG-B Signal Format (and AFNOR NFS 87 500 derivative) – A 100 Hz bit rate, amplitude modulated on a 1k Hz carrier where theamplitude of ‘1’ bit is three times greater than the amplitude of the ‘0’bit.• DCF77 – The standard 77.5 kHz FSK signal with frequency deviationbetween 1kHz ± 1.25kHz• RS 232/485 – The standard International ASCII character codes• 24V pulse signal at 50 bits per second data rate.The format required at the different locations shall be determined during detaileddesign and the relevant cards provided accordingly.The Master Clock shall be supported by ‘Hot Stand-by’ Clock that shallautomatically take over should the Main Master Clock Unit fail.The System shall be multiplexed as 64kb/s VF E&M circuits onto the SDH FibreOptic Cable Network (FOCN) and de-multiplexed at the designated location.At each FAR, Substation and Control Building that require time synchronisationsignals, the master clock signal shall be replicated by a remote slave masterclock unit.Equipment7.2 MainThe Master Clock unit cabinet shall be located in the TelecommunicationsEquipment Room (TER) in the Central Control (CC-1) Building. The antennashall be mounted on the communications tower adjacent to the building. Theantenna enclosure shall be manufactured to IP 54 in compliance with GB 4208Degrees of protection provided by enclosures (IP Code).In the event of the antenna failing, the System shall continue to provide timesynchronisation signals from an internal clock source to the vital equipment.The slave clock units, located in the FAR’s and other buildings shall provide timesignals in the event of loss of signal from the Master Clock unit. The sub-masterclocks shall automatically synchronise with the Master Clock when signal isreceived.The System shall provide indication for synchronisation with the Master Clock,and indication when it is operating on its own internal time source.7.3 Slave Clock UnitsSlave clock units shall be provided at the following locations to interface with the system equipment supplied for other systems as defined in section 7.1:• Central Control Room - CC 2• Logistic Office• Central Office• FAR 1-01• FAR 1-02• FAR 1-03• FAR 1-05• FAR 1-06• FAR 1-07• FAR 1-08• FAR 1-09• FAR 1-10• FAR 2-01• FAR 2-02• FAR 2-03• FAR 2-04• FAR 2-05• FAR 3-01• FAR 3-02• FAR 3-03• FAR 3-04• FAR 3-05• Sub-Station MIS• Sub-Station PSS• Main Guard House7.4 DigitalClocksConsole mounted digital clocks shall be provided for the consoles in CC-1, CC-2,Logistic Office and Emergency Control Centre.The Master Clock shall also provide information on synchronisation with the GPSreceiver or failure of the main unit, and when time synchronisation is by the HotStand-by Master Clock.Supplies7.5 PowerThe Master Clock system is considered vital facility for the safety and security ofthe personnel on the plant and shall be powered from the 220V AC, singlephase, 50 Hz Un-interruptible Power Supply (UPS) source with eight (8) hoursautonomy. Supplier shall provide necessary modules to convert to the MasterClock system required voltage, if required.The back up batteries shall be sealed maintenance free batteries housed in aseparate cabinet to the Master Clock equipment and UPS cabinet.The earth electrodes and grounding system shall be compliant with DEP34.64.10.10-CSPC (Sections 4.8, 6.5 and Appendixes 7, 9 and 12) and IEC60050 (195) Standards.Power consumption details shall be provided for the System with the offer ofsupply.REQUIREMENTS8.0 MAINTENANCEPhilosophy8.1 MaintenanceProject maintenance philosophy is to undertake first line field repair by card ormodule replacement. The card or module shall then be returned to the repair andmaintenance facility where it shall either be repaired by technicians in-house orreturned to the CONTRACTOR for repair during the warranty period.In order to minimise the spare card and module holding, system componentswith a high Mean Time Between Failures (MTBF) shall be used. CONTRACTORshall provide full MTBF and Mean Time To Repair (MTTR) figures for all cards,units, and modules.CONTRACTOR shall provide system availability information based on theindividual MTBF and MTTR figures for the components of the system.Availability calculations shall be based upon the formula:A = MTBF/(MTBF+MTTR) x 100 %Where A = Availability % and MTBF is in hours.For the purpose of this calculation, MTTR shall be assumed to be 4 hours.Alarms8.2 SystemCONTRACTOR shall ensure the equipment shall provide audible and visualalarm signals at a dedicated alarm panel in the TER of the CC1 Building for anymalfunction or the ancillary sub-systems. A receiving attention button shall clearthe alarm panel indication and light an attention lamp, allowing further alarms tobe indicated.The alarms shall be classified as major or minor alarms.A major alarm occurs when there is a serious service affecting, orpotentially service affecting, malfunction or failure, or to indicate thefailure of one system in a redundant system configuration.A minor alarm occurs when there is a malfunction or failure that doesnot directly affect service or is a failure of non-essential systems.All alarms, with details of the affected equipment or system, shall be sent to themaintenance terminal and printer, and logged in the system fault buffer.Alarms will not be cleared from the fault buffer until the alarm condition has beencorrected. The information of the alarm, time of occurrence and time of clearingshall be maintained in the history file.The alarm system shall provide dry ‘form C’ contacts to indicate the critical,major, and minor alarm conditions to the exterior station alarm system. Thealarm relay contacts shall be cabled to the MDF for connection to theCONTRACTOR supplied station alarm system.9.0 DOCUMENTATIONDocumentation shall be considered an essential part of the System supplied.CONTRACTOR shall ensure sufficient time is allocated in the detailed designprocess to ensure all the requirements are met.Details of documentation to be supplied as part of the system shall be submittedto BSF for approval prior to the start of the contract.Documentation preparation shall be an integral part of the project schedule andCONTRACTOR shall specify dates for delivery.All documentation shall be supplied in the English language.CONTRACTOR shall supply sets of documentation in hard copy and electroniccopies on CD-ROM. Quantities shall be specified elsewhere.The following sections detail the minimum documentation that shall be suppliedwith the system.9.1 Engineering Design DocumentationThe Systems Design Manual shall contain all relevant information pertaining tothe design and operation of the delivered equipment and systems.This is intended to provide PURCHASER with an in-depth understanding of theoperational, design parameters of the system, and enable planning of futuresystems, expansions, or to resolve system operational problems.This documentation shall typically include the following items, presented in aSystems Design Manual:• System design calculations• System design drawings• System block and level diagrams• Equipment functional descriptions• System functional descriptions• Software system data structures.9.2 Construction Drawings and DocumentationThe construction drawings shall typically include the following items:• Site plans• External and internal equipment location plans• Floor plans• Cable rack or runway layout• Rack Face Elevations• Terminal block layouts• Wiring diagrams, for both internal rack wiring and external building cabling• Signal routing diagrams• Power system diagrams• Software system dataThe construction documentation shall typically include the following items:• Installation specifications• Wiring schedules• Project implementation plan.9.3 CommissioningProceduresDetailed Commissioning procedures shall be prepared and submitted toPURCHASER for approval prior to the start of any Commissioning activities.The Commissioning procedures shall provide details of all tests and adjustmentsto be carried out with descriptions of the methods to be employed.Where the Commissioning tests are near working equipment, or involve the useof working systems or circuits, the measures to be taken to protect thesesystems or equipment shall be specified.Drawings9.4 As-BuiltUpon completion of the final acceptance of the system by PURCHASER, allconstruction drawings shall be updated to an As-built status to reflect theequipment and system configurations as actually installed.All drawings shall comply with PURCHASER drawing standards and drawingformat.DocumentationOperation9.5 SystemThe equipment service manuals shall permit the maintenance and repair of theequipment by trained and qualified technicians, and contain circuit diagrams,parts lists, test and alignment procedures, and measurement parametersrequired to ensure that the equipment will operate within the intended design ortype approval specifications.This documentation shall typically include the following items:• User manuals• System operation manuals• Maintenance procedures• Equipment technical and service manuals.10.0 INSTALLATION AND COMMISSIONING10.1 InstallationCONTRACTOR shall install all equipment required by this functionalspecification to produce a fully functioning system ready for handing over toPURCHASER.10.2 QualityCONTRACTOR shall ensure that only fully trained personnel carry out theinstallation.CONTRACTOR shall ensure installation work shall be performed in aworkmanlike manner using best practice, and adhering to the requirements ofCOMPANY standards.CONTRACTOR shall label each wire and cable on each end indicating the wiredesignation that appears in the System Design Manual and/or wiring and cablingschedule.CONTRACTOR shall neatly arrange all cable on cable ladder rack, cable tray, orsupports and prevent twisting and unnecessary crossover of cables.Included10.3 MaterialCONTRACTOR shall provide all equipment and installation materials necessaryfor a fully functioning system. This shall include, but not be limited to, thefollowing items:• Equipment mounting accessories• Rack wiring, inter-equipment wiring and inter-rack wiring• Rack power distribution panels• Jackfields, panels and terminal blocks• Fuse and/or breaker panels• Connectors, fuses, and switches• Building cabling, power supply cabling, signal cabling• Patch cords and cable• Cable trays, cable racks, trucking and conduits• Signal and power receptacles/outlets• Fixings and fasteners• Equipment and cable identification labels• An equipment safety and signal grounding system and the connection of the equipment to it, or connection to an existing systemOperation10.4 SystemCONTRACTOR, in conjunction with PURCHASER personnel, shall co-ordinateand perform equipment cross-connections to establish system operation. Wherethis involves connecting to working systems, clearance must be obtained fromPURCHASER prior to actually making the connections.Equipment cross-connections shall be documented on Circuit Line RecordCards, or equivalent, which shall be submitted to PURCHASER as part of theAs-built documentation.Tagging10.5 EquipmentCONTRACTOR shall be responsible for tagging all equipment in accordancewith project tagging procedure.Verification of equipment tags shall be carried out as part of the MechanicalCompletion inspection, as detailed below.10.6 Factory Acceptance Test (FAT)All equipment shall be tested in the factory prior to clearance for shipping. TheFAT shall include individual equipment tests and full system tests whereappropriate.The FAT shall be to demonstrate adherence of the equipment to the designstandards and functional compliance with the functional specification.Prior to the FAT, CONTRACTOR shall submit a test procedure to PURCHASERfor approval.PURCHASER personnel may at their own discretion, attend the FAT. In thisevent, CONTRACTOR shall ensure all tests shall be carried out in the presenceof the PURCHASER personnel. If PURCHASER decline to attend the FAT thetests shall be carried out and the results submitted for approval. PURCHASERpersonnel shall attend all FAT’s.All FAT tests shall be documented with the results obtained. These test resultsshall be submitted to PURCHASER prior to clearance of the FAT and authority toship is given.Completion10.7 MechanicalMechanical Completion shall be the acceptance that the physical installation andprocedures conforms to COMPANY standards, and that all required equipmenthas been provided and is correctly tagged.PMC inspection shall take place in the presence of the CONTRACTOR. Theinspector shall prepare an exception list detailing any violations of the standards.Once any exception list is cleared, the Mechanical Completion Certificate can beissued and Commissioning can proceed.Additional tests required for Mechanical Completion shall include:10.8 Site Acceptance Test (SAT)CONTRACTOR shall verify the full operational functionality of the system byperforming a site acceptance test.Prior to the SAT, the CONTRACTOR shall submit a test procedure to PMC forapproval.All SAT tests shall be documented with the results obtained. These test resultsshall be submitted to PMC prior to clearance of the SAT and proceeding to thefinal performance acceptance tests.10.9 CommissioningCommissioning is the acceptance that the complete system is fully operationaland ‘Fit for Purpose’, meeting all the standards and functional requirementsdetailed in this specification.The CONTRACTOR in the presence of COMPANY personnel, who will certifythe acceptance of the system, carries out the commissioning.11.0 SPARE PARTS AND SPECIAL TOOLS11.1 CommissioningSparesCONTRACTOR shall provide, as part of the delivered system, a set ofCommissioning spares consisting of fuses, indicators, switches, connectors,cards, modules, and any other items necessary to ensure an operational systemupon the completion of installation and Commissioning.11.2 ToolsCONTRACTOR shall supply, as part of the delivered system, any and allspecialised equipment and tools necessary to operate, adjust, and maintain theequipment and system.11.3 Operational Spare Parts.CONTRACTOR shall supply a comprehensive list of the manufacturersrecommended spare parts for two years maintenance for normal use forconsideration for purchase by the end user.The spare parts list shall be based on the MTBF of the component and or unitfailure and the total quantity of component parts utilised in the system.12.0 TRAININGCONTRACTOR shall provide training for the maintenance and operationalpersonnel. Details of this training shall be submitted to PURCHASER forapproval.Training for operational staff and maintenance staff shall be provided on site.The training program will cover the skills required to safely operate and maintainthe equipment provided.The training program will be implemented during the installation andCommissioning of the system equipment and, if necessary, for a periodafterwards.。