Project Management

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工程管理专业英语

2
第二段：
Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project.
一般来说，项目管理是区别于一般以任务为导向项目性质的企业管理。
同样，许多运筹学技术例如线性规划和网络分析现在广泛使用于许多知识或应用领域。 Hence, the representation in Figure2-1 reflects only the sources from which the project management framework evolves.
在项目全过程中，通过对计划、设计、估算、合同和施工的适当协调控制来实施各项运作。
Development of effective communications and mechanisms for resolving conflicts among the various participants.
在项目的一开始，这些冲突必须通过必要的权衡或新的备选方案来解决。
Subsequently, the functions of project management for construction generally include the following:
其次，建设项目管理的功能一般包括以下内容：
项目的特定目标和计划，包括划定范围、编制预算、行程安排、设置性能要求，和选择项目参与者。
Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan.

项目管理英语

Project Location 项目地点Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP"?) 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Manual 项目手册Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Output 项目输出Project Performance 项目绩效Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status Report 项目状态报告Project Strategy 项目策略Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team 项目团队Project Team Members 项目团队成员Project Teamwork 项目团队协作Project Technical Plan 团队技术计划Project Termination 项目终止Project Time Frame 项目时间框架Project Time Management 项目时间管理Project Users 项目用户Project Visibility 项目可见性Project Vision 项目远景Project Vision Statement 项目远景说明书Project Web Site 项目网站Project/Program Methodology 项目方法论Project-Based Management 基于项目的管理Enterprise Project Management Projectized 项目化Projectized Organization 项目型组织Proposal 建议书Proposal Form 建议书格式Proposal Project Plan 建议书项目计划Proprietary Information 所有者信息产权信息Prorated Cost 比例成本Prospectus 计划书说明书Protection 保护Prototype 原型Prototype Model 原型模型Prototype, software 软件原型Prototyping 原型制作Provisional Sum 补贴总额补助金PRTProduct Realization TeamPSPlanned Start DatePSAProfessional Services Agreement PSOProgram Support OfficePSPProfessional Services Provider Public 公众Public Relations 公共关系Public Sources 公共资源Public Speaking 公众演讲技巧Publications 出版物Published Model [MOF] 已发布的模型Punch List 剩余工作清单Punishment of the Innocent 无辜受罚Purchase 购买采购Purchase Order 采购订单Purchasing 采购Purchasing Strategy 采购策略Pure Risk 纯风险Insurable RiskPurpose 意图Price VariancePVWAPlanned value for Work Accomplished PVWSPlanned value for Work Scheduled QAQuality AssuranceQCQuality ControlQualification 合格证明Qualifications: Contractor 承包商资格证明Qualified Product 合格产品Qualified Product List ("OPL") 合格产品清单Qualitative 定性的Qualitative Risk Analysis 定性风险分析Quality 质量Quality Assurance 质量保证质量保证部门Quality Assurance Plan 质量保证计划Quality Assurance Policy 质量保证方针Quality Assurance Program 质量保证程序Quality Assurance Representative ("OAR") 质量保证代表Quality Assurance) ("QA") 质量保证Quality Audit 质量审核Quality Conformance 质量合格Quality Control ("QC") 质量控制质量控制部门Quality Criteria 质量准则Quality Evaluation Methods 质量评估方法Quality File 质量文件Quality Function Deployment 质量功能部署Quality Grade 质量等级Quality Guide 质量指南Quality Improvement 质量改进Quality Improvement Program 质量改进计划Quality Inspection 质量检查Quality Inspection Procedures 质量检查程序Quality Loop; Quality Spiral 质量环质量螺旋线Quality Management 质量管理Quality Management Function 质量管理职能Quality Plan 质量计划Quality Planning 质量计划编制Quality Policy 质量方针Quality Process Review 质量过程评审Quality Program Requirement 质量计划需求Quality Review 质量评审Quality Standards 质量标准Quality Surveillance 质量监督Quality System 质量体系Quality System Review 质量体系评审Quantitative 定量的Quantity Take-Off 工料估算Quantum 定额Queue 排队等待Quick Reaction Capability 快速反应能力RAMResponsibility/Accountability MatrixResponsibility Assignment Matrix RAMPRisk Analysis and Management for Projects Random Observation 随机抽样观察Random Sample 随机抽样Range 范围Rank 等级Ranked Positional Weight Method ("RPWM") 重要位置排序法Ranking 排序Rapid Implementation 快速实施Fast TrackingRationale 原理说明RBSResource Breakdown StructureRDBMSRelational DataBase Management System Readiness Assessment 准备情况评估Real Property 地产房地产Real Time 实时Real World 现实世界Realization 实现Re-baseline 重定基线Rebaselining 重定基线Re_BaseliningRe-baselining 重定基线Recognized Profession 公认职业Recommend 推荐(动词) 建议Recommendation 推荐(名词) 建议Reconditioned 再修复Record 记录Record Drawings 图纸记录Record Retention 记录保留Recording Facts 记录事实Records 记录Records Management 记录管理Recruitment, Selection and Job Placement 招聘挑选和工作安排Recurring Costs 复发性费用Recurring Task 复发性任务周期性任务Reduced Inspection 精简检查Reduction in Force 缩编Redundancy 冗余多余人员Reengineering 重组再设计Reference Group 咨询小组Referent Power 威望权力Refinement, Schedule Refinement 改善进度改善Regression Analysis 回归分析Regulations 规则Regulatory 调整Regulatory Personnel 纪检人员Reimbursable Expenditure 可退还经费Reinforcement Theory 强化理论Rejected 被拒绝Rejection Number 遭拒底数Related Base 关联基Relationship 关系Relationship Float 关系浮动时间Release 发布发布版本Release Claims 发布声明Release Manager 发布经理Reliability 可靠性Reliability Assurance 可靠性保证Remaining Available Resource 剩余可用资源Remaining Duration 剩余工期Remaining Float ("RF") 剩余浮动时间Re-measurement 再测量Repetitive Work Sequence 重复工作系列Replacement Theory 替代理论重置理论Replacement value重置价值Replan 再计划Replanning 再次制定计划Report 汇报报告Report Specification File 报告规范文件Reporting 报告编写报告Reporting by Responsibility 根据职责汇报Repository 储存库Re-profiling 重新规划Reprogramming 重新计划Reputation 名誉Request for Appropriation ("RFA") 经费申请Capital Appropriation RequestRequest for Change ("RFC") 变更申请Request for Information 信息申请Request for Proposal 建议书邀请函征求建议书Request for Proposals 建议书邀请函征求建议书Request for Quotation 报价邀请函Request for Quotations 报价邀请函Requirement 需求Requirement Attribute 需求特征Requirement Specification 需求规范Requirement Type 需求类型Requirements 需求Requirements Definition 需求定义Requirements Flowdown 需求分解Requirements Management 需求管理Requirements of Society 社会需求Requirements Traceability 需求的可追溯性Requirements Traceability Matrix 需求的追溯模型Requirements Tracing 需求跟踪Requirements Workflow 需求工作流Reschedule 重定进度Rescheduling 重定进度Research 研究Research and Development 研究和开发Reserve 储备金Reserve For Scope Changes 范围变更储备金Residential Construction 民用建筑住宅建设Residual Risks 剩余风险Residual value残值Residue File 剩余资源文件Resolution 解决Resource 资源Resource Accumulation 资源累计Resource Aggregation 资源总和Resource Allocation 资源分配Resource Allocation Process 资源分配过程Resource Analysis 资源分析Resource Assignment 资源分配Resource Availability 资源可用性Resource Availability Date 资源可用日期Resource Availability Pool 资源可用库Resource Breakdown Structure ("RBS") 资源分解结构Resource Calendar 资源日历Resource Category 资源目录Resource Code 资源代码Resource Constraint 资源制约条件(约束) Resource De script ion 资源描述Resource Driven Task Durations 资源驱动的任务工期Resource Effort 资源工作量Resource Group 资源工作组Resource Histogram 资源柱状图Resource Identification 资源鉴别Resource Level 资源水平Resource Leveling 资源平衡Resource AllocationResource Limited Scheduling 资源受限的进度规划Resource LevelingResource List 资源清单Resource Management 资源管理Resource Needs 资源需求Resource Offset 资源偏移量资源互补Resource Optimization 资源优化Resource Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM ) Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次)Result 结果Results 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revamp 改进Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间Remaining FloatRFA 经费申请Request for Appropriation RFC 变更申请Request for ChangeRFP 建议书邀请函Request for ProposalRFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理( RAMP )Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 风险评估Risk Assessment Tables 风险评估表Risk Assumption 风险假设条件Risk Avoidance 风险回避Risk Brainstorming 风险头脑风暴Risk Custodian 风险监督人Risk Data Applications 风险数据应用Risk Deflection 风险转移Risk Diary 风险日志Risk Evaluation 风险评价Risk Event 风险事件Risk Event Status 风险事件状态Risk Factor 风险因素Risk Identification 风险识别Risk Management 风险管理Risk Management Budget ("RMB")风险管理预算( RMB ) Risk Management Plan 风险管理计划Risk Matrix 风险矩阵Risk Mitigation 风险减轻Risk Mitigation Strategy 风险减轻战略Risk Prioritizing 风险排序Risk Probability 风险概率Risk Process Manager 风险过程经理Risk Quantification 风险量化Risk Ranking 风险分级Risk Reduction 风险降低Risk Response 风险响应Risk Response Control 风险响应控制Risk Response Development 风险响应计划制定Risk Response Plan 风险响应计划Risk Response Planning 风险响应计划编制Risk Response System 风险响应系统Risk Review 风险评审Risk Sharing 风险共担Risk Transfer 风险转移Risk Treatment 风险处理Risk value风险值Risk, close-down report 风险结束报告Risk, process plan 风险过程计划Risk, project risk 风险项目风险Risks 风险Role 角色workerRoles 角色Roll Up 总成Rolling Wave 滚动计划Rolling Wave Concept 滚动计划概念Rolling Wave Planning 滚动计划规划Rough Order of Magnitude Estimate ("ROM") 粗数量级估计( ROM ) Royalties 特许使用费版税Rubber Baselining 橡皮基线Rule of Thumb 经验法则Rules 规则Rules of Evidence 证据规则Run Time 运行时间Runaway Project 失控项目S Curve S 曲线S Curve Tracking S 曲线跟踪Safety 安全措施Safety Plan 安全计划Salary Administration 薪酬管理Sales 销售Salvage 残值Sample 样品Sample Plan, Multiple 多次抽样计划Sample Size 抽样规模Sample Unit 抽样单元Sample, Representative 典型抽样Sampling 抽样Sampling Frequency ("f") 抽样频率Sampling Plan 抽样计划Sampling Plan, double 二次抽样计划Sampling Plan, multi-level 多层次抽样计划Sampling Plan, sequential 顺序抽样计划Sampling Plan, single 单次抽样计划Sampling Plan, single-level 单层次抽样计划Sampling, biased 有歧视性抽样SARSubsequent Application Review Satisfaction 满意SCScheduled CostScanning 扫描式检查Scenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleNetwork AnalysisSchedule Compression 进度压缩Duration CompressionSchedule Control 进度控制Schedule Dates 进度日期Schedule Development 进度安排Schedule Management 进度管理Schedule Performance Index ("SPI") 进度绩效指数Schedule Refinement 进度调整Schedule Revision 进度修正Schedule Status 进度状态Scope ReportingSchedule Update 进度更新Schedule Variance ("SV") 进度偏差("SV") Schedule Work Unit 进度工作单元Scheduled Cost ("SC") 计划成本Scheduled Cost of Work 工作的计划成本Budgeted Cost of Work ScheduledScheduled Finish ("SF") 计划完成点("SF") Scheduled Finish Date ("SF") 计划完成日期("SF")Scheduled Network 时间表/进度网络图Scheduled Performance Indicator ("SPI") 进度绩效指数Scheduled Performance Ratio ("SPR") 进度绩效比Scheduled Performance IndicatorScheduled Start ("SS") 计划开始点Scheduled Start Date ("SSD") 计划开始日期Scheduling 进度安排Scheduling Techniques 进度安排技巧Scientific Wild Anatomical Guess ("SWAG") 科学粗略剖析性猜测Scope 范围Scope Allowance 范围允许量Scope Baseline 范围基线另BaselineScope Baseline Approval 范围基线核准Scope Boundaries 范围边界Scope Change 范围变更Scope Change Control 范围变更控制Scope Changes 范围变更Scope Constraints 范围约束Scope Cost 范围成本Scope Creep 范围蔓延Scope Criteria 范围标准Scope Definition 范围定义Scope De script ion 范围描述Scope Interfaces 范围界面Scope Management 范围管理Scope of Work 工作范围Scope Performance/Quality 范围性能/质量Scope Quality 范围质量Scope Reporting 范围报告Scope Risk 范围风险Scope Risk Limits 范围风险限度Scope Schedule 范围进度Scope Statement 范围说明Scope Verification 范围验证范围确认Score 评分Scoring a Project's Contribution 项目贡献评分Scoring Plan 评分计划SCR 系统概念评审System Concept ReviewScrap 废料Screening 筛选法Screening Inspection 筛选检查SDL 软件开发库Software Development Library SDR 系统设计评审System Design Review SDWT 自我指导工作团队Self Directed Work Teams Sealed Bidding 封标Second Source 第二货源Secondary Float ("SF") 次要浮动时间Secondary Risk 次级风险Secondary Risks 次级风险Secondment Matrix 借调矩阵型Sector 部分扇区Sectors 部门Security 安全Security Acceptance Letter 安全许可证/函Security Plan 安全计划Segment 部分Selection 选择Self Directed Work Teams ("SDWT") 自我指导工作团队Self-Inspection 自检Self-Insurance 自我保险Seller 卖方Seller's Market 卖方市场Selling 销售Semantics 语义学Semi-Time-Scaled Logic Drawing 半时标逻辑图Senior Technical 高级技术人员Senior User 高级用户Sensitivity 敏感性Sensitivity Analysis 敏感性分析Sequence 序列Service and Support Personnel 服务和支持人员Service Contract 服务合同Service Liability 服务责任Product LiabilityServices 服务Setup 安装SFLevel Finish/Schedule Scheduled Finish Secondary Float Scheduled Finish DateShall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Short Term PlanShould-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Field ClarificationSite Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction Capability Slack 时差浮动时间FloatSlack Time 时差/浮动时间Slip Chart 趋势图Slippage 偏移SLVAR 差异分析报告汇总Summary Level Variance Analysis Reporting Smoothing 缓和平滑Social 社交的社会的Social Factors 社会因素Social Loafing 懒散地工作Socioeconomic 社会经济学的Soft Project 软项目Soft Skills 软技能Software 软件Computer SoftwareSoftware Architecture 软件构架Software Development 软件开发Software Development Library ("SDL") 软件开发库Software Development Plan 软件开发计划Software Engineering 软件工程Software Product Specification 软件产品规范Software Project 软件项目Software Quality Assurance 软件质量保证Software Specification Review 软件规范评审Sole Source 唯一供方Sole Sourcing 唯一供方的采购Solicitation 询价Solicitation Planning 询价计划制定Solution Selection 方案选择Solving 解决Source 来源Source Code 源代码Source List 供方目录Source Selection 供方选择Source Selection, in procurement 供方选择, 在采购过程中Sourcing 决定供方SOW 工作说明书Statement of WorkSpan Activity。

项目管理英语

项目管理基础英语词汇一、项目管理基础术语项目（Project）运营、操作（Operation）一般管理（General Management）项目管理（Project Management）大型项目（Program）子项目（Subproject）项目阶段（Project Phase）项目生命周期（Project Life Cycle）阶段出口或终止点（Phase exit or kill point）项目利益相关者/项目干系人（Stakeholder）过程（Process）控制（Control）PDCA（P—Plan，计划；D—Do，执行；C—Check，检查；A—Act，处理）项目管理知识体系（Project Management Body Of Knowledge，PMBOK）二、项目整体管理变更控制委员会（Change Control Board，CCB）综合变更控制（Integrated Change Control）配置管理（Configuration Management）经验教训（Lessons Learned）三、项目范围管理可交付成果（Deliverable）项目章程（Project Charter）产品描述（Product Description）约束（Constraint）假设（Assumptions）项目范围（Project Scope）范围变更（Scope Change）范围定义（ Scope Definition）范围规划（Scope Planning）范围核实（Scope Verification）范围说明书（Scope Statement）工作分解结构（Work Breakdown Structure，WBS）工作包（Work Package）WBS 字典（WBS Dictionary）三、项目时间管理活动（Activity）虚活动（Activity Description, AD）工期（Duration, DU）项目网络图（Network Diagramming）顺序图法（Precedence Diagramming Method，PDM）箭线图法（Arrow Diagramming Method，ADM）计划评审技术（Program Evaluation and Review Technique，PERT）关键路径法（Critical Path Method，CPM）里程碑（Milestone）最早开始日期（Early Start Date，ES）最早完成日期（Early Finish Date，EF）最晚开始日期（Late Start Date，LS ）最晚完成日期（Late Finish Date，LF ）浮动时间（Float）资源平衡（Resource Leveling）四、项目人力资源管理组织规划（Organizational Planning）项目经理（Project Manager）项目团队（Project Team）项目型组织（Projectized Organization ）项目管理办公室（Project Management Office，PMO）人员招募（Staff Acquisition）团队开发（Team Development）组织分解结构（Organizational Breakdown Structure，OBS）人员管理计划（Staffing Management Plan）权力（Power）责任分配矩阵（Responsibility Assignment Matrix，RAM）存在/相互关系/成长发展（Existence/Relatedness/Growth，ERG）五、项目成本管理净现值（Net Present Value，NPV）净现值率（Net Present Value Ratio，NPVR）资源计划（Resource Planning）成本估算（Cost Estimating）成本预算（Cost Budgets）类比估算（Analogous Estimating）应急储备（Contingency Reserve）S 曲线（S-Curve）挣值（Earned Value, EV）挣值管理（Earned Value Management，EVM）计划工作量的预算成本（Budgeted Cost for Work Scheduled，BCWS）已完成工作量的实际成本（Actual Cost for Work Performed，ACWP）已完工作量的预算成本（Budgeted Cost of Work Performed，BCWP）成本执行指数（Cost Performed Index，CPI）成本偏差（Cost Variance，CV）进度执行指数（Schedule Performed Index，SPI）进度偏差（Schedule Variance，SV）竣工预算（Budget At Completion，BAC）完工尚需估算（Estimate to Completion，ETC）完工时估算（Estimate at Completion，EAC）六、项目采购管理合同（Contract）违约（Breach）终止（Termination）询价（Solicitation）工作说明书（Statement Of Work，SOW）方案邀请书（Request for Proposal，RFP）报价邀请书（request for quotation，RFQ）七、项目质量管理项目质量管理（Project Quality Manager，PQM）质量规划（Quality Planning）质量保障（Quality Assurance）质量控制（Quality Control）返工（Rework）质量功能展开（Quality Function Deployment，QFD）过程决策程序图法（Process Decision Program Chart，PDPC）上控制界限（Upper Control Limit，UCL）下控制界限（Lower Control Limit，LCL）中心线（Central Line，CL）八、项目风险管理风险（Risk）风险识别（Risk Identification）敏感性分析（Sensitivity Analysis）蒙特卡罗分析（Monte Carlo Analysis）应急规划（Contingency Planning）风险回避（Risk Avoidance）风险转移（Risk Transference）竞争优势/竞争劣势/机会/威胁（Strength/Weakness/Opportunity/Threat，SWOT）期望货币值（Expected Money Value，EMV）九、项目沟通管理沟通规划（Communication Planning）信息发布（Information Distribution）绩效报告（Performance Reporting）管理收尾（Administrative Closure）绩效测量基准（Performance Measurement Baseline）沟通障碍（Barriers）请注意，以上列出的仅为部分英文术语，仅供参考。

项目管理涉及的英文词汇

第24 章项目管理英语知识项目管理英语词汇考点梳理常用的项目管理英语词汇Projects ——项目。

PMBOK ——Project Management Body Of Knowledge ，项目管理知识系统。

Operations ——运作。

Process ——过程。

Activity——活动。

Activity Description ——活动描绘。

Activity Definition ——活动定义。

Activity Description ——活动描绘/说明。

Activity List ——活动清单。

Phases ——-阶段。

Approve ——允许。

Product Life Cycle ——产品生命周期。

PMO ——Project Management Office ，项目管理办公室。

Project Charter ——项目章程。

Project Manager ——项目经理。

Project Sponsor ——项目倡始人。

Project Stakeholder ——项目关连人。

Project Management Plan ——项目管理计划。

Project Team ——项目团队。

Functional Organization ——职能组织。

Matrix Organization ——矩阵型组织。

Project Organization ——项目型组织。

PMIS ——-Project Management Information System，项目管理信息系统。

Project Management Process Group ——项目管理过程组。

Initiating Process ——- 启动过程组。

Planning Process ——- 计划过程组。

Executing Process ——履行过程组。

Controlling Process ——控制过程组。

Closing Process ——扫尾过程组。

项目管理中的英文缩写

项目管理中的英文缩写Project Management AcronymsProject management is a complex field that involves a wide range of processes, tools, and techniques. To streamline communication and improve efficiency, project managers often rely on a variety of acronyms. These abbreviations can help to convey information quickly and concisely, allowing team members to stay on the same page and ensure the successful completion of projects. In this essay, we will explore some of the most commonly used project management acronyms and their significance.One of the most well-known acronyms in project management is PMBOK, which stands for Project Management Body of Knowledge. The PMBOK is a comprehensive guide developed by the Project Management Institute (PMI) that outlines the standards, guidelines, and best practices for project management. It covers various aspects of project management, including project integration, scope, time, cost, quality, resource, communication, risk, procurement, and stakeholder management. Understanding and applying the principles outlined in the PMBOK can be crucial for effective project management.Another important acronym is PRINCE2, which stands for Projects in Controlled Environments. PRINCE2 is a structured project management methodology that provides a systematic approach to planning, executing, and controlling projects. It emphasizes the importance of defining clear project objectives, organizing project roles and responsibilities, and managing risks effectively. PRINCE2 is widely used in the public and private sectors, particularly in the United Kingdom, and has become a global standard for project management.The term WBS, or Work Breakdown Structure, is another essential project management acronym. The WBS is a hierarchical decomposition of the work that needs to be done to complete a project. It breaks down the project into smaller, more manageable tasks and deliverables, allowing project managers to better understand the scope of the work and allocate resources accordingly. The WBS is a crucial tool for planning, scheduling, and monitoring project progress.Another common acronym in project management is GANTT, which refers to a Gantt chart. A Gantt chart is a visual tool that displays a project's timeline, tasks, and dependencies. It helps project managers and team members to see the sequence of tasks, identify potential bottlenecks, and track the progress of the project. Gantt charts arewidely used in project management to facilitate planning, scheduling, and communication.The term CPM, or Critical Path Method, is another important project management acronym. The Critical Path Method is a technique used to identify the critical tasks that directly impact the project's completion date. By identifying the critical path, project managers can focus their attention on the tasks that are most crucial to the project's success and allocate resources accordingly. This helps to ensure that the project is completed on time and within the specified budget.Another commonly used acronym in project management is PERT, which stands for Program Evaluation and Review Technique. PERT is a statistical tool used to estimate the time and resources required to complete a project. It involves defining three time estimates (optimistic, most likely, and pessimistic) for each task, which are then used to calculate the expected duration of the project. PERT is particularly useful for large, complex projects with a high degree of uncertainty.The term EVM, or Earned Value Management, is another important project management acronym. EVM is a method of measuring and reporting the progress of a project by integrating the project's scope, schedule, and cost. It provides a way to compare the plannedprogress of a project with the actual progress, allowing project managers to identify and address any deviations from the plan. EVM is a valuable tool for project control and decision-making.Finally, the acronym ROI, or Return on Investment, is often used in project management to evaluate the financial viability of a project. ROI is a metric that measures the ratio of the net benefits of a project to the total cost of the project. It helps project managers and stakeholders to determine whether a project is worth undertaking and whether it will provide a sufficient return on the investment.In conclusion, project management is a complex field that relies on a variety of acronyms to streamline communication and improve efficiency. By understanding the meaning and significance of these acronyms, project managers and team members can work more effectively and ensure the successful completion of projects. As the field of project management continues to evolve, new acronyms may emerge, but the core principles and best practices outlined in the PMBOK, PRINCE2, and other frameworks will remain essential for effective project management.。

21_Lean management_Project Management

Lean management精益管理…忙碌了多日，终于等来了休息。

您也许盼望着静静修养、也许盼望着全家团聚共享天伦之乐……我们虽然来自四方，但我们今日欢聚一堂共同展开“精益生产乐园”的旅程。

让我们：共学共勉共悟由衷感谢您们的光临！如何去建立和领导一个精益生产管理改善项目？Project management项目管理知识讨论制造工厂在精益生产项目管理中的任务–在高级（工厂）管理层中任命一名项目管理者–指导委员会成员:•工厂所有者或工厂领导者•项目管理者–项目管理者的高级幕僚一名规划指导者/ 协调者.项目协调者必须保证投入其一半以上时间和精力协调该项目，此人必须经验丰富，受人尊敬并通晓项目管理之道，熟悉公司生产工艺，熟悉精益生产知识，作为精益生产推行的内部工具指导者和完成状况检查者，完成绩效确认者等角色，同时负责每个周，月的总结报告。

制造工厂在精益生产项目管理中的任务项目组成员:•根据项目的具体要求安排相应的生产，质量，物流，销售(关键客户)，工程，采购的经理或者主管作为核心项目成员。

•项目组成员负责具体的改善工作的执行。

安排一件房间/办公室用以讨论并形象化该项目的计划和结果(尽可能靠近样板区域),比如，张贴VSM, VSD, 目视化工作计划，KPI目标，项目团队组织架构图等。

以及作为平时每周的项目团队内部会议和内部培训时的场所。

项目人员组织架构工厂最高管理者精益项目管理者生产管理质量管理工程管理采购管理销售管理库房管理财务管理人事管理精益项目协调者XXX管理责任分级高级领导层中级领导层主管工人管理者: 对该项目积极给予高级管理层的强大支持指导委员会: 控制和确定项目进程，目标，战略等。

项目协调者和项目组成员: 采用精益管理方法/工具控制每天的精益管理工作执行/ 负责5S负责质量负责保持车间的条理性和整洁执行精益管理标准并进行实践指导委员会的任务PACD 策划指导委员会项目的时间线批准分析周的结果: 价值流设计, 行动计划和关键执行指数每月: 核对项目领导的报告大约每两个月: 召开指导委员会会议: 细节化陈述项目进展情况; 审批接下来三个月的行动计划大约6个月后: 批准最新收益项目尾声: 审批终结报告; 批准已获得收益; 下一步对项目管理者的要求: 对行动计划中重大变动的决策指导委员会领导的任务PAC D(每一至两周)(在进行销售之前)联系供应商高级管理层成员组织并协调策划指导委员会议与项目领导进行定期会议以监督项目和项目领导一起讨论月度报告项目结束时在工厂进行经验总结指导委员会领导项目经理的任务PAC D计划并调节行动和时间表领导项目组的行动监控项目进程向策划指导委员会（领导）递交定期报告管理项目文件项目协调人项目组的项目管理任务PAC D文件行动和结果有效使用项目管理工具每步行动使用PDCA 循环Project Phases 项目阶段analysis ofas-is state分析现状•Implementation of measures 实施措施•implementation of Lean Management modules 精益管理模块实施•Reviews 回顾总结•Tracking of Key performance indicators关键绩效指标跟踪draft oftarget concept规划目标implementationof target concept实施目标计划•Methods of Lean management 精益管理方法•Value stream design 价值流设计•Action plan 行动计划•Definition of Key performance indicators 确定关键绩效指标•Value stream mapping 价值流图析•Material flow mapping 物料流图析•Finding summary 发现问题汇总1-2 d 1-2天Preparation准备•Plant tour (LPA) 工厂参观（LPA ）•Goals / Expectations 目标/期望4-5 d 4-5天Kick-off Week 启动周3 -6months 3-6个月trai-ning培训改善活动与成本降低的相关性研究来自丰田的管理报告格式-A3 A3 图表…•是由丰田公司导入的可视化工具•所有有关于项目/项目执行，度量的信息都被反映在一张A3的纸上•A3图表的内容可以根据必要的规格进行定义•主要包括以下内容–项目范围–现状–目标–行动计划–KPI 追踪项目日常管理活动介绍1.每周例行的项目内部讨论检讨会议（项目团队成员内部会议）1.1 项目协调者做本周工作汇总报告，检讨已经完成的工作。

Topic8第八讲Projectmanagement项目管理

Developing Project
Requirements 订立项目要求
Relevant background and history 相关背景和历史 Define deliverables 设定项目成果 Identify schedule and timing requirements
确定进度和时间上的要求 Create communications strategy 设立沟通策略
Vetting of the Project activities 检查项目活动
Interview stakeholders and champion to gather input and solicit suggestions 采访项目的相关利益者及主管以便收集建议及征求意见
Identify sensitive issues 找出敏感的议题 Develop interview questions in advance but ask
Additional resources 额外资源 Possible trade-off of activities 可能的交易活动
Project Close-down 项目完成
Validate the successful completion of the project 确证项目已成功地完成
Project Plan 项目计划
A document that guides the execution of the project. 执行项目的指引文件
Approved by stakeholders or persons in authority 由相关利益者或当权者批核
States the desired outcomes, assumptions 由此项目希望得到的结果、假设

计划管理知识要点

计划管理知识要点（中英文版）Task Title: Key Points of Project Management1.To effectively manage a project, it is crucial to clearly define its objectives.项目成功的关键在于明确定义项目目标。

2.Planning is the foundation of project management, as it outlines the necessary steps to achieve the desired outcome.规划是项目管理的基石，因为它概述了实现期望成果所需的步骤。

3.A well-defined project scope helps to prevent scope creep, which can lead to project delays and increased costs.明确定义的项目范围有助于防止范围蔓延，从而避免导致项目延误和成本增加。

4.Effective communication is vital for project success, as it ensures that all team members are on the same page and working towards the same goal.有效的沟通对项目成功至关重要，因为它确保所有团队成员处于同一页面，并朝着同一目标努力。

5.Risk management is an integral part of project management, as it helps to identify and mitigate potential risks before they impact the project.风险管理是项目管理的一个重要组成部分，因为它有助于在它们影响项目之前识别和减轻潜在风险。

Chapter4 Project management

The causes of failed projects 项目失败的原因
Failure to establish upper-management commitment(承诺) to upper承诺) the project 没有得到高层管理人员对项目的承诺
Lack of organization's commitment to the system development organization' methodology 缺少组织对系统开发方法学的承诺
Each task represents a manageable amount of work that can be planned, scheduled, and assigned. 每个开发任务表示了一个可以进行计划, 每个开发任务表示了一个可以进行计划, 调度和分配的可管理的工作量 Such as it can be finished in two weeks or less 周或更短的时间内完成. 周或更短的时间内完成. 例如这些任务可以在两
Project management is a cross life cycle activity 项目管理是一个跨生命周期的活动
Project management tasks that overlap(交迭) 交迭) all the system development phases. 活动贯穿了系统方法学的所有阶段. 活动贯穿了系统方法学的所有阶段. A project management process is essential to achieving CMM Level 2 maturity. 项目管理是达到能力成熟度模型第2级的必要条件. 是达到能力成熟度模型第2级的必要条件. 项目管理

Project Management

2
Project Management-Example 项目管理例子
பைடு நூலகம்
Plan a performance 安排一个演出活动 Develop a new product 开发一种新产品

Design and develop a computer system 设计并开发一个计算机系统
Build a house 建一幢房子
Project Planning Worksheet Project Planning Worksheet 项目计划工作表
# Main Tasks Subtasks 任务 Duration 所需时间 Start Date 开始日期 End Date 完成日期 Dependency 先决条件 Resource 所需资源 Remarks 备注
项目计划工作表甘特图
Other software tools such as Excel and MS Project can be used for project management. 其他软件工具例如 Excel 和 MS Project 可以用来进行项目管理
12
Project Planning Worksheet 项目计划工作表
Before You Can 在……之前
You Must Know 你必须了解
Print the invitation cards Number of guests 印制请帖宾客数量 Cost of invitation cards 请帖成本
19
Project Planning Worksheet – Step 4 项目计划工作表 – 步骤四
Plan the implementation, implement the plan ! 计划项目实施，实施项目计划

Project Management Introduction 项目管理专业介绍英文

Marketing, contracting,
customer relationship
skills
Leadership skill
Negotiating skills
Communication skills
Resource management,
human relationship
skills
To be an excellent project manager
A project is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.
Project Features
Projects are one-off processes with a clear life cycle
Some organizations use projects for special purposes for time to time; others organize their whole activities through projects
You will……
Marry a beauty
On top of life
Get a promotion and a raise
Become the general manager
Become CEO
THANKS!
Project Management
ቤተ መጻሕፍቲ ባይዱ
What’s the Project Management (P.M.)？

项目管理Project_Management_Body_Of_Knowledge

•
项目管理知识领域
• 第二部分是项目管理知识领域，它以组成过程的形式描述项目管理的知识和实践。这些过程被组织成九个知识领域。 • 如下图
1.2什么是项目？
导入案例---木匠与总管
1. 项目的定义
思考
一般认为：项目是一个组织为实现自己既定的目标，在一定的时间、人员和资源约束条件下，所开展的一种具有一定独特性的一次性工作。
知识点应用
这些活动哪些是项目？哪些不是项目？
1. 开发一种新产品或提供一种新服务。 2. 实现组织结构、工作人员和经营风格的一次改变。 3. 设计一种新型运输工具。 4. 开发或获取一个新的信息系统或者改进原有信息系统。 5. 建造一座建筑物或设施。 6. 在一个发展中国家为某个社区建造一个水利系统。 7. 为政治机构开展一场竞选活动。 8. 实施一套新的商业程序或过程。 9. 举办奥运会 10. 生产线产品制造 11. 建立人员激励机制 12. 子女培养
1.2什么是项目？
1.3什么是项目管理？
1.4与其他管理学科的关系
1.5与项目有关的努力
1.1本指南的目的
项目管理是一门新兴的专业。本指南的主要目的在于定义和描述项目管理知识体系中那些已被普遍接受的子集。并不意味着所有这些知识和实践可被机械地套用在所有项目
上。
本指南的另一个目的是希望提供一个项目管理专业通用的
PMI的定义：项目是为创建独特的产品或服务，为达到一个特定目标而临时进行的一次性努力。
项目和运营
• 各种组织都要开展工作。工作通常包括日常运作（Operation）和项目（Project），当然他们可能会重叠，日常运作和项目具有很多共同的特征，例如他们都是：由人来实施的受制于有限的资源需要计划、实施和控制

Project management 项目管理

Project management•Project management --5 steps:• 1.Plan & define the program 计划和确定项目• 2.Product design and development 产品设计和开发• 3.Process design and development 过程设计和开发• 4.Product and process validation 产品和过程验证反馈，，评估和纠• 5.Feedback, assessment & corrective action 反馈正措施Project management Phases 项目管理阶段Phase 1:Plan & Define Program阶段1：计划和定义流程Where do we want to go? 我们的方向是什么？Phase 2: Product Design & Development Verification阶段2：产品设计和开发鉴定Can we design one? 我们有能力设计吗？Phase 3:Process Design & Development Verification阶段3：工艺设计和开发鉴定Can we produce one? 我们有能力制造吗？Phase 4:Product & Process Validation阶段4：产品和工艺确认Proof of Phases 2 and 3. 阶段2和3的成果验证Phase 5:Feedback Assessment & Corrective Action阶段5：反馈评定和纠正Production, Continuous Improvement, Prevent Recurrence生产，不断改进，防止再次发生摘要））Project management (summary) （摘要Project management PlanningPhase 1 –阶段1-Plan & Define Program -determining customer needs, requirements & expectations using tools计划和定义流程-使用工具决定顾客的需求、要求和期望review the entire project planning process to enable the implementation of a project management program how to define & set the inputs & the outputs.对整个项目计划进行评审，执行项目管理流程，如何定义和输入输出。

Project management 项目管理毕业论文

BSc (Hons) Engineering ManagementModule Number: 3122FModule Title: Project ManagementContents1. Executive Summary (2)2. Introduction of Project and Project management (3)2.1 What project it is (3)2.2 What project management it is (3)3. Feasibility Study of Eco Resort Development (4)3.1 Work Breakdown Structure (WBS) (5)3.2 Project Organization (7)3.3 Responsibility Assignment Matrix (RAM) (8)3.4 Gantt Chart (9)3.5 Scheduling is Critical (10)6. Conclusion (18)7. Reference (19)1. Executive SummaryThis assignment is to plan economic benefits and feasibility study on eco resort to WRM as well as to start the company’s involvement in Singapore’s eco-tourism segment. And discuss how to handle a project and use the MS project to solve the project.2. Introduction of Project and Project management2.1 What project it isA Project is a temporary endeavour undertaken to create a unique product, service orresult. (PMBOK Guide, 3rd Edition, 2004) Project Management Body of Knowledge(PMBOK) is a project management standard developed by the Project ManagementInstitute (PMI).2.2 What project management it isProject Management is the application of knowledge, skills, and techniques to projectactivities in order to meet or exceed stakeholder needs and expectations of a project.It is a holistic management approach to implement change and create newproduct/service/results. And necessity of project management is➢ Expansion of knowledge➢ Demand for new products➢ Worldwide markets➢ Competition – faster, cheaper, better➢ Expanding size of projects, etc.Project Management is effective in accomplishing task that cannot (or very difficult)be done by traditional (product-based) structure and accomplishing one-off activitieswith minimum disruption to routine business and providing a way of controllingresources.3. Feasibility Study of Eco Resort Development❖Green technology used in the resort and amenities need to be understood in terms of its challenges and cost specific for this project.➢The challenges and obstacles in building eco resort➢Building materials will need to be look at as there are specific requirements for eco-constructions.➢Eco designs will need to be incorporated into overall resort amenities.➢Conduct cost benefit studies on the project➢Generate a report on the feasibility study❖Operational readiness➢Criteria and requirement in staff hiring➢Training procedure for staff➢Waste handling procedure and recycling➢Report writing❖Certification for Green Accreditation➢Selection of green accreditation bodies➢Liaising with accreditation body➢Information gathering on accreditation procedureFinally a mock-up model of the eco chalets needs to be constructed for the final presentation.3.1 Work Breakdown Structure (WBS)WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives. And it organizes and defines the total scope of the projectDecomposition Process of WBS:➢Subdivide the major project deliverables into smaller, more manageable components➢Decompose until each item can be appropriately scheduled & budgeted & assigned to a specific organizational unit3.1.1 Indentation Type WBS1 Eco Resort1.1 Feasibility Studies on Eco Resort1.1.1 Challenges1.1.2 Construction Materials1.1.3 Eco Resort Design Concept1.1.4 Cost Benefit Studies1.2 Operational Readiness1.2.1 Requirement for staff hiring1.2.2 Training procedure for staff1.2.3 Waste handling study1.3 Certification process for Green Accreditation1.3.1 Selecting Green Accreditation body1.3.2 Liaise with accreditation body1.4 Mock up presentation1.4.1 Mock up model1.4.2 Final Report1.4.3 Presentation to WRM management 3.1.1 Organization Type WBS3.2 Project Organization➢Each project team is a self-contained unit consisting of members with the required skills➢Members report solely to project leaders, with no functional responsibilities ➢Objective to develop breakthrough initiative & leader acts like entrepreneur starting up a new business➢Suited for developing radically new products3.2.1 Strengths and weaknesses of project organization3.2.2 Project Team Organization3.3 Responsibility Assignment Matrix (RAM)Defines the project organization, key individuals as well as their responsibilities ➢Identifies who will be responsible for completing each of the work packages in the WBS➢Usually only one person or party is assigned the primary responsibility and accountability3.4 Gantt ChartA graphical representation of the duration of tasks against the progression of time.➢Contains Work Breakdown Structure➢Overall schedule – allows you to assess how long a project would take ➢Detailed schedule & sequence – Lays out the order in which tasks need be carried out➢List resources needed➢Progress monitoring tool – can immediately see what should have been achieved at a point in time3.4.1 Gantt Chart (from MS Project)3.5 Scheduling is Critical3.5.1 Establish precedence relationships & Estimate activity duration3.5.2 Activity-on-Node (AON) Diagram✓Nodes represent activities (unit of work defined at any level of WBS). An activity is something that requires time and utilizes resources.✓Arrows represent events and the direction establishes precedence relationships✓ Activities can be sequential or parallel3.5.3 Critical Path Method(CPM)CPM was developed by DuPont in 1957 for chemical plants and it uses a single time estimate for each activity.Analysis of:➢Activities’ earliest & latest start times➢Activities’ earliest & latest finish times➢Activities’ slack➢Critical path3.5.3.1 Earliest & latest start timesBegin at starting event & perform a forward passES is the earliest start time; EF is the earliest finish timeES = 0 for starting activitiesEF = ES + Activity durationES = Maximum EF of all predecessors for non-starting activities3.5.3.2 Earliest & latest finish timesBegin at ending event & perform a backward passLF is the latest finish time; LS is the latest start timeLF = Maximum EF for ending activitiesLS = LF - Activity durationLF = Minimum LS of all successors for non-ending activities Note LF for ending event is the project completion timeTotal Slack (or, Total Float)Amount of time an activity can be delayed without delaying project completion date, assuming no other delays are taking place in the project.Total Slack = LS - ES or LF - EFFree Slack (or, Free Float)Amount of time an activity can be delayed without delaying the early start time of any of its successor activities (tasks immediately following this activity)Free Slack = ES (earliest successor) – EFSet of activities with minimum slack, connecting the START node with the FINISH node.Sum of the completion times for the activities on the critical path is the minimal completion time of the project.The critical path is also the longest path – there can be more than one critical path for the project.3.5.3.3 MS Project schedule6. ConclusionProject management is obvious from the above discussion that a project manager does have options to control a project during its execution. Project managers must be willing to control minor trade-offs as well as major ones. However, the availability of specific options is a function of the particular project environment. Probably the greatest contribution a project manager makes to a project team organization is stability in adverse conditions. Interpersonal relationships have a great deal to do with the alternatives available and their probability of success since team performance will be required. Through a combination of management skill and sensitivity, project managers can make the trade-offs, encourage the team members, and reassure the project sponsor in order to produce a satisfactory project.7. Reference/wiki/Project_management assessed on 12 Jan 2012/Pages/WhatisProjectManagement.aspx assessed on 12 Jan 2012Erik W. Larson, Clifford F. Gray, (2010) Project Management: The Managerial ProcessCynthia Snyder Stackpol (2004) PMBOK Guide, 3rd Edition.Mike Field, Laurie S. Keller(1998), Project Management。

项目管理知识体系

项目管理知识体系项目管理知识体系（Project Management the Body of Knowledge,简称PMBOK）项目管理知识体系的简介项目管理知识体系是项目管理专业领域知识的总称，它是20世纪80年代由美国项目管理协会（PMI）总结了项目管理实践中成熟的理论、方法、工具和技术所提出的。

其后经过数次修订，目前最新版是PMBOK2004。

PMBOK定义了为44个基本的项目管理过程，从过程输入、输出以及采用的工具和技术的角度给出了项目管理过程的详细描述。

这44个项目管理过程基本覆盖了项目管理实践中的基本管理过程，但是，这些项目管理过程必须和产品实现过程结合起来，才能完成整个项目活动。

PMBOK重点从知识领域的角度将项目管理过程组成九个项目管理知识领域：项目范围管理、项目时间管理, 项目成本管理, 项目质量管理, 项目人力资源管理, 项目沟通管理, 项目采购管理, 项目风险管理和项目综合管理，每个知识领域包括数量不等的项目管理过程。

项目管理知识体系的形成目前有两大项目管理的研究体系, 即: 以欧洲为首的体系—国际项目管理协会( IPMA International Project Management Association) 和以美国为首的体系—美国项目管理协会(PMI Project Management Institute) 。

IPMA 有自己的知识体系标准《IPMA Competence Baseline，ICB》即《国际项目管理专业资质标准》，其对项目管理者的素质要求大约有40个方面.。

PMI 卓有成效的贡献是开发了一套项目管理知识体系, 简称为PMBOK ( Project Management Body of Knowledge) 。

在这个知识体系中, 把项目管理划分为9个知识领域（范围管理、时间管理, 成本管理, 质量管理, 人力资源管理, 沟通管理, 采购管理, 风险管理和综合管理）。