Project Manager
100930-项目部领导职位中英对照
项目部领导职位中英对照
项目经理:Project manager
项目副经理:Deputy Project Manager
项目商务副经理:Deputy Project Manager-commercial
项目技术副经理:Deputy Project Manager-technical
常务副经理:Deputy executive manager
书记:Deputy Project Manager & Secretary of
party committee
副书记:Deputy Secretary of party committee
总工:Project Chief Engineer
说明:
1. 由于书记一职属中国特有行政职务,为便于理解,特在英文名称前增加项目副经理的英文。
2.考虑到项目经理/副经理或有兼职项目其他职位(如副书记/书记),各项目可根据实际情况考虑在信函落款中适当增加,此处不做强制要求。
3. 如各项目副经理有分工的侧重,可在英文名称后直接增加分工,如商务、技术等等。
4. 公司级领导职位的英文名称和国际公司领导职位的英文名称由国际公司文件中心待节后统一调整。
郭肖男
文件中心副经理
山东电建一公司国际工程总公司电话:0086-
手机:
传真:0086-
E-Mail:。
第2章 Project Manager操作
第二章 关于EasyBuilder8000的安装前言Project Manager整合EasyBuilder 8000所提供的各项功能:下文说明各项功能:HMI密码设定1. 设定使用Ethernet操作MT8000机器时,需正确设定操作对象所需的密码,“下载”与“重置系统”功能使用同一组密码,“上传”功能则使用另外一组密码。
如何更改与检视机器的IP 地址与密码请参考相关章节。
2. 重新激活HMI在使用某些情况下需重置系统,例如更新机器内部的档案。
使用此功能可在不需重新开机的情况下,重新激活系统,并恢复到一开机时的状态。
3. 设定要操作HMI的IP使用Ethernet操作MT8000机器时,需正确设定操作对象的IP地址。
编辑工具1. EasyBuilder 8000激活EB8000图形编辑器。
2. EasyConverter事件纪录与资料取样纪录转文件工具3. Recipe Editor配方数据编辑工具4. 建立储存在CF卡与USB磁盘中的下载数据除了使用Ethernet之外,EB8000也提供使用CF卡与USB disk下载资料到机器的方式,此项功能即是用来建立这些被下载的资料,下图为此项功能的设定画面。
[选择储存下载数据的位置]在指定下载资料的存放位置(或目录名称),按下“Build”后在此目录下建立下载资料的各项内容。
可以直接指定存放位置在CF卡或USB disk上,或在资料建立完成后将整个目录拷贝至CF卡或USB disk上即可。
将CF卡或USB disk插上机器,并指定要下载的目录名称后,EB8000会将此目录下的所有内容下载到机器上。
须注意存放位置需包含子目录名称,避免只是指定根目录,例如“c:\”或“f:\\”皆为不合法的名称。
[工程档案]利用EB8000可以将画面规划内容(MTP档案),编译获得MT8000机器上所使用的XOB 档案,此选项可选择CF卡或USB disk所需的XOB档案。
Project Manager 项目经理工作要求及内容中英文
Job DescriptionEngineering Department 工程部Project Manager项目经理Department Name部门Job Title职能Technical Director 技术总监Effective Date 有效期Reports to直属上级I. JOB SUMMARY 职位概述Plan and organize Projects, on time, on cost and quality计划和组织新项目(确保时效,品质和成本控制)Provide comprehensive project reports 提供清晰明了的项目报告II. ESSENTIAL FUNCTIONS主要职能A. Create and maintain project schedule for projects based on agreed project process建立和维持项目进度表,保证项目按计划进行B. manage project/ process documentation 管理项目文件C. Pro-active Drive all project related functions to keep the project in time, cost and quality积极督促项目相关人员,保证项目按期进行,进行成本和品质管控D. Accurately analyze Product requirements and translate to product specification精确分析产品描述产品规格E. Conduct continuous risk assessment and cost reduction for projects对所负责的项目进行持续的风险评估和成本管控F. Manage project and product cost 管控项目和产品支出G. Provide active training on project process and documentation在项目进行过程中提供积极有效的培训,并对相关文件存档分类H. Create and present comprehensive and decision able projects reports for top level 提供清晰明了具有决策性的项目报告I. Support Sourcing on Supply Chain Management process在供应链管理过程中对采购提供支持III. ADDITIONAL FUNCTIONS其他职能J. Contributes to process development and maintenance. 项目维护和进程中的其他事宜IV. EDUCATION/SKILL/EXPERIENCE QUALIFICATIONS 教育/技能/经验资历A. Bachelor degree, or good experience in related field.学士学位,或有相关领域经验B. 2+ years’ experience in Project Management in a company that produce foreign products 2年以上外贸制造行业的项目管理经验C. Driving license 有驾照D. Good MS Excel knowledge 熟悉Excel 软件E. Good English, verbal and written英文口语写作良好.F. Good team management skills, good conflict solving capability优秀的团队管理技巧和解决冲突的能力G. Essential knowledge on Supply chain management熟悉供应链管理H. Essential knowledge on process mapping熟悉流程图制作I. Essential Project management software skills熟悉必要的项目管理软件J. essential knowledge on GD&T了解形位公差K. essential knowledge on manufacturing processes like extrusion, molding, die-casting了解必要的制作工艺:挤压,注塑,压铸Does this position require a Non-Compete Agreement?Yes是No 否该职位是否需要签订竞业禁止协议?。
项目管理职务名称
项目管理职务名称项目管理是一项重要的任务,它需要专业的技能和职责。
在项目管理中,有许多不同的职务和职称,每个职务和职称都负责着不同的任务和责任。
在这篇文章中,我们将了解一些最常见和重要的项目管理职务名称。
1.项目经理(Project Manager)项目经理(PM)是项目管理团队的负责人,他们拥有全面的责任来管理项目,确保项目按时、按预算、按计划完成。
项目经理是项目管理员工的领导,他们指导项目各个领域的发展并与不同的利益相关者协调关系,确保项目的成功。
2.项目协调员(Project Coordinator)项目协调员(PC)是项目经理的助手,他们协助项目经理与项目成员进行交流。
他们的主要职责是协调项目管理流程及工作分配,跟踪项目计划,并与项目团队沟通,以确保项目进展顺利、按时完成。
3.项目分析师(Project Analyst)项目分析师(PA)是指那些为项目评估和提出改进意见的人员。
他们负责分析项目需求,预测潜在的风险和机会,以及向项目经理和团队提供建议。
项目分析师与项目经理、开发团队及业务部门密切合作,以达成项目目标。
4.技术领导(Tech Lead)技术领导(Tech Lead)是项目团队中技术领域的专家。
他们负责技术方面的问题解决并提供技术指导。
在软件开发项目中,技术领导一般负责软件架构设计、代码审查、技术解决方案等任务,并与项目管理团队密切合作,确保技术和业务目标的协调一致。
5.团队领导(Team Lead)团队领导通常是在多人项目中负责团队管理的人员。
这些员工负责指导项目团队的成员和协作伙伴。
他们的职责包括管理小组进度、提供培训、编号任务及确保团队之间的联系,以确保项目进展顺利完成。
6.项目支持(Project Support)项目支持(Project Support)的工作是来支持项目经理和项目团队,并满足他们的日常工作需要。
该角色包括电话和邮件沟通、批准员工花费、策划会议、记录问题和解决方案,管理文件和报告,确保工作进展顺利。
pmbok 项目经理职责英语
pmbok 项目经理职责英语The Responsibilities of a Project Manager According to PMBOK.The role of a project manager is crucial in ensuring the successful delivery of any project. They are responsible for leading and guiding the team, managing resources, and overseeing the entire project lifecycle from inception to completion. The Project Management Body of Knowledge (PMBOK) provides a comprehensive framework for project management, outlining the key responsibilities and skills required for project managers to succeed.1. Project Planning:A project manager's journey begins with planning. They need to develop a detailed project plan that outlines the scope, timeline, budget, and resources required for the project. This plan serves as a roadmap for the entire team, guiding them through the various stages of the project. Theproject manager is responsible for ensuring that all stakeholders are aligned with the plan and understand their roles and responsibilities.2. Stakeholder Management:Project managers must effectively manage stakeholders, which includes understanding their needs, expectations, and concerns. They need to communicate regularly with stakeholders, keeping them informed about the project's progress and addressing any issues or concerns that arise. Stakeholder management is crucial for maintaining buy-in and support throughout the project lifecycle.3. Team Leadership:The project manager is responsible for leading and motivating the project team. They need to delegate tasks, monitor progress, and provide feedback to ensure that the team is working efficiently and effectively. The project manager must also foster a positive team culture that encourages collaboration, innovation, and continuousimprovement.4. Risk Management:Identifying, analyzing, and responding to project risks is a crucial responsibility of the project manager. They need to develop a risk management plan that outlines strategies for mitigating, monitoring, and responding to risks that could potentially impact the project's success. The project manager must also have the ability to make quick decisions in response to unexpected risks that arise during the project lifecycle.5. Scope Management:Ensuring that the project remains within the defined scope is a fundamental responsibility of the project manager. They need to closely monitor the scope and ensure that any changes are properly evaluated, approved, and communicated to the team and stakeholders. Scope creep can quickly lead to budget overruns and timeline delays, soit's crucial for the project manager to maintain a strictscope management process.6. Time Management:Time is money, and project managers understand this better than anyone. They are responsible for ensuring that the project stays on track and meets its deadlines. This involves creating a realistic timeline, monitoring progress, and taking corrective actions when necessary. The project manager must also have the ability to prioritize tasks and adjust the plan as needed to ensure that the project is completed on time.7. Cost Management:Managing the project budget is another keyresponsibility of the project manager. They need to develop a budget plan, track expenses, and ensure that the project remains within the allocated budget. Cost overruns can quickly erode project profits, so it's crucial for the project manager to have a strong understanding of financial management and cost control techniques.8. Quality Management:Delivering a high-quality project is the ultimate goalof any project manager. They are responsible for ensuring that the project meets the defined quality standards and expectations. This involves developing a quality management plan, conducting quality assurance activities, and leading quality improvement initiatives. The project manager must also have the ability to identify and correct qualityissues to ensure that the final deliverable meets the customer's requirements.9. Communication Management:Effective communication is essential for project success. The project manager is responsible for developinga communication plan that outlines how information will be shared within the team and with stakeholders. They need to ensure that regular updates are provided, and that all stakeholders are kept informed about the project's progress, challenges, and successes. The project manager must alsohave the ability to communicate clearly and effectively in both written and verbal formats.10. Closure Management:Although the project may be nearing its end, theproject manager's responsibilities do not end there. They are responsible for ensuring that the project is properly closed out, including documenting lessons learned, conducting a post-project review, and disbursing any remaining funds. Closure management is crucial for ensuring that the project team can move on to the next project with a clear understanding of what worked well and what could be improved upon in future projects.In conclusion, the role of a project manager is diverse and demanding, requiring a strong understanding of project management principles, excellent leadership skills, and the ability to adapt to changing project environments. By effectively managing the project lifecycle, leading the team, and communicating effectively with stakeholders, project managers can ensure that projects are delivered ontime, within budget, and meeting the expectations of all involved.。
项目经理英文个人简历(2)
项目经理英文个人简历(2)Personal Profile:I am a highly motivated and resultsoriented project manager with over 10 years of experience in leading crossfunctional teams to deliver successful projects on time and within budget. I have a strong background in project planning, risk management, and stakeholder engagement, and I am skilled in using various project management tools and methodologies to ensure project success.Professional Experience:1. Project Manager, ABC Company (2018 Present)Developed and implemented project plans, schedules, and budgets, and monitored project progress to ensure timely delivery.2. Senior Project Manager, XYZ Corporation (2014 2018)Conducted project feasibility studies and developed business cases to secure project funding.Managed project resources, including team members, equipment, and materials, and allocated them effectively to meet project requirements.Conducted postproject evaluations to identify lessons learned and areas for improvement, and shared findings with management and team members.Education:Master of Science in Project Management, University of California, Berkeley (2013)Bachelor of Science in Business Administration, University of Southern California (2009)Skills:Project Management: Agile, Scrum, Waterfall, KanbanTools: Microsoft Project, JIRA, Asana, TrelloLeadership: Strong leadership and team management skills References:Available upon request.Professional Experience:3. Project Manager, DEF Technologies (2010 2014)Coordinated with various departments, including IT, sales, and marketing, to ensure seamless integration of the CRM system with existing business processes.Conducted training sessions for endusers to facilitate a smooth transition to the new system and maximize user adoption.Monitored system performance and user feedback to identify areas for improvement and implemented necessary updates.4. Assistant Project Manager, GHI Consulting (2006 2010)Conducted research and analysis to identify user requirements and design specifications for the new website.Conducted quality assurance testing to ensure the website met performance standards and user expectations.Certifications:Certified Project Management Professional (PMP), Project Management Institute (PMI)Certified ScrumMaster (CSM), Scrum AllianceProfessional Development:Attended various project management workshops and seminars to stay updated with the latest industry trends and best practices.Participated in online courses and webinars to enhance my knowledge and skills in Agile and Lean project management methodologies.Volunteer Experience:Volunteer Project Manager, Nonprofit Organization (2016 Present)Managed a team of volunteers in planning and executing fundraising events to support the organization's mission.Developed project plans, budgets, and timelines, and coordinated with vendors and sponsors to ensure event success.Monitored event progress and managed resourceseffectively to stay within budget constraints.Languages:English (Native)Spanish (Fluent)French (Intermediate)Interests:Traveling and exploring new culturesPhotography and capturing memorable momentsEngaging in outdoor activities such as hiking andcyclingSummary:Professional Experience:5. Project Manager, JKL Solutions (2019 2021)Directed a team of 20 professionals in the implementation of a cloudbased data migration project for a financial services firm.Collaborated with stakeholders to define project objectives, scope, and requirements, ensuring alignment with business goals.Managed project constraints, including scope, schedule, budget, and quality, to deliver a highquality solution within established parameters.Conducted regular project reviews and provided performance feedback to team members to foster a culture of continuous improvement.6. Senior Project Manager, MNO Enterprises (2021 2023)Led a diverse team in the development and deployment of a mobile application for a healthcare provider.Utilized Lean Six Sigma principles to streamline project processes and reduce waste, resulting in a 20% decrease in project timelines.Implemented a change management strategy to facilitate user adoption of the new application and address resistance to change.Monitored application performance postlaunch and coordinated with the support team to address user feedback and issues.Certifications:Certified Agile Project Manager (IAPM)Certified Change Management Professional (Prosci)Professional Development:Completed advanced training in Advanced Project Management from the Project Management College.Participated in workshops on Emotional Intelligence and Leadership Development to enhance interpersonal skills.Community Involvement:Member of the Project Management Institute (PMI) since 2010, actively participating in local chapter meetings and networking events.Volunteer mentor for aspiring project managers, providing guidance on career development and professional growth.Languages:English (Native)German (Conversational)Interests:Reading about leadership and project management best practicesCooking and experimenting with new recipesSummary:。
Project Manager岗位职责要求
Project Manager岗位职责要求
项目经理(Project Manager)是指负责组织、协调、管理和控
制项目的关键人员。
其主要职责是确保项目在规定的时间、成本和
质量范围内成功实施。
项目经理的工作职责主要包括以下几个方面:
1. 项目策划管理:制定项目计划,明确项目目标和需求,制定
资源和任务分配计划等,确保项目实施过程中的有效沟通和合理分配。
2. 团队管理:组建并领导项目团队,明确各成员的职责和工作
安排,协调内部资源,确保团队高效运转以达成项目目标。
3. 成本管理:负责项目费用预算、支出和控制,合理利用资金,及时发现和解决潜在的成本风险问题。
4. 进度管理:管理项目进度,确保项目按计划顺利进行,并在
确保质量的前提下控制时间进度,及时反馈项目进展情况并协调进
度的调整。
5. 质量管理:负责项目质量控制,确保项目的质量达到标准和
要求,实时监控并解决潜在的质量问题。
6. 风险管理:及时识别、分析和评估项目的潜在风险,并采取
措施规避、化解或接受风险的发生情况。
7. 沟通管理:负责项目的内外部沟通工作,协调各方利益,确
保信息畅通、意见沟通、解决问题。
8. 报告管理:编写项目进展、成果、风险等相关的报告,及时
向上级汇报和反馈项目的情况、成果和问题等。
以上就是项目经理的主要职责和工作要求,一个优秀的项目经理需要具备卓越的组织、沟通、协调和监管能力,同时还需要有良好的团队领导能力、敏锐的问题识别能力,以及优秀的计划分析和对策制定能力。
如何做一名项目经理英语作文
如何做一名项目经理英语作文英文回答:How to Become a Project Manager.To become a project manager, you will need to have a combination of education, experience, and skills. The most common path to becoming a project manager is to earn a bachelor's degree in project management or a related field, such as engineering or business. You will also need to gain experience working on projects in a variety of settings. This experience can be gained through internships,volunteer work, or entry-level project management roles.Once you have the necessary education and experience, you will need to develop the skills that are essential for success as a project manager. These skills include:Leadership: Project managers are responsible for leading and motivating their teams to achieve project goals.They must be able to communicate effectively, delegate tasks, and resolve conflicts.Planning and organization: Project managers must be able to plan and organize projects effectively. They mustbe able to define project goals, develop schedules, and allocate resources.Risk management: Project managers must be able to identify and manage risks that could impact project success. They must be able to develop strategies to mitigate risks and minimize their impact.Financial management: Project managers must be able to manage project budgets and ensure that projects are completed within budget. They must be able to track project costs and prepare financial reports.Communication: Project managers must be able to communicate effectively with a variety of stakeholders, including team members, clients, and sponsors. They must be able to clearly articulate project goals, progress, andchallenges.In addition to the skills listed above, project managers must also have a strong understanding of the project management body of knowledge (PMBOK). The PMBOK is a collection of best practices and standards for project management. It is published by the Project Management Institute (PMI).To become a certified project manager, you will need to pass the Project Management Professional (PMP) exam. The PMP exam is administered by PMI. To be eligible to take the PMP exam, you will need to have a bachelor's degree and at least three years of project management experience.Becoming a project manager is a rewarding career path. Project managers are in high demand, and they can earn a competitive salary. If you are interested in becoming a project manager, I encourage you to start by earning a bachelor's degree in project management or a related field. You should also gain experience working on projects in a variety of settings. Once you have the necessary educationand experience, you can start to develop the skills thatare essential for success as a project manager.中文回答:如何成为一名项目经理。
项目组成员表
签字 signature:
项目经理 project managerቤተ መጻሕፍቲ ባይዱ
日期 date:
员表 embers
project code: reviewed by: data:
投入频度及 工作量 Time
联系电话 Tel No.
主管经理 Supervisor
e:
二、项目组成员 II. Project Team Directory
成员姓名 Name 项目角色 Project Role 项目经理 Manager 项目核心成员 Core team 项目核心成员 Core team 项目核心成员 Core team 项目核心成员 Core team 项目核心成员 Core team 项目非核心成员 extended team 项目非核心成员 extended team 项目非核心成员 extended team 项目非核心成员 extended team 项目其他人员 Other personel 项目其他人员 Other personel 所在部门 职责 Reponsibility 项目起止日期 Data
01 项目组成员表 Project Team Members
一、项目基本情况 I. Project Basic Info
项目名称 project name: 制 作 人 prepared by: 项目经理 project manager: 项目编号 project code: 审 核 人 reviewed by: 制作日期 data:
mediaprojectmanager 的用法
mediaprojectmanager 的用法“mediaprojectmanager的用法”是一个广泛讨论的主题。
在这篇文章中,我们将一步一步地回答有关mediaprojectmanager的用法,试图为读者提供全面的了解。
第一步:了解mediaprojectmanager的定义和意义首先,我们需要了解什么是mediaprojectmanager。
简而言之,mediaprojectmanager是一个用于管理和组织媒体项目的工具或软件。
它可以帮助项目管理人员在创作、制作和发布媒体内容时更好地规划、协调和监督整个过程。
mediaprojectmanager可以涵盖各种不同类型的媒体项目,包括电影制作、电视剧制作、广告宣传、音乐制作、游戏开发等。
它可以支持多种不同的任务,例如项目计划、资源分配、团队协作、进度追踪、财务管理等。
正因为如此,mediaprojectmanager的意义非常重大。
它可以帮助项目管理人员更好地管理和控制项目的整个生命周期,实现项目目标并确保项目按时交付。
第二步:介绍mediaprojectmanager的主要功能和特点mediaprojectmanager通常具有一些主要功能和特点,让我们一起来了解一下:1. 项目计划与进度管理:mediaprojectmanager可以帮助用户创建和管理项目计划,设置里程碑和任务,以及跟踪项目进度。
它能够提供可视化的时间轴、甘特图等工具,使用户能清晰地了解整个项目的进展情况。
2. 资源管理:在媒体项目中,资源的合理分配非常重要。
mediaprojectmanager可以让用户管理项目所需的人力、物力和财力资源。
通过它,用户可以轻松分配任务给成员,跟踪资源的使用情况,并确保充分利用有限资源。
3. 团队协作:mediaprojectmanager提供了协作和沟通的功能,让团队成员能够更好地交流和合作。
它可以通过在线讨论、共享文件、实时聊天等方式促进团队协作,提高项目的工作效率。
项目经理英文简历模板CV_project_manager
Negotiated contracts that ensured quality.
Reviewed project status reports during each operational phase.
Analyzed results of operations to discover more efficient ways to utilize resources.
Coordinated the successful simultaneous development of several projects.
Vox Technologies, Chicago, IL
Project Manager, 1993 - 1998
Consolidated three divisions of a project management team, while still meeting high production goals, resulting in an annual savings of $1.1M. Designed model to more accurately predict project costs. Increased productivity of field work force by %38 percent, and reduced overall costs by %17 through increased efficiency.
文档之家?项目经理英文简历模板cvprojectmanager
项目经理英文简历模板CV_project_manager
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 Oriented 以项目为导向的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 项目流程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 项目状态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 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 Valuation 项目估价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 ManagementProjectized 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PVPrice 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 MatrixRAMPRisk Analysis and Management for ProjectsRandom 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Resource 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 AppropriationRequest 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 ReviewSatisfaction 满意SCScheduled CostScenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleSchedule Analysis 进度分析Network AnalysisSchedule Compression 进度压缩Duration Compression Schedule Control 进度控制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 Risk 进度风险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 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 LibrarySDR 系统设计评审System Design ReviewSDWT 自我指导工作团队Self Directed Work TeamsSealed 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/ScheduleSecondary FloatScheduled 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Should-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Site 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 CapabilitySlack 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 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 ActivitySpecial Conditions 特殊条款Special Requirements 特殊需求Special ConditionsSpecialist 专家Specific 明确的Specification 规范Specification 规范Specification Change Notice 规范变更通知Specification Control 规范控制Specify 详细说明Speed Reading 快速阅读Spending Estimate 支出估算Spending Forecast 支出预测Spending Limit 支出限度Spending Plan 支出计划Spent Cost 已消费成本Actual Cost of Work Performed SPI 进度绩效指数Schedule Performance IndexScheduled Performance Indicator Spiral 螺旋线Split 分割Split Task 分割任务Splittable Activity 可分割的活动Sponsor 发起人赞助者Sponsor, executive sponsor and project sponsor 发起人主管经理发起人和项目发起人SPR 进度绩效比率Scheduled Performance RatioSRR 系统需求评审System Requirements ReviewSS 进度制定的开始See Scheduled StartScheduled Start DateStability 稳定性Stabilization 稳定化Staff 人员Line and StaffStaff Acquisition 人员招募Staff Personnel 辅助人员Staffing 人员配给Staffing Effort 人员工作投入Staffing Effort Limit 人员工作投入限度Stage 阶段Project StageStage Assessment 阶段评估End-Stage Assessment 和 Mid-Stage Assessment Stage File 阶段文件Stage Manager 阶段经理Stage Payment 阶段付款Stage Resource Plan 阶段资源计划Stage Teams 阶段团队Stage Technical Plan 阶段技术计划Stakeholder 项目干系人项目利益相关者Stakeholder Expectations 项目干系人的期望Stakeholder Need 项目干系人的需要Stakeholder Request 项目干系人的请求Stakeholder Requirements 项目干系人的需求。
Checklist for project manager 项目经理检查清单 英文版
This document describes the professional series entitled Project Managers. These are guidelines and are not intended to be all inclusive of the duties of a Project Manager, the capabilities of individual incumbents, or absolute criteria for advancement. This document does not guarantee employment. Advancement opportunity subject to employee qualifications.This document describes the professional series entitled Project Managers. These are guidelines and are not intended to be all inclusive of the duties of a Project Manager, the capabilities of individual incumbents, or absolute criteria for advancement. This document does not guarantee employment. Advancement opportunity subject to employee qualifications.This document describes the professional series entitled Project Managers. These are guidelines and are not intended to be all inclusive of the duties of a Project Manager, the capabilities of individual incumbents, or absolute criteria for advancement. This document does not guarantee employment. Advancement opportunity subject to employee qualifications.This document describes the professional series entitled Project Managers. These are guidelines and are not intended to be all inclusive of the duties of a Project Manager, the capabilities of individual incumbents, or absolute criteria for advancement. This document does not guarantee employment. Advancement opportunity subject to employee qualifications.This document describes the professional series entitled Project Managers. These are guidelines and are not intended to be all inclusive of the duties of a Project Manager, the capabilities of individual incumbents, or absolute criteria for advancement. This document does not guarantee employment. Advancement opportunity subject to employee qualifications.s:\shareall\broadband program for shareall directory\career level guides\project manager 21502.doc。
JD-Project Manager
Appendix IIJOB DESCRIPTION职位描述1.General Information 基本资料Employee Name 员工姓名:Working Place工作地点:Beijing, project site 北京,项目现场Occupational Hazards 职业危害:None 无Job Title 职位名称:Project Manager 项目经理Department 所属部门: Project Management Department (PMD) 项目管理部Immediate Supervisor 直接主管:PMD manager 项目管理部经理Number of Incumbent 本职位定员人数:2Number of Immediate Subordinate 辖员人数:0Direct 直属辖员:0Category/Grading 类别/等级:□ Vice President 副总裁:0□ Managers / Subordinate 经理 / 主管:0□ General Staff 一般员工:0□ Other (Specify) 其他(说明):Indirect 非直属辖员:None 无Analyzed and compiled by 工作分析人: PMD manager 项目管理部经理2.Job Purpose 职位设置目的Purpose 目的:Project Management 项目管理Objectives 目标:Accomplish the project objectives according to company requiremtns. 依据公司要求完成项目管理目标。
3.Responsibilities 工作职责-Report to PMD manager on all project management issues 向项目管理部经理汇报所有项目管理事务-Responsible for management of project team incl. personnel from procurement, engineering, site work 负责管理项目团队包括采购,工程,现场工作-Responsible for total execution of projects from start to final acceptance and close-out (time, cost, quality, organization, safety and risk etc) 负责项目从启动至最终验收及项目完成的全过程,包括时间,成本,质量,组织,安全和风险等-Responsible for project margin 负责项目利润-Responsible for accounts receivable and maintaining positive project cash flow 负责应收账款的收回,保证项目的正现金流-Support Commercial Department to negotiate the contract 支持商务部合同谈判-Develop and maintain relations with relevant clients, buyers and DI’s发展和维护与用户,买方和设计院的关系-Support other departments as needed 有需要时支持其他部门-Working follow GT’s ISO process 按公司ISO流程工作-Other assignment 其他任务4.Personnel Requirements 基本任职资格及要求Education 教育背景:Bachelor or Master degree大学本科或以上学历Experience 经验:More than 5 years experience in the project management and engineering5年以上项目管理和工程经验Technical skills & knowledge required 技能及知识:Responsible for time, cost, quality, organization and communication within a project 负责项目内的联系,组织,时间、成本、质量的控制Master of the project management methodology 精通项目管理理论Ability to control project risks良好的项目风险控制能力Good communication skills internally and externally 良好内外沟通能力Good on human resource management skills 良好的人力资源管理能力Good manner to handle computer 良好的电脑能力Willing to travel 乐于出差Ability to speak and write English 英语口语能够沟通和写作能力5.Work Pattern & Schedule 工作模式■ Travel as and when required 需要时出差□ Others 其他。
- 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。
AIDAR(Adressage et Indexation de Documents Multimédias Assistés par des techniques de Reconnaissance Vocale): A project for multimedia document indexation Contact : Dr. Ir. Frédéric Beaugendre Project Manager Voice-InsightSummary The project intends to maximize the automation of the archiving process, through the use of speech recognition, automatic text segmentation and classification techniques. A broadcast news transcription system (Speeral) has been integrated and tailored to the users needs, using specific language models, segmentation and classification algorithms. An interface is being developed in order to provide a tool for archivists, that will help them creating semi-automatically meta-data for Radio and TV archives. Towards an automatic indexation process The great variety of means of communication such as internet, the rapid expansion of media diffusion though cable and satellite, access to quality digital programs through reliable and lowcost supports such as DVD have a common impact: professional as well as private users are confronted to an increasing quantity of multimedia documents originating from multiple sources. In order for them to be able to access in a fast and reliable way to specific information, there is an urgent need to generate consistent and accurate meta-data tailored to the user’s needs. Automatic segmentation and transcription methods based on statistical models are particularly well adapted to such tasks; they also have a drawback: in order to take into account the great variety of acoustic and linguistic speech segments encountered, there is an imperative need for big enough sets of data able to account for this variability and therefore train accurate statistical models. The number of projects the recent years also attest for the increasing interest on the topic: the EU projects THISL 15 and REVEAL THIS 16, the French RNRT project AGIR 16 to cite only a few. Finally, we shall mention the recent campaign ESTER 12 conducted to evaluate broadcast news transcription systems for French. The toolkit used to achieve the automatic segmentation and transcription tasks has been developed in order to participate to this campaign.General Description of the system The Broadcast News transcription toolkitFigure 1 present a global overview of the architecture of the AIDAR toolkit. It mainly relies on the LIA broadcast news transcription system and automatic annotation algorithms described below. The LIA system has been used for achieving the acoustic macro-class segmentation (music, wide band speech, narrow band speech), speaker segmentation and automatic transcription. Each step of the classification is based on statistical models (HMMs). In addition, the toolkit also performs speaker tracking 11 and adaptation 9 of acoustic models. The speech transcription is obtained using the continuous speech recognition system SpeeRAL 8. This engine uses a modified A* algorithm 10.Figure 1 Description of the AIDAR architecture Acoustic modeling As for the front-end, the speech signal is parametrized using 39 coefficients (the standard 12 mel warped cepstral coefficients plus energy and their first and second derivative). The models are gender dependant, with a 3 state left-to-right topology. Each contextdependant state is associated with a mixture of 32 Gaussians. Language modeling A model developed for the ESTER French evaluation campaign 12 was used to obtain a baseline transcription for our tests. This linguistic model was build using two trigram Language Models: i) a 300M word corpus containing text from the French newspaper Le Monde from 1987 to 2003; ii) a 960K word corpus containing manual transcriptions of radio broadcast collected for the ESTER campaign. The lexicon contains about 65K words. It was obtained by selecting the most frequent tokens from Le Monde and the all tokens of the ESTER corpus. The phonetic forms of the words were automatically obtained using the French grapheme-to-phoneme tool “LIA_PHON” with an additional manual checking of proper names.A comparable general model has been build for Belgium French using: i) a 200M word corpus containing text from the Belgium newspaper Le Soir from 1994 to 2003; ii) 90% of the manual transcriptions of the radio broadcast available for year 2004 (about 300K words). Automatic annotation In order to add metadata and semantic content to the audio material, we rely on text mining algorithms to annotate the speech transcriptions. The annotation procedure is made of two steps: i) an unsupervised linear text segmentation method to detect semantic boundaries inside the text 1, ii) an automatic text classification based on supervised machine learning 3. Initial results and observations OOV words lead to multi-word substitution errors. In addition, the nature of SLMs, that explicitely model inter-word relationships, imply that recognition errors often cascade. Misrecognized OOV words are often name entities, are of main importance for the which enhance the impact on classification results. Short function words tend to be misrecognized, and. Segmentation algorithms are very useful for the analysis of long text documents where several topics may appear. In particular, the AIDAR architecture contains an implementation of the Choi method 2 which partitions the text flow in a set of distinct units to be further processed by the classification system. The interchange format X-AXIS The AIDAR architecture is organized according to an open system approach including two components: the “Acquisition System” including the “AIDAR engine” and the “Autonomous Assets Entities” (Figure 2). Each AAE is a wrapped assembly of the audio contents, its associated metadata and its persistence control data. The AAE’s are represented according to a formalism using exclusively standards. The format of the AAE’s is defined under the name XAXIS. It is mainly based on XML, XSD, RDF, Dublin Core and SMIL.Figure 2 X-AXIS in the AIDAR project Status The AIDAR project will end in February 2007.Role in Project and Partner DescriptionULB (Belgium), Machine Learning Group The group brings its expertise for the development and implementation of the textual segmentation and classification algorithms, in order to create the meta-data associated to the multimedia files. www.ulb.be TITAN (Belgium), A.S.B.L TITAN has defined the data architecture (X-AXIS) for the project and is also responsible for dissemination. www.titan.be Voice-Insight (Belgium), Project leader, the main tasks of the company in the project are the integration of the broadcast news transcription system, the development of specific language models and the development of a user interface for archivists. LIA (France): d’Avignon » The « Laboratoire d’Informatique de l’UniversitéLogoThe laboratory has developed a broadcast news transcription system called “Speeral” used for this project. They also bring the expertise for developing additional functionalities within this plateform. www.lia.univ-avignon.fr/ RTBF (Belgium): The RTBF (The Belgian Radio and Television broadcasting organization) The RTBF helps in designing the user needs for an archivists interface and provides the database (samples and related meta-data, thesaurus) for developing the prototype of the application. www.rtbf.be SKEMA (France): company specialized in video self-production platforms for allowing easy production and management of audiovisual and multimedia content. Skema provides the specifications and development of X-AXIS. www.skema.frReferences 1. Choi F. Y. Y., “Advances in domain independent linear text segmentation”, Proceedings of NAACL’00, Seattle, USA, April 2000, ACL 2. Sitbon L., Bellot P., “Adapting and comparing linear segmentation methods for French”, proceedings of the 7th conference RIAO, Avignon, France, p.623 à 637, 2004 3. Sebastiani F., “A Tutorial on Automated Text Categorisation”, In Analia Amandi and Ricardo Zunino, editors, Proceedings of ASAI-99, 1st Argentinian Symposium on Artificial Intelligence, pages 7--35, Buenos Aires, AR, 1999 4. Yang Y., Liu X., “A re-examination of text categorization methods”, in SIGIR-99, 1999 5. Guyon I., Elisseeff A., An introduction to variable and feature selection, Journal of Machine Learning Research, 3:1157--1182, 2003 6. Yiming Y. An evaluation of statistical approaches to text categorization. Journal of Information Retrieval, Vol 1, No. 1/2, pp 67--88, 1999. 7. Salton G., Buckley C. Term weighting approaches in automatic text retrieval, Information Processing and Management, 24,5, 513-523,1988 8. Nocera P., Fredouille C., Linares G., Matrouf D., Meignier S., Bonastre J.-F., Massonié D., Béchet F., “The LIA’s French broadcast news transcription system”, SWIM: Lectures by Masters in Speech Processing, Maui, Hawaii, 2004 9. Matrouf D., Bellot P., Nocera P., Linares G., Bonastre J-F, “Structural Linear Model-Space Transformations for Speaker Adaptation”, Eurospeech 2003, Genève 10. Nocera P., Linares G., Massonié D., Lefort L., “Phoneme lattice based A* search algorithm for speech recognition”, 2002, TSD2002, Brno 11. Istrate D., Scheffer N., Fredouille C., Bonastre J.-F., “Broadcast News Speaker Tracking for ESTER 2005 Campaign”, Eurospeech’05, September 2005. Lisboa, Portugal 12. Galliano S., Geoffrois E., Mostefa D., Choukri K., Bonastre J.-F., Gravier G., “The ESTER Phase II Evaluation Campaign for the Rich Transcription of French Broadcast News”, Eurospeech’05, September 2005. Lisboa, Portugal 13. ‘The Open Archival Information /documents/650x0b1.pdf System’ (OAIS Blue book)14. Maréchal G., Flexible and User-Friendly Exploitation Based on Persistent Media Archives, in the “IASA journal” Volume n°26, December 2005 15. EU-Project THISL: Thematic Indexing /spandh/projects/thisl/ of Spoken Language,16. EU-Project REVEAL THIS FP6-IST-511689: Retrieval of Video and Language for The Home user in an Information Society http://sifnos.ilsp.gr/RevealThis 17. RNRT-Project AGIR (RNRT) Architecture Globale pour l’Indexation et la Recherche par le contenu de données multimédia, http://www.telecom.gouv.fr/rnrt/pagir.htm。