project plan
project用法常用词组
project用法常用词组
"project"这个词在英语中有许多常用的词组和短语。
以下是一些常见的用法：
1. Project management: 项目管理，指规划、执行和控制项目的过程，确保项目按时按质完成。
2. Project deadline: 项目截止日期，指项目必须完成的最后期限。
3. Project scope: 项目范围，指项目的目标、任务和可接受的成果范围。
4. Project team: 项目团队，指为完成特定项目而聚集在一起的团队成员。
5. Project budget: 项目预算，指用于执行项目的资金总额。
6. Project plan: 项目计划，指详细描述项目目标、资源、时间表和任务分配的文件。
7. Project proposal: 项目提案，指用于申请资金或支持的正式文件，详细说明项目的目的、方法和预期成果。
8. Project milestone: 项目里程碑，指项目中的重要阶段或成就，通常与特定日期相关联。
9. Project risk: 项目风险，指可能影响项目成功的不确定性因素。
10. Project deliverables: 项目可交付成果，指项目完成后需要交付的具体成果或文件。
这些词组和短语是在项目管理和相关领域中经常使用的，希望这些信息能够帮助到你。
项目管理相关文档
项目管理相关文档项目管理是指在规定的时间、范围和成本内，对项目进行计划、组织、指挥、协调和控制的过程。
在项目管理过程中，相关的文档起着重要的作用，帮助项目团队和相关利益相关者理解项目的目标、范围、进度和风险等方面的信息。
以下是几种常见的项目管理相关文档。
1. 项目章程(Project Charter)项目章程是项目启动阶段的一个重要文档，它阐述了项目的背景、目标、范围、利益相关者、可交付成果以及项目的约束和假设等信息。
项目章程的编制有助于项目团队和相关利益相关者对项目的整体情况有一个明确的认识，并为项目的实施提供指导和依据。
2. 项目计划(Project Plan)项目计划是项目管理的核心文档之一，它详细描述了项目的工作内容、工期、资源需求以及风险管理等方面的信息。
项目计划的编制需要考虑到项目的整体目标和里程碑，合理安排项目的各个阶段和任务，确保项目能够按计划顺利进行。
3. 需求文档(Requirements Document)需求文档是项目管理中非常重要的文档之一，它详细描述了项目的需求和目标。
在需求文档中，需明确项目的功能需求、性能需求、安全需求等方面的内容，确保项目能够满足利益相关者的期望和要求。
4. 里程碑计划(Milestone Plan)里程碑计划是项目管理中用来标识项目关键节点和重要事件的计划。
通过制定里程碑计划，可以帮助项目团队和相关利益相关者了解项目的进展情况，及时发现和解决问题，确保项目能够按时完成。
5. 风险管理计划(Risk Management Plan)风险管理计划是项目管理中用来识别、评估和应对项目风险的计划。
在风险管理计划中，需明确项目可能面临的各种风险以及相应的应对措施，确保项目能够在不确定的环境中有效管理风险，降低项目失败的风险。
6. 沟通计划(Communication Plan)沟通计划是项目管理中用来规划项目沟通活动的计划。
在沟通计划中，需明确项目团队和利益相关者之间的沟通方式、沟通频率、沟通内容等方面的内容，确保项目各方之间的信息流畅、准确、及时。
Project Planning Proposal & Presentation
STEP 2
與客戶窗口聯繫
no
寄“婉拒投標信”
STEP 3 STEP 4 STEP 5 STEP 6
Steps 企劃步驟
1. 分析投標與否 2. 組成企劃團隊 3. RFP分析 4. 規劃提案進度，任務指派 5. 企劃案開發設計 6. 發展前言及執行概要 7. 製作企劃案 8. 對客戶提報
企劃案開發設計 發展前言 及執行概要
上課以 授課 以及 工作坊 形式進行，目的在課程結束後能完成一個 專案企劃 Week 1 Week 2 Week 3
L3:企劃案的元素 L1:企劃力
L4:簡報技巧
L2:定義專案
W2: 專案討論
W4: 檢討企劃案及 改寫建議 W7: 簡報以及檢討
W1: 定義一個專案
W3: 討論 企劃案大綱
W5: 討論簡報 內容及型式
– 客戶的主要問題或要求(need) – 承包商需要什麼特殊資格 – 競標簽約的人有何限制 – 完成工作的期限有多長
• 這樣有60分
Step 3 開發獨特賣點
• 客戶要120分的企劃案 開發獨特賣點 (unique sale point) • 關鍵問題(積極條件)
– – – – – – – 客戶陳述之外真正問題為何？需求(want) 客戶相信的解決方法為何？ 主要競爭對手是誰？公開標案可請客戶提供 客戶組織中，誰可能支持或是反對你的企劃案？ 專案團隊成員為誰？明星團隊 是否需要任何示範？Prototype, 競圖等等 可能的賣點為何？和競爭者相比，公司所能提供的附 加價值。(附加價值分析表)
• 簡潔的時間表(例)
軟體開發進度表: - 設計及專案開發 - 專案測試及修正 - 實地試驗/調整 10/14 – 12/17 10/14 – 11/3 11/4 – 11/24 11/25 – 12/17
项目规划(ppt 106页)(英文)
Organizational planning
Staff acquisition
Procurement planning
Solicitation planning
• Planning is of major importance to a project because the project involves doing something which has not been done before.
enhance project performance
• Information distribution: making needed information available to
project stakeholders in timely manner
• Solicitation: obtaining quotations, bids, offers, or proposal as
Topic 3 Project Planning
• I. Project management process
Project Management Process
• Arrows represent flow of documents and documentable items
Initiating processes
• Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
• Activity sequencing: identifying and documenting interactivity dependencies
项目计划书范文（Projectplan）
项目计划书范文（Project plan）NetEase blog | friends | circle | | pat search page log album music collection friends about my logName: big, medium and small business plan[editor's note] business plan is at the gate of the "entrepreneurial investors astepping-stone to success", a good business plan will enable entrepreneurs to achieve a multiplier effect......Business planThe business plan is at the gate of the entrepreneurs investors "astepping-stone to success", a good business plan will enable entrepreneurs to achieve a multiplier effect.I. business planA written summary of the business planned by the entrepreneur.It is used to describe the internal and external environmental conditions and elements associated with the proposed enterprise, providing guidelines for business development and measuring standards of business progress.Usually, an entrepreneurial plan is a combination of marketing, finance, production, human resources and other functional plans.Write a business plan to think about:(I) focus on products;(two) dare to compete(three) understanding the market;(four) indicating the policy of action;(five) show your management team(six) a summary of the outstanding plansTwo, the content of the business planIn general, the business plan should be included in the business category, capital planning and sources of funds, the total funds allocation ratio, stage target, financial prediction, marketing strategy, possible risk assessment, motivation, register of shareholders, a predetermined number of employees, the specific content includes the following eleven aspects:(a) coverThe design of the cover should be aesthetic and artistic. A good cover will make the reader have the initial impression and form a good first impression.(two) plan summaryIt's the essence of a condensed business plan.The plan summary covers the main points of the plan so that readers can review the plan and make judgments in the shortest possible time.The plan summary generally includes the following:Company introduction;Managers and their organizations;Major products and business scope;Market overview;Marketing strategy;Sales plan;Production management plan;Financial plan;Demand for funds, status, etc.The abstract should be as concise and vivid as possible. In particular, explain the differences between your own business and the factors that make you successful.(three) enterprise introductionThe purpose of this section is not to describe the whole plan, nor to provide another summary, but to introduce your company, so the focus is on your company's philosophy and how to draw up the company's strategic objectives.(four) industry analysisIn the industry analysis, we should correctly evaluate the basic characteristics, competition situation and future development trend of the selected industries.Typical questions about industry analysis:(1) what is the extent of the development of the industry? How is the development now?(2) what role does innovation and technological progress play in this industry?(3) what is the total sales volume of the industry? What is the total income? What's the development trend?(4) what is the trend of the price?(5) what is the extent of the impact of economic development on the industry? How did the government influence the industry?(6) what are the factors that determine its development?(7) what is the nature of competition? What strategy will you take?(8) what are the barriers to entry into the industry? How will you overcome it? What is the typical rate of return in this industry?(five) introduction of products (services);Product introduction should include the following content: the concept, properties and characteristics of the product; the main products; product market competition; the research and development of products; analysis of new product development plan and cost forecast; product market prospects; product brand and patent etc..In the product (service) presentation section, the entrepreneur should make a detailed description of the product (service), which should be accurate and easy to understand,So that investors who are not professionals can understand. In general, product introductions are enclosed with product prototypes, photographs, or other introductions.(six) personnel and organizational structureIn the enterprise's production activities, there are human resources management, technical management, financial management, operation management, product management and so on. The human resources management is one of the most important links.With the development of society today, man has become the mostprecious resource, which is determined by people's initiative and creativity. The enterprise must manage this kind of resources, must follow the scientific principle and the method.In the business plan, it is essential to clarify the key managers, their capabilities, their roles and responsibilities in the enterprise, their past detailed experience and background. In addition, in this part of the business plan, the company should also make a brief introduction to the structure, including: the organization chart of the company; and the responsibility of various departments; and the main members of departments responsible for the company; salary system; the company's list of shareholders, including stock options, and the proportion of privileges; the board of directors of the company the members of the background information of the directors.Experience and past success are more convincing than degrees. If you are going to leave a particularly important position to an inexperienced person, you must give a good reason.(seven) market forecastThe following should be included:1. Forecast the demand;2. Market forecast market status summary;3. Competitor profiles;4, target customers and target markets;5, the market position of the enterprise products, etc..(eight) marketing strategyKnowledge of market mistakes is one of the most important reasons for business failures.In the business plan, the marketing strategy should include the following:(1) the choice of market organizations and marketing channels;(2) marketing team and management;(3) promotion plan and advertising strategy;(4) price decision.(nine) manufacturing planThe manufacturing plan in the business plan shall include the following:1, the status of product manufacturing and technical equipment;2 、 new product launch plan;3, technical upgrading and equipment update requirements;4 、 quality control and quality improvement plan.(ten) financial planningFinancial planning generally includes the following:The emphasis is on cash flow statements, balance sheets, and income statement.Liquidity is the lifeline of an enterprise, so when the enterprise starts or expands, the liquidity needs to be carefully planned and strictly controlled in the process;The income statement reflects the profitability of the company, it is the operating results of the enterprise in a period of time after the operation; the balance sheet is reflected in a moment of business conditions, investors ratios can be obtained by using the balance sheet data to measure the operating status and possible rate of return on investment.(eleven) risk and risk management(1) what are the basic risks your company has in the market, competition, and technology?(2) how are you going to deal with these risks?(3) what additional opportunities do you have for your company in your opinion?(4) how can you expand on your capital base?(5) in the best and worst case, what's your plan for the five year?If your estimate is not so accurate, you should estimate the extent of your error. If possible, make the best and worst set of your critical parameters.Three, the preparation process of business planPreparing for entrepreneurship is a vision of the future of the project, a detailed exploration of the rational thinking, the implementation of the necessary resources required to confirm the project, and then seek the necessary support process.It should be noted that not any venture plan should include all of the above outline. Different entrepreneurial content, the difference between each other is also great. The first stage: experiential learningThe second stage: Entrepreneurial conceptionThe third stage: Market ResearchThe fourth stage: program draftingEntrepreneurship Program full textWrite the full text, plus the cover, draw out the main points of the venture as a summary, and then according to the following order of the whole set of entrepreneurial programs:(1) market opportunities and strategies;(2) management;(3) management team;(4) financial budget;(5) other direct connections with listeners: information and materials such as business founders, potential investors, and even family members and spouses.The fifth stage: the final stage of modificationFirst of all, according to your report, make the most important thing a summary of 1 - 2 pages, put it in front of you. Secondly, check, do not have typos, errors, or others on whether you have strict suspect. Finally, the design of a beautiful cover, and then write the directory page, print, binding.The sixth stage: InspectionIt can be checked from the following aspects:(1) does your business plan show you have the experience of managing a company?.(2) does your business plan show you have the ability to repay your loan?.(3) does your business plan show that you have conducted a complete market analysis?.(4) is your venture plan easily understood by investors?. The business plan should have indexes and catalogues so that investors can easily access each chapter. You should also ensure that the flow of information in the directory is logical and realistic.(5) do you have a plan summary in your business plan and put it in the front? The plan summary is equivalent to the cover of the business plan, and investors will look at it first. In order to maintain investor interest, the plan summary should be written to lead everyone to victory.(6) are your business plans all grammatically correct?.(7) will your proposal discourage investors' concerns about the product (service)?.You can prepare a product model if you need.Feasibility study and business planMarket analysisFor a long time, due to the lower standard of living of domestic residents, the consumption of small household appliances with "kitchen" and "toilet" as the main service object is very little. According to statistics, at present, the average number of small household electrical appliances in urban households isonly three or four, while in Europe and America this figure is as high as 37. According to statistics, every year there are at least 2 million 600 thousand domestic households move into the new house, along with the improvement of people's living standard, pay more attention to the "kitchen" and "toilet", small household electrical appliances to accelerate the popularization and upgrade will hatch out amazing market forces, small household appliances market development prospects are very broad. In the next 2 to 3 years, China's small household electrical appliance industry will enter the stage of gold development, the annual growth rate of market demand is likely to exceed 30%.For the bathroom for heating small household appliances currently only Yuba and heaters two. At present, the production of Yuba 376 enterprises, domestic sales in 2001 is estimated to be 4 million units for 5 million 500 thousand units in 2002 2003 reached 7 million units, sales of more than 1 billion yuan. In the city residents family, Yuba has rate of less than 15% (2004), the consumer on the identity of the Yuba reached 82%, a huge market space.In Yuba bathroom heating equipment accounted for an absolute advantage, including Hangzhou Aupu Yuba, 2004 sales of 260 million yuan, the market share of the first. The current production of Yuba and heater manufacturers mostly concentrated in Zhejiang, Guangdong area, but the small factory are mostly imitation or OEM, independent research and development ability is not strong.In the Yangtze River Basin, most homes have no heating, andbathing and heating in winter has always been a big problem. Although the Yuba and the heater, but we need a simple and effective heating apparatus. According to my investigation, people have a good impression on this product, and the market potential is great.Comparison of Yuba and warm air machine market, the product sales market at least 5--10 billion yuan.We can take advantage of patented technology, quickly occupied bathroom heating equipment market, establish its own brand and sales network.(the data is from consumer daily and China Household Appliances Association)Two, our goalOur goal is to produce samples in 2006 to enter the market, the Municipal Development Agency 10-15, more than 2 million yuan in sales, sales in 2007 reached 5 million, 2008 sales reached 20 million, the profit rate remained at 30%--50%.Three, the use of fundsSince this product has never been on the market before, so the initial sample trial production, mold development and other costs into the larger, estimated at 10 - 150 thousand yuan;A variety of certification, licensing, trademarks: 50 thousand yuan;The establishment of the company, the purchase of related office supplies, personnel recruitment, company website, etc.: 100 thousand yuan;Rent, utilities, staff salaries (half a year): 150 thousand yuan;To participate in the exhibition, advertising: 100 thousand yuan;Small batch production costs (5000 pieces): 20--25 yuan;Working capital: 200 thousand yuan.Total: 1 million yuan.Four. Product cost and profitability analysisIn order to save costs and reduce investment risks, the small batch production in the early stage shall be based on outsourced processing and will not be purchased for the time being. This product mainly includes: barrel, cover, heating plate, leakage protector, anti dry fire protector, switch, steam regulating board, base, sealing ring. The heating disc leakage protector 7-8 yuan, 12 yuan, 1.5 yuan for anti dry protection switch, 0.5 yuan, for the rest of the plastic parts, the price of 15 yuan, in addition to product packaging, connecting screws, freight and other costs, a total of 40 yuan in the following.The wholesale price is tentatively estimated at $80, with agross profit of $40, and is estimated to be able to recover the investment over the next two years with a slight profit.(the data above are the survey of spare parts dealers, as well as the possibility of downward fluctuations)Five, sales prospectsAt present, there is no similar products on the market, product sales pressure less. Recommend the use of local electrical wholesalers, ready-made sales network, agent sales. At present, with a number of businesses have been contacted, initially reached sales intentions.Six, cooperation programmeThis patent item is a non - service invention, and the patent right is owned by the individual. The specific mode of cooperation shall be negotiated through consultation between the two parties.Seven, raw materials supply programCan be produced without special requirement.Eight, the future of this projectBecause the product is easy to manufacture and the doorsill is not high, it is difficult to imitate. In addition to strengthening counterfeiting efforts, upgrading the product is also a necessary means of expanding the market. At present, twosamples have been developed, and 3-5 new products will be launched next year. With the upgrading of our products, we will be able to firmly stand in the market.Share (comment) category: outdoor, secondary reading,2008-03-28, 19:14 Company Profile - contact method - Recruitment Information - customer service - relevant laws - user feedback - reporting bad information -NetEase Inc. All rights reserved? 1997-2008JSWindow。
项目计划英语咋说
项目计划英语咋说引言无论是在学术领域还是在商业环境中，项目计划都是非常重要的。
项目计划用于规划、协调和监控项目的各个方面，旨在确保项目能够按时、按预算和按要求完成。
在一个全球化的世界中，掌握项目计划的英语表达是非常有价值的。
本文将介绍一些常用的英语短语和表达，帮助读者更好地理解和使用项目计划的英语。
1. 项目计划基本概念在介绍英语表达之前，我们需要了解一些项目计划的基本概念。
以下是一些常用的项目计划相关术语及其英语表达。
•项目计划 (Project Plan)•项目目标 (Project Objective)•项目范围 (Project Scope)•项目里程碑 (Project Milestone)•项目进度 (Project Schedule)•项目任务 (Project Task)•项目风险 (Project Risk)•项目资源 (Project Resource)•项目负责人 (Project Manager)•项目成本 (Project Cost)2. 项目计划英语表达在进行项目计划的沟通和交流时，以下是一些常用的英语表达。
计划开始和结束•The project is scheduled to start on [start date].该项目计划于[start date]开始。
•The project is expected to be completed by [end date].该项目预计于[end date]完成。
项目目标和范围•The project ms to achieve [project objective]. 该项目旨在实现[project objective]。
•The project scope includes [project scope]. 该项目范围包括[project scope]。
里程碑和进度•The project has reached a major milestone. 该项目已达到一个重要的里程碑。
制定一个工程项目方案英文
制定一个工程项目方案英文1. IntroductionThe purpose of this project proposal is to outline the plan for the construction of a new state-of-the-art hospital in the city. The current hospital facilities are outdated and unable to meet the demands of the growing population. The new hospital will provide advanced medical services and facilities that meet international standards. This project proposal will detail the design, construction, and management plan for the new hospital.2. Project ObjectivesThe objectives of this project are as follows:- To construct a new, modern hospital with advanced medical facilities and equipment.- To provide high-quality medical services to the community.- To create a comfortable and welcoming environment for patients and staff.- To ensure that the hospital is environmentally sustainable and energy efficient.- To achieve all of the above within an agreed budget and timeline.3. Project ScopeThe scope of the project includes the following:- Design and construction of the new hospital building, including all necessary infrastructure and facilities.- Procurement and installation of advanced medical equipment and technology.- Recruitment and training of medical staff.- Development of management and operational procedures.- Implementation of sustainable and energy-efficient practices.4. Project PlanThe project will be divided into several phases:Phase 1: Design and PlanningDuring this phase, the design of the new hospital will be developed, taking into consideration the latest advancements in healthcare design and technology. The planning will also include the development of a comprehensive budget and timeline.Phase 2: ConstructionOnce the design and planning phase is complete, construction of the new hospital will begin. This phase will include the building of the hospital facilities, as well as the installation of medical equipment and technology.Phase 3: Recruitment and TrainingAfter the construction phase, the recruitment of medical staff will begin. This phase will also include the training of staff on the use of the new facilities and technology.Phase 4: Management and OperationsOnce the hospital is complete and staffed, the management and operational procedures will be put into place. This will include the implementation of sustainable practices and the ongoing maintenance of the facilities.5. Design and ConstructionThe design of the new hospital will prioritize patient comfort and safety, as well as the efficient function of medical services. The hospital will be equipped with state-of-the-art medical equipment and technology, including advanced diagnostic and treatment facilities. The construction will be led by a team of experienced architects and builders, with a focus on quality and efficiency.6. Medical Equipment and TechnologyThe new hospital will be equipped with the latest medical equipment and technology, including advanced imaging and diagnostic tools, as well as robotic surgery and minimally invasive procedures. This will ensure that the hospital is able to provide the highest quality of care to its patients.7. Staff Recruitment and TrainingThe hospital will recruit a team of experienced medical professionals, including doctors, nurses, and administrative staff. The recruitment process will prioritize individuals who are dedicated to providing exceptional care to patients. Once recruited, all staff will undergo comprehensive training on the use of the new facilities and technology.8. Management and OperationsThe management and operational procedures of the new hospital will be developed with the goal of providing a smooth and efficient experience for patients and staff. This will include the implementation of sustainable practices, as well as the ongoing maintenance and management of the facilities.9. Budget and TimelineThe budget for the project will be carefully managed to ensure that all objectives are met within the agreed upon timeline. Any necessary adjustments to the budget or timeline will be communicated and approved by all relevant stakeholders.10. ConclusionThe construction of a new state-of-the-art hospital will provide the city with the advanced medical services and facilities that are required to meet the growing demands of the community. This project proposal outlines the plan for the design, construction, and management of the new hospital, and aims to ensure that all objectives are met within the agreed upon budget and timeline.。
项目计划进度控制与资源管理(Project plan, schedule control and r
项目计划进度控制与资源管理（Project plan, schedule controland resource management）Project plan, schedule control and resource managementWith the further deepening of the implementation of project management and construction enterprise reform, not to adjust the management mechanism to adapt to the management system and the internal operation of the market of the poor to various levels of management, enterprise project management as the main line, to establish the management system of construction management and operation layer two layer separation, the rational allocation of production factors, high efficiency the operation of the project, make full use of resources, resources, organic combination of progress in the implementation of schedule control is the key to achieve the project goals.First, the implementation of integrated control of schedule resources, the realization of the project as the source of profits, is to strengthen management and explore the market needsThe realization of the whole target of project management must be controlled by the organic, integrated and timely process control of all construction management under the serious and scientific plan control and reasonable and effective resources investment. Time, cost, quality and safety of the four control in the implementation of the project, cost perspective, as the cost center of the project department, in order to implement the cost control based on very fruitful, will it be possible to create a Everfount profit source, make it possible forenterprises to survive and continue to develop.The total cost of the project during the construction stage occurred, mainly focus on the organization and management of formal project, direct purpose and this stage invested a lot of manpower and material resources to meet the owners recognized each stage progress goals, and achieve the business income to make up for the process of investment, eventually achieve the overall project objectives and project total profit value. The construction schedule objectives through the implementation and control of stage schedule, all kinds of people, financial and material resources around the implementation schedule synchronization input, coordination and support, and implement under integrated control.Thus, planning system should further enrich and perfect and improve, especially the management of the progress of the project construction must be strengthened, in order to adapt to the management, extension of the market requirements, the construction schedule management plan with other resources combine to achieve the best effect of comprehensive control. And enterprises to explore the market closely, more contract construction tasks, and better do the existing works. In the face of the grim situation of limited construction market and numerous competitors, enterprises to adapt to market and market development, seize market opportunities at the same time, only the work in cooperation, properly organized, scientific and orderly, solid and effective basis, to sensitive information, the decision is correct, the implementation of effective and correct aircraft, to to better grasp the market, take the lead to the development of.Two, the overall management of the overall project plan is the main line of construction management and focusAs far as an engineering project is concerned, it is necessary to have a comprehensive overall control plan to guide, coordinate and arrange all kinds of resources, such as human, financial, material and so on. To achieve the project objectives, quality objectives, and comprehensive benefit target reflects the credibility of enterprises and social benefits in the project management needs to be determined from a plan, ready to perform the main feedback, modify, re execution and implementation of the evaluation result, everything should work around this masterstroke. The process of basic construction shows the process of emergence, evolution, development and formation of an engineering project, and also has its own regularity in the construction stage. The construction stage before each stage of work produced by the results, and the final completion time of clear requirements, is the basis of project construction overall plan, resource arrangement.In the duration of the contract under the target of overall planning and reasonable arrangement, in each stage, the major work of human financial and material resources, and guide the further detailed work schedule and all kinds of resources with preliminary arrangement provides the basis to determine the formation time, each layer, the professional level, the organization level the schedule system is to plan resources to realize the goal of the overall control key expectations.Project management under the direct management of the project, the management of the project is through the project throughout the construction of the various stages, levels and functions of the business management of the first step and the first task. All work begins with the plan,All the work in accordance with the established goals and India plan steps, and timely adjustments to avoid everything in good order and well arranged, the construction organization of change radically and non balanced construction, so as to effectively use and conservation of resources, to achieve the best output.Three, the full use of planning management means to achieve control goals, we must integrate all kinds of resources into the whole process of planning managementThe project construction schedule is prepared according to each stage of work before the construction phase construction procedure, considering engineering, process characteristics and construction features, the contract period for the period, combined with their own actual situation, the provisions of the general progress goal and the goal of efficiency, the formation of different levels and stages, professional, including a set of the combination of program resource inputs, and the balance plan, decision-making of project management approved the programmatic document for implementation.Alone, the construction schedule is concerned, it is not isolated, but the entire project business management plan work leading a multitude of things, is the main line of financialplanning, labor organization planning, equipment disposal plan, technical preparation and on-site organization and other professional plan. These resource plans are prepared in accordance with the construction schedule and relatively independent of their respective functions, plans, and management. From the engineering construction schedule was initially, and various resources closely together, all kinds of resources, but also strategic construction progress quantity, structure, time and scope and schedule management, plan form and construction schedule coordination, support and ensure the completion of the construction schedule.Four, specific management plan, to consider various factors comprehensively, qualitative and quantitative, mainly quantitatively single page and comprehensive analysis, make progress goals and resources coordination, the implementation of the plan is based on the correct plan.The main factors that should be considered in the preparation of the overall project plan are as follows: 1.. Construction schedule, construction period or completion date of the contract.2. preliminary design and investment budget information.3. construction design drawings, plans, delivery dates and related instructions.4. main process equipment, materials plan, date of delivery.5. hydrological, geological and meteorological factors.6., the existing enterprises may be deployed on the project personnel machines.7. fully consider the requirements of professional management and cost accounting, scientifically and appropriately divide the engineering structure coding (WBS) and the organizational structure coding (OBS).8. external collaboration and other factors.After giving full consideration to the above factors, through qualitative analysis and quantitative calculation, the planned plans meet the following requirements and determine the following aspects.1. in accordance with the contract completion date of completion of the final work, clearly reflect reasonable arrangements for each stage, the construction period goals of the main construction process and the major control points and cross.2. the total amount of investment in labor resources planned by the preliminary plan and its structural arrangement in the overall plan.3. to determine or preliminary estimate the amount of physical work in the plan to determine the intensity of construction labor to facilitate regular monitoring of the resource analysis.4., according to the estimated data for the total price management analysis, preliminary calculation, decomposition of the total cost of labor costs, material costs, machinery fees, other direct costs, indirect costs, and loaded in the planning operations.5., the construction machinery detailed plan, the amount of input and schedule of the use of time, and coordination with the schedule.Based on the requirements and contents of the overall plan, the main expectation is to achieve the following objectives:1. carry out macro control of project construction, with the progress of construction, achieve the goal of time limit in the process of dynamic adjustment.2. based on the complexity of a project and collaborative relationship, many influence factors and changeable uncertainty, must implement the Classification Schedule stages, professional, regional control in the overall control, the overall schedule control plan to become the benchmark of hierarchical control and guide specification.ThreeThe construction phase of the project, and the owner or contractor or sub contractor or design and suppliers, to establish a consistent schedule objectives, and to the responsibility and obligation to abide by the implementation and supervision and warning of a stage of the parties, in orderto achieve common goals.4. achieve predetermined cost control objectives.5., coordination of processing, quality, cost, the relationship between the three, so that the overall control objectives of the project in the interaction of the three, combined, to achieve their respective control objectives.Five, mobilize all positive factors, the implementation of phased, hierarchical planning, progress and resource management, one by one to achieve grading goalsThe whole process of the project, comprehensive project management, we should make every participant in the established guidelines and objectives, the unity of thinking, to clarify their respective responsibilities, to formulate and implement the normative document procedure, realize process control and the ultimate goal is not a department, a person, it is directly related to the project units and the vital interests of every employee, to fully mobilize the enthusiasm, mobilize the masses to carry out operations management operation, participation, decision-making leadership "the comprehensive progress of three layer force management.After the implementation of the overall project plan, it is only the beginning of the project schedule management. As a basis, the progressive decomposition, schedule and business control management will be carried out accordingly. Will the project overall planning and schedule objectives into concrete action steps, necessary and effective management by classification offeasible control, objectively requires the overall management of hierarchical structure of the vertical and horizontal concrete plan, organization, coordination and control work.According to the actual needs and operational requirements, according to the detail and the thickness of the project is divided into the overall control plan that is a level of overall co-ordination control plan, schedule control plan two, three with four specific implementation plan, operation plan.The two level plan is a further expansion and confirmation of the overall plan of the first level, and is also a guide to the three level detailed plan. The three level plan is the latest plan for the preparation of the implementation, and it is the focus of the implementation and inspection of the progress. Each project is ready and is about to begin. The corresponding resources support and guarantee plan will be put into operation at any moment. It is a short-term arrangement for each phase goal and a key management stage for management. Four level plan, the three level plan is specific for the operation level of the progress of the schedule, is with the labor task list issued content consistent with the immediate implementation of the plan, to ensure the implementation of the three level plan. According to the time division, the corresponding and the above-mentioned four levels of plan are divided into the contract period, the overall control plan, the annual implementation plan, brightness implementation plan, week operation plan.The completion of time and schedule goals is the comprehensive effect of all kinds of resources involved in constructionoperations, and the results of support and cooperation with each other. Scientific and reasonable process crossing and time limit is also determined by reasonable loading of resources, analysis, adjustment and balance. The strong support of leaving the resources, the target of time limit is just empty talk and can not be achieved. Through a complete summary of data collection, schedule, plan and schedule control point control, comparative analysis of time difference and the reason, calculation and analysis of influence on the subsequent work with the related work, to determine the response to the new schedule, combined with the resources to support the plan to update this balance level plan, ensure the construction period goals.For all levels of organization and implementation plan according to the scientific and reasonable and practical, no matter what level of plan, once implemented, each unit, and each department managers or executives, should maintain its seriousness, collect the data of actual progress, research and plan comparison analysis, realistic gap seriously. Analysis of the causes of the problems, formulate corresponding measures and remedial measures, re adjust the resource allocation and investment strength, reasonable operation crossover and partial adjustment, then after the implementation of the effect evaluation, in order to reverse the local adverse effects on overall degree, which according to the established schedule to continue to implement the total. Simultaneous,The plan is not immutable and frozen should pay attention to appropriate and correct plan, along with the progress of the continuation of the overall plan is always in a dynamic, needto update and adjust the state, each level plans are developed and implemented to achieve a plan and ensure the. When the plan after the implementation, the actual implementation of the data is updated on a plan, schedule differences inevitably occurs (including engineering degree, difference of human and material resources and cost and plan or leading or lagging), which influence the classification plan goals, you need ahead of schedule and adjust the balance of resources, to complete the scheduled target.Six. Various resource plans provide strong support for the implementation of the schedule, and also determine the target benchmark for process accounting control in progress with scheduleVarious resource planning include: financial plan, labor and salary plan, material supply plan, machine tool plan, quality plan, technical preparation plan and so on.Seven, the effective planning, schedule, resource control and management must be complemented by strong guarantee measures and strict implementation of the management systemIncluding: data processing, transfer programming, system operation, establishment of coding system, strengthening of basic work, updating of technical means, etc..。
ProjectPlan 项目计划管理
基线视图
基线：在一个时间点，保存子项目的基本信息和进度
基线的 比较：与当前子项目比较，比较两个已保存的基线
工作量视图
查看员工在哪几个子项目上有工作安排，总的工作量为多少，
是否超负荷。
其他视图
子任务日历 显示在项目管理工程中需要做的一些子任务。在此可以新建、 修改、删除；指定参与者、负责人、开始时间、完成时间 时间表视图 显示每个人的工作安排，可以按帐号类型查询 子项目图表体概述
什么是ProjectPlan？
ProjectPlan的主要功能 子项目管理 Chart View MS Project集成导入/导出 报表分析
什么是ProjectPlan
ProjectPlan是整合项目规划与资源管理的工具，优化项 目规划流程，全面监控IT服务项目 对项目进行总体规划，预计开始、完成时间，各个项目的
基线视图
工作量视图 子任务日历 时间表视图 子项目图表
资源图表
甘特图
甘特图是对项目进行计划的一种常用工具，它能是管理者提前为项目各项 活动做好进度安排，然后再随着时间的推移，对比计划进度与实际进度， 进行监控工作。调整注意力到最需要加快速度的地方，使整个项目按期完 成。 甘特图直观地表明任务计划在什么时候进行/结束、实际进展情况等。 有活动条、进度条、总括条、查看关键路径以及子项目的人力资源
与甘特图相似，没有图形显示
资源图表 显示所有可用的人员信息，包括每个人在哪几个项目有工作， 工作量多大。用户可以按帐号类型查看相关人员
MS Project集成导入/导出
MS Project和ProjectPlan都是项目计划管理软件，为了体 现产品的开放性，吸引更多的用户，ProjectPlan加入了与 MS Project相互导入、导出的功能 相互导入、导出时，保存了子项目的基本属性
项目计划 英文
项目计划英文Project Plan。
Introduction。
The project plan is a crucial document that outlines the scope, objectives, and schedule of a project. It serves as a roadmap for the entire project team, providing a clear direction and ensuring that everyone is aligned on the goals and timelines. In this document, we will discuss the key components of a project plan and the steps involved in creating one.Project Scope。
The first step in creating a project plan is to define the scope of the project. This includes identifying the deliverables, objectives, and constraints of the project. It is important to clearly outline what is included in the project and what is not, in order to avoid scope creep andensure that the project stays on track.Objectives and Key Results。
Next, the project plan should clearly state the objectives of the project and the key results that need to be achieved. This provides a clear understanding of what success looks like and helps to keep the team focused on the end goal. The key results should be measurable and achievable within the project timeline.Stakeholder Analysis。
计划用英语怎么说
计划用英语怎么说Plan，作为名词，其本意是指一份计划或策略，并且广泛使用于商业、教育、政治等领域。
Plan也可以作为动词，表示制定和安排。
在使用Plan时，需要注意语境和词汇搭配的准确性，以便完整表达自己的意思，同时也需要注意语法和拼写错误。
Plan的种类和用途非常广泛，下面将会具体介绍几种操作性强的计划。
1. Marketing Plan（市场营销计划）Marketing Plan，即市场营销计划，是一份用于确定市场营销活动的策略和计划的文档。
其主要目的是确定并指导公司用于推销产品或服务的计划和策略，涵盖了市场分析、客户定位、目标设定、定价策略、促销活动、产品推广等方面。
具体的Marketing Plan需要根据公司所处的行业、市场规模和竞争对手来确定，因此需要进行详细的市场和竞争研究以及数据分析，以便制定更加准确和有针对性的计划。
2. Business Plan（商业计划）Business Plan，即商业计划，是一份有关新创办或正在运营中的公司的详细计划和文件。
这份计划将详细描述公司的目标、策略、市场研究、竞争分析、组织结构、融资需求以及预算和财务计划等方面，以便投资者、融资机构或潜在合作伙伴可以了解公司的运营情况和发展前景。
商业计划对于新创办企业来说，是获得资金和支持的关键性文档，对于正在运营中的公司来说，是制定未来发展计划的基础和参考。
3. Project Plan（项目计划）Project Plan，即项目计划，是一份用于规划和实施项目的计划，涵盖了项目的目标、范围、时间、资源、成本、风险等方面。
项目计划对于项目经理来说是至关重要的，它可以确保项目按照预定的设想得到实施，并且能够在规定的时间内完成。
构成一份完整的项目计划，需要对项目的各个方面进行深入的分析和评估，同时也需要考虑到项目所处的行业、市场和组织内部的文化和流程，以便更加实际和可行地规划和实施项目。
4. Career Plan（职业规划）Career Plan，即职业规划，是一份用于规划个人职业发展的计划，涵盖了职业目标、职业定位、专业技能、学习计划、网络和资源等方面。
Project Plan 模 板
Project Plan Template4.1 (03-2006)Revision Control< Enter the name of the person(s) who created the original document. >< Identify the physical and electronic locations where thisdocumentation is stored. >Review/Approval HistoryPurposeThe Project Plan is a formal document to guide both project execution and project control. The primary uses are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines.< Instructions for completing the document appear within the less than and greater than brackets. Delete the instructions before finalizing the document. >Project Name Project Number Date Document CreatedCurrent Phase Project Tier Classification Business SponsorDivision(s) Impacted PBSG SLT Project ManagerProject Approach< Summarize how the research that was completed during the proposal of the project and the historical situation /vision (as described in the Project Charter) will aid the team with the approach to strategy for delivering the product, service or end result of the project successfully.>•<Describe how you plan to deliver the project either by Iterations, Releases, Prototypes, Proof of Concepts, Pilots, etc.>Product Description< Define how the project scope will enhance or showcase the project. Detail the characteristics of the product or service that the project will create, as stated at a high level in the Project Charter. Begin to consider the descriptive information, that would be needed when creating the project WBS and outline that here. >Out of Scope<Identify activities/components that are not considered in scope for this project>•<List the critical success factors that must be met to achieve a successful project>•<Critical success factor>•<Critical success factor>Date Assumptions• <MM/DD/YYYY> •< Identify any assumptions that are believedto be true for the project>• <MM/DD/YYYY> •< Identify any assumptions that are believedto be true for the project>• <MM/DD/YYYY> •< Identify any assumptions that are believedto be true for the project>Date Constraints• <MM/DD/YYYY> •<Identify any constraints that are beyond thecontrol of the project team and that may limitoptions>• <MM/DD/YYYY> •<Identify any constraints that are beyond thecontrol of the project team and that may limitoptions>• <MM/DD/YYYY> •<Identify any constraints that are beyond thecontrol of the project team and that may limitoptions>Related Projects•<Identify the impact of the project on other affected projects>•<Identify the impact of the project on other affected projects>•<Identify the impact of the project on other affected projects>Applications Dependent On Your Project Delivery &Applications Your Project is Dependent On For DeliveryDependency and Impact< List applications dependent on your project and applications your project depends on. ><Describe dependency and impact to the application>< List applications dependent on your project and applications your project depends on. ><Describe dependency and impact to the application>< List applications dependent on your project and applications your project depends on. ><Describe dependency and impact to the application>Technology Infrastructure Decision Rationale<Describe the technology expected to be available to this project or deployed by this project (software, hardware, infrastructure, communication, specific software/hardware releases, etc)>. <Document what led to the decision to use the software/tools to support this project?>< List software, hardware, infrastructure, communication, specific software/hardware releases, etc. required for the project> Document what led to the decision to use the software/tools to support this project?>< List software, hardware, infrastructure, communication, specific software/hardware releases, etc. required for the project> Document what led to the decision to use the software/tools to support this project?>Risk Description Response Date Identified Status Owner<List the top 5 prioritized risks of the project. Obtain this information from the Risk Log. > < Indicate the selectedresponse.Acceptance,Avoidance, Mitigation,or Transference. >< Use theformatmm/dd/yy >< Indicate thecurrent status,New, UnderReview, InProgress, orCompleted.< Identifywho hasownershipof the risk.>Issue NumberDateCreatedIssue DescriptionUrgency /ImpactTargetResolutionDateAssigned to StatusChange Number Change DescriptionSubmittedbyDateSubmittedDecisionDateStatus PriorityProject Organization Chart <<Insert Project Organization Chart>>FTE per PFAT Model CurrentForecast Plan-CurrentYearPriorForecastPeriod 1Period 2Period 3Period 4Period 5Period 6Period 7Period 8Period 9Period 10Period 11Period 12Period 13TotalEvent / Deliverable (What) Target Audience (Who) Responsible for (Who) Frequency TeamMeetingsMeetings with SponsorWritten Status ReportsPMO Reporting (PBRs,Project Review meetings)System Turnover toBaseline TeamOther Forms ofCommunicationExecutable ContractualAgreement Remote Vendor Access RequiredVendors/ Licenses /Services Signed Non-DisclosureAgreementCurrentPhaseFuturePhase< List vendors, licenses or servicesrequired for your project.>Yes/No Yes/No Yes/No Yes/No< List vendors, licenses or servicesrequired for your project.>< List vendors, licenses or servicesrequired for your project.>Project Cost Summary< Copy information from current PBR >Project MilestonesHigh-Level Presentation of Project Milestone Dates<Refer to the Project Schedule for a summary level view of the project performance. Add key milestone dates below.>Milestone Original TargetDateRevised TargetDate% Complete Comments< List the major milestones of the project. > < Use theformmm/dd/yy. >< Use the formmm/dd/yy. ><List the percentcomplete for themilestone. Arecommendationis to use: 0%,25%, 50%, 75%,and 100%. ><Describe if thereis a variancebetween theoriginal andrevised targetdate. >Deployment Approach Timing<Identify timing for deployment approach> <Describe deployment approach. Include divisionsand locations (plants, DCs, HQ, etc)><Identify timing for deployment approach> <Describe deployment approach. Include divisionsand locations (plants, DCs, HQ, etc)>Management ApproachUse the following sections to aid in developing the management approaches for the project which are included in the project plan. Each project manager should work with the project team to develop a detailed approach in each of the following (Project Management Knowledge) areas, which are used to help in the planning, executing and monitoring of the project.For additional information on each of the following Project Management Knowledge areas consult the Project Management Knowledge Area Matrix Guideline.Integration Management< The processes that ensure various elements of the project are properly coordinated. >Project Information Management< Describe where working documents are stored. >Issue Management< Develop a specific Issue Management Plan for dealing with project Issues. >The Issue Management Process Guide in KnowledgeNet defines the standard practices and process for managing issues within PBSG. Project teams will fill out this plan to define the specific process details to apply to the standard Issue Management process.Roles and Escalation PathsThe Project Governance Plan will document the issue escalation path for the project and identify the resources to fill key issue management roles such as the Issue Manager and Governance Team. Issue Management Timeframes<Specify the frequency and vehicle by which issues will be reviewed and communicated. > Vehicle Frequency When/WhereExample: Weekly team meeting Weekly 2:00Fridays/ParkwoodCE105Vehicle Frequency When/WhereExample: Issue Log, PBR Weekly SystemManager,Director, SteeringCommittee, TeamPriority Description General Timeframe toProvide Analysis< Define the priority scale and timeframe to be used when addressing Issues.>Example: High = Important Issue that must be implemented by the next release to support criticalbusiness functionality or application stabilityEmergencyHighMediumLowSpecific Team Guidelines for Issue Management< List any special considerations for how the team will identify, analyze, respond, and track issues.>Change Management<Document a Change Management Plan tailored for a project to use in identifying, analyzing, and responding to Requests for Change in a project requirements or scope.>The Change Management Process Guide in KnowledgeNet defines the standard practices and process for managing changes to project scope within PBSG. Project teams will use this template in conjunction with the Change Management Process Guide to define the specific management process for their area.Roles and Escalation PathsThe Project Governance Plan will document the Change Management escalation path for the project and identify the resources to fill key change management roles such as the Change Manager and Change Control Board.Change Management Timeframes< Specify the frequency and vehicle by which changes will be reviewed and communicated.>Vehicle Frequency When/WhereExample: Weekly team meeting Weekly 2:00Fridays/ParkwoodCE105Vehicle Frequency When/WhereExample: Change Log, PBR Weekly SystemManager,Director, SteeringCommittee, TeamPriority Description General Timeframe toProvide Analysis< Define the priority scale and timeframe to be used when addressing Requestsfor Change.>Example: High = Important Change that must be implemented by the next release to support criticalbusiness functionality or application stabilityEmergencyHighMediumLowSpecific Team Guidelines for Change Management< List any special considerations for how the team will log, analyze, review, and track Requests for Change.>Risk Management<Risk Management is the processes concerned with identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.>The purpose of the Risk Management Plan is to develop a specific Risk Management Plan tailored to a project team or group. The Risk Management Process Guide in KnowledgeNet defines the standard practices and process for managing risks within PBSG. Project teams will fill out this plan to define the specific process details to apply to the standard Risk Management process.Roles and Escalation PathsThe Project Governance Plan will document the risk escalation path for the project and identify the resources to fill key risk management roles such as the Risk Manager and Governance Team.Name Description Selection< Select one or more techniques other than brainstorming to be used in riskidentification. Mark each technique selected with an “X” in the Selectioncolumn.>Risk Identification Checklist Provides sample risks and risk categories to aid in risk identification.Review Lessons Learned Review historical records and other documentation from past projects or phases.Brainstorming A creative technique used to identify risksusing a group of team members or subjectmatter experts. Typically meetings arestructured so that participants’ ideas arecaptured for later analysis.Affinity Diagram A process which allows a team to creativelygenerate a large number of ideas and thenorganize them in natural groupings. Theprocess utilizes brainstorming to identifyrisks on post-it notes, then the group silentlyorganizes the risks into columns of “like”things, and finally allows the group to talkand gain consensus on the column titles. Expert Interviews A process of seeking opinions or assistancefrom experts.Nominal Group Technique A process of collecting and ranking risks contributed by a select group. This technique is good for quickly gathering the thoughts of the group rather than individual opinions.Delphi Technique A technique used to gain consensus ofexpert opinion. Project risk experts areidentified but participate anonymously. Afacilitator uses a questionnaire to solicitideas on project risk. The responses areName Description Selectionsubmitted and then recirculated toparticipants for future comment. This helpsto reduce bias in the data and keeps anyone person from having undue influence onthe result.Risk Management Timeframes<Specify the frequency and vehicle by which risks will be reviewed and communicated.> Vehicle Frequency When/WhereExample: Weekly team meeting Weekly 2:00Fridays/ParkwoodCE105Vehicle Frequency When/Where Example: Risk Log, PBR Weekly System Manager,Director, SteeringCommittee, Team Priority Description General Timeframe toProvide Analysis< Define the impact scale to be used when analyzing risks. The impact scale should be based on a critical success factor for the project.>Example include: Resource effort, timeline, budget, or business impact.>Priority Description General Timeframe toProvide AnalysisRating Description Sample PLM GuidelineHigh Impact is more than 25%of project budget.Medium Impact is between 10-25% of the projectbudget.Low Impact is less than 10%of the project budget.Specific Team Guidelines for Risk Management< List any special considerations for how the team will identify, analyze, respond, and monitor risks.>Scope Management<The processes required to ensure that the project includes all the work required and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project.>Time Management<The processes required to ensure timely completion of the project.>Project Budget< Copy the period financial information from report issued by Finance >Procurement Management<The processes required to ensure the contract terms are fulfilled, the vendors are providing what was expected, when it was expected and that performance feedback is provided at completion at the transaction.>Human Resources Management<The processes required to make the most effective use of the people involved with the project.>Quality Management<The processes required to ensure that the project will satisfy the needs for which it was undertaken.>Communications Management<The processes required to ensure timely and appropriate generation, collection, and dissemination of project information.>Transition Management<Information required to ensure the appropriate time and attention is paid for transition management activities by both project team and application management to smoothly transition application and technology into production.>Management Responsibilities< Identify agreed upon method for status reporting procedures for transition activities, staffing for transition activities including skill sets resource availability planning, and funding for required application management resources. There is an accelerator Application & Technology Transition Activities Checklist that can be used to track the status of transition activities throughout the PLM.>Knowledge Transition Approach< Identify agreed upon approach for knowledge transfer method (formal face to face sessions, Shadowing, in house or external training, location of knowledge transition sessions and knowledge transition timeline including schedule for starting and completing any formal knowledge transfer activities. There is an accelerate template for Application & Technology Knowledge Transition that can be used to document formal knowledge transition activities.>Handoff Approach< Identify handoff timeframe and teamwork environment for support of application or technology by project team prior to and during go-live. Also document approach for support of application or technology by project team after go-live if applicable including specified timeframe for the shared support activities. There is an accelerator checklist for Application & Technology Handoff Checklist which can be used to document handoff of documents and agreement for any post go-live activities.>。
Project造句简单
Project造句简单Project造句很简单，只需要一点点想象力和创造力。
以下是我为大家准备的关于Project造句的内容：一、Project的定义和应用场景1. Project指的是一项计划，通常由一组特定的任务组成，目的在于完成一个特定的目标。
2. 在商业领域中，Project通常用于管理和组织大型项目，例如建筑、市场营销等。
3. 在教育领域中，Project则是一种学习方法，通过实践和研究来推动学生的思维能力和创新能力。
二、与Project有关的词汇和概念1. Project Management：Project管理，利用一组特定的技术和工具来管理和组织Project。
2. Project Plan：Project计划，对整个Project进行详细的规划和安排。
3. Project Team：Project团队，由一组特定的人员组成，共同完成Project的任务和目标。
4. Project Timeline：Project时间线，根据Project的计划和任务建立的时间表。
5. Project Budget：Project预算，根据Project的计划和任务制定的经费预算。
三、如何成功地完成一个Project1. 定义目标和任务：在开展Project之前一定要明确目标和任务，以便清楚地了解需要完成的工作。
2. 制定计划和时间线：制定详细的计划和时间线，明确Project的时间进度和任务安排。
3. 分配任务和角色：分配合适的任务和角色，确保每个人都在Project 中发挥最大的作用。
4. 建立团队合作：建立良好的团队合作，确保信息的有效传递和任务的协调推进。
5. 监督和跟踪进度：及时监督和跟踪Project的进度，发现问题并及时解决。
6. 提前做好预案：在Project中可能会遇到许多的困难和挑战，提前准备预案，做好应对措施。
四、Project管理的工具和技术1. Gantt Chart：甘特图，用于展示Project的进度和时间安排。
Project Plan 模 板
Project Plan Template4.1 (03-2006)Revision Control< Enter the name of the person(s) who created the original document. >< Identify the physical and electronic locations where thisdocumentation is stored. >Review/Approval HistoryPurposeThe Project Plan is a formal document to guide both project execution and project control. The primary uses are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines.< Instructions for completing the document appear within the less than and greater than brackets. Delete the instructions before finalizing the document. >Project Name Project Number Date Document CreatedCurrent Phase Project Tier Classification Business SponsorDivision(s) Impacted PBSG SLT Project ManagerProject Approach< Summarize how the research that was completed during the proposal of the project and the historical situation /vision (as described in the Project Charter) will aid the team with the approach to strategy for delivering the product, service or end result of the project successfully.>•<Describe how you plan to deliver the project either by Iterations, Releases, Prototypes, Proof of Concepts, Pilots, etc.>Product Description< Define how the project scope will enhance or showcase the project. Detail the characteristics of the product or service that the project will create, as stated at a high level in the Project Charter. Begin to consider the descriptive information, that would be needed when creating the project WBS and outline that here. >Out of Scope<Identify activities/components that are not considered in scope for this project>•<List the critical success factors that must be met to achieve a successful project>•<Critical success factor>•<Critical success factor>Date Assumptions• <MM/DD/YYYY> •< Identify any assumptions that are believedto be true for the project>• <MM/DD/YYYY> •< Identify any assumptions that are believedto be true for the project>• <MM/DD/YYYY> •< Identify any assumptions that are believedto be true for the project>Date Constraints• <MM/DD/YYYY> •<Identify any constraints that are beyond thecontrol of the project team and that may limitoptions>• <MM/DD/YYYY> •<Identify any constraints that are beyond thecontrol of the project team and that may limitoptions>• <MM/DD/YYYY> •<Identify any constraints that are beyond thecontrol of the project team and that may limitoptions>Related Projects•<Identify the impact of the project on other affected projects>•<Identify the impact of the project on other affected projects>•<Identify the impact of the project on other affected projects>Applications Dependent On Your Project Delivery &Applications Your Project is Dependent On For DeliveryDependency and Impact< List applications dependent on your project and applications your project depends on. ><Describe dependency and impact to the application>< List applications dependent on your project and applications your project depends on. ><Describe dependency and impact to the application>< List applications dependent on your project and applications your project depends on. ><Describe dependency and impact to the application>Technology Infrastructure Decision Rationale<Describe the technology expected to be available to this project or deployed by this project (software, hardware, infrastructure, communication, specific software/hardware releases, etc)>. <Document what led to the decision to use the software/tools to support this project?>< List software, hardware, infrastructure, communication, specific software/hardware releases, etc. required for the project> Document what led to the decision to use the software/tools to support this project?>< List software, hardware, infrastructure, communication, specific software/hardware releases, etc. required for the project> Document what led to the decision to use the software/tools to support this project?>Risk Description Response Date Identified Status Owner<List the top 5 prioritized risks of the project. Obtain this information from the Risk Log. > < Indicate the selectedresponse.Acceptance,Avoidance, Mitigation,or Transference. >< Use theformatmm/dd/yy >< Indicate thecurrent status,New, UnderReview, InProgress, orCompleted.< Identifywho hasownershipof the risk.>Issue NumberDateCreatedIssue DescriptionUrgency /ImpactTargetResolutionDateAssigned to StatusChange Number Change DescriptionSubmittedbyDateSubmittedDecisionDateStatus PriorityProject Organization Chart <<Insert Project Organization Chart>>FTE per PFAT Model CurrentForecast Plan-CurrentYearPriorForecastPeriod 1Period 2Period 3Period 4Period 5Period 6Period 7Period 8Period 9Period 10Period 11Period 12Period 13TotalEvent / Deliverable (What) Target Audience (Who) Responsible for (Who) Frequency TeamMeetingsMeetings with SponsorWritten Status ReportsPMO Reporting (PBRs,Project Review meetings)System Turnover toBaseline TeamOther Forms ofCommunicationExecutable ContractualAgreement Remote Vendor Access RequiredVendors/ Licenses /Services Signed Non-DisclosureAgreementCurrentPhaseFuturePhase< List vendors, licenses or servicesrequired for your project.>Yes/No Yes/No Yes/No Yes/No< List vendors, licenses or servicesrequired for your project.>< List vendors, licenses or servicesrequired for your project.>Project Cost Summary< Copy information from current PBR >Project MilestonesHigh-Level Presentation of Project Milestone Dates<Refer to the Project Schedule for a summary level view of the project performance. Add key milestone dates below.>Milestone Original TargetDateRevised TargetDate% Complete Comments< List the major milestones of the project. > < Use theformmm/dd/yy. >< Use the formmm/dd/yy. ><List the percentcomplete for themilestone. Arecommendationis to use: 0%,25%, 50%, 75%,and 100%. ><Describe if thereis a variancebetween theoriginal andrevised targetdate. >Deployment Approach Timing<Identify timing for deployment approach> <Describe deployment approach. Include divisionsand locations (plants, DCs, HQ, etc)><Identify timing for deployment approach> <Describe deployment approach. Include divisionsand locations (plants, DCs, HQ, etc)>Management ApproachUse the following sections to aid in developing the management approaches for the project which are included in the project plan. Each project manager should work with the project team to develop a detailed approach in each of the following (Project Management Knowledge) areas, which are used to help in the planning, executing and monitoring of the project.For additional information on each of the following Project Management Knowledge areas consult the Project Management Knowledge Area Matrix Guideline.Integration Management< The processes that ensure various elements of the project are properly coordinated. >Project Information Management< Describe where working documents are stored. >Issue Management< Develop a specific Issue Management Plan for dealing with project Issues. >The Issue Management Process Guide in KnowledgeNet defines the standard practices and process for managing issues within PBSG. Project teams will fill out this plan to define the specific process details to apply to the standard Issue Management process.Roles and Escalation PathsThe Project Governance Plan will document the issue escalation path for the project and identify the resources to fill key issue management roles such as the Issue Manager and Governance Team. Issue Management Timeframes<Specify the frequency and vehicle by which issues will be reviewed and communicated. > Vehicle Frequency When/WhereExample: Weekly team meeting Weekly 2:00Fridays/ParkwoodCE105Vehicle Frequency When/WhereExample: Issue Log, PBR Weekly SystemManager,Director, SteeringCommittee, TeamPriority Description General Timeframe toProvide Analysis< Define the priority scale and timeframe to be used when addressing Issues.>Example: High = Important Issue that must be implemented by the next release to support criticalbusiness functionality or application stabilityEmergencyHighMediumLowSpecific Team Guidelines for Issue Management< List any special considerations for how the team will identify, analyze, respond, and track issues.>Change Management<Document a Change Management Plan tailored for a project to use in identifying, analyzing, and responding to Requests for Change in a project requirements or scope.>The Change Management Process Guide in KnowledgeNet defines the standard practices and process for managing changes to project scope within PBSG. Project teams will use this template in conjunction with the Change Management Process Guide to define the specific management process for their area.Roles and Escalation PathsThe Project Governance Plan will document the Change Management escalation path for the project and identify the resources to fill key change management roles such as the Change Manager and Change Control Board.Change Management Timeframes< Specify the frequency and vehicle by which changes will be reviewed and communicated.>Vehicle Frequency When/WhereExample: Weekly team meeting Weekly 2:00Fridays/ParkwoodCE105Vehicle Frequency When/WhereExample: Change Log, PBR Weekly SystemManager,Director, SteeringCommittee, TeamPriority Description General Timeframe toProvide Analysis< Define the priority scale and timeframe to be used when addressing Requestsfor Change.>Example: High = Important Change that must be implemented by the next release to support criticalbusiness functionality or application stabilityEmergencyHighMediumLowSpecific Team Guidelines for Change Management< List any special considerations for how the team will log, analyze, review, and track Requests for Change.>Risk Management<Risk Management is the processes concerned with identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.>The purpose of the Risk Management Plan is to develop a specific Risk Management Plan tailored to a project team or group. The Risk Management Process Guide in KnowledgeNet defines the standard practices and process for managing risks within PBSG. Project teams will fill out this plan to define the specific process details to apply to the standard Risk Management process.Roles and Escalation PathsThe Project Governance Plan will document the risk escalation path for the project and identify the resources to fill key risk management roles such as the Risk Manager and Governance Team.Name Description Selection< Select one or more techniques other than brainstorming to be used in riskidentification. Mark each technique selected with an “X” in the Selectioncolumn.>Risk Identification Checklist Provides sample risks and risk categories to aid in risk identification.Review Lessons Learned Review historical records and other documentation from past projects or phases.Brainstorming A creative technique used to identify risksusing a group of team members or subjectmatter experts. Typically meetings arestructured so that participants’ ideas arecaptured for later analysis.Affinity Diagram A process which allows a team to creativelygenerate a large number of ideas and thenorganize them in natural groupings. Theprocess utilizes brainstorming to identifyrisks on post-it notes, then the group silentlyorganizes the risks into columns of “like”things, and finally allows the group to talkand gain consensus on the column titles. Expert Interviews A process of seeking opinions or assistancefrom experts.Nominal Group Technique A process of collecting and ranking risks contributed by a select group. This technique is good for quickly gathering the thoughts of the group rather than individual opinions.Delphi Technique A technique used to gain consensus ofexpert opinion. Project risk experts areidentified but participate anonymously. Afacilitator uses a questionnaire to solicitideas on project risk. The responses areName Description Selectionsubmitted and then recirculated toparticipants for future comment. This helpsto reduce bias in the data and keeps anyone person from having undue influence onthe result.Risk Management Timeframes<Specify the frequency and vehicle by which risks will be reviewed and communicated.> Vehicle Frequency When/WhereExample: Weekly team meeting Weekly 2:00Fridays/ParkwoodCE105Vehicle Frequency When/Where Example: Risk Log, PBR Weekly System Manager,Director, SteeringCommittee, Team Priority Description General Timeframe toProvide Analysis< Define the impact scale to be used when analyzing risks. The impact scale should be based on a critical success factor for the project.>Example include: Resource effort, timeline, budget, or business impact.>Priority Description General Timeframe toProvide AnalysisRating Description Sample PLM GuidelineHigh Impact is more than 25%of project budget.Medium Impact is between 10-25% of the projectbudget.Low Impact is less than 10%of the project budget.Specific Team Guidelines for Risk Management< List any special considerations for how the team will identify, analyze, respond, and monitor risks.>Scope Management<The processes required to ensure that the project includes all the work required and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project.>Time Management<The processes required to ensure timely completion of the project.>Project Budget< Copy the period financial information from report issued by Finance >Procurement Management<The processes required to ensure the contract terms are fulfilled, the vendors are providing what was expected, when it was expected and that performance feedback is provided at completion at the transaction.>Human Resources Management<The processes required to make the most effective use of the people involved with the project.>Quality Management<The processes required to ensure that the project will satisfy the needs for which it was undertaken.>Communications Management<The processes required to ensure timely and appropriate generation, collection, and dissemination of project information.>Transition Management<Information required to ensure the appropriate time and attention is paid for transition management activities by both project team and application management to smoothly transition application and technology into production.>Management Responsibilities< Identify agreed upon method for status reporting procedures for transition activities, staffing for transition activities including skill sets resource availability planning, and funding for required application management resources. There is an accelerator Application & Technology Transition Activities Checklist that can be used to track the status of transition activities throughout the PLM.>Knowledge Transition Approach< Identify agreed upon approach for knowledge transfer method (formal face to face sessions, Shadowing, in house or external training, location of knowledge transition sessions and knowledge transition timeline including schedule for starting and completing any formal knowledge transfer activities. There is an accelerate template for Application & Technology Knowledge Transition that can be used to document formal knowledge transition activities.>Handoff Approach< Identify handoff timeframe and teamwork environment for support of application or technology by project team prior to and during go-live. Also document approach for support of application or technology by project team after go-live if applicable including specified timeframe for the shared support activities. There is an accelerator checklist for Application & Technology Handoff Checklist which can be used to document handoff of documents and agreement for any post go-live activities.>。
项目总体规划及流程的英语
项目总体规划及流程的英语Project Overall Planning and Process.Project planning and execution are crucial aspects of any successful endeavor. They involve meticulous consideration of all factors that could potentially affect the project's outcome, from inception to completion. This comprehensive process ensures that the project runs smoothly, stays on track, and meets its objectives within the allocated timeframe and budget.1. Project Initiation.The project begins with an idea or a need that requires a solution. This idea is then formalized into a project proposal, which outlines the objectives, scope, expected outcomes, and potential resources required. The proposal is reviewed and approved by stakeholders, who provide the necessary funding and authorization for the project to commence.2. Project Planning.Once the project is approved, the planning phase begins. This involves creating a detailed project plan thatoutlines the specific tasks, activities, and resources required to complete the project. The plan also includes a timeline, budget, and risk management strategy. Additionally, it identifies the key personnel responsiblefor executing each task and managing the project overall.3. Project Execution.During the execution phase, the project plan is implemented. This involves allocating resources, assigning tasks to team members, and monitoring progress against the established timeline and budget. Regular meetings are conducted to review progress, identify any issues or bottlenecks, and make necessary adjustments to the plan.4. Project Monitoring and Control.Monitoring and control are essential to ensure that the project remains on track. This involves tracking progress, comparing it to the plan, and taking corrective action when necessary. It also involves managing changes to the scope, timeline, or budget that may arise during the project's lifecycle.5. Project Closure.Once the project is completed, the closure phase begins. This involves formalizing the project's completion, conducting a post-project review to identify lessonslearned and areas for improvement, and documenting the project's outcomes. Additionally, the project team is disbanded, and the project is archived for future reference.Throughout the project lifecycle, effective communication and collaboration among project team members are crucial. This ensures that information flows freely, issues are identified and addressed promptly, and theproject remains on track.Moreover, project management software and tools can greatly assist in managing the project's lifecycle. These tools help in task scheduling, resource allocation,tracking progress, managing changes, and facilitating communication among team members.In conclusion, project planning and execution is a comprehensive process that requires meticulous attention to detail and effective collaboration among all stakeholders. By following a structured approach and utilizing the available tools and resources, projects can be successfully delivered within the allocated timeframe and budget, meeting or exceeding their objectives.。
mpp计划
mpp计划mpp计划是指Master Project Plan的缩写，是一个详细描述项目目标、任务、时间、资源以及参与人员的计划。
在项目管理中，mpp 计划扮演着重要的角色，它是项目成功的关键之一。
本文将会探讨mpp 计划的重要性以及如何编写一个有效的mpp计划。
首先，mpp计划对于项目的成功非常关键。
它提供了一个整体的框架，帮助项目团队了解项目的目标和任务，并将其转化为可行的行动计划。
通过mpp计划，团队成员可以清晰地了解项目的需求、时间表和资源分配，从而有条不紊地进行工作。
同时，mpp计划能够为项目团队提供一个契机，使他们能够协同工作、掌握好时间和任务轻重缓急。
那么，如何编写一个有效的mpp计划呢？首先，我们需要明确项目的目标和范围。
项目目标是指项目的主要目标，例如提供一个新的产品或服务、改进现有的流程等等。
范围是指项目的边界，即哪些工作属于项目范畴，哪些工作不属于。
明确了项目的目标和范围后，我们可以进一步细化项目的任务和子任务。
接下来，我们需要制定一个详细的时间表。
时间表应包含每个任务和子任务的开始时间和结束时间。
在制定时间表时，我们需要考虑到每个任务的依赖关系和优先级。
依赖关系是指某个任务必须在另一个任务完成后才能开始的情况，优先级是指哪些任务是优先进行的。
通过合理安排任务的时间表，可以有效地提高项目进度和效率。
在制定时间表的同时，我们还需要考虑到项目所需的资源。
资源可以包括人员、设备、资金等。
在mpp计划中，我们需要明确每个任务所需的资源数量和类型，并在时间表中进行合理调配。
这样可以确保项目团队有足够的资源来完成任务，从而达到项目目标。
此外，mpp计划中还需要考虑风险管理。
风险是指可能影响项目进展的不确定因素，例如技术风险、市场风险等。
在mpp计划中，我们需要对这些风险进行评估和应对计划。
评估是指对风险进行概率和影响程度的评估，应对计划是指在风险发生时应采取的措施。
通过有效的风险管理，可以降低项目失败的风险，并提高项目的成功率。
文档：项目章程模板Project_Plan_Project_Charter
Project Plan/Project CharterProject NumberASSIGN A NUMBER.Project Or Sub-Project NameApplications Delivery MethodologyBackgroundNAME OF CLIENT must dramatically improve its ability to delivery business applications in a timely, cost-effective, flexible and quality manner. Specific program goals include achievement of at least an order of magnitude productivity improvement.ScopeTwelve functional objectives have been identified for project completion:1. Provide identifiable and measurable improvements to the applicationsdelivery process. Specific measures of improvement will be identified as partof concept validation.2. Central repository of delivery routes customized to capture CLIENT’S bestpractices implemented.3. Processes in place to support project managers in the use of the uniform andproven best practices to generate project plans.4. Support of the enterprise CMM/SEI objectives.5. Time, cost and quality metrics and effort estimation models implemented.6. Consistent use of the methodology for applications delivery.7. Continuous process improvement infrastructure defined and implemented.8. Risk driven project management implemented.9. Process library delivery routes controlled from the process librarianworkstation.10. Project management automated and controlled from the project manager’sworkstation.11. Knowledge transfer to CLIENT completed.12. Sustaining organization defined and implemented.Concept DefinitionThe concept is that a methodology will dramatically improve CLIENT’s ability to deliver business applications in a timely, cost-effective, flexible, and quality manner. This concept will be achieved through:• A proactively managed applications delivery environment;•Process, technology, organization, people, and leadership factors all planned and integrated;• A very high degree of reuse through employment and enforcement of NAME OF METHODOLOGY TOOL, standards, specifications, and reusable frameworks and components designed for flexibility; and•An ongoing preventive maintenance program.Areas of ImpactThe IS project manager and teams will be the primary areas impacted by this project. During the deployment (concept validation, full-scale development, and implementation) phases, the methodology project will fund for activities relating to deployment.•Pathfinder projects will provide resources for training, to support customization of the process tool product, participate in project meetings, and support assessments.Specific resource requirements for each project will be determined at project start-up.•Limited workstation services support will be required to support tool implementation.RisksRisk Area Assessment Impact Mitigation Leadership,Support and Buy-In HighProject requires support byIS Department Heads for anenterprise infrastructuresolution.Dedicated changemanagement effort.Staffing Medium Success of project dependson ability to staff withcredible experience in thetechnical areas.Use of 3rd party vendors tobuild internal expertise;staffing assessment at eachproject review.Cost Medium We developed an earlyestimate of 98 and 99 costs.However, we do not yet havea full understanding ofsustained costs.Develop a total life cycle costestimate during conceptvalidation as part of themilestone decision.Schedule Medium Current industry practicesindicate 18-36 months wererequired to institute amethodology.Introduction of methodologyinto CLIENT based on “pull”from applications deliveryareas.Scope Low Successful completion ofconcept validation will resultin a client-wideimplementation.-Quality Unknown This risk factor will dependon the results of conceptvalidation.Continue to understand ISdepartmental requirements forrepeatable processes andrigor.Assumptions1. The methodology will be piloted using pathfinder projects that represent typicalCLIENT applications delivery efforts.2. Methodology project members will participate in the pathfinder projects to gainknowledge of the effectiveness of the methodology for enterprise use.3. The initial pathfinder projects will use NAME/DESCRIPTION of approach forimplementation and deployment.4. The deployment will run through the end of YEAR.5. LIST ANY OTHER ASSUMPTIONS HERE.Constraints1. Concept validation will run through MONTH, YEAR and is budgeted for $AMOUNT.2. YEAR budget is $AMOUNT.3. Late selection of concept validation pathfinder projects may constrain the amount ofquantitative information to support the full-scale development milestone decision.Implementation ApproachThe implementation will occur from WHEN through WHEN with the following phase points currently planned:1. Concept validation through MONTH/YEAR at a cost of $AMOUNT. During this phase,the methodology will be implemented on NUMBER OF projects WHERE. Overall implementation planning will also be completed during this phase.2. DESCRIBE FIRST FULL-SCALE DEPLOYMENT PHASE AND TIMEFRAME.3. DESCRIBE SECOND FULL-SCALE DEPLOYMENT PHASE AND TIMEFRAME.4. Implementation through the end of YEAR. Implementation on additional projects,completions of knowledge transfer to CLIENT, and activation of the sustaining organization.The project RoadMap will describe the overall project implementation plan, including work packages and deliverables for each year. The RoadMap also defines the overall project completion goals and the specific objectives set for each year of the implementation. Specific implementation project plans for each approved phase will be developed at the milestone decision points.Functional RequirementsThe following table reflects the requirements this project will solve by phase. A specific project plan will be developed at the start of each phase and will provide the specific work packages required to satisfy the requirements.Concept Validation - YEAR Full Scale Deployment - YEAR Implementation - YEAR1. CLIENT proof of conceptpathfinder projectsidentified and initiated. 2. Pathfinder project lessonslearned gathered andanalyzed.3. Initial CLIENT pathfinderproject staff trained inNAME OFMETHODOLOGY TOOLmethods.4. Training improvementsidentified for methods andtool.5. Initial technicalinfrastructure defined anddeployed.6. Pathfinder project teams 1. Forty percent of CLIENT ITSolutions Delivery stafftrained.2. Technical infrastructurerefined.3. Training programestablished.4. Project estimating &tracking improved.5. Interaction withimplementation of new toolset managed.6. Projects planned &managed jointly bybusiness & IT projectmanagers.7. CLIENT metrics definitions1. TBD percent of CLIENT ITSolutions Delivery stafftrained.2. One hundred percent oftraining responsibilityassumed by CLIENT.3. Integration with externalinitiatives completed.4. Technical infrastructurerefined.5. CLIENT best practices fromlessons learnedincorporated intomethodology.6. Repository of best practices-reusable templates,deliverables, and methodsestablished.Concept Validation - YEAR Full Scale Deployment - YEAR Implementation - YEARavailable to seed newprojects.7. Roadmap approachapproved by SteeringCommittee.8. Process librarymanagement andenhancementinfrastructure establishedfor pathfinder routes.9. Process improvementmetrics for time, cost, andquality established for CVand identified for FSD &Implementation.10. Policies, standards, andcompliance criteriaidentified for methodologyinstitutionalization.11. FSD phase defined andplanned.incorporated in NAME OFMETHODOLOGY TOOL8. Continuous processimprovement processestablished.9. Standardized processesand methods defined withlimited use.10. Sixty percent of classroomtraining responsibilityassumed by CLIENT.7. Application productivityincreased.8. System quality improved by(Percentage TBD)9. Application delivery cycletime reduced.Key People•Program Sponsor: NAME, TITLE•Methodology Project Sponsor: NAME•Program Manager: NAME•Methodology Project Lead: NAME ApprovedNAME, Program Manager Date。
规划方案和建筑方案英文
规划方案和建筑方案英文Project Plan:A project plan is a detailed document that outlines the goals, objectives, and tasks to be accomplished in order to successfully complete a project. It serves as a roadmap for all team members involved to follow and ensures that everyone is on the same page regarding the project's scope, timeframe, and deliverables.The first step in creating a project plan is to define the project's objectives and scope. This includes identifying the project's purpose and the desired outcomes. For example, if the project is to build a new office building, the objective might be to create a functional and sustainable workspace.Once the objectives and scope are clearly defined, the next step is to break down the project into smaller tasks and activities. Each task should be clearly defined and assigned to a specific team member or department. This ensures that everyone knows what their role is and what is expected of them.The project plan should also include a timeline or schedule, outlining when each task will be completed and how long it will take. This helps to keep the project on track and ensures that deadlines are met. It is important to build in some flexibility in case unexpected delays or issues arise.The next step in the project plan is to allocate resources. This includes determining what equipment, materials, and manpower will be needed to complete each task. It is important to ensure thatall necessary resources are available and accessible when needed.Another important aspect of the project plan is risk management. This involves identifying potential risks or obstacles that may arise during the project and developing strategies to mitigate them. For example, if there is a risk of inclement weather delaying construction, a backup plan or alternative timeline should be included in the project plan.Lastly, the project plan should include a communication plan. This outlines how stakeholders will be kept informed about the project's progress and any changes or updates. It is important to establish clear channels of communication to ensure that everyone is kept in the loop and can provide input or ask questions when needed. Building Design:Building design refers to the process of creating the physical layout and structure of a building. It involves analyzing the requirements, constraints, and objectives of the project and translating them into a functional and aesthetically pleasing design.The first step in building design is to gather information about the project. This includes understanding the purpose and function of the building, as well as any specific requirements or constraints. For example, if the building is for a school, the design must adhere to safety regulations and accommodate classrooms, offices, and other necessary facilities.Next, the design team will develop a concept or preliminary design.This includes creating sketches, renderings, or digital models to visualize the proposed design. The concept design should align with the project's objectives and address any constraints or requirements identified in the initial information gathering phase.Once the concept design is approved, the team will proceed with developing detailed construction drawings. These drawings include floor plans, elevations, sections, and details that communicate the specific dimensions, materials, and construction methods to be used. The construction drawings are essential for obtaining building permits and guiding the construction process.During the design phase, it is important to consider factors such as sustainability, energy efficiency, and accessibility. Designing for sustainability involves incorporating features such as natural lighting, efficient heating and cooling systems, and the use of environmentally friendly materials. Designing for energy efficiency involves optimizing the building's orientation, insulation, and HVAC systems to minimize energy consumption. Designing for accessibility involves ensuring that the building is usable and accessible for people with disabilities.The final step in building design is to coordinate with other professionals involved in the construction process, such as structural engineers, mechanical engineers, and contractors. This ensures that the design is feasible and can be successfully implemented. Regular communication and collaboration with these professionals are essential to address any design conflicts or issues that may arise.In summary, a project plan is a detailed document that outlines the goals, objectives, tasks, and timeline of a project, while building design refers to the process of creating the physical layout and structure of a building. Both play crucial roles in the successful completion of a construction project.。
计划的英文怎么写
1.“计划”的英语单词怎么写计划的英文：plan、project、map out、plot、arranged。
一、plan英 [plæn] 美 [plæn]n.计划；打算；平面图；示意图vt.& vi.计划，打算，设计I integrated your suggestion with my plan我把你的建议和我的计划结合在一起。
二、project英 [ˈprɒdʒekt] 美 [ˈprɑ：dʒekt]vt.计划；放映；发射；展现，使突出vi.伸出，突出n.项目，工程；计划，规划；（学生的）课题In order to transform their environment, he drew up the project with为了改造环境，他苦心孤诣地制订了这个计划。
三、map out英 [mæp aut] 美 [mæp aʊt]在地图上标出；筹划[安排]某事；详细提出某事Map out your future but do it in pencil.要好好计划未来，但也必须随时应形势而变通。
四、plot英 [plɒt] 美 [plɑ：t]n.地基，基址图；（戏剧、小说等的）情节；一块地；测算表vt.密谋；以图表画出，制图；把…分成小块；为（文学作品）设计情节vi.设计作品情节；标示于图表上；密谋，暗中策划And officials have said they discovered a plot to attack the courtroom官方说，他们发现了一个暴力分子攻击法庭的秘密计划。
五、arranged英 [ə'reɪndʒd] 美 [ə'reɪndʒd]adj.安排的v.安排，准备（arrange的过去式和过去分词）；把…（系统地）分类；整理；改编（剧本等）We have arranged to hold the class meeting at seven this evening.我们已经计划好在今晚七点开班会。
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Project Requirements
1. 每个组有一位主要负责人担任组长, 成员要有 明确分工, 每个成员都必须参与项目。 2. 模拟招聘真实、积极、健康，思路开阔，脱稿 进行。意思表达力求清楚，有说服力和感染力。 3. 简历书写格式标准，表达准确。 4. 评价内容包括： （1）模拟招聘现场表现 （2）成员合作情况 （3）简历的质量，包括语言与内容
Procedure: Work in groups of four or five (Two interviewers, Two or three candidates)
Interviewers: Interview the two candidates in turn. Decide who should have the job Tell candidates who got the job, giving reasons for your decision
ReferenБайду номын сангаасe
How to make a resume More details and sample 1 Sample 2 Self-study Unit 1 Book 4, get more information on job interview.
Time Arrangements
Week 8. Hand in the kinds of job you’ve chosen Week 12. Hand in two candidate’s CVs Week 14. Role-play the interview
Preparation
1.Each group try to discuss and decide or choose two jobs you’d like to play in your project. You have to give a brief description of the jobs while you hand in. (Following questions may help you) why you would like to do it what qualities you have what qualifications and skills you need what you would like to do as a career what you need to do to achieve your career
Candidates: Self-introduction Answering questions interviewers asked You two can discuss how you thought you did in the interview. Listen to Interviewers. Say how you feel and ask questions
Grading Criteria
简历: 分 简历 5分 要求：1）格式标准 2）语言准确，得体 模拟招聘: 模拟招聘: 10 分 要求：1) 内容： a. 主题明确、内容充实 b. 结构清楚、逻辑性强 2) 语言： a. 语言表达清楚易懂 b. 语音、语调清晰、有感染力
Preparation
2.Interviewers try to prepare the materials you are going to use in the interview( job description, requirements, conditions, salary level, work environment, etc.) 3.Candidates try prepare two CVs and hand in on time.
Project: Interviewing candidates for a job (a role play) Main objects
1. Familiarize students with kinds of jobs and interviews; 2. Improve presentation skills ; 3. Stimulate imagination and creativity; 4. Encourage group cooperation and strengthen team spirit.