工程项目管理专业英语(下) 汉译英
工程项目管理(双语)
AbstractEngineering project management is a critical discipline that involvesthe planning, execution, and completion of engineering projects. This paper provides a comprehensive overview of the key concepts, methodologies, and tools used in engineering project management. It also highlights the importance of effective communication, risk management, and quality control in the successful completion of engineering projects. The discussion is presented in both English and Chinese, aiming to cater to a diverse audience.IntroductionEngineering projects are complex endeavors that require the coordination of various stakeholders, including engineers, contractors, suppliers,and clients. Effective project management is essential to ensure that projects are completed on time, within budget, and to the requiredquality standards. This paper explores the fundamental principles of engineering project management, emphasizing the integration of technical, financial, and organizational aspects.Key Concepts in Engineering Project Management1. Project Scope: The defined boundaries of the project, including the deliverables, tasks, and objectives.2. Project Schedule: The timeline for completing project activities, including milestones and deadlines.3. Project Cost: The financial resources required to complete the project, including labor, materials, and equipment.4. Project Quality: The degree to which the project meets the specified requirements and standards.5. Project Risk: Potential events or conditions that could negatively impact the project’s objectives.Methodologies and Tools in Engineering Project Management1. Project Planning: The process of defining the project scope, schedule, and resources required to complete the project.2. Project Execution: The implementation of the project plan, including the coordination of resources and activities.3. Project Monitoring and Control: The ongoing assessment of theproject’s progress, performance, and quality, with the aim of making adjustments as necessary.4. Project Closure: The formal completion of the project, including the handover of deliverables and documentation.Key tools and techniques include:- Project Management Software: Tools like Microsoft Project, PrimaveraP6, and Trello help in planning, scheduling, and tracking project activities.- Critical Path Method (CPM): A project scheduling technique that identifies the longest path of activities that determines the project duration.- Risk Management: Identifying, analyzing, and responding to risks that coul d impact the project’s objectives.- Quality Control: Ensuring that the project deliverables meet the specified quality standards.Effective Communication in Engineering Project ManagementEffective communication is crucial in engineering project management to ensure that all stakeholders are aligned and informed. Key communication strategies include:- Regular Meetings: Scheduled meetings to discuss project progress, issues, and decisions.- Progress Reports: Regular updates on the project’s status, includ ing milestones achieved and challenges faced.- Documentation: Comprehensive documentation of project activities, decisions, and changes.- Conflict Resolution: Addressing and resolving conflicts among stakeholders in a timely and constructive manner.Risk Management in Engineering Project ManagementRisk management is a critical aspect of engineering project management. Key steps in risk management include:- Risk Identification: Identifying potential risks that could impact the project.- Risk Analysis: Assessing the likelihood and impact of each risk.- Risk Response: Developing strategies to mitigate, avoid, transfer, or accept risks.- Risk Monitoring: Ongoing monitoring of risks to ensure that mitigation strategies are effective.Quality Control in Engineering Project ManagementQuality control is essential to ensure that the project deliverables meet the specified requirements and standards. Key quality control activities include:- Quality Planning: Defining the quality standards and procedures for the project.- Quality Assurance: Ensuring that the project processes anddeliverables meet the quality standards.- Quality Control Activities: Inspecting and testing the project deliverables to identify and correct defects.ConclusionEngineering project management is a multifaceted discipline that requires a comprehensive understanding of technical, financial, and organizational aspects. Effective project management ensures thatengineering projects are completed on time, within budget, and to the required quality standards. By focusing on key concepts, methodologies, and tools, project managers can successfully navigate the complexitiesof engineering projects and deliver successful outcomes.中文摘要工程项目管理是一个涉及工程项目的规划、执行和完成的跨学科领域。
工程项目管理_中英文
IntroductionEngineering project management is a critical discipline that involvesthe planning, execution, and control of engineering projects. It encompasses a wide range of activities, from the initial concept and design stages to the construction, commissioning, and maintenance phases. Effective project management ensures that projects are completed on time, within budget, and meet the specified quality standards. This article provides an in-depth overview of engineering project management,including its key principles, methodologies, and challenges.Key Principles of Engineering Project Management1. Project Scope: The project scope defines the boundaries andobjectives of the project. It includes the deliverables, tasks, and activities that need to be completed. Clear definition of the scope is crucial to avoid scope creep, which can lead to delays and increased costs.2. Project Schedule: A well-defined project schedule outlines the sequence of activities, timelines, and milestones. It helps in tracking progress and ensuring that the project stays on track. Tools like Gantt charts and critical path method (CPM) are commonly used to manageproject schedules.3. Cost Management: Effective cost management involves estimating, budgeting, and controlling project costs. This includes identifying cost drivers, tracking actual expenses, and making adjustments as needed to stay within budget.4. Quality Management: Ensuring that the project meets the specified quality standards is essential. This involves implementing qualitycontrol processes, conducting inspections, and addressing any issuesthat arise.5. Risk Management: Identifying, analyzing, and mitigating risks is a critical aspect of project management. This includes identifyingpotential risks, assessing their impact, and developing strategies to manage them.6. Resource Management: Efficient allocation and management of resources, including human resources, materials, and equipment, is crucial for project success. This involves identifying resource requirements, managing resource conflicts, and optimizing resource utilization.7. Communication Management: Effective communication is essential for project success. This includes conveying project objectives, progress, and issues to stakeholders, and ensuring that everyone is aligned and informed.Project Management MethodologiesThere are various methodologies that can be used in engineering project management, each with its own set of tools and techniques. Some of the most commonly used methodologies include:1. Waterfall: The waterfall model is a linear, sequential approach where each phase of the project is completed before moving on to the next. It is suitable for projects with well-defined requirements and minimal changes expected.2. Agile: Agile methodologies, such as Scrum and Kanban, are iterative and flexible. They focus on delivering small, incremental pieces of work and adapt to changing requirements throughout the project lifecycle.3. PRINCE2 (Projects IN Controlled Environments): PRINCE2 is a process-based project management methodology that provides a structured approach to project management. It is widely used in the UK and internationally.4. PMBOK (Project Management Body of Knowledge): The PMBOK is a comprehensive guide to project management practices. It provides a framework for managing projects effectively and efficiently.Challenges in Engineering Project ManagementDespite the best efforts of project managers, there are several challenges that can impact the success of engineering projects. Some of the common challenges include:1. Complexity: Engineering projects are often complex, involvingmultiple stakeholders, disciplines, and variables. Managing this complexity can be challenging.2. Uncertainty: The engineering environment is often uncertain, with changing requirements, unforeseen risks, and technical challenges. Managing uncertainty requires flexibility and adaptability.3. Resource Constraints: Limited resources, including budget, time, and personnel, can constrain project progress and lead to delays and cost overruns.4. Communication: Effective communication is crucial for project success, but it can be challenging to ensure that all stakeholders are informed and aligned.5. Quality Control: Ensuring that the project meets the specifiedquality standards is a continuous challenge, especially as the project progresses and requirements evolve.ConclusionEngineering project management is a complex and dynamic discipline that requires a comprehensive understanding of project principles, methodologies, and tools. Effective project management ensures that projects are completed successfully, delivering value to stakeholdersand contributing to the organization's objectives. By addressing the key principles, adopting appropriate methodologies, and navigating the challenges, project managers can enhance the likelihood of project success.中文工程项目管理概述引言工程项目管理是一个涉及工程项目的规划、执行和控制的关键学科。
工程项目管理英文解释
Engineering project management is a professional discipline that involves the application of project management principles, tools, and techniques to successfully execute and deliver engineering projects. It is a comprehensive process that encompasses planning, organizing, leading, and controlling the activities of a project to achieve specific goals and objectives within the defined constraints of time, budget, and quality.The primary objective of engineering project management is to ensurethat the project is completed on time, within budget, and meets the required quality standards. This involves managing various aspects of the project, such as scope, schedule, cost, quality, human resources, communication, risk, and procurement.Scope management involves defining, documenting, verifying, and controlling the project scope to ensure that the project deliverables meet the agreed-upon requirements. It includes activities such as scope planning, scope definition, scope verification, and scope control.Schedule management is the process of planning, scheduling, and controlling the project activities to ensure that the project is completed on time. This involves activities such as schedule planning, schedule development, schedule control, and schedule updates.Cost management involves planning, budgeting, and controlling theproject costs to ensure that the project is completed within the allocated budget. It includes activities such as cost estimation, cost budgeting, cost control, and variance analysis.Quality management is the process of planning, implementing, and controlling quality policies to ensure that the project deliverables meet the required quality standards. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.Human resource management involves planning, acquiring, developing, and managing the project team to ensure that the project is executed effectively. It includes activities such as human resource planning,staffing, training and development, performance management, and conflict resolution.Communication management involves planning, implementing, andcontrolling the project communication to ensure that the relevant information is effectively communicated to the stakeholders. It includes activities such as communication planning, communication tools and techniques, and stakeholder management.Risk management involves identifying, analyzing, and responding to risks that may impact the project objectives. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Procurement management involves obtaining goods and services from external sources to meet the project requirements. It includesactivities such as procurement planning, solicitation, supplier selection, contract administration, and contract closure.Engineering project management also involves several key processes, such as project initiation, project planning, project execution, project monitoring and controlling, and project closing. Each of these processes has specific objectives, activities, and outputs that contribute to the successful completion of the project.Project initiation involves identifying and defining the project, as well as obtaining approval for the project. It includes activities such as project charter development, feasibility study, and business case preparation.Project planning involves developing the project management plan, which includes the project scope statement, schedule, budget, quality management plan, human resource plan, communication plan, risk management plan, and procurement plan.Project execution involves implementing the project management plan to execute the project activities and deliver the project outputs. It includes activities such as resource allocation, task execution, and project coordination.Project monitoring and controlling involves tracking, reviewing, and managing the project performance to ensure that the project objectives are achieved. It includes activities such as progress reporting, performance measurement, variance analysis, and corrective actions.Project closing involves completing all project activities, documenting lessons learned, and transitioning the project deliverables to the stakeholders. It includes activities such as project closure documentation, project review, and project handover.In conclusion, engineering project management is a complex and dynamic process that requires a comprehensive understanding of project management principles and techniques. Effective engineering project management can lead to the successful completion of projects, ensuring that the desired outcomes are achieved within the defined constraints.。
项目管理专用中英文术语词汇
项目管理专用中英文术语词汇项目管理专用中英文术语词汇20、日历单位，Calendar Unit1、活动，Activity21、变更控制委员会，CCB=Chang ControlBoard2、活动定义，Activity Definition22、沟通规划，Communications Planning 3、活动描述/说明，AD=Activity Description23、并行工程，Concurrent Engineering 4、活动历时估算，Activity Duration Estimating24、意外费用，Contingencies5、箭线网络图（双代号网络图），AOA=Activity-On-Arrow25、意外准备金，contingency Allowance6、节点式网络图（单代号网络图），26、意外规划，Contingency Planning AON=Activity-on-Node27、意外储备，Contingency Reserve7、已执行工作实际成本，ACWP=Actual Cost of WorkPerformed28、合同，Contract8、实际完成日期，AF=Actual Finish Date29、合同管理，Contract Administration9、实际开始日期，AS=Actual Start Date30、合同收尾，Contract Close-out10、行政收尾，Administrative Closure31、控制，Control11、箭线，Arrow32、控制图，Control Chart12、箭线图示法，ADM=Arrow Diagramming Method33、纠正措施，Corrective Action13、逆推计算法，Backward Pass34、费用预算，CostBudgeting14、横道图，Bar Chart35、费用控制，Cost Control15、基准计划，Baseline36、费用做算，Cost Estimating16、完工预算，BAC=Budget At Completion37、质量成本，Cost of Quality17、概算，Budget Estimate38、费用绩效指数，CPI=Cost Performance Index18、已执行预算成本，BCWP=Budgeted Cost of Work39、费用偏差，CV=Cost VariancePerformed40、赶工，Crashing19、计划执行预算成本，BCWS= Budgeted Cost ofScheduled41、关键工序，Critical Activity42、关键路线，Critical Path64、完成到开始关系，FS=Finish-to-Start43、关键路线法，CPM=Critical Path Method65、时差，机动时间，浮动时间，Float44、当前完成日期，Current Finish Date66、顺推计算法，Forward Pass45、当前开始日期，Current Start Date67、自由时差，FF=Free Float46、数据日期，DD=Data Date68、职能经理，Functional Manager47、交付物，Deliverable69、职能组织，Functional Organization48、依赖关系，Dependency70、甘特图，Gantt Chart49、虚活动，Dummy Activity71、图解评审技术，GERT=Graphical Evaluation and 50、延续时间，DU=Duration Review Technique51、延续时间压缩，Duration Compression72、集合工作，Hammock52、最早完工日期，EF=Early Finish Date73、悬摆，Hanger53、最早开始日期，ES=Early Start Date74、信息分发，Information Distribution54、挣值法，EV=Earned Value75、立项，Initiation55、挣值分析，Earned Value Analysis76、成本/进度综合报告，IntegratedCost/ScheduleReporting56、人工量，Effort77、邀标，IFB= Invitation for Bid57、估算，概算，Estimate78、关键事件进度计划，Key Event Schedule 58、在完成时的费用估算，EAC=Estimate AtCompletion79、滞后量，Lag59、到完成时的估算，ETC=Estimate To Complete80、最晚完成日期，LF=Late Finish Date60、单节点事件图，Event-on-Node81、最晚开始日期，LS=Late Start Date。
工程项目管理英文单词
1. Project: A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product, service, or result.2. Project Manager: The project manager is responsible for the planning, execution, and monitoring of the project to ensure its successful completion.3. Scope: The scope defines the work that is included in the project. It includes the deliverables, tasks, and resources required to complete the project.4. Schedule: The schedule is a timeline that outlines the start and end dates for each task in the project. It helps in tracking the progress of the project and ensures that it is completed on time.5. Budget: The budget is the financial plan for the project, including the costs of resources, labor, and materials required to complete the project.6. Risk: Risk is an uncertain event or condition that, if it occurs, hasa positive or negative impact on the project. Identifying and managing risks is an essential part of project management.7. Quality: Quality refers to the degree of excellence of the project deliverables. Ensuring quality throughout the project lifecycle is critical to project success.8. Stakeholder: A stakeholder is any individual, group, or organization that has an interest in or is affected by the project. Identifying and managing stakeholders is essential for project success.9. Communication: Communication is the process of sharing information between project stakeholders. Effective communication ensures that everyone is on the same page and helps in resolving conflicts.10. Change Management: Change management involves managing changes to the project scope, schedule, and budget. It ensures that any changes are properly documented and implemented.11. Quality Assurance: Quality assurance is the process of ensuring that the project deliverables meet the specified requirements and standards.12. Quality Control: Quality control is the process of monitoring and controlling the project deliverables to ensure that they meet the required quality standards.13. Project Life Cycle: The project life cycle is the sequence of phases that a project goes through from initiation to closure. It includes the following phases:a. Initiation: Defining the project scope, objectives, and stakeholders.b. Planning: Developing a detailed plan for the project, including the schedule, budget, and resources.c. Execution: Implementing the project plan and managing the project activities.d. Monitoring and Controlling: Tracking the project progress and ensuring that it is on schedule and within budget.e. Closing: Completing the project, documenting lessons learned, and celebrating the success.14. Critical Path Method (CPM): CPM is a project management technique used to determine the sequence of activities and the time required to complete a project.15. Program Management: Program management involves managing multiple related projects to achieve strategic business objectives.In conclusion, engineering project management is a dynamic and complex field that requires a comprehensive understanding of various concepts, techniques, and tools. The terms and words mentioned above are just a few examples of the many terms used in engineering project management. By familiarizing yourself with these terms, you will be better equipped to manage projects effectively and efficiently.。
项目管理术语中英文对照
项目管理术语中英文对照2011—03-18 13:55:12ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity—On—Arrow 双代号网络图AON Activity—On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用(合同）CPIF Cost Plus Incentive Fee 成本加奖励费用(合同)CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated）To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to—Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish—to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al）Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。
工程项目管理英语
Introduction:Engineering project management is a critical field that involves the application of project management principles and techniques to the planning, execution, and completion of engineering projects. It requires a strong command of both technical and management skills. In this article, we will explore some essential terms and phrases related to engineering project management in English.1. Project Initiation:- Define the project scope: "We need to define the scope of the project before we start."- Establish project objectives: "Let's set specific and measurable goals for each stage of the project."- Identify stakeholders: "We should create a project plan that outlines the tasks, timelines, and resources needed."2. Project Planning:- Develop a project plan: "We should create a project plan that outlines the tasks, timelines, and resources needed."- Identify project activities: "We need to identify the key activities and sequence them logically."- Allocate resources: "We should allocate resources effectively to ensure project success."- Estimate project duration: "We need to estimate the project duration based on the available resources."3. Project Execution:- Monitor project progress: "We need to monitor the progress of the project regularly and make adjustments as needed."- Manage project risks: "We should identify and manage project risks proactively."- Coordinate team members: "It's important to assign responsibilities and roles to each team member."- Communicate with stakeholders: "We should communicate regularly with stakeholders to keep them informed of the project's progress."4. Project Control:- Perform project status reports: "We should prepare project status reports to track the project's progress."- Analyze project performance: "We need to analyze project performance to identify any deviations from the plan."- Implement corrective actions: "We should implement corrective actions to address any issues or delays."- Control project costs: "We need to control project costs by managing resources effectively."5. Project Closure:- Conduct project review: "We should conduct a project review to evaluate the project's success and identify lessons learned."- Document project deliverables: "We need to document all project deliverables to ensure a smooth handover to the client."- Celebrate project success: "Let's celebrate the successful completion of the project."6. Common Engineering Project Management Terms:- Scope creep: "Scope creep refers to the uncontrolled expansion of a project's scope."- Critical path method (CPM): "CPM is a project management technique used to identify the critical activities in a project."- Risk management: "Risk management involves identifying, analyzing, and mitigating risks in a project."- Quality control: "Quality control ensures that the projectdeliverables meet the required standards."- Resource allocation: "Resource allocation involves assigning resources to project activities effectively."Conclusion:Engineering project management is a complex and challenging field that requires effective communication, collaboration, and technical expertise. By mastering the essential terms and phrases in English, professionals can enhance their ability to manage projects successfully andefficiently. Whether you are a project manager, engineer, or stakeholder, being proficient in engineering project management terminology can help you navigate the complexities of the industry and achieve project success.。
工程项目管理专业英语
Engineering projects are complex endeavors that require meticulous planning, execution, and control to ensure successful completion. As the world becomes increasingly globalized, the need for professionals whocan effectively communicate and manage engineering projects in Englishis paramount. This article aims to provide an overview of key terms, concepts, and practices in engineering project management, translatedinto professional English, to help professionals navigate this fieldwith confidence.Key Terms and Definitions:1. Project Management (PM): The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.It involves the integration of all project elements to achieve theproject objectives within the agreed constraints.2. Project Manager (PM): The individual responsible for leading the project team and ensuring the successful completion of the projectwithin the defined scope, schedule, and budget.3. Project Scope: The defined and documented deliverables of the project, including the work to be performed and the results to be achieved.4. Project Schedule: A document that defines the project's timeline, including start and end dates for activities, milestones, and thecritical path.5. Project Budget: The financial resources allocated to the project, including costs for labor, materials, equipment, and other expenses.Key Concepts and Practices:1. Project Planning: The process of defining the project's objectives, scope, and deliverables, and developing a detailed plan to achieve them. This includes identifying project stakeholders, defining project tasks, estimating resources, and establishing a project schedule.2. Risk Management: The process of identifying, analyzing, and responding to risks that may affect the project. This involvesidentifying potential risks, assessing their impact and likelihood, and developing strategies to mitigate or avoid them.3. Quality Management: The process of ensuring that the project deliverables meet the required quality standards. This includes establishing quality policies, planning quality activities, and implementing quality control measures.4. Change Management: The process of managing changes to the project scope, schedule, or budget. This involves assessing the impact of changes, obtaining approval for changes, and updating project documentation accordingly.5. Configuration Management (CM): The process of identifying, organizing, and controlling modifications made to the project deliverables. CM ensures that the project's configuration items are properly documented, tracked, and managed throughout the project lifecycle.Practical Examples:1. Project Change Request (PCR): A formal document submitted by aproject stakeholder requesting a change to the project scope, schedule, or budget. The project manager must assess the impact of the change and obtain approval from relevant stakeholders before implementing it.2. Feasibility Analysis: A study conducted to determine whether aproject is technically, economically, and operationally feasible. This analysis helps project managers make informed decisions about whether to proceed with the project.3. Project Management Office (PMO): A centralized office within an organization responsible for overseeing the management of projects. The PMO provides support to project managers and ensures that projects are aligned with the organization's strategic objectives.In conclusion, engineering project management is a dynamic and challenging field that requires a strong command of professional English. By understanding key terms, concepts, and practices, professionals caneffectively communicate and manage engineering projects, contributing to their success and the success of their organizations.。
工程管理专业英语相关翻译
1.1T he Project Life Cycle1段：Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects.项目经理或组织可以把每一个项目划分成若干个阶段，以便有效地进行管理控制，并与实施该项目组织的日常运作联系起来。
这些项目阶段合在一起称为项目生命期。
许多组织识别出一套具体的生命期供其所有的项目使用。
2段：For example, from the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure1-1.从业主的角度来看，建设项目的生命周期可用图1-1表示。
Essentially, a project is conceived to meet market demands or needs in a timely fashion.从本质上讲，一个项目试图及时满足市场需求。
in a timely fashion. 及时meet market demands or needs 满足市场需求Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project.在项目规划阶段，很多不同的方案都可能被考虑，同事每一天备选方案的技术可行性都经过评估和比较，以选出最优方案。
工程项目管理常用英汉词汇
工程项目管理常用英汉词汇An English-Chinese Glossary of Terms Commonly Used in Engineering Project Management工程项目管理常用英汉词汇1Aabsolute guarantees 绝对保证activity 工序；活动actual cost for work performed [ACWP]已完工作量的实耗费用adjusted man-hours 修正的人工事估算值advance payment;down payment 预付款advance payment bond;bank guarantee for advance payment 预付款保函；为预付款出具的银行保证书advanced certified final drawings [ACF];advanced certified vendors'drawings;preliminary vendor drawings [PD]供货厂商先期确认图（纸）ahead of schedule 进度提前analysis estimate 分析估算analytical engineering phase 分析设计阶段anticipated approved cost 认可的预计费用approved client change 认可的用户变更architectural engineering 建筑at completion variance [ACV]竣工差异Bbank guarantee;letter of guarantee [L/G]银行保证书；信用保证书bar;bar-chart;Gantt chart 横道图basic engineering phase 基础工程设计阶段battery limit [BL]界区bid;quotation;proposal;tender;offer 报价；投标bid bond 投标保函bid evaluation 标书评审；报价评审bid strategy meeting 报价策略会议bid tabulation form;tabulation of bids 标书评选表；报价评选表bill for negotiation 议付汇票bill of entry 报关单bill of exchange;draft 汇票bill of lading 提单bill of materials [BOM]材料表；材料清单bond 保函；担保（书）bonded goods 保税货物bonded warehouse 保税仓库breakdown structure 分解结构budget;project control budget 预算（值）；项目控制预算budget change procedure 预算变更程序budgeted cost at completion [BAC]竣工预算费用budgeted cost for work performed [BCWP]已完工作量的预算费用budgeted cost for work scheduled [BCWS]计划工作量的预算费用bulk materials;commodities 散装材料bulk materials cost;purchased cost of bulk materials;commodities cost 散装材料费用；散装材料购买费用buyer's credit [B/C]买方信贷Ccertificate 证书；证明书certificate of origin 产地证明书工程项目管理常用英汉词汇2certified final drawings [CF];certified vendor drawings[CD]供货厂商最终确认图（纸）change 变更change control procedure 变更控制程序change request;deviation notice [DN]变更申请单；偏差通知单check estimate 核定估算chemical cleaning procedure 化学清洗程序civil engineering 土建claim;claim indemnity 索赔client 用户；客户client acceptance 用户验收client acceptance certificate (of plant)用户验收证书；合同项目验收证书client change;contract change 用户变更；合同变更client change notice [CCB];contract change order [CCO]用户变更（通知）单；合同变更（通知）单client kick-off meeting 用户开工会议close-out report （项目）完工报告code;number 代码；编码commissioning 试车commissioning activities cost 试车费用commitment 订货合约；定约；成交confirmed L/C 保兑信用证construction 施工construction cost 施工费用construction craft 施工工种construction mobilization meeting 施工动员会议construction phase 施工阶段contingency 不可预见费contract 合同；承包contract award 签订合同；合同签约contractor 承包商contractor's standard work breakdown structure [CSWBS]承包商标准工作分解结构；工程公司标准工作分解结构control baseline;performance measurement baseline;progress baseline 控制基准；执行效果测量基准；实物进度基准control estimate 控制估算control index 控制索引corrective action;corrective measures 纠正措施cost 费用；成本cost and freight [CFR]or [C&F]成本加运费（价）cost control 费用控制；成本控制cost index [CI]费用指数cost insurance and freight;cost insurance freight [CIF]到岸价cost of construction indirect 施工间接费用cost of construction supervision;cost of construction management and supervision;field administration and direct supervision cost [FADS]施工监督费用；施工监督和管理费用cost of material related freight;insurance,etc.（直接）材料相关费用（运费和保险费等）cost performance index [CPI]费用执行效果指数cost plus fixed fee contract [CPFF]成本加固定酬金合同cost plus fluctuating fee contract;cost plus sliding scale fee contract 成本加浮动酬金合同cost trend display chart 费用趋势展示图工程项目管理常用英汉词汇3cost variance [CV]费用差异(cost)reimbursable contract;cost-plus (fee)contract [C-P]偿付合同；成本加抽筋合同CREDIT 信贷critical activity 关键工序；关键活动critical path method [CPM]关键线路法Ddata 数据default 违约default notice 违约通知defined equipment estimate;definitive estimate 设备详细估算（发）；确切估算（发）delivery 交货delivery date;date of delivery 交货日期delivery note 交货单delivery order 提货单delivery terms 交货条件delivery to job-site 交货到现场demand loan 即期贷款design;engineering 设计；工程设计detailed engineering phase;final engineering phase;production engineering phase 详细工程设计阶段detailed estimate;defined estimate 详细估算（发）detailed network 详细网络图detailed schedule 详细进度计划；详细进度表deviation;variance 偏差；差异diagram;chart 图表discipline 专业drawing 图纸drawing issued "Approved for Design"[AFD]“批准用于详细工程设计”图纸drawing on L/Cs 信用证提款drawings issued "Approved for construction"[AFC]“批准用于施工”图纸duties 关税Eearned value concept [EVC]赢得值原理effective date of the contract 合同生效日期electrical engineering 电气engineering monthly progress report 设计进展月报engineering phase 设计阶段equipment 设备equipment cost;purchased cost of equipment 设备费用；设备购买费用equipment engineering 设备equipment estimate 设备估算estimate;cost estimate 估算；费用估算estimated cost at completion [EAC]竣工预测费用ex works [EXW]工厂交货（价）exception report 异常报告expediting 催交Ffinal payment 最终付款first check estimate [FCE]首次核定估算工程项目管理常用英汉词汇4(fixed)unit price contract （固定）单价合同"float"浮动时间；工序时差forwarding agent 运输商；承运商free alongside ship [FAS]船边交货（价）free carrier [FCA]货交承运人（价）free on board [FOB]离岸价free on rail [FOR];free on truck [FOT]铁路交货（价）；敞车上交货（价）freight [Frt.];carriage 运费freight collect;freight to be collected;freight payable at destination 运费待收；货到收运费freight forward;carriage forward 货到付运费；运费未付freight indemnity 运费担保函freight note 运费单freight paid;carriage free;carriage paid 运费付讫freight prepaid;advance(d)freight 运费预付frustration of contract 合同失效Ggeneric activity type (numbers)[GAT]通用型活动码group code 组码guarantee;warranty 保证；担保Hhistogram 直方图home office 公司本部home office cost;cost of home office servers 公司本部（服务）费用home office service 公司本部服务Iincome taxes 所得税initial approved cost [IAC]批准的控制估算initial phase of project execution 项目初始阶段initial process release 工艺预发表inquiry;invitation to bid 询价；招标inquiry review committee [IRC]讯价文件评审委员会inquiry(package);request for quotation(package)[RFQ];request for proposal [RFP];invitation to bid [ITB]询价书；招标文件inspection 检验inspection report 检验报告instructions to bidders [ITB]投标者须知；报价须知instruments engineering 仪表insurance;assurance 保险insurance certificate 保险证书insurance policy 保险单insurance premium 保险费integrated project control 项目综合控制interim control estimate;initial control estimate [ICE]初期控制估算internal transfer 内部费用转换irrevocable L/C 不可撤销信用证isometric drawing 管段图；管道空视图issue;release 发表J(job)monthly progress report （项目）进展月报joint venture [JV]合营企业工程项目管理常用英汉词汇5Kkick-off meeting 开工会议know-how 专有技术；技术诀窍know-how fee 专有技术费Llabor cost;erection labor cost;construction force cost 施工人工费用；施工劳力费用labor cost associated with bulk materials 散装材料施工人工费用labor cost associated with equipment 设备安装人工费用labor productivity;productivity factor;productivity ratio 劳动生产率；劳动生产率系数lead time 交货周期letter of comfort 安慰信letter of credit [L/C]信用证letter of intent 意向书license 许可证license fee 许可证费licensed technology 专利技术licensee 受许可放；受让方licensor 专利商；许可方line item 任务单项line of credit 信贷额度liquidated damages 违约罚金loan 贷款lump-sum contract[L-S]总价合同Mman-hour estimate 人工时估算man-hour rate 人工时单价material 材料material class 材料分类material control 材料控制material cost;direct material cost 材料费用；直接材料费用material exception report [MER];equipment &materials exception report 材料异常报告material management 材料管理material status report 材料状态报告material take-off [MTO]材料统计mechanical completion [MC]机械竣工mechanical completion certificate 机械竣工证书mechanical guarantees;mechanical warranties 机械保证；机械担保meeting 会议milestone 里程碑milestone network 里程碑网络图monitoring 监控monthly cost and progress report 费用和进展月报告Nnegotiation 谈判network (diagram)网络（图）；网络（进度）计划non-payroll;home-office expenses 非工资费用Ooffsite battery limit [OSBL]界外设施区；辅助设施界区offsite section;offsite unit;offsite facilities;general facilities 界外设施；辅助设施；通用设施organizational breakdown structure [OBS]组织分解机构工程项目管理常用英汉词汇6other costs 其他费用overhead;home office overheads 公司管理费over-run;cost over-run 预算超支（值）；费用超支（值）owner 业主Ppatent 专利patent right 专利权penaltiable guarantees 违约罚款保证penalty clause （违约）罚款条款pending client change 待定的用户变更performance 执行效果；效绩；性能performance bond;performance bank guarantee 履约保函；履约担保（书）；为履约出具的银行保证书performance guarantees 性能保证performance report 执行效果报告performance test run;performance guarantee tests 性能考核，生产考核performance test run procedure;performance guarantee test procedure 性能考核程序；生产考核程序piping and instrument diagram [PID][P&ID]管道仪表流程图piping design 管道设计piping layout drawing 管道平面布置图piping mechanical engineering 管道机械piping planning (drawing)管道平面设计图plan 计划planning engineering phase 平面设计阶段plant acceptance procedure 装置验收程序plant layout engineering 布置plot plan 装置布置图precommissioning 试车准备pre-qualification 资格预审procedure 程序process battery limit;inside battery limit [ISBL]工艺界区process control diagram [PCD]工艺控制图process design 工艺设计process design;process engineering 工艺process design phase 工艺设计阶段process flow diagram [PFD]工艺流程图process package 工艺包process release 工艺发表process section;process unit 工艺装置procurement 采购procurement status report 采购状态报告production check estimate [PCE]二次核定估算productivity report 劳动生产率报告profit;expected profit 利润；预期利润progress;physical progress 进展；进度；实物进度progress curve;"S"curve 进度曲线；S 曲线progress payment 按实物进度付款project 项目；工程项目工程项目管理常用英汉词汇7project change;internal change 项目变更；内部变更project change notice [PCN];internal change order [ICO]项目变更（通知）单；内部变更（通知）单project commissioning procedure;project start-up procedure;project test run procedure 项目试车程序；项目开车程序project construction manager [PCM]项目施工经理(project)construction plan （项目）施工计划project control 项目控制project control procedure 项目控制程序project controlling;tools for project control 项目控制手段project controls manager 项目控制经理project coordination procedure 项目协调程序project cost control engineer;project cost engineer 项目费用控制工程师project cost summary report 项目费用汇总报告project duration's 项目建设周期project engineering manager [PEM]项目设计经理(project)engineering plan （项目）设计计划project engineering procedure 项目设计程序project estimator 项目估算师project execution 项目实施费用状态报告project execution procedure 项目实施程序project finance 项目融资；工程项目筹资project financial manager 项目财务经理project inspection procedure 项目检验程序project kick-off meeting 设计开工会议project kick-off meeting 项目开工会议project management 项目管理project manager [PM]项目经理project master schedule;master project schedule 项目主进度计划project material control engineer 项目材料控制工程师project operation cost status report 项目实施费用状态报告project phase 项目实施阶段project plan 项目计划project process manager 项目工艺经理project procurement manager [PPM]项目采购经理(project)procurement plan （项目）采购计划project procurement procedure 项目采购程序project quality manager 项目质量经理project safety engineer 项目安全工程师project scheduling engineer;project scheduler 项目进度计划工程师project secretary 项目秘书project start-up manager 项目开车经理(project)start-up plan （项目）开车计划工程项目管理常用英汉词汇8project summary work breakdown structure[PSWBS]项目大项工作分解结构project team 项目组projected deviations 偏差预测值projection;forecasting 预测proposal;quotation;bid;tender;offer 投标书；标书；建议书proposal estimate 报价估算proposal kick-off meeting 报价开工会议proposal manager 报价经理proprietary technology 产权技术purchase order [PO]订单（即定单）；采买订单；订货合同purchase order and requisition status report 请购单和订单状态报告purchasing 采买purchasing specification [PS]采购规格书；采购说明书Qqualified bidders list;qualified vendors list 合格投标商表；合格供货商表quality 质量quality assurance [QA]质量保证quality control [QC]质量控制quality improvement 质量改进quality management 质量管理quality manual 质量手册quality plan 质量计划quality planning 质量策划quality policy 质量方针quality system 质量体系Rreimbursable guaranteed maximum price contract [RGMP];guarantee maximum cost plus fee contract 限定最高价偿付合同；限定最高成本加抽筋合同report 报告requisition (package);requisition documents 请购文件；请购单resource loading curve;Bell curve 资源负荷曲线responsibility assignment matrix [RAM]责任分工矩阵resultant feedback of data 返回的条件数据；返回的设计条件retention money 保留金；扣留款review meeting 审核会revocable L/C 可撤销信用证risk 风险risk analysis 风险分析risk memorandum 风险备忘录royalty （技术）转让费；提成费Sschedule 进度；进度表；进度计划schedule control;progress control 进度控制schedule delay 进度拖延schedule index [SI]进度指数schedule payment 按日工程进度付款schedule performance index [SPI]进度执行效果指数schedule report 进度报告schedule trend display chart 进度趋势展示图schedule variance [SV]进度差异工程项目管理常用英汉词汇9scheduling;time scheduling 编制进度计划scope of work;project scope 工作范围；项目任务范围secrecy agreement 保密协议service gains 服务酬金sight credit;sight L/C 即期信用证standard classification of account numbers [SCAN];account codes;code of accounts 标准分类记帐码；记帐码standard man-hours;standard labor man-hours;standard construction man-hours;standard hours 人工时估算定额；施工人工时估算定额；标准工时定额stand-by L/C 备用信用证starter schedule;early work schedule （项目）初期工作进度计划start-up 开车start-up;test run;initial operations 投料试车start-up cost 投料试车费用start-up phase 开车阶段subcontract cost;field subcontract cost 分包合同费用；现场施工分包合同费用subcontractor 分包商SUPPLIER'S CREDIT [S/C]卖方信贷supporting data 条件数据；设计条件surety bond 保证书；保险公司出具的保函systems engineering 系统T(target)cost plus fee contract,with bonus or penalty conditions 目标成本加奖罚合同task force 专责项目组tax avoidance 合法避税tax(es)税；税金telex order;notification of commitment 订货电传；订货通知term credit;term L/C 远期信用证termination of contract 合同终止terms of payment;conditions of payment;terms and conditions of payment 支付条件；付款条件total installed cost [TIC]建设总费用tracking;follow up 跟踪traffic;transport 运输training 培训transferable L/C 可转让信用证trending;trend projection 趋势分析；趋势预测types of estimate 估算方法类别Uunder-run;cost under-run 预算结余（值）；费用结余（值）utility 公用工程Vvariable code;optional variable code 可编码vendor coordination meeting [VCM];coordination meeting 厂商协调会议；协调会议工程项目管理常用英汉词汇vendor drawing status report;vendordata scheduling status report供货厂商图纸状态报告Wwork breakdown structure[WBS]工作分解结构work item工作项work package工作包workmanship guarantees工作质量保证10。
工程项目管理英文版译文
In the modern era of globalization and rapid technological advancements, effective engineering project management has become crucial for the success of any construction, infrastructure, or development endeavor. This article delves into the intricacies of engineering project management, exploring its key components, challenges, and best practices.Introduction to Engineering Project ManagementEngineering project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It involves the coordination of various resources, including human resources, materials, equipment, and finances, to achieve project objectives within the defined constraints of time, cost, and quality.Key Components of Engineering Project Management1. Project Initiation: This phase involves defining the project scope, objectives, and stakeholders. It is crucial to identify the project's purpose, desired outcomes, and the resources required to achieve them.2. Project Planning: In this phase, the project manager develops a comprehensive plan that outlines the project's scope, schedule, budget, resources, and risks. This plan serves as a roadmap for the project execution.3. Project Execution: This phase involves executing the project plan, coordinating resources, and managing the project activities. Effective communication, teamwork, and problem-solving skills are essential during this phase.4. Project Monitoring and Control: In this phase, the project manager tracks the project's progress, compares it to the plan, and takes corrective actions as needed. This includes managing risks, changes, and issues that may arise during the project lifecycle.5. Project Closure: This phase involves completing all project activities, delivering the final product or service, and ensuring thatall project documentation is up-to-date. It also includes evaluating the project's success and documenting lessons learned.Challenges in Engineering Project Management1. Complexity: Engineering projects are often complex, involvingmultiple disciplines, stakeholders, and interdependencies. Managing this complexity requires advanced skills and expertise.2. Risk Management: Identifying, assessing, and mitigating risks is a critical aspect of engineering project management. Failure to manage risks effectively can lead to project delays, cost overruns, and quality issues.3. Resource Allocation: Efficiently allocating resources, including human resources, materials, and equipment, is crucial for project success. Challenges in resource allocation can lead to inefficiencies and delays.4. Communication: Effective communication is essential for successful project management. Miscommunication can lead to misunderstandings, delays, and conflicts among stakeholders.5. Regulatory Compliance: Engineering projects are subject to various regulations and standards. Ensuring compliance with these regulations is crucial for project success and the safety of stakeholders.Best Practices in Engineering Project Management1. Stakeholder Engagement: Engaging with stakeholders throughout the project lifecycle is essential for understanding their expectations and ensuring their satisfaction.2. Risk Management: Develop a comprehensive risk management plan and regularly review and update it to address new risks and changes in the project environment.3. Effective Communication: Establish clear communication channels and maintain open and transparent communication with all stakeholders.4. Use of Project Management Tools: Utilize project management software and tools to streamline project activities, track progress, and manage resources effectively.5. Continuous Improvement: Continuously evaluate and improve project management processes and practices to enhance project success and efficiency.ConclusionEngineering project management is a dynamic and challenging field that requires a comprehensive understanding of various aspects of project management. By following best practices, addressing challenges effectively, and utilizing the right tools and techniques, project managers can ensure the successful completion of engineering projects, contributing to the growth and development of societies worldwide.。
工程项目管理专用英语
In the realm of construction and infrastructure development, effective project management is the cornerstone of successful execution. This article aims to provide a comprehensive overview of key terminologies and concepts in engineering project management, utilizing English, the lingua franca of the global business community.1. Project InitiationThe first phase in engineering project management involves defining the project's objectives, scope, and constraints. This process includes:- Project Charter: A document that authorizes the project and definesits high-level objectives.- Stakeholder Analysis: Identifying and analyzing the stakeholders' interests, influence, and impact on the project.2. Project PlanningThis phase involves developing a detailed plan to guide the project's execution. Key components include:- Work Breakdown Structure (WBS): A hierarchical decomposition of the project scope into smaller, manageable components.- Project Schedule: A timeline that outlines the sequence of activities and their durations.- Resource Allocation: Assigning resources (human, materials, equipment) to project activities.3. Project ExecutionThe execution phase focuses on carrying out the project plan. This includes:- Task Execution: Implementing the activities identified in the project schedule.- Change Management: Managing changes to the project scope, schedule, or resources.- Risk Management: Identifying, analyzing, and responding to risks that may impact the project.4. Project Monitoring and ControlMonitoring and controlling the project involves:- Performance Measurement: Tracking project progress against the baseline plan.- Variances Analysis: Identifying and analyzing the differences between actual and planned performance.- Corrective Actions: Implementing measures to address any deviations from the plan.5. Project ClosureThe final phase of engineering project management is project closure, which includes:- Deliverable Handover: Transferring completed project deliverables to the client or end-user.- Project Evaluation: Assessing the project's success against its objectives and lessons learned for future projects.- Final Reports: Preparing final project reports and documentation.Here are some commonly used terms in engineering project management:- Concurrent Engineering: An approach that integrates the design, development, and production of a product throughout the project lifecycle.- Contingency Reserve: A budget allocated to cover unforeseen events or risks.- Cost Estimating: The process of predicting the cost of a project.- Critical Path Method (CPM): A project management technique used to identify the longest path through a project network.- Risk Register: A document that lists identified risks, their potential impact, and mitigation strategies.- Stakeholder Management: The process of engaging with stakeholders to ensure their needs and expectations are met.In conclusion, effective communication and a clear understanding of these key terms and concepts are essential for successful engineering project management. By utilizing English as the language of communication, project managers can collaborate efficiently with international teams and stakeholders, ensuring the seamless execution of complex projects across the globe.。
工程项目管理专业英语(下) 汉译英
81、The construction contract price includes the direct project cost including field supervisionexpenses plus the markup imposed by contractors for general overhead expenses and profit.建设工程合同价格由包括现场管理费在内的直接工程费和承包商添加的包括间接费和利润在内的增加值这两部分组成。
2、Within each of the major categories of construction such as residential housing, commercial buildings, industrial complexes and infrastructure, there are smaller segments which have very different environments with regard to price setting.在建设工程的每一主要类型中（如居住用房、商业建筑、工业建筑和基础建设），有更小的部分，关于价格的制定有非常不同的环境。
3、However, all pricing arrangements have some common features in the form of the legaldocuments binding the owner and the supplier(s) of the facility.约束业主和设备供应商的法律文件形式规定的计价方式是有一些相同之处的。
4、Without addressing special issues in various industry segments, the most common types ofpricing arrangements can be described broadly to illustrate the basic principles.在不考虑各建筑类型不同的情况下，最常用的计价方式可以根据概括介绍如下，并说明其基本原则。
工程项目管理英文
Introduction:Engineering project management is a critical discipline that involves the planning, execution, and completion of engineering projects. It encompasses a wide range of activities, from project initiation to delivery, and requires a systematic approach to ensure successfulproject outcomes. This article provides an overview of engineering project management, highlighting its key components, methodologies, and challenges.1. Project Initiation:The first step in engineering project management is project initiation. This involves identifying the project's objectives, scope, and stakeholders. The project manager must ensure that the project aligns with the organization's strategic goals and that all stakeholders have a clear understanding of the project's purpose.Key activities in project initiation include:- Defining the project scope: This involves determining the project's boundaries, objectives, and deliverables.- Identifying stakeholders: Identifying all individuals or groups that have an interest in the project's success.- Conducting feasibility studies: Assessing the project's technical, economic, and operational feasibility.- Obtaining project authorization: Ensuring that the project has the necessary support from senior management.2. Project Planning:Once the project is initiated, the next step is to develop a comprehensive project plan. This plan outlines the project's objectives, scope, schedule, budget, and resources required to achieve the desired outcomes.Key components of project planning include:- Scope management: Defining and controlling the project's scope to ensure that all deliverables are met.- Schedule management: Developing a project schedule that includes activities, milestones, and timelines.- Budget management: Estimating and controlling the project's budget to ensure that resources are allocated effectively.- Resource management: Identifying and managing the resources requiredto complete the project, including personnel, equipment, and materials.- Risk management: Identifying, analyzing, and mitigating potentialrisks to the project's success.3. Project Execution:Project execution is the phase where the project plan is put into action. This involves coordinating resources, managing tasks, and ensuring that the project is progressing according to the plan.Key activities in project execution include:- Communication: Ensuring that all stakeholders are informed of the project's progress and any changes to the plan.- Team management: Leading and motivating the project team to achievethe project's objectives.- Quality management: Ensuring that the project deliverables meet the required quality standards.- Procurement management: Managing the procurement of goods and services required for the project.4. Project Monitoring and Control:Project monitoring and control is an ongoing process that involves tracking the project's progress, identifying any deviations from the plan, and taking corrective actions to keep the project on track.Key activities in project monitoring and control include:- Performance measurement: Assessing the project's progress against the planned objectives, schedule, and budget.- Change management: Managing any changes to the project scope, schedule, or budget.- Quality assurance: Ensuring that the project deliverables meet the required quality standards.- Risk management: Monitoring and mitigating any new risks that mayarise during the project's execution.5. Project Closure:The final phase of engineering project management is project closure. This involves completing all project activities, documenting theproject's outcomes, and transitioning the deliverables to the client or the organization.Key activities in project closure include:- Delivering the project deliverables: Ensuring that all project deliverables are completed and meet the required standards.- Conducting a project review: Assessing the project's performance against its objectives and identifying lessons learned.- Documenting the project: Creating a comprehensive project documentation that includes the project plan, progress reports, andfinal deliverables.- Celebrating the project's success: Recognizing the contributions ofthe project team and stakeholders.Conclusion:Engineering project management is a complex and challenging discipline that requires a systematic approach to ensure successful project outcomes. By following the key components and methodologies outlined in this article, project managers can effectively plan, execute, and complete engineering projects within the defined scope, schedule, andbudget. Effective project management not only ensures the successful delivery of projects but also contributes to the organization's overall success and growth.。
工程项目管理常用英语
ysd152中级会员状态离线#1使用道具发表于2007-5-24 08:47 资料个人空间个人短信加为好友只看该作者工程项目管理常用英语(原创)工艺包process package工艺设计process design工艺发表process release工艺预发表initial process release工作围;项目任务围scope of work ; project scope工作包work package工作项work item任务单项line item分解结构breakdown structure工作分解结构work breakdown structure[WBS]组织分解机构organizational breakdown structure[OBS]项目大项工作分解结构project summary work breakdownstructure[PSWBS]承包商标准工作分解结构;工程公司标准工作分解结构contractor'sstandard work breakdown structure[CSWBS]责任分工矩阵responsibility assignment matrix[RAM]风险risk风险分析risk analysis风险备忘录risk memorandum公司本部home office公司本部服务home office service 公用工程utility计划plan项目计划project plan(项目)设计计划(project)engineering plan (项目)采购计划(project)procurement plan (项目)施工计划(project)construction plan (项目)开车计划(project)start-up plan专利patent专利权patent right产权技术proprietary technology 专利技术licensed technology专有技术;技术诀窍know-how可证license专利商;可licensor受可放;受让licensee(技术)转让费;提成费royalty可证费license fee专有技术费know-how fee专业discipline工艺process design ; process engineering系统systems engineering设备equipment engineering布置plant layout engineering管道设计piping design管道机械piping mechanical engineering仪表instruments engineering电气electrical engineering建筑architectural engineering土建civil engineering开车start-up试车commissioning投料试车start-up ; test run ; initial operations性能考核,生产考核performance test run ; performance guarantee tests 用户验收client acceptance支付条件;付款条件terms of payment ; conditions of payment ; terms and conditions of payment预付款advance payment ; down payment按实物进度付款progress payment按日工程进度付款schedule payment保留金;扣留款retention money最终付款final payment代码;编码code ; number组码group code标准分类记帐码;记帐码standard classification of accountnumbers[SCAN];account codes ; code of accounts可编码variable code ; optional variable code通用型活动码generic activity type(numbers)[GAT]不可预见费contingency发表issue ; release汇票bill of exchange ; draft议付汇票bill for negotiation业主owner用户;客户client设计;工程设计design ; engineering设计阶段engineering phase工艺设计阶段process design phase基础工程设计阶段basic engineering phase分析设计阶段analytical engineering phase平面设计阶段planning engineering phase详细工程设计阶段detailed engineering phase ; final engineering phase ;production engineering phase会议meeting开工会议kick-off meeting报价开工会议proposal kick-off meeting用户开工会议client kick-off meeting项目开工会议project kick-off meeting设计开工会议project kick-off meeting施工动员会议construction mobilization meeting审核会review meeting合同;承包contract合同生效日期effective date of the contract合同终止termination of contract合同失效frustration of contract总价合同lump-sum contract[L-S](固定)单价合同(fixed) unit price contract偿付合同;成本加抽筋合同(cost) reimbursable contract ; cost-plus (fee) contract [C-P]成本加固定酬金合同cost plus fixed fee contract [CPFF]成本加浮动酬金合同cost plus fluctuating fee contract ; cost plus sliding scale fee contract目标成本加奖罚合同(target) cost plus fee contract , with bonus orpenalty conditions限定最高价偿付合同;限定最高成本加抽筋合同reimbursable guaranteed maximum price contract [RGMP] ; guarantee maximum cost plus fee contract 承包商contractor分包商subcontractor合营企业joint venture [JV]交货delivery交货日期delivery date ; date of delivery交货期lead time交货到现场delivery to job-site交货单delivery note提货单delivery order提单bill of lading交货条件delivery terms离岸价free on board [FOB]铁路交货(价);敞车上交货(价) free on rail [FOR] ; free on truck [FOT]成本加运费(价) cost and freight [CFR] or [C&F]到岸价cost insurance and freight ; cost insurance freight [CIF] 船边交货(价) free alongside ship [FAS]货交承运人(价) free carrier [FCA]工厂交货(价) ex works [EXW]估算;费用估算estimate ' cost estimate估算法类别types of estimate详细估算(发) detailed estimate ; defined estimate设备详细估算(发);确切估算(发) defined equipment estimate ; definitive estimate设备估算equipment estimate分析估算analysis estimate报价估算proposal estimate控制估算control estimate初期控制估算interim control estimate ; initial control estimate [ICE]批准的控制估算initial approved cost [IAC]核定估算check estimate首次核定估算first check estimate [FCE]二次核定估算production check estimate [PCE]人工时估算man-hour estimate证书;证明书certificate产地证明书certificate of origin机械竣工证书mechanical completion certificate用户验收证书;合同项目验收证书client acceptance certificate (of plant) 材料material设备equipment散装材料bulk materials ; commodities材料分类material class材料统计material take-off [MTO]材料表;材料清单bill of materials [BOM]材料管理material management材料控制material control进度;进度表;进度计划schedule进展;进度;实物进度progress ; physical progress编制进度计划scheduling ; time scheduling(项目)初期工作进度计划starter schedule ; early work schedule项目主进度计划project master schedule ; master project schedule 详细进度计划;详细进度表detailed schedule网络(图);网络(进度)计划network (diagram)里程碑网络图milestone network详细网络图detailed network关键线路法critical path method [CPM]关键工序;关键活动critical activity工序;活动activity浮动时间;工序时差"float"里程碑milestone进度控制schedule control ; progress control进度曲线;S曲线progress curve ; "S" curve资源负荷曲线resource loading curve ; Bell curve进度提前ahead of schedule进度拖延schedule delay违约default违约通知default notice(违约)罚款条款penalty clause违约罚金liquidated damages运费freight [Frt.] ; carriage运费付讫freight paid ; carriage free ; carriage paid运费待收;货到收运费freight collect ; freight to be collected ; freight payable at destination运费预付freight prepaid ; advance(d) freight货到付运费;运费未付freight forward ; carriage forward运费担保函freight indemnity运费单freight note运输商;承运商forwarding agentysd152中级会员状态离线#2使用道具发表于2007-5-24 08:48 资料个人空间个人短信加为好友只看该作者采购procurement采买purchasing催交expediting检验inspection运输traffic ; transport报关单bill of entry报告report费用和进展月报告monthly cost and progress report(项目)进展月报(job) monthly progress report设计进展月报engineering monthly progress report项目费用汇总报告project cost summary report项目实施费用状态报告project operation cost status report进度报告schedule report控制索引control index执行效果报告performance report劳动生产率报告productivity report异常报告exception report材料异常报告material exception report [MER] ; equipment &materials exception report采购状态报告procurement status report材料状态报告material status report请购单和订单状态报告purchase order and requisition status report 供货厂商图纸状态报告vendor drawing status report ; vendor data scheduling status report检验报告inspection report(项目)完工报告close-out report报价;投标bid ; quotation ; proposal ; tender ; offer讯价文件评审委员会inquiry review committee [IRC]报价策略会议bid strategy meeting报价经理proposal manager投标书;标书;建议书proposal ; quotation ; bid ;tender ;offer标书评审;报价评审bid evaluation标书评选表;报价评选表bid tabulation form ; tabulation of bids谈判negotiation厂商协调会议;协调会议vendor coordination meeting [VCM] ; coordination meeting订货合约;定约;成交commitment订货电传;订货通知telex order ; notification of commitment订单(即定单);采买订单;订货合同purchase order [PO]签订合同;合同签约contract award询价;招标inquiry ; invitation to bid资格预审pre-qualification合格投标商表;合格供货商表qualified bidders list ; qualified vendors list 询价书;招标文件inquiry(package) ; request for quotation(package) [RFQ]; request for proposal [RFP] ; invitation to bid [ITB]请购文件;请购单requisition (package) ; requisition documents采购规格书;采购说明书purchasing specification [PS]投标者须知;报价须知instructions to bidders [ITB]变更change用户变更;合同变更client change ;contract change待定的用户变更pending client change认可的用户变更approved client change用户变更(通知)单;合同变更(通知)单client change notice [CCB] ; contract change order [CCO]项目变更;部变更project change ; internal change项目变更(通知)单;部变更(通知)单project change notice [PCN] ;internal change order [ICO]变更申请单;偏差通知单change request ; deviation notice [DN] 质量quality质量针quality policy质量管理quality management质量策划quality planning质量控制quality control [QC]质量保证quality assurance [QA]质量体系quality system质量改进quality improvement质量手册quality manual质量计划quality plan图纸drawing工艺流程图process flow diagram [PFD]工艺控制图process control diagram [PCD]管道仪表流程图piping and instrument diagram [PID] [P&ID]装置布置图plot plan管道平面设计图piping planning (drawing)管道平面布置图piping layout drawing管段图;管道空视图isometric drawing"批准用于详细工程设计"图纸drawing issued "Approved for Design" [AFD]"批准用于施工"图纸drawings issued "Approved for construction" [AFC] 供货厂商先期确认图(纸) advanced certified final drawings [ACF] ; advanced certified vendors' drawings ; preliminary vendor drawings [PD]供货厂商最终确认图(纸) certified final drawings [CF] ; certified vendordrawings[CD]图表diagram ; chart直图histogram横道图bar ; bar-chart ; Gantt chart进度趋势展示图schedule trend display chart费用趋势展示图cost trend display chart项目;工程项目project项目实施费用状态报告project execution项目实施阶段project phase项目初始阶段initial phase of project execution施工阶段construction phase开车阶段start-up phase项目建设期project duration's项目管理project management项目控制project control项目组project team专责项目组task force项目经理project manager [PM]项目设计经理project engineering manager [PEM] 项目采购经理project procurement manager [PPM] 项目施工经理project construction manager [PCM]项目工艺经理project process manager项目控制经理project controls manager项目进度计划工程师project scheduling engineer ; project scheduler项目估算师project estimator项目费用控制工程师project cost control engineer ; project cost engineer 项目材料控制工程师project material control engineer项目财务经理project financial manager项目质量经理project quality manager项目开车经理project start-up manager项目安全工程师project safety engineer项目秘书project secretary项目控制手段project controlling ; tools for project control控制基准;执行效果测量基准;实物进度基准control baseline ; performance measurement baseline ; progress baseline偏差;差异deviation ; variance执行效果;效绩;性能performance跟踪tracking ; follow up监控monitoring趋势分析;趋势预测trending ; trend projection偏差预测值projected deviations预测projection ; forecasting纠正措施corrective action ; corrective measures项目综合控制integrated project control赢得值原理earned value concept [EVC]计划工作量的预算费用budgeted cost for work scheduled [BCWS]已完工作量的预算费用budgeted cost for work performed [BCWP]已完工作量的实耗费用actual cost for work performed [ACWP]费用差异cost variance [CV]进度差异schedule variance [SV]费用指数cost index [CI]进度指数schedule index [SI]费用执行效果指数cost performance index [CPI]进度执行效果指数schedule performance index [SPI]竣工差异at completion variance [ACV]竣工预算费用budgeted cost at completion [BAC]竣工预测费用estimated cost at completion [EAC]费用;成本cost建设总费用total installed cost [TIC]材料费用;直接材料费用material cost ; direct material cost设备费用;设备购买费用equipment cost ; purchased cost of equipment 散装材料费用;散装材料购买费用bulk materials cost ; purchased cost of bulk materials ; commodities cost(直接)材料相关费用(运费和保险费等) cost of material related freight ; insurance , etc.施工费用construction cost施工人工费用;施工劳力费用labor cost ; erection labor cost ; construction force cost设备安装人工费用labor cost associated with equipment散装材料施工人工费用labor cost associated with bulk materials 人工时估算定额;施工人工时估算定额;标准工时定额standard man-hours ; standard labor man-hours ; standard construction man-hours ; standard hours 劳动生产率;劳动生产率系数labor productivity ; productivity factor ; productivity ratio修正的人工事估算值adjusted man-hours人工时单价man-hour rate施工监督费用;施工监督和管理费用cost of construction supervision ; cost of construction management and supervision ; field administration and direct supervision cost施工间接费用cost of construction indirect分包合同费用;现场施工分包合同费用subcontract cost ; field subcontract cost公司本部(服务)费用home office cost ; cost of home office servers 公司管理费overhead ; home office overheads非工资费用non-payroll ; home-office expenses试车费用commissioning activities cost投料试车费用start-up cost其他费用other costs利润;预期利润profit ; expected profit服务酬金service gains部费用转换internal transfer认可的预计费用anticipated approved cost费用控制;成本控制cost control预算(值);项目控制预算budget ; project control budget预算结余(值);费用结余(值) under-run ; cost under-run预算超支(值);费用超支(值) over-run ; cost over-run施工construction施工工种construction craft试车准备precommissioning机械竣工mechanical completion [MC]界区battery limit [BL]工艺界区process battery limit ; inside battery limit [ISBL]界外设施区;辅助设施界区offsite battery limit [OSBL]工艺装置process section ; process unit界外设施;辅助设施;通用设施offsite section ; offsite unit ; offsite facilities ;general facilities保证;担保guarantee ; warranty性能保证performance guarantees绝对保证absolute guarantees违约罚款保证penaltiable guarantees工作质量保证workmanship guarantees机械保证;机械担保mechanical guarantees ; mechanical warranties保函;担保(书) bond投标保函bid bond履约保函;履约担保(书);为履约出具的银行保证书performance bond ; performance bank guarantee预付款保函;为预付款出具的银行保证书advance payment bond ; bank guarantee for advance payment保证书;保险公司出具的保函surety bond银行保证书;信用保证书bank guarantee ; letter of guarantee [L/G]安慰信letter of comfort保密协议secrecy agreement保险insurance ; assurance保险单insurance policy保险证书insurance certificate保险费insurance premium保税货物bonded goods保税仓库bonded warehouse信用证letter of credit [L/C]不可撤销信用证irrevocable L/C可撤销信用证revocable L/C即期信用证sight credit ; sight L/C 远期信用证term credit ; term L/C 保兑信用证confirmed L/C可转让信用证transferable L/C备用信用证stand-by L/C信用证提款drawing on L/Cs信贷CREDIT卖信贷SUPPLIER'S CREDIT [S/C] 买信贷buyer's credit [B/C]信贷额度line of credit项目融资;工程项目筹资project finance 贷款loan即期贷款demand loan索赔claim ; claim indemnity培训training税;税金tax(es)所得税income taxes关税duties合法避税tax avoidance程序procedure项目协调程序project coordination procedure项目实施程序project execution procedure项目设计程序project engineering procedure项目采购程序project procurement procedure项目检验程序project inspection procedure项目控制程序project control procedure变更控制程序change control procedure预算变更程序budget change procedure项目试车程序;项目开车程序project commissioning procedure ; project start-up procedure ; project test run procedure化学清洗程序chemical cleaning procedure性能考核程序;生产考核程序performance test run procedure ; performance guarantee test procedure装置验收程序plant acceptance procedure数据data条件数据;设计条件supporting data返回的条件数据;返回的设计条件resultant feedback of data意向书letter of intent。
工程项目管理常用英语
ysd152中级会员状态离线 #1 使用道具 发表于 2007-5-24 08:47 资料 个人空间 个人短信 加为好友 只看该作者 工程项目管理常用英语(原创) 工艺包 process package工艺设计 process design工艺发表 process release工艺预发表 initial process release工作范围;项目任务范围 scope of work ; project scope工作包 work package工作项 work item任务单项 line item分解结构 breakdown structure工作分解结构 work breakdown structure[WBS]组织分解机构 organizational breakdown structure[OBS]项目大项工作分解结构 project summary work breakdown structure[PSWBS] 承包商标准工作分解结构;工程公司标准工作分解结构 contractor's standard work breakdown structure[CSWBS] 责任分工矩阵 responsibility assignment matrix[RAM]风险 risk风险分析 risk analysis风险备忘录 risk memorandum公司本部 home office公司本部服务 home office service公用工程 utility计划 plan项目计划 project plan(项目)设计计划 (project)engineering plan(项目)采购计划 (project)procurement plan(项目)施工计划 (project)construction plan(项目)开车计划 (project)start-up plan专利 patent专利权 patent right产权技术 proprietary technology专利技术 licensed technology专有技术;技术诀窍 know-how许可证 license专利商;许可方 licensor受许可放;受让方 licensee(技术)转让费;提成费 royalty许可证费 license fee专有技术费 know-how fee专业 discipline工艺 process design ; process engineering系统 systems engineering设备 equipment engineering布置 plant layout engineering管道设计 piping design管道机械 piping mechanical engineering仪表 instruments engineering电气 electrical engineering建筑 architectural engineering土建 civil engineering开车 start-up试车 commissioning投料试车 start-up ; test run ; initial operations性能考核,生产考核 performance test run ; performance guarantee tests 用户验收 client acceptance支付条件;付款条件 terms of payment ; conditions of payment ; terms and conditions of payment预付款 advance payment ; down payment按实物进度付款 progress payment按日工程进度付款 schedule payment保留金;扣留款 retention money最终付款 final payment代码;编码 code ; number组码 group code标准分类记帐码;记帐码 standard classification of accountnumbers[SCAN];account codes ; code of accounts可编码 variable code ; optional variable code通用型活动码 generic activity type(numbers)[GAT]不可预见费 contingency发表 issue ; release汇票 bill of exchange ; draft议付汇票 bill for negotiation业主 owner用户;客户 client设计;工程设计 design ; engineering设计阶段 engineering phase工艺设计阶段 process design phase基础工程设计阶段 basic engineering phase分析设计阶段 analytical engineering phase平面设计阶段 planning engineering phase详细工程设计阶段 detailed engineering phase ; final engineeringphase ; production engineering phase会议 meeting开工会议 kick-off meeting报价开工会议 proposal kick-off meeting用户开工会议 client kick-off meeting项目开工会议 project kick-off meeting设计开工会议 project kick-off meeting施工动员会议 construction mobilization meeting审核会 review meeting合同;承包 contract合同生效日期 effective date of the contract合同终止 termination of contract合同失效 frustration of contract总价合同 lump-sum contract[L-S](固定)单价合同 (fixed) unit price contract偿付合同;成本加抽筋合同 (cost) reimbursable contract ; cost-plus (fee) contract [C-P]成本加固定酬金合同 cost plus fixed fee contract [CPFF]成本加浮动酬金合同 cost plus fluctuating fee contract ; cost plus sliding scale fee contract目标成本加奖罚合同 (target) cost plus fee contract , with bonus or penalty conditions限定最高价偿付合同;限定最高成本加抽筋合同 reimbursable guaranteed maximum price contract [RGMP] ; guarantee maximum cost plus fee contract 承包商 contractor分包商 subcontractor合营企业 joint venture [JV]交货 delivery交货日期 delivery date ; date of delivery交货周期 lead time交货到现场 delivery to job-site交货单 delivery note提货单 delivery order提单 bill of lading交货条件 delivery terms离岸价 free on board [FOB]铁路交货(价);敞车上交货(价) free on rail [FOR] ; free on truck [FOT] 成本加运费(价) cost and freight [CFR] or [C&F]到岸价 cost insurance and freight ; cost insurance freight [CIF]船边交货(价) free alongside ship [FAS]货交承运人(价) free carrier [FCA]工厂交货(价) ex works [EXW]估算;费用估算 estimate ' cost estimate估算方法类别 types of estimate详细估算(发) detailed estimate ; defined estimate设备详细估算(发);确切估算(发) defined equipment estimate ; definitive estimate设备估算 equipment estimate分析估算 analysis estimate报价估算 proposal estimate控制估算 control estimate初期控制估算 interim control estimate ; initial control estimate [ICE]批准的控制估算 initial approved cost [IAC]核定估算 check estimate首次核定估算 first check estimate [FCE]二次核定估算 production check estimate [PCE]人工时估算 man-hour estimate证书;证明书 certificate产地证明书 certificate of origin机械竣工证书 mechanical completion certificate用户验收证书;合同项目验收证书 client acceptance certificate (of plant)材料 material设备 equipment散装材料 bulk materials ; commodities材料分类 material class材料统计 material take-off [MTO]材料表;材料清单 bill of materials [BOM]材料管理 material management材料控制 material control进度;进度表;进度计划 schedule进展;进度;实物进度 progress ; physical progress编制进度计划 scheduling ; time scheduling(项目)初期工作进度计划 starter schedule ; early work schedule项目主进度计划 project master schedule ; master project schedule详细进度计划;详细进度表 detailed schedule网络(图);网络(进度)计划 network (diagram)里程碑网络图 milestone network详细网络图 detailed network关键线路法 critical path method [CPM]关键工序;关键活动 critical activity工序;活动 activity浮动时间;工序时差 "float"里程碑 milestone进度控制 schedule control ; progress control进度曲线;S曲线 progress curve ; "S" curve资源负荷曲线 resource loading curve ; Bell curve进度提前 ahead of schedule进度拖延 schedule delay违约 default违约通知 default notice(违约)罚款条款 penalty clause违约罚金 liquidated damages运费 freight [Frt.] ; carriage运费付讫 freight paid ; carriage free ; carriage paid运费待收;货到收运费 freight collect ; freight to be collected ; freight payable at destination运费预付 freight prepaid ; advance(d) freight货到付运费;运费未付 freight forward ; carriage forward运费担保函 freight indemnity运费单 freight note运输商;承运商 forwarding agentysd152中级会员状态离线 #2 使用道具 发表于 2007-5-24 08:48 资料 个人空间 个人短信 加为好友 只看该作者 采购 procurement 采买 purchasing 催交 expediting检验 inspection运输 traffic ; transport报关单 bill of entry报告 report费用和进展月报告 monthly cost and progress report(项目)进展月报 (job) monthly progress report设计进展月报 engineering monthly progress report项目费用汇总报告 project cost summary report项目实施费用状态报告 project operation cost status report进度报告 schedule report控制索引 control index执行效果报告 performance report劳动生产率报告 productivity report异常报告 exception report材料异常报告 material exception report [MER] ; equipment & materials exception report采购状态报告 procurement status report材料状态报告 material status report请购单和订单状态报告 purchase order and requisition status report 供货厂商图纸状态报告 vendor drawing status report ; vendor data scheduling status report检验报告 inspection report(项目)完工报告 close-out report报价;投标 bid ; quotation ; proposal ; tender ; offer 讯价文件评审委员会 inquiry review committee [IRC]报价策略会议 bid strategy meeting报价经理 proposal manager投标书;标书;建议书 proposal ; quotation ; bid ;tender ;offer 标书评审;报价评审 bid evaluation标书评选表;报价评选表 bid tabulation form ; tabulation of bids 谈判 negotiation厂商协调会议;协调会议 vendor coordination meeting [VCM] ;coordination meeting订货合约;定约;成交 commitment订货电传;订货通知 telex order ; notification of commitment订单(即定单);采买订单;订货合同 purchase order [PO]签订合同;合同签约 contract award询价;招标 inquiry ; invitation to bid资格预审 pre-qualification合格投标商表;合格供货商表 qualified bidders list ; qualified vendors list询价书;招标文件 inquiry(package) ; request for quotation(package) [RFQ]; request for proposal [RFP] ; invitation to bid [ITB]请购文件;请购单 requisition (package) ; requisition documents采购规格书;采购说明书 purchasing specification [PS]投标者须知;报价须知 instructions to bidders [ITB]变更 change用户变更;合同变更 client change ;contract change待定的用户变更 pending client change认可的用户变更 approved client change用户变更(通知)单;合同变更(通知)单 client change notice [CCB] ; contract change order [CCO]项目变更;内部变更 project change ; internal change项目变更(通知)单;内部变更(通知)单 project change notice[PCN] ;internal change order [ICO]变更申请单;偏差通知单 change request ; deviation notice [DN] 质量 quality质量方针 quality policy质量管理 quality management质量策划 quality planning质量控制 quality control [QC]质量保证 quality assurance [QA]质量体系 quality system质量改进 quality improvement质量手册 quality manual质量计划 quality plan图纸 drawing工艺流程图 process flow diagram [PFD]工艺控制图 process control diagram [PCD]管道仪表流程图 piping and instrument diagram [PID] [P&ID]装置布置图 plot plan管道平面设计图 piping planning (drawing)管道平面布置图 piping layout drawing管段图;管道空视图 isometric drawing"批准用于详细工程设计"图纸 drawing issued "Approved for Design" [AFD] "批准用于施工"图纸 drawings issued "Approved for construction" [AFC] 供货厂商先期确认图(纸) advanced certified final drawings [ACF] ; advanced certified vendors' drawings ; preliminary vendor drawings [PD]供货厂商最终确认图(纸) certified final drawings [CF] ; certifiedvendor drawings[CD]图表 diagram ; chart直方图 histogram横道图 bar ; bar-chart ; Gantt chart进度趋势展示图 schedule trend display chart费用趋势展示图 cost trend display chart项目;工程项目 project项目实施费用状态报告 project execution项目实施阶段 project phase项目初始阶段 initial phase of project execution施工阶段 construction phase开车阶段 start-up phase项目建设周期 project duration's项目管理 project management项目控制 project control项目组 project team专责项目组 task force项目经理 project manager [PM]项目设计经理 project engineering manager [PEM]项目采购经理 project procurement manager [PPM]项目施工经理 project construction manager [PCM]项目工艺经理 project process manager项目控制经理 project controls manager项目进度计划工程师 project scheduling engineer ; project scheduler 项目估算师 project estimator项目费用控制工程师 project cost control engineer ; project cost engineer项目材料控制工程师 project material control engineer项目财务经理 project financial manager项目质量经理 project quality manager项目开车经理 project start-up manager项目安全工程师 project safety engineer项目秘书 project secretary项目控制手段 project controlling ; tools for project control 控制基准;执行效果测量基准;实物进度基准 control baseline ; performance measurement baseline ; progress baseline偏差;差异 deviation ; variance执行效果;效绩;性能 performance跟踪 tracking ; follow up监控 monitoring趋势分析;趋势预测 trending ; trend projection偏差预测值 projected deviations预测 projection ; forecasting纠正措施 corrective action ; corrective measures项目综合控制 integrated project control赢得值原理 earned value concept [EVC]计划工作量的预算费用 budgeted cost for work scheduled [BCWS]已完工作量的预算费用 budgeted cost for work performed [BCWP]已完工作量的实耗费用 actual cost for work performed [ACWP]费用差异 cost variance [CV]进度差异 schedule variance [SV]费用指数 cost index [CI]进度指数 schedule index [SI]费用执行效果指数 cost performance index [CPI]进度执行效果指数 schedule performance index [SPI]竣工差异 at completion variance [ACV]竣工预算费用 budgeted cost at completion [BAC]竣工预测费用 estimated cost at completion [EAC]费用;成本 cost建设总费用 total installed cost [TIC]材料费用;直接材料费用 material cost ; direct material cost设备费用;设备购买费用 equipment cost ; purchased cost of equipment 散装材料费用;散装材料购买费用 bulk materials cost ; purchased cost of bulk materials ; commodities cost(直接)材料相关费用(运费和保险费等) cost of material related freight ; insurance , etc.施工费用 construction cost施工人工费用;施工劳力费用 labor cost ; erection labor cost ; construction force cost设备安装人工费用 labor cost associated with equipment散装材料施工人工费用 labor cost associated with bulk materials人工时估算定额;施工人工时估算定额;标准工时定额 standard man-hours ; standard labor man-hours ; standard construction man-hours ; standard hours 劳动生产率;劳动生产率系数 labor productivity ; productivity factor ; productivity ratio修正的人工事估算值 adjusted man-hours人工时单价 man-hour rate施工监督费用;施工监督和管理费用cost of construction supervision ; cost of construction management and supervision ; field administration and direct supervision cost施工间接费用 cost of construction indirect分包合同费用;现场施工分包合同费用 subcontract cost ; field subcontract cost公司本部(服务)费用 home office cost ; cost of home office servers公司管理费 overhead ; home office overheads非工资费用 non-payroll ; home-office expenses试车费用 commissioning activities cost投料试车费用 start-up cost其他费用 other costs利润;预期利润 profit ; expected profit服务酬金 service gains内部费用转换 internal transfer认可的预计费用 anticipated approved cost费用控制;成本控制 cost control预算(值);项目控制预算 budget ; project control budget预算结余(值);费用结余(值) under-run ; cost under-run预算超支(值);费用超支(值) over-run ; cost over-run施工 construction施工工种 construction craft试车准备 precommissioning机械竣工 mechanical completion [MC]界区 battery limit [BL]工艺界区 process battery limit ; inside battery limit [ISBL] 界外设施区;辅助设施界区 offsite battery limit [OSBL]工艺装置 process section ; process unit界外设施;辅助设施;通用设施 offsite section ; offsite unit ; offsite facilities ; general facilities保证;担保 guarantee ; warranty性能保证 performance guarantees绝对保证 absolute guarantees违约罚款保证 penaltiable guarantees工作质量保证 workmanship guarantees机械保证;机械担保 mechanical guarantees ; mechanical warranties保函;担保(书) bond投标保函 bid bond履约保函;履约担保(书);为履约出具的银行保证书 performance bond ; performance bank guarantee预付款保函;为预付款出具的银行保证书 advance payment bond ; bank guarantee for advance payment保证书;保险公司出具的保函 surety bond银行保证书;信用保证书 bank guarantee ; letter of guarantee [L/G]安慰信 letter of comfort保密协议 secrecy agreement保险 insurance ; assurance保险单 insurance policy保险证书 insurance certificate保险费 insurance premium保税货物 bonded goods保税仓库 bonded warehouse信用证 letter of credit [L/C]不可撤销信用证 irrevocable L/C可撤销信用证 revocable L/C即期信用证 sight credit ; sight L/C远期信用证 term credit ; term L/C保兑信用证 confirmed L/C可转让信用证 transferable L/C备用信用证 stand-by L/C信用证提款 drawing on L/Cs信贷 CREDIT卖方信贷 SUPPLIER'S CREDIT [S/C]买方信贷 buyer's credit [B/C]信贷额度 line of credit项目融资;工程项目筹资 project finance贷款 loan即期贷款 demand loan索赔 claim ; claim indemnity培训 training税;税金 tax(es)所得税 income taxes关税 duties合法避税 tax avoidance程序 procedure项目协调程序 project coordination procedure项目实施程序 project execution procedure项目设计程序 project engineering procedure项目采购程序 project procurement procedure项目检验程序 project inspection procedure项目控制程序 project control procedure变更控制程序 change control procedure预算变更程序 budget change procedure项目试车程序;项目开车程序 project commissioning procedure ; project start-up procedure ; project test run procedure化学清洗程序 chemical cleaning procedure性能考核程序;生产考核程序 performance test run procedure ; performance guarantee test procedure装置验收程序 plant acceptance procedure数据 data条件数据;设计条件 supporting data返回的条件数据;返回的设计条件 resultant feedback of data意向书 letter of intent。
工程管理专业词汇英汉对照
工程项目管理常用词汇英汉对照“戴明环”“戴明环”Plan - Do - Check - Action, PDCA “交钥匙”承包“交钥匙”承包Turn - key Contract “三时”估计法“三时”估计法Three - Time - Estimate S 曲线曲线S - Curve 按费用设计按费用设计Design - to - Cost 保留金保留金 Retention Money 保险保险Insurance 保证金保证金 Retainage 报表报表Statement 报告关系报告关系Reporting Relationship 报价邀请报价邀请Requestfor Quotation, RFQ 变更指令变更指令Variation Order, Change Order 标前会议标前会议Pre - Bid Meeting 补充资料表补充资料表Schedule of Supplementary lnformation 不可接受风险不可接受风险Unacceptable Risk 不可抗力不可抗力Force Majeure 不可预见不可预见Unforeseeable 不平等条款不平等条款Unequal Term 平衡报价法平衡报价法Unbalanced Bids 材料材料Materials 材料费材料费 Material Cost 财产风险财产风险Probable Risk 留风险留风险 Residual Risk 层次分析法层次分析法Analytic Hierarchy Process 产品产品Product 超前超前Lead 成本预算成本预算Cost Budgeting 承包方承包方 Contractor 承包商代表承包商代表Contractor's Representative 承包商人员承包商人员Contractor's Personnel 承包商设备承包商设备Contracto Contracto’’s Equipment 承包商文件承包商文件Contractor's Documents 承发包方式承发包方式Contract Approach 承诺 Acceptance 承诺诚实信用原则 In Good Faith 诚实信用原则触发器 Triggers 触发器纯粹风险 Pare Risk 纯粹风险次关键路线 Near - Critical Path 次关键路线大型项目 Program 大型项目代理型CM, 非代理型CM CM／Agency, CM／Non Agency 单代号搭接网络图 Multi - Dependency Network 单代号搭接网络图单代号网络图 Activity - on - Network, AON 单代号网络图单价合同 Unit Price Contract 单价合同单时估计法 Single - Time - Estimate 单时估计法担保 Guarantee 担保当地货币 Local Currency 当地货币当事方(一方) Party 到岸价格 Cost lnsurance and Freight, CIF 到岸价格道义索赔 Ex - Gratia Claims 道义索赔德尔裴法 Delphi 德尔裴法调整 Updating, Adjustment 调整定额 Quota 定额动员预付款 Pre - Payment 动员预付款二次风险 Secondary Risk 二次风险法律 Laws 法律反义居先原则 Contra Preferential 反义居先原则返工 Rework 返工方差 V ariance 方差非工作时间 Idle Time 非工作时间费用计划 Cost Planning 费用计划费用索赔 Claims for Lossand Expense 费用索赔分包商 Sub - Contractor 分包商分项工程 Section 分项工程分支网络 Fragnet 分支网络风险 Risk 风险风险定量分析 Quantitative Risk Analysis 风险定量分析风险定性分析 Qualitative Risk Analysis 风险定性分析风险规避 Risk Avoidance 风险规避风险监控 Risk Monitoring and Control 风险监控风险减轻 Risk Mitigation 风险减轻风险接受 Risk Acceptance 风险接受风险类别 Risk Category 风险类别风险评审技术 Venture Evaluation and Review Technique, VERT 风险评审技术风险识别 Risk Identification 风险识别风险应对 Risk期Response 风险应对风险转移 Risk Transference 风险转移付款证书 Payment Certificate 付款证书概率与影响矩阵 Probability and Impact Matrix 概率与影响矩阵赶工 Crashing 赶工个人间的联系 Interpersonal Interfaces 个人间的联系工程变更 Variation, Change 工程变更工程量表 Bill of Quantities 工程量表工程师 The Engineer, Consultant 工程师工程现场勘测 Site Visit 工程现场勘测工程项目采购 Proiect Procurement 工程项目采购工程项目分解 Project Decomposition 工程项目分解工程项目沟通管理 Project Communication Management 工程项目沟通管理工程项目简介 Project Brief 工程项目简介工程项目建设模式 Proiect Construction Approach 工程项目建设模式工程项目决策 Decision to Project 工程项目决策工程项目人力资源管理 Project Human Resource Management 工程项目人力资源管理工程项目审计 Project Audit 工程项目审计工程项目收尾阶段 Project Closure 工程项目收尾阶段工程项目投产准备 Preparation for Proiect Operation 工程项目投产准备工程项目团队 Project Team 工程项目团队工程项目质量 Projectoualitv 工程项目质量工程项目质量控制 Proiect Quality Control 工程项目质量控制工程项目组织方式 Project Organization Approach 工程项目组织方式工期 Proiect Duration 工期工期压缩 Duration Compression 工期压缩工艺关系 Process Relation 工艺关系工作规范 Specification of Work 工作规范工作说明 Statement of Work, SOW 工作说明公开招标 Open Tenderine／Public Invitation 公开招标沟通 Communications 沟通购买—建设—经营经营 Buy - Build - Operate, BBO 顾客 Customer顾客雇主 Employer 雇主雇主人员 Employer's Personnel 雇主人员雇主设备 Employer's Equipment 雇主设备关键活动 Critical Activity 关键活动关键路线 Critical Path 关键路线关键线路法 Critical Path Method, CPM 关键线路法国际标准化组织 International Standard Organization, ISO 国际标准化组织国际项目管理协会 International Project Management Association, IPMA 国际项目管理协会国际咨询工程师联合会 Federation Internationate Des Ingenieurs-Conseils, FIDIC 国际咨询工程师联合会国家私人合作模式 Public - Private Partnership, PPP 国家私人合作模式合同 Contract 合同合同工期 Duration of Contract 合同工期合同管理 Contract Administration 合同管理合同价格 Contract Price 合同价格合同内索赔 Contractual Claims 合同内索赔合同条件 Conditions of Contract 合同条件合同外索赔 Non - Contractual Claims 合同外索赔合同协议书 Contract Agreement 合同协议书合资公司 Joint Enterprise 合资公司横道图 Gantt Charts 横道图环境管理体系 Environmental Management System, EMS 环境管理体系环境绩效 Environmental Performance 环境绩效环境指标 Environmental Target 环境指标回路 Logical Loop 回路混合型合同 Mixed Contract 混合型合同活动持续时间估计 Activity Duration Estimation 活动持续时间估计活动范围 Scope 活动范围活动逻辑关系 Activity Logical Relations 活动逻辑关系活动描述 Activity Description, AD 活动描述活动排序 Activity Sequencing 活动排序活动清单 Activity List 活动清单伙伴模式 Partnering 伙伴模式货物采购 Goods Procurement 货物采购基准计划 Baseline 基准计划基准日期 Base Date 基准日期绩效评估与激励 Performance Appraisaland Reward 绩效评估与激励计划工期 Planned Project Duration 计划工期计划评审技术 Program Evaluation Review Technique, PERT 计划评审技术计日工作计划 Daywork Schedule 计日工作计划计算工期 Calculated Project Duration 计算工期技术规范 Technical Specifications 技术规范技术联系 Technical Interfaces 技术联系价值工程 Value Engineering, VE 价值工程间接费 Indirect Cost 间接费监理工程师 The Engineer, Supervision Engineer 监理工程师监视 Monitoring 监视检查表 Checklist 检查表建设工期 Durationof Project Construction 建设工期建设—经营—拥有—转让 Build - Operate - Own - Transfer, BOOT 建设—经营—拥有—转让建设—经营—转让 Build - Operate - Transfer, BOT 建设—经营—转让建设实施 Construction 建设实施建设—拥有—经营 Build - Own - Operate, BOO 建设—拥有—经营建设—转让—运营 Build - Transfer - Operate, BTO 建设—转让—运营建设准备 Construction Preparation 建设准备建议书邀请 Request for Proposal, RFP 建议书邀请建筑师 Architect 建筑师接收证书 Taking - Over Certificate 接收证书节点 Node 节点节点编号 Node Number 节点编号结束到结束 Finishto Finish, FTF 结束到结束结束到开始 Finishto Start, FTS 结束到开始截止日期 As - of Date 截止日期紧后活动 Back Closely Activity 紧后活动紧前活动 Front Closely Activity 紧前活动进度报告 Progress Reports 进度报告进度偏差 Schedule Variance, SV 进度偏差纠正措施 Corrective Action 纠正措施矩阵型组织结构 Matrix Organization 矩阵型组织结构决策树分析 Decision Tree Analysis 决策树分析决策网络计划法 Decision Network, DN 决策网络计划法竣工时间 Time for Completion 竣工时间竣工试验 Tests on Completion 竣工试验竣工验收 Project Acceptance 竣工验收开工日期 Commencement Date 开工日期开始到结束 Start to Finish, STF 开始到结束开始到开始 Start to Start, STS 开始到开始可交付成果 Deliverable 可交付成果可接受风险 Acceptable Risk 可接受风险可原谅的延误 Excusable Delay 可原谅的延误控制 Control 控制控制图 Control Charts 控制图快速路径法 Fast Track 快速路径法类比估计 Analogous Estimating 类比估计离岸价格 Free on Board, FOB 离岸价格里程碑 Milestone 里程碑历史数据 Historical Results 历史数据利润 Profit 利润例外计划报告 Exception Report 例外计划报告联合集团 Consortium 联合集团联营体 Joint V enture 联营体临时工程 Temporm. Works 临时工程流程图 Flow Diagram 流程图路径会聚 Path Convergence 路径会聚履约保函 Performance Guarantee 履约保函履约保证 Performance Security 履约保证履约证书 Performance Certificate 履约证书卖方 Seller 卖方蒙特卡罗分析 Monte Carlo Analysis 蒙特卡罗分析敏感性分析 Sensitive Analysis 敏感性分析模糊数学法 Fuzzy Set 模糊数学法拟完工程计划费用 Budgeted Cost of Work Scheduled, BCWS 拟完工程计划费用逆推法 Backward Pass 逆推法欧洲发展基金会 European Development Fund, EDF 欧洲发展基金会巴雷托图 Pareto Diagrams 排列图, 巴雷托图偏差变量 Cost V ariance, CV 偏差变量评标 Bid Evaluation 评标期望值 Expectation 期望值期中付款证书 Interim Payment Certificate 期中付款证书启动 Initiation 启动起始节点 Start Node 起始节点潜在的损失值 Risk Event V alue 潜在的损失值赢得值法 Earned V alue 曲线法, 赢得值法全面质量控制 Total Quality Control, TQC 全面质量控制权变措施 Workoround 权变措施缺陷通知期限 Defects Notification Period 缺陷通知期限确凿证据优先 Prima Facie 确凿证据优先人工费 Labor Cost 人工费人工量 Effort 人工量人力资源 Human Resource 人力资源人身风险 Life Risk 人身风险人为风险 Personal Risk 人为风险人员配备要求 Staffing Requirements 人员配备要求任务 Task 任务上控制线 Upper Control Limit, UCL 上控制线设计方 Designer 设计方设计一建造方式 Design - Build, DB 设计一建造方式设计图纸 Drawings 设计图纸生产设备 Plant 生产设备生命周期成本计算 Life - circle Costing 生命周期成本计算剩余工期 Remaining Duration 剩余工期施工合同 Construction Contract 施工合同施工合同分包 Subcontract 施工合同分包施工合同转让 Assignment 施工合同转让施工机械使用费 Expensesof Using Construction Machinery 施工机械使用费施工进度计划 Construction Schedule 施工进度计划施工组织设计 Construction Planning 施工组织设计时距 Time Difference 时距实际成本 Actual Cost 实际成本实际成本加百分比合同 Cost Plus Percentage - of - Cost Contract 实际成本加百分比合同实际成本加固定费用合同 Cost Plus Fixed - Fee (CPFF) Contract 实际成本加固定费用合同实际成本加奖金合同 Cost Plus Incentive - Fee (CPIF) Contract 实际成本加奖金合同实际开始日期 Actual Start Date, AS 实际开始日期实际完成日期 Actual Finish Date, AF 实际完成日期世界银行 The World Bank 世界银行事件 Event 事件受资源约束的进度计划 Resource - Limited Schedule 受资源约束的进度计划授予合同 Award of Contract 授予合同书面文字优先原则 Written Word Prevail 书面文字优先原则数据日期 Data Date 数据日期双代号时标网络法 Time - Coordinate Network, Time Scale Network 双代号时标网络法双代号网络图 Activity - on - Arrow Network, AOA 双代号网络图税金 Tax 税金私人主动融资 Project Finance Initiative, PFI 私人主动融资松弛时间 Slack 松弛时间索赔 Claims 索赔条形图 Bar Chart 条形图通货膨胀 Currency Inflation 通货膨胀统计和概率法 Statistics 统计和概率法投标 Bidding 投标投标保证 Bid Security 投标保证投标报价 Bid Price 投标报价投标函 Letter of Tender 投标函投标决策 Decision to Bid 投标决策投标人 Bidder 投标人投标人须知 Instruction to Bidders 投标人须知投标书 Tender 投标书投标书附录 Appendix to Tender 投标书附录投标文件的递送 Submission of Bids 投标文件的递送投标邀请书 Initiation to Bids 投标邀请书投标有效期 Bid V alidity 投标有效期投机风险 Speculative Risk 投机风险投资方 Investor 投资方投资估算 Cost Estimating 投资估算投资回报期 Investment Recovery Period 投资回报期图示评审技术 Graphical Evaluation Review Technique, GERT 图示评审技术团队成员 Team Member 团队成员退却计划 Fallback Plan 退却计划外币 Foreign Currency 外币完成百分比 Percent Complete (PC) 完成百分比完工估算 Estimate at Completion, EAC 完工估算完工尚需估算 Estimate to Complete, ETC 完工尚需估算完工预算 Budget at Completion, BAC 完工预算五条件 Unconditional, no Demand 五条件无限竞争性招标 Unlimited Competitive Tendering 无限竞争性招标下控制线 Lower Control Limit, LCL 下控制线现场 Site 现场线路 Path 线路限定性估算 Definitive Estimate 限定性估算项目 Project 项目项目报告 Project Report, PR 项目报告项目档案 Project Files 项目档案项目的执行与监督 Project Executionand Supervision 项目的执行与监督项目定义 Project Defining 项目定义项目风险 Project Risk 项目风险项目干系人 Stakeholder 项目干系人项目管理班子 Project Management Team 项目管理班子项目管理班子的偏好 Preferences of the Project Management Team 项目管理班子的偏好项目管理承包型 Project Management Contract, PMC 项目管理承包型项目管理模式 Project Management Approach 项目管理模式项目管理软件 Project Management Software 项目管理软件项目管理协会 Project Management Institute, PMI 项目管理协会项目管理知识体系 Project Management Body of Knowledge, PMBOK 项目管理知识体系项目管理咨询型 Project Management, PM 项目管理咨询型项目后评价 Project Post - evaluation 项目后评价项目计划 Project Planning 项目计划项目结构分解 Project Breakdown Structure 项目结构分解项目结束 project Closing 项目结束项目内在联系 Project Interfaces 项目界面, 项目内在联系项目进度计划 Project Schedule 项目进度计划项目负责人 Project Manager 项目经理, 项目负责人项目可行性研究 Project Feasibility Study 项目可行性研究项目控制 Project Controlling 项目控制项目评估 Project Appraisal 项目评估项目设计 Project Design 项目设计项目谈判 project Negotiation 项目谈判项目型组织 Projectized Organization 项目型组织项目选定 Project Identification 项目选定项目业主 Owner 项目业主项目预评估 Project Pre - Appraisal 项目预评估项目章程 Project Charter 项目章程项目执行 Project Executing 项目执行项目周期 Project Cycle 项目周期项目准备 Project Preparation 项目准备项目综合管 Project Integration Management 项目综合管信息技术 Information Technology, IT 信息技术虚活动 Dummy Activity 虚活动询价 Solicitation 询价亚洲开发银行 Asian Development Bank, ADB 亚洲开发银行延长工期索赔 Claims for Extensionof Time, Claims for EOT 延长工期索赔邀请招标 SelectiveTenderin6／InvitedBidding 邀请招标要约 Offer 要约已完工程计划费用 Budgeted Costof Work Performed, BCWP 已完工程计划费用已完工程实际费用 Actual Cost of Work Performed, ACWP 已完工程实际费用因果分析图 Cause - and - Effect Diagram 因果分析图银行保函 Bank Guarantee 银行保函应急储备 Contingency Reserve 应急储备应急费 Contingency Allowance 应急费英国土木工程师学会 Institute of Civil Engineer, ICE 英国土木工程师学会营运 Operation 营运影响图 Influence Diagram 影响图永久工程 Permanent works 永久工程优化 Optimization 优化有条件 Conditional 有条件有限竞争性招标 Limited Competitive Tendering 有限竞争性招标预可行性研究 Pre - Feasibility Study 预可行性研究运费在内价 Cost and Freight, CFR 运费在内价暂定金 Provisional Sum 暂定金责任风险 Liability Risk 责任风险招标 Bid Invitation／Tendering 招标招标人拒绝投标书的权利 Right to Reiiect Any or All Bids 招标人拒绝投标书的权利招标准备 Tendering Preparation 招标准备争端裁决委员会 Dispute Adiudication Board, DAB 争端裁决委员会正推法 Forward Pass 正推法直方图 Histogram 直方图直线型组织结构 Line Organization 直线型组织结构直线一职能型组织结构 Line - Functional Organization 直线一职能型组织结构职能型组织 Functional Organization 职能型组织职业健康安全 Occupational Healthand Safety, OHS 职业健康安全制约和限制 Constraintsand Limitations 制约和限制质量 Ouality 质量质量保证 Quality Assurance 质量保证质量成本 Cost of Quality 质量成本质量环 Quality Loop 质量环滞后 Lag 滞后中标函 Letter of Acceptance 中标函中标合同金额 Accepted Contract Amount 中标合同金额中介人 Intermediary 中介人中心线 Center Limit, CL 中心线终止节点 End Node 终止节点重叠 Overlap 重叠主导语言 Ruling Language 主导语言专家谈判估计 Expert Judgement 专家谈判估计咨询方 Consulter 咨询方资料表 Schedules 资料表资源计划 Resource Planning 资源计划资源配置 Resource Requirements 资源配置资源平衡 Resource Leveling 资源平衡资源效果 Resource Capabilities 资源效果子网络 Subnetwork 子网络子项目 Subproject 子项目自然风险 Natural Risk 自然风险自由时差 Free Float, FF 自由时差总承包商 General Contractor 总承包商总价合同 Lump Sum Contract 总价合同总时差 Total Float, TF 总时差租赁一建设一经营 Lease - Build - Operate, LBO 租赁一建设一经营组织关系 Organizational Relation 组织关系组织规划设计 Organizational Planning 组织规划设计组织机构 Organization Structure 组织机构组织结构分解 Organizational Breakdown Structure, OBS 组织结构分解组织联系 Organizational Interfaces 组织联系最悲观时间 Most Pessimistic Time 最悲观时间最迟结束时间 Latest Finish Date, LP 最迟结束时间最迟开始时间 Latest Start Date, I5 最迟开始时间最可能时间 Most Probable Time 最可能时间最乐观时间 Most Optimistic Time 最乐观时间最早结束时间 Earliest Finish Date, EF 最早结束时间最早开始时间 Earliest Start Date, ES 最早开始时间最终报表 Final Statement 最终报表最终付款证书 Pinsl Payment Certificate 最终付款证书。
工程项目管理专用词汇英汉对照
工程项目管理常用词汇英汉对照“戴明环”Plan - Do - Check - Action, PDCA“交钥匙”承包Turn - key Contract“三时”估计法Three - Time - EstimateS曲线S - Curve按费用设计Design - to - Cost保留金Retention Money保险Insurance保证金Retainage报表Statement报告关系Reporting Relationship报价邀请Requestfor Quotation, RFQ变更指令Variation Order, Change Order标前会议Pre - Bid Meeting补充资料表Schedule of Supplementary lnformation 不可接受风险Unacceptable Risk不可抗力Force Majeure不可预见Unforeseeable不平等条款Unequal Term平衡报价法Unbalanced Bids材料Materials材料费Material Cost财产风险Probable Risk留风险Residual Risk层次分析法Analytic Hierarchy Process产品Product超前Lead成本预算Cost Budgeting承包方Contractor承包商代表Contractor's Representative承包商人员Contractor's Personnel承包商设备Contracto’s Equipment承包商文件Contractor's Documents承发包方式Contract Approach承诺Acceptance诚实信用原则In Good Faith触发器Triggers纯粹风险Pare Risk次关键路线Near - Critical Path大型项目Program代理型CM, 非代理型CM CM／Agency, CM／Non Agency 单代号搭接网络图Multi - Dependency Network单代号网络图Activity - on - Network, AON单价合同Unit Price Contract单时估计法Single - Time - Estimate担保Guarantee当地货币Local Currency当事方(一方) Party到岸价格Cost lnsurance and Freight, CIF 道义索赔Ex - Gratia Claims德尔裴法Delphi调整Updating, Adjustment定额Quota动员预付款Pre - Payment二次风险Secondary Risk法律Laws反义居先原则Contra Preferential返工Rework方差Variance非工作时间Idle Time费用计划Cost Planning费用索赔Claims for Lossand Expense分包商Sub - Contractor分项工程Section分支网络Fragnet风险Risk风险定量分析Quantitative Risk Analysis风险定性分析Qualitative Risk Analysis风险规避Risk Avoidance风险监控Risk Monitoring and Control风险减轻Risk Mitigation风险接受Risk Acceptance风险类别Risk Category风险评审技术Venture Evaluation and Review Technique, VERT 风险识别Risk Identification风险应对Risk期Response风险转移Risk Transference付款证书Payment Certificate概率与影响矩阵Probability and Impact Matrix赶工Crashing个人间的联系Interpersonal Interfaces工程变更Variation, Change工程量表Bill of Quantities工程师The Engineer, Consultant工程现场勘测Site Visit工程项目采购Proiect Procurement工程项目分解Project Decomposition工程项目沟通管理Project Communication Management工程项目简介Project Brief工程项目建设模式Proiect Construction Approach工程项目决策Decision to Project工程项目人力资源管理Project Human Resource Management工程项目审计Project Audit工程项目收尾阶段Project Closure工程项目投产准备Preparation for Proiect Operation工程项目团队Project Team工程项目质量Projectoualitv工程项目质量控制Proiect Quality Control工程项目组织方式Project Organization Approach工期Proiect Duration工期压缩Duration Compression工艺关系Process Relation工作规范Specification of Work工作说明Statement of Work, SOW公开招标Open Tenderine／Public Invitation沟通Communications购买—建设—经营Buy - Build - Operate, BBO顾客Customer雇主Employer雇主人员Employer's Personnel雇主设备Employer's Equipment关键活动Critical Activity关键路线Critical Path关键线路法Critical Path Method, CPM国际标准化组织International Standard Organization, ISO国际项目管理协会International Project Management Association, IPMA 国际咨询工程师联合会 Federation Internationate Des Ingenieurs-Conseils, FIDIC 国家私人合作模式Public - Private Partnership, PPP合同Contract合同工期Duration of Contract合同管理Contract Administration合同价格Contract Price合同内索赔Contractual Claims合同条件Conditions of Contract合同外索赔Non - Contractual Claims合同协议书Contract Agreement合资公司Joint Enterprise横道图Gantt Charts环境管理体系Environmental Management System, EMS环境绩效Environmental Performance环境指标Environmental Target回路Logical Loop混合型合同Mixed Contract活动持续时间估计Activity Duration Estimation活动范围Scope活动逻辑关系Activity Logical Relations活动描述Activity Description, AD活动排序Activity Sequencing活动清单Activity List伙伴模式Partnering货物采购Goods Procurement基准计划Baseline基准日期Base Date绩效评估与激励Performance Appraisaland Reward计划工期Planned Project Duration计划评审技术Program Evaluation Review Technique, PERT 计日工作计划Daywork Schedule计算工期Calculated Project Duration技术规范Technical Specifications技术联系Technical Interfaces价值工程Value Engineering, VE间接费Indirect Cost监理工程师The Engineer, Supervision Engineer监视Monitoring检查表Checklist建设工期Durationof Project Construction建设—经营—拥有—转让Build - Operate - Own - Transfer, BOOT建设—经营—转让Build - Operate - Transfer, BOT建设实施Construction建设—拥有—经营Build - Own - Operate, BOO建设—转让—运营Build - Transfer - Operate, BTO建设准备Construction Preparation建议书邀请Request for Proposal, RFP建筑师Architect接收证书Taking - Over Certificate节点Node节点编号Node Number结束到结束Finishto Finish, FTF结束到开始Finishto Start, FTS截止日期As - of Date紧后活动Back Closely Activity 紧前活动Front Closely Activity 进度报告Progress Reports进度偏差Schedule Variance, SV 纠正措施Corrective Action矩阵型组织结构Matrix Organization决策树分析Decision Tree Analysis 决策网络计划法Decision Network, DN 竣工时间Time for Completion 竣工试验Tests on Completion竣工验收Project Acceptance开工日期Commencement Date 开始到结束Start to Finish, STF开始到开始Start to Start, STS可交付成果Deliverable可接受风险Acceptable Risk可原谅的延误Excusable Delay控制Control控制图Control Charts快速路径法Fast Track类比估计Analogous Estimating 离岸价格Free on Board, FOB里程碑Milestone历史数据Historical Results利润Profit例外计划报告Exception Report联合集团Consortium联营体Joint Venture临时工程Temporm. Works流程图Flow Diagram路径会聚Path Convergence履约保函Performance Guarantee 履约保证Performance Security 履约证书Performance Certificate卖方Seller蒙特卡罗分析Monte Carlo Analysis敏感性分析Sensitive Analysis模糊数学法Fuzzy Set拟完工程计划费用Budgeted Cost of Work Scheduled, BCWS 逆推法Backward Pass欧洲发展基金会European Development Fund, EDF排列图, 巴雷托图Pareto Diagrams偏差变量Cost Variance, CV评标Bid Evaluation期望值Expectation期中付款证书Interim Payment Certificate启动Initiation起始节点Start Node潜在的损失值Risk Event Value曲线法, 赢得值法Earned Value全面质量控制Total Quality Control, TQC权变措施Workoround缺陷通知期限Defects Notification Period确凿证据优先Prima Facie人工费Labor Cost人工量Effort人力资源Human Resource人身风险Life Risk人为风险Personal Risk人员配备要求Staffing Requirements任务Task上控制线Upper Control Limit, UCL设计方Designer设计一建造方式Design - Build, DB设计图纸Drawings生产设备Plant生命周期成本计算Life - circle Costing剩余工期Remaining Duration施工合同Construction Contract施工合同分包Subcontract施工合同转让Assignment施工机械使用费Expensesof Using Construction Machinery施工进度计划Construction Schedule施工组织设计Construction Planning时距Time Difference实际成本Actual Cost实际成本加百分比合同Cost Plus Percentage - of - Cost Contract实际成本加固定费用合同Cost Plus Fixed - Fee (CPFF) Contract实际成本加奖金合同Cost Plus Incentive - Fee (CPIF) Contract实际开始日期Actual Start Date, AS实际完成日期Actual Finish Date, AF世界银行The World Bank事件Event受资源约束的进度计划 Resource - Limited Schedule授予合同Award of Contract书面文字优先原则Written Word Prevail数据日期Data Date双代号时标网络法Time - Coordinate Network, Time Scale Network 双代号网络图Activity - on - Arrow Network, AOA税金Tax私人主动融资Project Finance Initiative, PFI松弛时间Slack索赔Claims条形图Bar Chart通货膨胀Currency Inflation统计和概率法Statistics投标Bidding投标保证Bid Security投标报价Bid Price投标函Letter of Tender投标决策Decision to Bid投标人Bidder投标人须知Instruction to Bidders投标书Tender投标书附录Appendix to Tender投标文件的递送Submission of Bids投标邀请书Initiation to Bids投标有效期Bid Validity投机风险Speculative Risk投资方Investor投资估算Cost Estimating投资回报期Investment Recovery Period图示评审技术Graphical Evaluation Review Technique, GERT 团队成员Team Member退却计划Fallback Plan外币Foreign Currency完成百分比Percent Complete (PC)完工估算Estimate at Completion, EAC完工尚需估算Estimate to Complete, ETC完工预算Budget at Completion, BAC五条件Unconditional, no Demand无限竞争性招标Unlimited Competitive Tendering下控制线Lower Control Limit, LCL现场Site线路Path限定性估算Definitive Estimate项目Project项目报告Project Report, PR项目档案Project Files项目的执行与监督Project Executionand Supervision项目定义Project Defining项目风险Project Risk项目干系人Stakeholder项目管理班子Project Management Team项目管理班子的偏好Preferences of the Project Management Team 项目管理承包型Project Management Contract, PMC项目管理模式Project Management Approach项目管理软件Project Management Software项目管理协会Project Management Institute, PMI项目管理知识体系Project Management Body of Knowledge, PMBOK 项目管理咨询型Project Management, PM项目后评价Project Post - evaluation项目计划Project Planning项目结构分解Project Breakdown Structure项目结束project Closing项目界面, 项目内在联系Project Interfaces项目进度计划Project Schedule项目经理, 项目负责人Project Manager项目可行性研究Project Feasibility Study项目控制Project Controlling项目评估Project Appraisal项目设计Project Design项目谈判project Negotiation项目型组织Projectized Organization项目选定Project Identification项目业主Owner项目预评估Project Pre - Appraisal项目章程Project Charter项目执行Project Executing项目周期Project Cycle项目准备Project Preparation项目综合管Project Integration Management信息技术Information Technology, IT虚活动Dummy Activity询价Solicitation亚洲开发银行Asian Development Bank, ADB延长工期索赔Claims for Extensionof Time, Claims for EOT邀请招标SelectiveTenderin6／InvitedBidding要约Offer已完工程计划费用Budgeted Costof Work Performed, BCWP已完工程实际费用Actual Cost of Work Performed, ACWP 因果分析图Cause - and - Effect Diagram银行保函Bank Guarantee应急储备Contingency Reserve应急费Contingency Allowance英国土木工程师学会Institute of Civil Engineer, ICE营运Operation影响图Influence Diagram永久工程Permanent works优化Optimization有条件Conditional有限竞争性招标Limited Competitive Tendering预可行性研究Pre - Feasibility Study运费在内价Cost and Freight, CFR暂定金Provisional Sum责任风险Liability Risk招标Bid Invitation／Tendering招标人拒绝投标书的权利Right to Reiiect Any or All Bids招标准备Tendering Preparation争端裁决委员会Dispute Adiudication Board, DAB 正推法Forward Pass直方图Histogram直线型组织结构Line Organization直线一职能型组织结构Line - Functional Organization职能型组织Functional Organization职业健康安全Occupational Healthand Safety, OHS 制约和限制Constraintsand Limitations质量Ouality质量保证Quality Assurance质量成本Cost of Quality质量环Quality Loop滞后Lag中标函Letter of Acceptance中标合同金额Accepted Contract Amount中介人Intermediary中心线Center Limit, CL终止节点End Node重叠Overlap主导语言Ruling Language专家谈判估计Expert Judgement咨询方Consulter资料表Schedules资源计划Resource Planning资源配置Resource Requirements资源平衡Resource Leveling资源效果Resource Capabilities子网络Subnetwork子项目Subpmject自然风险Natural Risk自由时差Free Float, FF总承包商General Contractor总价合同Lump Sum Contract总时差Total Float, TF租赁一建设一经营Lease - Build - Operate, LBO组织关系Organizational Relation组织规划设计Organizational Planning组织机构Organization Structure组织结构分解Organizational Breakdown Structure, OBS 组织联系Organizational Interfaces最悲观时间Most Pessimistic Time最迟结束时间Latest Finish Date, LP最迟开始时间Latest Start Date, I5最可能时间Most Probable Time最乐观时间Most Optimistic Time最早结束时间Earliest Finish Date, EF最早开始时间Earliest Start Date, ES最终报表Final Statement最终付款证书Pinsl Payment Certificate。
工程项目管理用英文
Engineering project management is a critical discipline that involves planning, executing, and closing projects to achieve specific goals and meet client requirements. This article aims to discuss the key aspects and challenges of engineering project management, highlighting the importance of effective management in ensuring project success.Key Aspects of Engineering Project Management1. Project Planning: The first step in engineering project management is to plan the project. This involves defining the project objectives, scope, deliverables, resources, and timeline. A comprehensive project plan ensures that all stakeholders are aligned and aware of theproject's objectives and requirements.2. Resource Management: Effective resource management is essential for engineering project success. This includes identifying, acquiring, and allocating resources such as personnel, equipment, and materials to ensure the project's objectives are met within the set timeline and budget.3. Risk Management: Engineering projects are often complex and subject to various risks. Risk management involves identifying potential risks, assessing their impact, and developing strategies to mitigate or avoid them. This helps to minimize project delays and cost overruns.4. Communication Management: Effective communication is crucial in engineering project management. It ensures that all stakeholders are kept informed about the project's progress, issues, and changes. This involves regular meetings, progress reports, and the use of appropriate communication tools.5. Quality Management: Ensuring the quality of project deliverables is essential for customer satisfaction and project success. Quality management involves defining quality standards, implementing quality control processes, and conducting quality assurance activities throughout the project lifecycle.6. Procurement Management: Engineering projects often require the procurement of goods and services from external suppliers. Effectiveprocurement management ensures that the right goods and services are acquired at the right time and at the right cost.Challenges in Engineering Project Management1. Complexity: Engineering projects are often complex, involving numerous stakeholders, diverse technologies, and tight schedules. Managing this complexity can be challenging and requires skilled project managers.2. Cost and Time Constraints: Engineering projects are subject to cost and time constraints. It is essential to control costs and complete projects within the set timeline, which can be difficult to achieve due to unforeseen events and changes in project scope.3. Stakeholder Management: Engineering projects involve various stakeholders, including clients, contractors, suppliers, and regulatory authorities. Managing these stakeholders' expectations, concerns, and conflicts can be challenging and requires effective communication and negotiation skills.4. Risk Management: Identifying, assessing, and mitigating risks in engineering projects is a complex task. Project managers must be adept at identifying potential risks and developing strategies to minimize their impact on the project.5. Quality Control: Ensuring the quality of project deliverables can be challenging, especially when working with diverse technologies and stakeholders with varying expectations.ConclusionEngineering project management is a complex and challenging discipline that requires a comprehensive understanding of various aspects,including planning, resource management, risk management, communication, quality management, and procurement. By addressing these key aspects and challenges, project managers can ensure project success and deliverhigh-quality deliverables to clients.。
工程项目管理的专业英语
Engineering project management is a comprehensive discipline that involves planning, executing, and closing projects. It is an essential part of the construction, manufacturing, and technology industries. This article will provide an overview of engineering project management, highlighting key concepts, processes, and tools.1. DefinitionEngineering project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It encompasses various activities, such as planning, executing, monitoring, controlling, and closing projects.2. Key Conceptsa. Project Scope: The defined deliverables and tasks that must be accomplished to deliver a complete and successful project.b. Project Schedule: The timeline for completing project activities and deliverables.c. Project Cost: The total amount of money required to complete the project.d. Quality: The degree of excellence of the project deliverables.e. Risk: The potential for an event to have a positive or negative impact on the project.3. Processesa. Initiating: Identifying and defining the project, including its objectives, scope, and stakeholders.b. Planning: Developing a detailed plan for executing, monitoring, and controlling the project activities.c. Executing: Implementing the project plan, including coordinating resources, managing stakeholders, and executing project activities.d. Monitoring and Controlling: Tracking, reviewing, and adjusting the project activities to ensure that the project objectives are met.e. Closing: Formalizing the completion of the project, including documentation, handover, and post-project evaluation.4. Tools and Techniquesa. Project Management Software: Tools like Microsoft Project, Oracle Primavera, and Atlassian Jira help in planning, scheduling, and tracking project activities.b. Critical Path Method (CPM): A project management technique that helps in identifying the sequence of activities and their dependencies.c. Agile Methodology: An iterative and incremental approach to project management that focuses on flexibility and collaboration.d. Risk Management: Identifying, analyzing, and mitigating risks to minimize their impact on the project.5. Professional Certificationsa. Project Management Professional (PMP): A certification offered by the Project Management Institute (PMI) that validates a professional's knowledge and skills in project management.b. Certified Project Manager (IAPM): A certification offered by the International Association of Project Managers (IAPM) that focuses on project management skills and knowledge.6. Challenges in Engineering Project Managementa. Complexity: Engineering projects are often complex, involving various stakeholders, activities, and technologies.b. Cost Control: Managing the project budget and ensuring that the project remains within the allocated budget.c. Time Management: Meeting project deadlines and delivering project deliverables on time.d. Communication: Ensuring effective communication among stakeholders, team members, and project managers.In conclusion, engineering project management is a crucial discipline that helps organizations successfully complete projects. By understanding the key concepts, processes, and tools, project managers can ensure that projects are completed on time, within budget, and to the required quality standards.。
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81、The construction contract price includes the direct project cost including field supervisionexpenses plus the markup imposed by contractors for general overhead expenses and profit.建设工程合同价格由包括现场管理费在内的直接工程费和承包商添加的包括间接费和利润在内的增加值这两部分组成。
2、Within each of the major categories of construction such as residential housing, commercial buildings, industrial complexes and infrastructure, there are smaller segments which have very different environments with regard to price setting.在建设工程的每一主要类型中（如居住用房、商业建筑、工业建筑和基础建设），有更小的部分，关于价格的制定有非常不同的环境。
3、However, all pricing arrangements have some common features in the form of the legaldocuments binding the owner and the supplier(s) of the facility.约束业主和设备供应商的法律文件形式规定的计价方式是有一些相同之处的。
4、Without addressing special issues in various industry segments, the most common types ofpricing arrangements can be described broadly to illustrate the basic principles.在不考虑各建筑类型不同的情况下，最常用的计价方式可以根据概括介绍如下，并说明其基本原则。
5、The basic structure of the bidding process consists of the formulation of detailed plans andspecifications of a facility based on the objectives and requirements of the owner, and the invitation of qualified contractors to bid for the right to execute the project.招投标过程中的基本结构由根据业主的目标和要求编制实施的详细图纸和技术要求说明书，以及邀请合格的承包商为取得工程施工的权利而投标所组成的。
6、In the private sector, the owner has considerable latitude in selecting the bidders, rangingfrom open competition to the restriction of bidders to a few favored contractors.在私营部门，业主在选择投标人有相当大的自由，范围从公开竞争的投标人到将投标人限制在若干个业主所喜欢的投标人。
7、In the public sector, the rules are carefully delineated to place all qualified contractors on anequal footing for competition, and strictly enforced to prevent collusion among contractors and unethical or illegal actions by public officials.在公共项目领域中，需详细的制定规则，以使所有预审合格的承包商在平等基础上竞争，并严格执行，以防止承包商之间的相互串通和政府官员的不道德或违法行为。
8、In such cases, the contractor is permitted to submit a list of unit prices for those tasks, andthe final price used to determine the lowest bidder is based on the lump sum price computed by multiplying the quoted unit price for each specified task by the corresponding quantity in the owner's estimates for quantities.在这种情况下，允许承包商提交这些任务的分部分项工程量的单价表，而于确定最低投标人的最终价格是基于总投标报价时所用的计算方法，既通过将通过承包商对每一具体分部分项工程所报的单价乘以业主估算的相应工程量。
9、A major reason for using negotiated contracts is the flexibility of this type of pricingarrangement, particularly for projects of large size and great complexity or for projects which substantially duplicate previous facilities sponsored by the owner采用协议合同的一个主要原因在于这种计价方式的灵活性，尤其是规模较大的和复杂程度高的工程，或者是十分类似业主以前发起的工程。
10、Because the basic needs of home buyers are very similar and home designs can bestandardized to some degree, the probability of finding buyers of good housing units withina relatively short time is quite high.因为购房者的基本需求是都非常类似，因此住房的设计可以在一定程度上标准化，所以好的房子在短时间内找到购买者的可能性非常高。
101、Good scheduling can eliminate problems due to production bottlenecks, facilitate the timelyprocurement of necessary materials, and otherwise insure the completion of a project as soon as possible.一个好的计划可以消除生产瓶颈所带来的问题，便于必备材料的及时采购，同时可尽可能地保证工程如期的完成。
2、In contrast, poor scheduling can result in considerable waste as laborers and equipment waitfor the availability of needed resources or the completion of preceding tasks.相反，不合理的计划则会导致因等待所需资源的可用和前任务的完成所造成的人工和设备的大量浪费。
3、After the completion of construction, similar comparisons between the planned scheduleand the actual accomplishments may be performed to allocate the liability for project delays due to changes requested by the owner, worker strikes or other unforeseen circumstances.在工程完工之后，通过类似于计划进度和实际进度之间的比较，可以对由于业主提出的变更要求、工人罢工或者其他不可预见的情况导致的工程延期的责任进行分摊。
4、In particular, the critical path method of scheduling is commonly required by owners and hasbeen taught in universities for over two decades, but is often regarded in the field as irrelevant to actual operations and a time consuming distraction.尤其是业主普遍需要的进度计划中的关键线路发法，这种方法虽然在大学里已经教授了二十几年了，但是在一些领域中，这种方法经常不但被认为与一些实际操作毫无相关，而且是对时间和精力的浪费。
5、The result is "seat-of-the-pants" scheduling that can be good or that can result in grosslyinefficient schedules and poor productivity.结果无论是好的还是导致低效率和低生产率的那些进度计划只能做冷板凳6、As a result, the continued development of easy to use computer programs and improvedmethods of presenting schedules have overcome the practical problems associated with formal scheduling mechanisms.事实上，易于上手的计算机软件的不断发展和现有计划方法的改进，已经解决了与正规计划手段有关的实际问题。
7、For example, the project manager's main concern on a high-rise building site might be toinsure that cranes are used effectively for moving materials; without effective scheduling in this case, delivery trucks might queue on the ground and workers wait for deliveries on upper floors.比如，在一个高层建筑工地上，项目经理主要关心的可能是确保起重机能有效地被用来搬运建筑材料。