3. Requirement Phase

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工作计划英文3篇

工作计划英文3篇工作计划一：Project Management Schedule2. Task Allocation:Week 12: Project kickoff and team buildingWeek 34: Requirement analysis and documentationWeek 56: Design and development planWeek 710: Implementation phaseWeek 1112: Testing and debuggingWeek 1314: User training and documentationWeek 1516: Project review and closure3. Key Milestones:Month 1: Complete requirement analysisMonth 2: Finish design and development planMonth 3: Begin implementation phaseMonth 4: Complete implementation and start testingMonth 5: Conduct user training4. Responsibilities:Team Leaders: Supervise team members, allocate tasks, and report progress to the Project Manager.Team Members: Complete assigned tasks within the specified timeframe and maintain highquality work.工作计划二：Personal Development Plan1. Objective: Improve English proficiency and acquire new skills in one year.2. Monthly Goals:Month 1: Enroll in an English speaking courseMonth 2: Practice speaking with native speakersMonth 3: Read one English bookMonth 4: Write a short essay in EnglishMonth 5: Take an online English grammar courseMonth 6: Participate in an English debate clubMonth 7: Watch English movies without subsMonth 8: Start learning a new skill (e.g., programming, photography)Month 9: Attend a professional workshopMonth 10: Network with professionals in the new skill areaMonth 11: Complete a small project using the newskillMonth 12: Reflect on the progress and set new goals for the next year3. Weekly Schedule:Monday: English speaking courseTuesday: New skill practiceWednesday: Reading and writing practiceThursday: Online grammar courseFriday: Debate club or networkingSaturday: English movie nightSunday: Rest and selfreflection工作计划三：Team Collaboration Schedule1. Objective: Enhance team collaboration and efficiency within three months.2. Weekly Meetings:Monday: Team standup meeting (15 minutes) to discuss the week's tasksWednesday: Midweek checkin (30 minutes) to address any issues and provide supportFriday: Weekly review (45 minutes) to evaluate progress and plan for the next week3. Collaboration Tools:Shared Documents: Store and edit documents collaboratively4. Team Building Activities:Month 1: Team outing (e.g., hiking, bowling)Month 3: Team appreciation dinner to celebrate achievements5. Performance Metrics:Team satisfaction: Conduct a monthly survey to gauge team morale and address concernsProject success: Achieve project goals within the allocated budget and timeline工作计划一（续）：Project Management Schedule5. Risk Management:Identify potential risks at each project phase and develop contingency plans.Regularly review and update the risk register to ensure all identified risks are being monitored.6. Budget Monitoring:Track expenses against the budget on a monthly basis.Adjust spending as necessary to avoid cost overruns.Report any significant deviations from the budget to the project stakeholders.7. Quality Assurance:Establish clear quality standards for each deliverable.Conduct regular quality checks throughout the project lifecycle.Implement a feedback loop to incorporate improvements based on testing and user feedback.工作计划二（续）：Personal Development Plan4. Learning Resources:Compile a list of online resources, books, and courses to support language and skill development.Schedule regular oneonone sessions with mentors or experts in the chosen skill area.5. Progress Evaluation:Set up monthly checkpoints to assess progress and adjust the plan as needed.Keep a journal to track learning experiences, challenges, and achievements.Celebrate small victories to maintain motivation and enthusiasm.6. Balance and Wellbeing:Ensure that the development plan includes time for rest and relaxation to prevent burnout.Incorporate physical activity into the weekly routine to maintain overall health and wellbeing.Practice mindfulness and stress management techniques to maintain a positive mindset.工作计划三（续）：Team Collaboration Schedule6. Conflict Resolution:Establish a clear process for addressing and resolving conflicts within the team.Mediate disputes promptly and fairly to maintain a harmonious working environment.7. Knowledge Sharing:Implement a knowledge sharing program to encourage team members to share their expertise.Organize regular lunch and learn sessions to cover topics of interest or relevance to the team's work.Create a repository for team resources and best practices to facilitate continuous learning.8. Continuous Improvement:Encourage team members to suggest improvements to processes and workflows.Regularly review and update collaboration tools and methods to ensure they are effective and efficient.Celebrate team successes and learn from challenges to continuously enhance team performance.工作计划一（终）：Project Management Schedule9. Communication Strategy:Schedule regular progress reports to keep all parties informed of the project's status.10. Stakeholder Engagement:Identify key stakeholders and establish a clear understanding of their expectations and roles in the project.Schedule regular meetings with stakeholders togather feedback and align project objectives with their needs.Create a stakeholder satisfaction survey to evaluate their experience and identify areas for improvement.工作计划二（终）：Personal Development Plan7. Networking Strategy:Set a goal to attend at least two professional events per month to expand networks and learn from industry experts.Use social media platforms to connect with professionals in the field of interest.Follow up on networking opportunities with personalized messages and aim to establish meaningful professional relationships.8. Goal Adjustment:Be flexible and willing to adjust goals based on changing personal circumstances or new insights gained during the development process.Regularly reassess the plan to ensure it remains aligned with longterm career and personal objectives.Seek feedback from mentors, peers, and professionals to refine and enhance the development plan.工作计划三（终）：Team Collaboration Schedule9. Recognition and Rewards:Implement a recognition program to acknowledge team members for their contributions and achievements.Offer a variety of rewards, such as gift cards, additional time off, or public recognition, to cater to different team member preferences.Celebrate team milestones and individual successes to foster a culture of appreciation and motivation.10. Professional Development for the Team:Allocate a budget for team members to attend relevant workshops, conferences, or training sessions.Encourage crosstraining opportunities to enhanceskill sets and promote versatility within the team.Support team members in setting their own professional development goals and provide the necessary resources to achieve them.。

2020年软考高级信息系统项目管理师考试英语练习题及答案多套汇总

2020 年软考高级信息系统项目管理师考试英语练习题及答案多套汇总1. Project Quality Management must address the management of the project and the () of the project. While Project Quality Management applies to all projects, regardless of the nature of their product, product quality measures and techniques are specific to the particular type of product produced by the project.A.performanceB.processC.productD.object【答案】C【解析】项目质量管理必须解决项目的管理和项目的管理问题。

尽管项目质量管理适用于所有项目，无论其（）的性质如何，但产品质量措施和技术是针对项目生产的特定类型产品的。

A、性能B、过程C、产品D、对象2.() is the budgeted amount for the work actually completedon the schedule activity or WBS component during a given time per i od.A.Planned valueB.Earned valueC.Actual costD.Cost variance【答案】B【解析】（）是给定时间段内计划活动或WBS 组件实际完成的工作的预算金额。

A、计划值B、挣值C、实际成本D、成本差异3.() involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance. These other projects can be within the performing or gani za t i on or outside of it, and can be within the same or in another application area.A.MetricsB.MeasurementC.BenchmarkingD.Baseline【答案】C【解析】（）将实际或计划的项目实践与其他项目的实践进行比较，以产生改进意见，并提供衡量绩效的依据。

Requirements_Definition

Requirements Definition How we should (attempt to) specify exactly what is needed before we start designing12Requirements DefinitionRequirements describe the necessary functions and features of the system we are to conceive, design,implement and operate.PerformanceScheduleCost Other Characteristics (e.g. lifecycle properties)Requirements are often organized hierarchically At a high level requirements focus on what should be achieved, not how to achieve itRequirements are specified at every level, from the overall system to each hardware and software component.Critically important to establish properly4Importance of TechnicalRequirements Development (2/2)Provides a baseline for verificationOrganizations can develop their validation and verification plans much more productively from a good requirements document.The requirements document provides a baseline against which compliance can be measured.The requirements are also used to provide the stakeholders with a basis for acceptance of thesystem.Facilitates transfer of the product tonew users or new machines. Serve as a basis for later enhancement or alteration of the finished product.MOE, MOP, TPMRelationship8Technical Requirements Definition Best Practice Process Flow DiagramActivitiesInputOutput910Requirements AllocationDecompose system requirements into lower levels of design.Define all the lower level functions which must be performed to satisfy the requirement Create architecture of sub-components to provide thosefunctionsAllocate a level of performance to each lower level functionSpecify interface requirements to other sub-systems Closure -Ensure that satisfaction of the set of requirements at the lower level will guarantee satisfaction of the higher level requirement .Requirements Analysis. The requirementsanalysis is this: First we determine thefunctions that must be accomplished for thesubsystem to meet its requirement. Then wecreate an architecture for the subsystem madeup of sub-components and define therequirements for each sub-component. Willthis set of requirements ensure satisfaction ofthe requirements at the higher level? Is the setboth necessary and sufficient? Then we iteratethe allocation of requirements to optimize thedesign. As we proceed down into therequirement/architecture tree, we may learnthat we need to revise an upper level of thearchitecture, using different subsystems orrequirement allocation to optimize the overalldesign.11Requirement Allocation Process.Requirements are always developed fromthe top down. We begin with the top-levelfunctional requirements and decompose itinto what is necessary to achieve itsfunctional capability. Then we specify whateach sub-component will have to do, howwell it will have to function to provide thatcapability. This process often includesnegotiation and balancing betweensubsystems to minimize the overall effort.13Sometimes it is necessary to push back onrequirements when the cost to achieve thestated capability is too great. We also prioritizerequirements when not all requirements can beachieved. The set of subsystems, togetherwith the requirements necessary and sufficientto guarantee the performance of the systemabove, is called an architecture. It is only onearchitecture of potentially many and may notbe optimum. We continue to iterate the designand apportionment of requirements to optimizethe design, maximizing some performancefactor or minimizing cost or schedule.1415VerificationEvery requirement must be verified to ensure that the proposed design actually satisfies the requirement byExamination, Test,Demonstration, orAnalysisRequirement documentation specifies the development phase and method of verification。

Requirements

Requirements：A specification of what should be implemented. They are descriptions of how the system should behave, or a system property or attribute. They may be a constraint on the development process of the system.All stakeholders agree must be made true in order for the customer’s problem to be adequately solvedRequirements Engineering：1. Inception: Start the process (business need, market opportunity, great idea, ...), business case, feasibility study, system scope, risks, etc.2. Requirements elicitation: Requirements discovered through consultation with stakeholders3. Requirements analysis and negotiation: Requirements are analyzed and conflicts resolved through negotiation4. Requirements specification: A precise requirements document is produced5. Requirements validation: The requirements document is checked for consistency and completeness. Validation: checks that the right product is being built. Verification: checks that the product is being built right.6. Requirements management: Needs and contexts evolve, necessary to cope with changes to requirements.A goal is an objective or concern that guides the RE process. It can be used to discover and evaluate functional and nonfunctional requirementsA functional requirement is a requirement defining functions of the system under developmentA non-functional requirement is a requirement that is not functional. This includes many different kinds of requirements. – Therefore one often considers the following sub-categories:1. Performance requirements, characterizing system properties such as expected performance, capacity, reliability, robustness, usability, etc.2. Design constraints (also called process requirements), providing constraints on how the system should be designed and built –related to development process, documentation, programming language, maintainability, etc.3. Commercial constraints, such as development time frame and costs.A user requirement is a desired goal or function that a user and other stakeholders expect the system to achieveA business rule is a requirement derived from business practices within a given industrial sector, or in a given company, or defined by government regulations or standards.Problem domain requirements should be satisfied within the problem domain in order to satisfy some of the goalsSystem requirements are the requirements for the system to be built, as a wholeRequirements Documents: several versions with different levels of detailsVision and Scope DocumentElicitation notes: (Raw) requirements obtained through elicitation; often unstructured, incomplete, and inconsistent(Problem domain) Requirements documentSystem requirements documentSoftware requirements documentProblem Analysis: Goal: gain a better understanding of the problem being solved before development begins, Uses business requirements obtained from stakeholders, Results in Product Vision and Project Scope.Five Steps:1. Gain agreement on the problem definition2. Understand the root causes – the problem behind the problem3. Identify the stakeholders4. Define the solution system vision and boundary5. Identify the constraints to be imposed on the solutionProduct Vision: describes what the product is about and what it could eventually become Project Scope: identifies what portion of the ultimate long term product vision the current project will addressVision and Scope Document:Business requirementsVision of the solutionScope and limitation (for initial and subsequent releases)Business contextRequirements elicitation is “the process of discovering the requirements for a system by communicating with customers, system users and others who have a stake in the system development” (Mainly user requirements and elicitation notes)Elicitation TechniquesStakeholder analysisAnalysis of existing systems or documentation, background readingDiscourse analysisTask observation, ethnographyQuestionnairesInterviewingBrainstormingJoint Application Design (JAD)PrototypingPilot systemUse cases and scenariosRisk analysisRequirements Prioritization and Triage: need for trade-offs 80-20 RulePrioritization Scales: Urgency ImportanceWiegers’ Prioritization:Relative benefit (for having requirement)Relative penalty to stakeholder (if requirement is not included)Relative cost (to implement requirement)Relative risk (technical and other risks)Volere Prioritisation: pairwise comparisonAnalytic Hierarchy Process (AHP):Use cost-value diagrams to analyze and discuss candidate requirementsRequirements Analysis: The process of studying and analyzing the customer and the user needs to arrive at a definition of the problem domain and system requirementsFeaturesUse casesMode of operationUser classResponsible subsystemIEEE 830 (1993, revised 1998) : Software Requirements SpecificationContents of SRSIntroductionGeneral description of the software productSpecific requirements (detailed)Additional information such as appendixes and index, if necessaryStandard for Writing a Requirement: (Feasible Needed Testable)Each requirement must first form a complete sentenceEach requirement contains a subject and predicateThe whole requirement provides the specifics of a desired end goal or resultContains a success criterion or other measurable indication of the qualityLook for the following characteristics in each requirementRequirements Verification and Validation TechniquesSimple checksPrototypingFunctional test designUser manual developmentReviews and inspectionsModel-based (formal) Verification and ValidationRequirements ValidationCheck that the right product is being builtEnsures that the software being developed (or changed) will satisfy its stakeholdersChecks the software requirements specification against stakeholders goals and requirements Requirements VerificationCheck that product is being built rightEnsures that each step followed in the process of building the software yields the right products Checks consistency of the software requirements specification artefacts and other software development products (design, implementation, ...) against the specificationRequirements Management:A systematic approach to eliciting, organizing, and documenting the requirement of the system, and a process that establishes and maintains agreement between the customer and the project team on the changing requirements of the system.Manage changes to agreed requirementsManage changes to baseline (increments)Keep project plans synchronized with requirementsControl versions of individual requirements and versions of requirements documentsManage relationships between requirementsManaging the dependencies between the requirements document and other documents produced in the systems engineering processTrack requirements statusBaseline:Non-modifiable (read-only) version of a documentEnables document comparison and managementComes with a change history for the documentRequires access controlIt is advisable to establish a baseline for a new document that is imported into the document management system。

需求管理英文单词

需求管理英文单词
需求管理是一项重要的工作，需要掌握一定的英文单词和术语。

以下是一些常用的需求管理相关单词：
1. Requirement：需求
2. Specification：规格
3. Functional Requirement：功能需求
4. Non-Functional Requirement：非功能需求
5. User Story：用户故事
6. Use Case：用例
7. Acceptance Criteria：验收标准
8. Stakeholder：利益相关者
9. Business Analyst：业务分析师
10. Product Owner：产品负责人
11. Scope：范围
12. Change Request：变更请求
13. Traceability Matrix：追踪矩阵
14. Prioritization：优先级排序
15. Validation：验证
16. Verification：确认
17. Agile：敏捷的
18. Waterfall：瀑布的
19. Sprints：迭代周期
20. Backlog：待办事项列表
以上单词仅为需求管理中的部分词汇，请根据实际需求和场景学习和运用。

安装调试条件确认表

Tap water 自来水 River water 河水 Groundwater 地下水
Yes.是;
No.否
Yes No Yes No
Engieer check: Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
6. Environment of workshop车间生产环境：
No.
Items项目名：
Requirement要求:
1
Standard cooling type: 设备制冷方式选择：
选择符合当地气候环境条件的制冷方式
2
Lubricant for gas: 冷媒型号：
选择被当地环保部门所允许的冷媒。
3
Gas filling: 设备检漏、冷媒添加：
Capacity of water cooling 4 tower:
No.否
5-7.5L/h; 7.5-10L/h; ≥10L/h
Yes.是;
No.否
Yes.是;
No.否
10P; 15P; 20P.
Yes.是;
No.否
Yes.是;
No.否
Yes.是;
No.否
Engieer check: Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
3
Power supply phases: 单机电源供电要求：
4
Earthing: 接地要求：
5
Power connenction: 电源接入要求：
3-phase AC415V, 1-phase AC240V, 50-60Hz 3相AC415V，单相AC240V，50-60Hz

物流专业术语

物流专业术语范围本标准确定了物流活动中的基本概念术语、物流作业术语、物流技术装备与设施术语、物流管理术语及其定义.本标准适用于物流及相关领域的信息处理和信息交换,亦适用于相关的法规、文件;引用标准下列标准所包含的条文,通过在本标准中引用而构成为本标准的条文;本标准出版时,所示版本均为有效;所有标准都会被修订,使用本标准的各方应探讨使用下列标准最新版本的可能性;GB/T 1992--1985 集装箱名词术语neq ISO 830：1981GB/T 4122;1--1996 包装术语基础CB/T 17271--1998 集装箱运输术语中文索引AABC分类管理....................................6.9安全库存.......................................4.16B班轮运输.......................................5.34搬运...........................................4.22包装...........................................4.25保管...........................................4.12保税仓库.......................................5.5报关...........................................5.40报关行.........................................5.41C仓库...........................................5.1仓库布局.......................................6.4.仓库管理.......................................6.3叉车...........................................5.19储存...........................................4.11船务代理.......................................5.36D大陆桥运输.....................................5.33单元装卸.......................................4.24第三元物流.....................................3.25电子订货系统...................................6.10电子数据交换...................................3.31定量订货方式...................................6.7定牌包装.......................................4.27定期订货方式...................................6.8定制物流.......................................3.26堆码...........................................4.21F发货区.........................................5.14废弃物物流.....................................3.19分拣...........................................4.37G公路集装箱中转站...............................5.28 供应链.........................................3.29供应链管理.....................................6.21供应商库存.....................................6.26供应物流.......................................3.15共同配送.......................................4.35国际多式联运...................................5.32国际货物运输保险...............................5.39 国际货运代理...................................5.37国际铁路联运...................................5.31国际物流.......................................3.24H海关监管货物...................................5.7换算箱.........................................5.24回收物流.......................................3.18货场...........................................5.16货垛...........................................4.20货架...........................................5.17J集货...........................................4.39集装化.........................................4.31集装箱.........................................5.23集装箱货运站...................................5.29.集装箱码头.....................................5.30集装箱运输.....................................4.7集装运输.......................................4.6计算局付诸订货系统.............................6.25 监管仓库.......................................5.6拣选...........................................4.38检验...........................................4.43进出口商品检验.................................5.42 经常库存.......................................4.15经济订货批量...................................6.6K控湿储存区.....................................5.11.库存...........................................4.14库存控制.......................................6.5库存周期.......................................4.17.库房...........................................5.8快速反应.......................................6.22L冷藏区.........................................5.9冷冻区.........................................5.10冷链...........................................4.42理货...........................................5.38立体仓库.......................................5.3联合运输.......................................4.2连续库存补充计划...............................6.24 料棚...........................................5.15零库存技术.....................................6.13.流通加工.......................................4.41绿色物流.......................................3.20M门到门.........................................4.8P配送...........................................4.34配送需要计划...................................6.17 配送中心.......................................4.36配送资源计划...................................6.18 拼箱货.........................................4.10Q企业物流.......................................3.21企业资源计划...................................6.20 前置期或提前期.............................4.18全集装箱船.....................................5.26S散装化.........................................5.32社会物流.......................................3.22生产物流.......................................3.16收货区.........................................5.13输送区.........................................5.20甩挂运输.......................................4.5T特种货物集装箱.................................5.25铁路集装箱.....................................5.27. 托盘...........................................5.18托盘包装.......................................4.30 W温度可控区.....................................5.12 无形损耗.......................................3.33 物料需要计划...................................6.15 物流...........................................3.2物流成本.......................................3.7.物流成本管理...................................6.14. 物流单证.......................................3.13 物流管理.......................................3.8物流活动.......................................3.3物流技术.......................................3.6物流联盟.......................................3.14 物流模数.......................................3.5物流企业.......................................3.12 物流网络.......................................3.10 物流信息.......................................3.11 物流战略.......................................6.1物流战略管理...................................6.2. 物流中心.......................................3.9物流资源计划...................................6.19. 物流作业.......................................3.4物品...........................................3.1物品储备.......................................4.13. X箱式车.........................................5.22销售包装.......................................4.26 销售物流.......................................3.17 虚拟仓库.......................................5.4虚拟物流.......................................3.27Y业务外包.......................................6.27 有效客户反应...................................6.23 有形损耗.......................................3.32 运输...........................................4.1运输包装.......................................4.29. Z增值物流服务...................................3.28 整箱货.........................................4.9直达运输.......................................4.3直接换装.......................................4.33制造资源计划...................................6.16中性包装.......................................4.28中转运输.......................................4.4装卸...........................................4.23准时制.........................................6.11准时制物流.....................................6.12自动导引车.....................................5.21自动化仓库.....................................5.2租船运输.......................................5.35组配...........................................4.40英文索引AABC classification......................................6.9 Article.................................................3.1Article reserves........................................4.13 Assembly................................................4.40 Automatic guided vehicle AGV .........................5.21 Automatic warehouse.....................................5.3.BBar code................................................3.30Boned warehouse.........................................5.6Box car.................................................5.22CCargo under custom's supervision........................5.8 Chill space.............................................5.9Cold chain..............................................4.42 Combined transport......................................4.2 Commodity inspection....................................5.42 Computer assisted ordering CAO .......................6.25 Container...............................................5.23 Container freight station CFS ........................5.29 Container terminal......................................5.30 Container transport.....................................4.7 Containerization........................................4.31 Containerized transport.................................4.6 Continuous replenishment program CRP .................6.24 Conveyor................................................5.20Cross docking...........................................4.33 Customized logistics....................................3.26 Customs broker..........................................5.41 Customs declaration.....................................5.40Cycle stock.............................................4.15D Distribution............................................4.34 Distribution center.....................................4.36 Distribution logistics..................................3.17 Distribution processing.................................4.41 Distribution requirements planning DRP ...............6.17 Distribution resource planning DRP II ................6.18 Door-to-door............................................4.8Drop and pull transport.................................4.5EEconomic order quantity EOQ ..........................6.6 Efficient customer response ECR ......................6.23 Electronic data interchange EDI ......................3.31 Electronic order system EOS ..........................6.10 Enterprise resource planning ERP .....................6.20 Environmental logistics.................................3.20 Export supervised warehouse.............................5.7 External logistics......................................3.22FFixed-interval system FIS ............................6.8Fixed-quantity system FQS ............................6.7Fork lift truck.........................................5.19Freeze space............................................5.10Full container load FCL ..............................4.9Full container ship.....................................5.26 G Goods collection........................................4.39Goods shed..............................................5.15Goods shelf.............................................5.17Goods stack.............................................4.20Goods yard..............................................5.16HHanding/carrying........................................4.22 Humidity controlled space...............................5.11IIn bulk.................................................4.32Inland container depot..................................5.28 Inspection..............................................4.43 Intangible loss.........................................3.33Internal logistics......................................3.21 International freight forwarding agent..................5.37 International logistics.................................3.24 International multimodal transport......................5.32 International through railway transport.................5.31 International transportation cargo insurance............5.39Inventory...............................................4.14 Inventory control.......................................6.5 Inventory cycle time....................................4.17JJoint distribution......................................4.35Just in time JIT .....................................6.11Just-in-time logistics..................................6.12 LLand bridge transport...................................5.33Lead-time ..............................................4.18Less than container load LCL .........................4.10 Liner transport.........................................5.34 Loading and unloading ..................................4.23 Logistics...............................................3.2Logistics activity......................................3.3Logistics alliance......................................3.14 Logistics center........................................3.9 Logistics cost..........................................3.7Logistics cost control..................................6.14 Logistics documents.....................................3.13 Logistics enterprise....................................3.12 Logistics information...................................3.11 Logistics management....................................3.8 Logistics modulus.......................................3.5 Logistics network.......................................3.10 Logistics operation.....................................3.4 Logistics resource planning LRP ......................6.19 Logistics strategy......................................6.1 Logistics strategy management...........................6.2 Logistics technology....................................3.6MManufacturing resource planning MRP II ...............6.16 Material requirements planning MRP ...................6.15 Military logistics......................................3.23NNeutral packing.........................................4.28OOrder cycle time........................................4.19Order picking...........................................4.38 Outsourcing.............................................6.27PPackage/packaging.......................................4.25 Packing of nominated brand..............................4.27 Pallet..................................................5.18 Palletizing.............................................4.30QQuick response QR ....................................6.22RRailway container yard..................................5.27 Receiving space.........................................5.13 Returned logistics......................................3.18SSafety stock............................................4.16Sales package...........................................4.26 Shipping agency.........................................5.36 Shipping by chartering..................................5.35 Shipping space..........................................5.14 Sorting.................................................4.37Specific cargo container................................5.25 Stacking................................................4.21 Stereoscopic warehouse..................................5.4 Storage.................................................4.12 Storehouse..............................................5.2 Storing.................................................4.11Supply chain............................................3.29 Supply chain management SCM ..........................6.21 Supply logistics........................................3.15T Tally...................................................5.38Tangible loss...........................................3.32 Temperature controlled space............................5.12 Third-part logistics TPL .............................3.25 Through transport.......................................4.3 Transfer transport......................................4.4 Transport package.......................................4.29 Transportation..........................................4.1 Twenty-feet equivalent unit TEU ......................5.24 UUnit loading and unloading..............................4.24VValue-added logistics service...........................3.28 Vendor managed inventory VMI .........................6.26 Virtual logistics.......................................3.27Virtual warehouse.......................................5.5W Warehouse...............................................5.1 Warehouse layout........................................6.4 Warehouse management....................................6.3ZZero-inventory technology...............................6.133．基本概念术语3．1 物品article经济活动中涉及到实体流动的物质资料3．2 物流logistics物品从供应地向接收地的实体流动过程;根据实际需要,将运输、储存、装卸、搬运、包装、流通加工、配送、信息处理等基本功能实施有机结合;3．3 物流活动logistics activity物流诸功能的实施与管理过程;3．4 物流作业logistics operation实现物流功能时所进行的具体操作活动;3．5 物流模数logistics modulus物流设施与设备的尺寸基准;3．6 物流技术logistics technology物流活动中所采用的自然科学与社会科学方面的理论、方法,以及设施、设备、装置与工艺的总称;3．7 物流成本logistics cost物流活动中所消耗的物化劳动和活劳动的货币表现;3．8 物流管理logistics management为了以最低的物流成本达到用户所满意的服务水平,对物流活动进行的计划、组织、协调与控制;3．9 物流中心logistics center从事物流活动的场所或组织,应基本符合以下要求：a 主要面向社会服务；b物流功能健全；c完善的信息网络；d辐射范围大；e少品种、大批量；f存储\吞吐能力强；g物流业务统一经营、管理;3．10 物流网络logistics network物流过程中相互联系的组织与设施的集合;3．11 物流信息logistics information反映物流各种活动内容的知识、资料、图像、数据、文件的总称;3．12 物流企业logistics enterprise从事物流活动的经济组织;3．13 物流单证logistics documents物流过程中使用的所有单据、票据、凭证的总称;3．14 物流联盟logistics alliance两个或两个以上的经济组织为实现特定的物流目标而采取的长期联合与合作;3．15 供应物流supply logistics为生产企业提供原材料、零部件或其他物品时,物品在提供者与需求者之间的实体流动; 3．16 生产物流production logistics生产过程中,原材料、在制品、半成品、产成品等,在企业内部的实体流动;3．17销售物流distribution logistics生产企业、流通企业出售商品时,物品在供与需方之间的实体流动;3．18 回收物流returned logistics不合格物品的返修、退货以及周转使用的包装容器从需方返回到供方所形成的物品实体流动;3．19 废弃物物流waste material logistics将经济活动中失去原有使用价值的物品,根据实际需要进行收集、分类、加工、包装、搬运、储存等,并分送到专门处理场所时形成的物品实体流动;3．20 绿色物流environmental logistics在物流过程中抑制物流对环境造成危害的同时,实现对物流环境的净化,使物流资料得到最充分利用;3．21 企业物流internal logistics企业内部的物品实体流动;3．22 社会物流external logistics企业外部的物流活动的总称;3．23 军事物流military logistics用于满足军队平时与战时需要的物流活动;3．24 国际物流international logistics不同国家地区之间的物流;3．25 第三方物流third-part logistics TPL由供方与需方以外的物流企业提供物流服务的业务模式;3．26 定制物流customized logistics根据用户的特定要求而为其专门设计的物流服务模式;3．27 虚拟物流virtual logistics以计算机网络技术进行物流运作与管理,实现企业间物流资源共享和优化配置的物流方式; 3．28 增值物流服务value-added logistics service在完成物流基本功能基础上,根据客户需要提供的各种延伸业务活动;3．29 供应链supply chain生产及流通过程中,涉及将产品或服务提供给最终用户活动的上游与下游企业,所形成的网链结构;3．30 条码bar code由一组规则排列的条、空及字符组成的,用以表示一定信息的代码;同义词：条码符号bar code symbolGB/T 4122.1-1996中4.173．31 电子数据交换electronic data interchange EDI通过电子方式,采用标准化的格式,利用计算机网络进行结构数据的传输和交换;3．32 有形消耗tangible loss可见或可测量出来的物理性损失、消耗;3．33 无形消耗intangible loss由于科学技术进步而引起的物品贬值;物流作业术语4．1 运输transportation用设备和工具,将物品从一地点向另一地点运送的物流活动;其中包括集货、分配、搬运、中转、装入、卸下、分散等一系列操作; GB/T 4122.1-1996中4.174．2 联合运输combined transport一次委托,由两家以上运输企业或用两种以上运输方式共同将某一批物品运送到目的的运输方式;4．3 直达运输through transport物品由发运地到接收地,中途不需要换装和在储存场所停滞的一种运输方式;4．4中转运输transfer transport物品由生产地运达最终使用地,中途经过一次以上落地并换装的一种运输方式;4．5 甩挂运输drop and pull transport用牵引车拖带挂车至目的地,将挂车甩下后,换上新的挂车运往另一个目的地的运输方式; 4．6 集装运输containerized transport使用集装器具或利用捆扎方法,把裸装物品、散粒物品、体积较小的成件物品,组合成为一定规格的集装单元进行的运输;4．7 集装箱运输container transport以集装箱为单元进行货物运输的一种货运方式; GB/T17271-1998中3.2.14．8 门到门door-to-door承运人在托运人的工厂或仓库整箱接货,负责运抵收货人的工厂或仓库整箱交货;GB/T 17271-1998中3.2.14．9 整箱货full container load FCL一个集装箱装满一个托运人同时也是一个收货人的工厂或仓库整箱交货;GB/T 17271-1998中3.2.4.24．10 拼箱货less than container load LCL一个集装箱装入多个托运人或多个收货人的货物;GB/T 17271-1998中3.2.4.34．11 储存storing保护、管理、贮藏物品; GB/T 4122.1-1996中4.24．12 保管storage对物品进行保存及对其数量、质量进行管理控制活动;4．13 物品储存article reserves储存起来以备急需的物品;有当年储存、长期储存、战略储备之分;4．14 库存inventory处于储存状态的物品;广义的库存还包括处于制造加工状态和运输状态的物品;4．15 经常库存cycle stock在正常的经营环境下,企业为满足日常需要而建立的库存;4．16 安全库存safety stick为了防止由于不确定性因素如大量突发性订货、交货期突然延期等而准备的缓冲库存; 4．17 库存周期inventory cycle time在一定范围内,库存物品从入库到出库的平均时间;4．18 前置期或提前期lead time从发出订货单到货物的时间间隔;4．19 订货处理周期order cycle time从收到订货单到将所订货物发运出去的时间间隔;4．20 货垛goods stack为了便于保管和装卸、运输,按一定要求分门别类堆放在一起的一批物品;4．21 堆码stacking将物品整齐、规则地摆放成货垛的作业;4．22 搬运handing/carrying在同一场所内,对物品进行水平移动为主的物流作业;4．23 装卸loading and unloading物品在指定地点以人力或机械装入运输设备或卸下; GB/T 4122.1-1996中4.54．24 单元装卸unit loading and unloading用托盘、容器或包装物见小件或散装物品集成一定质量或体积的组合件,以便利用机械进行作业的装卸方式;4．25 包装package/packaging为在流通过程中保护产品、方便储运、促进销售,按一定技术方面而采用的容器、材料及辅助物等的总体名称;也指为了达到上述目的而采用容器、材料和辅助物的过程中施加一定技术方法等的操作活动; GB/T 4122.1-1996中2.14．26 销售包装sales package又称内包装,是直接接触商品进入零售网点和消费者或用户直接见面的包装;4．27 定牌包装packing of nominated brand买方要求卖方在出口商品/包装上使用买方指定的牌名或商标的做法;4．28 中性包装neutral packing在出口商品及其内外包装上都不注明生产国别的包装;4．29 运输包装transport package以满足运输贮存要求为主要目的的包装;它具有保障产品的安全,方便储运装卸,加速交接、点验等作用; GB/T 4122.1-1996中2.54．30 托盘包装palletizing以托盘为承载物,将包装件或产品堆码在托盘上,通过捆扎、裹包或胶粘等方法加以固定,形成一个搬运单元,以便用机械设备搬运; GB/T 4122.1-1996中2.174．31 集装化containerization用集装器具或采用捆扎方法,把物品组成标准规格的单元货件,以加快装卸、搬运、储存、运输等物流活动;4．32 散装化containerization用专门机械、器具进行运输、装卸的散装物品在某个物流范围内,不用任何包装,长期固定采用吸扬、抓斗等机械、器具进行装卸、运输、储存的作业方式;4．33 直接换装cross docking物品在物流环节中,不经过中间仓库或站点,直接从一个运输工具换载到另一个运输工具的物流衔接方式;4．34 配送distribution在经济合理区域范围内,根据用户要求,对物品进行拣选、加工、包装、分割、组配等作业,并按时送达指定地点的物流活动;4．35 共同配送joint distribution由多个企业联合组织实施的配送活动;4．36 配送中心distribution center从事配送业务的物流场所或组织,应基本符合下列要求：a 主要为特定的用户服务；b 配送功能健全；c 完善的信息网络；d 辐射范围小；e 多品种、小批量；f 以配送为主,储存为辅;4．37 分拣sorting将物品按品种、出入库先后顺序进行分门别类推放的作业;4．38 拣选order picking按订单或出库单的要求,从储存场所选出物品,并放置指定地点的作业;4．39 集货goods collection将分散的或小批量的物品集中起来,以便进行运输、配送的作业;4．40 组配assembly配送前,根据物品的流量、流向及运输工具的载质量和容积,组织安排物品装载的作业; 4．41 流通加工distribution processing物品在从生产地到使用地的过程中,根据需要施加包装、分割、计量、分拣、刷标志、拴标签、组装等简单作业的总称;4．42 冷链cold chain为保持新鲜食品及冷冻食品等的品质,使其在从生产到消费的过程中,始终处于低温状态的配有专门设备的物流网络;4．43 检验inspection根据合同或标准,对标的物品的品质、数量、包装等进行检查、验收的总称;物流技术装备与设施术语5．1 仓库warehouse保管、储存物品的建筑物和场所的总称;5．2 库房storehouse有屋顶和围护结构,供储存各种物品的封闭式建筑物;5．3 自动化仓库automatic warehouse由电子计算机进行管理和的控制,不需人工搬运作业,而实现收发作业的仓库;5．4立体仓库stereoscopic warehouse采用高层货架配以货箱或托盘储存货物,用巷道队垛起重机及其他机械进行作业的仓库; 5．5 虚拟仓库virtual warehouse建立在计算机和网络通讯技术基础上,进行物品储存、保管和远程控制的物流设施;可实现不同状态、空间、时间、货主的有效调度和统一管理; 5．6保税仓库boned warehouse经海关批准,在海关监管下,专供存放未办理关税手续而入境或过境货物的场所;5．7 出口监管仓库export supervised warehouse经海关批准,在海关监管下,存放已按规定领取了出口货物许可证或批件,已对外买断结汇并向海关办完全部出口海关手续的货物的专用仓库;5．8 海关监管货物cargo under custom's supervision在海关批准范围内接受海关查验的进出口、过境、转运、通关货物,以及保税货物和其他尚未办结海关手续的进出境货物;5．9 冷藏区chill space仓库的一个区域,其温度保持在0'C~10.C范围内;5．10 冷冻区freeze space仓库的一个区域,其温度保持在0'C以下;5．11 控湿储存区humidity controlled space仓库内配有湿度调制设备,使内部湿度可调的库房区域;5．12 温度可控区temperature controlled space温度可根据需要调整在一定范围内的库房区域;5．13 收货区receiving space到库物品入库前核对检查及进库准备的地区;5．14 发货区shipping space物品集中待运地区;5．15 料棚goods shed供储存某些物品的简易建筑物,一般没有或只有部分围壁;5．16 货场goods yard用于存放某些物品的露天场地;5．17 货架goods shelf用支架、隔板或托架组成的立体储存货物的设施;5．18 托盘pallet用于集装、堆放、搬运和运输的放置作为单元负荷的货物和制品的水平平台装置;GB/T 4122.1-1996中4.275．19 叉车fork lift truck具有各种叉具,能够对货物进行升降和移动以及装卸作业的搬运车辆;5．20 输送机conveyor对物品进行连续运送的机械;5．21 自动导引车automatic guided vehicle AGV能够自动行驶到指定地点的无轨搬运车辆;5．22 箱式车box car除具备普通车的一切机械性能外,还必须具备全封闭的箱式车身和便于装卸作业的车门; 5．23 集装箱container是一种运输设备,应满足下列要求：a 具有足够的强度,可长期反复使用；b 适于一种或多种运输方式运送,途中转运时,箱内货物不需换装；c 具有快速装卸和搬运的装置,特别便于从一种运输方式转移到另一种运输方式；d 便于货物装满和卸空；e 具有1立方米及以上的容积;集装箱这一术语不包括车辆和一般包装; GB/T 1992-1985中1.15．24 换算箱twenty-feet equivalent unit TEU又称标准箱;Twenty-feet equivalent unit TEU以20英尺集装箱作为换算单位;GB/T 17271-1998中3.2.4.85．25 特种货物集装箱specific cargo container用以装运特种物品用的集装箱; GB/T 4122.1-1996中1.15．26 全集装箱船full container ship舱内设有固定式或活动式的格栅结构,舱盖上和甲板上设置固定集装箱的系紧装置, 便于集装箱左翼及定位的船舶;GB/T GB/T17271-1998中3.1.1.15．27 铁路集装箱场railway container yard进行集装箱承运、交付、装卸、堆存、装拆箱、门到门作业,组织集装箱专列等作业的场所;GB/T GB/T17271-1998中3.1.3.65．28 公路集装箱中转站inland container depot具有集装箱中转运输与门到门运输和集装箱货物的拆箱、装箱、仓储和接取、送达、装卸、堆存的场所;GB/T GB/T17271-1998中3.1.3.95．29 集装箱货运站container freight station CFS拼箱货物拆箱、装箱、办理交接的场所;5．30 集装箱码头container terminal专供停靠集装箱船、装卸集装箱用的码头;GB/T GB/T 17271-1998中3.1.2.25．31 国际铁路联运international through railway transport使用一份统一的国际铁路联运票据,由跨国铁路承运人办理两国或两国以上铁路的全程运输,并承担运输责任的一种连贯运输方式;5．32 国际多式联运international multimodal transport按照多式联运合同,以至少两种不同的运输方式,由多式联运经营人将货物从一国境内的接管地点运至另一国境内指定交付地点的货物运输;5．33 大陆桥运输land bridge transport用横贯大陆的铁路或公路作为中间桥梁,将大陆两端的海洋运输连接起来的连贯运输方式; 5．34 班轮运输liner transport在固定的航线上,以既定的港口顺序,按照事先公布的船期表航行的水上运输方式;5．35 租船运输shipping by chartering根据协议,租船人向船舶所有人租凭船舶用于货物运输,并按商定运价,向船舶所有人支付运费或租金的运输方式;5．36 船务代理shipping agency根据承运人的委托,代办与船舶进出有关的业务活动;5．37 国际货运代理international freight forwarding agent接受进出口货物收货人、发货人的委托,以委托人或自己的名义,为委托人办理国际货物运输及相关业务,并收取劳务报酬的经济组织;5．38 理货tally货物装卸中,对照货物运输票据进行的理点数、计量、检查残缺、指导装舱积载、核对标记、检查包装、分票、分标志和现场签证等工作;5．39 国际货物运输保险international transportation cargo insurance在国际贸易中,以国际运输中的货物为保险标的的保险,以对自然灾害和意外事故所造成的财产损失获得补偿;5．40 报关customs declaration由进出口货物的收发货人或其代理人向海关办理进出境手续的全过程;5．41 报关行customs broker专门代办进出境保管业务的企业;5．42 进出口商品检验commodity inspection确定进出口商品的品质、规格、重量、数量、包装、安全性能、卫生方面的指标及装运技术和装运条件等项目实施检验和鉴定,以确定其是否与贸易合同、有关标准规定一致,是否符合进出口国有关法律和行政法规的规定;简称"商检";物流管理术语6．1 物流战略logistics strategy为寻求物流的可持续发展,就物流发展目标以及达成目标的途径与手段而制定的长远性、全局性的规划与谋略;6．2 物流战略管理logistics strategy management物流组织根据已制定的物流战略,付诸实施和控制的过程;6．3 仓库管理warehouse management对库存物品和仓库设施及其布局等进行规划、控制的活动;6．4仓库布局warehouse layout在一定区域或库区内,对仓库的数量、规模、地理位置和仓库设施、道路等各要素进行科学规划和总体设计;6．5 库存控制inventory control在保障供应的前提下,使库存物品的数量最少进行的有效管理的技术经济措施;6．6 经济订货批量economic order quantity EOQ通过平衡采购进货成本和保管仓储成本核算,以实现总库存成本最低的最佳订货量;6．7定量订货方式fixed-quantity system FQS当库存量下降到预定的最低的库存数量订货点时,按规定数量一般以经济订货批量为标准进行订货补充的一种库存管理方式;6．8 定期订货方式fixed-quantity system FIS按预先确定的订货间隔期间进行订货补充的一种库存管理方式;6．9 ABC分类管理ABC classification将库存物品按品种和占用资金的多少分为特别重要的库存A类、一般重要的库存B类和不重要的库存C类三个等级,然后针对不同等级分别进行管理与控制;6．10 电子订货系统Electronic order system EOS不同组织间利用通讯网络和终端设备以在线联结方式进行订货作业与订货信息交换的体系; 6．11 准时制just in time JIT在精确测定生产各工艺环节作业效率的前提下按订单准确的计划,消除一切无效作业与浪费为目标的一种管理模式;6．12 准时制物流just-in-time logistics一种建立在JIT管理理念基础上的现代物流方式;6．13 零库存技术zero-inventory logistics在生产与流通领域按照JIT组织物资供应,使整个过程库存最小化的技术的总称;6．14 物流成本管理logistics cost control对物流相关费用进行的计划、协调与控制;6．15 物料需要计划material requirements planning MRP一种工业制造企业内的物资计划管理模式;根据产品结构各层次物品的从属和数量关系,以每个物品为计划对象,以完工日期为时间基准倒排计划,按提前期长短区别各个物品下达计划时间的先后顺序;6．16 制造资源计划manufacturing resource planning MRP II从整体最优的角度出发,运用科学的方法,对企业的各种制造资源和企业生产经营各环节实行合理有效地计划、组织、控制和协调,达到既能连续均衡生产,又能最大限度地降低各种物品的库存量,进而提高企业经济效益的管理方法;6．17 配送需要计划distribution requirements planning DRP一种既保证有效地满足市场需要,又使得物流资源配置费用最省的计划方法,是MRP原理与方法在物品配送中的运用;6．18 配送资源计划distribution resource planning DRP II一种企业内物品配送计划系统管理模式;是在DRP的基础上提高各环节的物流能力,达到系统优化运行的目的;6．19 物流资源计划logistics resource planning LRP以物流为基础手段,打破生产与流通界限,集成制造资源计划、分销需要计划以及功能计划而形成的物资资源优化配置方法;6．20 企业资源计划enterprise resource planning ERP在MRP II 的基础上,通过反馈的物流和反馈的信息流、资金流,把客户需要和企业内部的生产经营活动以及供应商的资源整合在一起,体现完全按用户需要进行经营管理的一种全新的管理方法;6．21 供应链管理supply chain management SCM利用计算机网络技术全面规划供应链中的商流、物流、信息流、资金流等,并进行计划、组织、协调与控制;6．22 快速反映Quick response QR物流企业面对多品种、小批量的买方市场,不是储备了"产品",而是准备了各种"要素",在用户提出要求时,能以最快速度抽取"要素",及时"组装",提供所需服务或产品;6．23 有效客户反映efficient customer responseECR以满足顾客要求和最大限度降低物流过程费用为原则,能及时做出准确反应,使提供的物品供应或服务流程最佳化的一种供应链管理战略;6．24 连续库存补充计划continuous replenishment program CRP利用及时准确的销售时点信息确定已销售的商品数量,根据零售商或批发商的库存信息和预先规定的库存补充程序确定发货补充数量和配送时间的计划方法;6．25 计算机付诸订货系统computer assisted ordering CAO基于库存和客户需要信息,利用计算机进行自动订货管理的系统;6．26 供应商管理库存vendor managed inventory VMI供应商等上游企业基于其下游客户的生产经营、库存信息,对下游客户的库存进行管理与控制;6．27 业务外包outsourcing企业为了获得不单纯利用不、内部资源更多的竞争优势,将其非核心业务交由合作企业完成; 资料来源：http://vip.6to23/our56/study/html/tjzl/wlbz/wlglsy.htm。

需求工程资料

需求工程资料4个上下文刻面：主体、使用、IT系统、开发3类需求制品：目标、场景、面向方案的需求3个核心活动：获取、文档化、分析2个横切活动：确认、管理软件工程（Software Engineering）：对于软件开发、操作以及维护的系统化、规范化和可量化的应用方法。

需求工程（requirement engineering）：是所有需求处理活动的总和，它收集信息、分析问题、整合观点、记录需求并验证其正确性，最终反映软件被应用后与其环境互动形成的期望效应，需求工程是软件工程关于现实世界的目标、功能和软件系统约束的一个分支，它也关注着上述因素之间的关系来精确软件行为的规格说明和它们随时间随产品族的演化。

需求（Requirements）：⑴用户解决某个问题或者达到某个目标所需要的条件或能力；⑵一个系统或系统组件为了实现某个契约、标准、规格说明（规约）或其他需要遵循的文件而必须满足的条件或拥有的能力；⑶对⑴或⑵中所描述的条件或能力的文档化表示。

需求制品（requirement artifacts）：需求制品是文档化的需求。

需求类型（requirement types）：⑴domain, application⑵system, software, user⑶function, quality(nonfunctional, performance), constraints⑷目标需求、商业需求用户需求（User requirement）：用户或其他涉众期望系统实现的目标或功能。

系统需求（System Requirement）：系统作为一个整体所实现的需求。

功能性需求（Functional Requirement）：是关于系统应提供的服务、系统针对特定输入如何响应，以及系统在特定情况下的行为的陈述。

在某些情况下，功能性需求还会陈述系统不应做什么。

非功能性需求（Non-Functional Requirements）：是一个不明确的功能性需求或者是一个质量需求。

影视专用术语

1、三分规则rule of thirds：为了使构图更加匀称，将一个画面分成三等份而不是两半。

2、中景镜头medium shot：交待被摄主体及其周围情况的镜头，缩写为MS。

3、切入镜头cut–in：某镜头中的人或物是一个镜头的局部元素，前者就叫后者的切入镜头。

4、切出镜头cut–away：某个镜头中的人或物没有在上一个镜头中出现，前者叫做后者的切出镜头，常用来交待相关的细节或他人的反应。

5、主镜头master shot：交代整个场景及其中所有主要元素的镜头。

6、主观镜头point–of–view shot：显示剧中人所看到情景的镜头，缩写为POV。

7、白天拍夜景day–for–night：镜头在白天拍，但视觉效果像是夜晚。

8、交叉淡入淡出cross–fade：声音（图象）淡入的同时另一声音（图象）淡出。

9、淡入/淡出fade–out/fade–in：一个清晰画面逐渐过渡为黑场，从有声到无声；反之亦然。

10、全景镜头long shot：强调整体环境及其中人或物的分布状况的镜头。

11、低角度镜头（仰拍镜头）low–angle shot：从低角度向上拍摄的镜头。

12、高角度镜头（俯拍镜头）high–angle shot：从高角度向下拍摄的镜头。

13、走位blocking：决定演员在一个镜头中的位置及运动路线。

14、近摄macro：镜头的一种设置，可以拍摄镜头极近的物体。

15、定位镜头establishing shot：引导观众进入一个新的地点或时间的镜头。

16、长焦镜头long lens：能够放大被摄主体，压缩空间距离的镜头。

17、衰减时间decay：一个声音从最大音量到完全无声所用的时间。

18、过肩镜头over–the–shoulder shot：在这个镜头中观众的视线可以越过一个人物的肩部看到另一个人或物，缩写为OS。

19、摇滚rock&roll：一场剧刚开始时使用一系列剧烈晃动的全景镜头，好像观众在摇动着看这场戏。

专升本英语单词词汇星火英语

专升本英语单词词汇星火英语Requirement Acquisition.Requirement acquisition is a crucial phase in the software development life cycle (SDLC) that involves eliciting, analyzing, documenting, and managing user and stakeholder requirements. It serves as the foundation for successful software development projects, ensuring that the end product aligns with the intended purpose and expectations.Elicitation Techniques.Effective requirement elicitation involves employing various techniques to gather information from stakeholders. These include:Interviews: Conducting one-on-one or group discussions to gather insights, opinions, and expectations from users.Document Analysis: Reviewing existing documents, such as business plans, process descriptions, and user stories, to identify potential requirements.Observation: Directly observing stakeholders in their work environment to gain a deeper understanding of their needs and behaviors.Prototyping: Creating interactive prototypes to provide stakeholders with a tangible representation of the proposed system, facilitating feedback and refinement.Brainstorming: Conducting group sessions to generate a wide range of ideas and potential requirements.Requirement Analysis and Prioritization.Once requirements have been elicited, they must be analyzed to ensure completeness, consistency, and feasibility. This involves:Classification: Categorizing requirements based ontheir type, such as functional, non-functional, or business requirements.Verification: Validating requirements against user expectations and ensuring that they are testable and verifiable.Prioritization: Establishing the relative importance of each requirement to guide development efforts.Traceability: Establishing relationships between requirements and other artifacts, such as design specifications and test cases, to ensure consistency and accountability.Requirement Management.Requirement management is an ongoing process that involves documenting, tracking, and controlling requirements throughout the SDLC. This includes:Requirement Documentation: Creating comprehensiverequirement specifications that clearly define the system's functionality, performance, and other characteristics.Requirement Change Management: Managing changes to requirements effectively to ensure that the system remains aligned with user needs.Requirement Verification and Validation: Regularly verifying and validating requirements to ensure their accuracy, completeness, and consistency.Requirement Prioritization and Traceability: Continuously prioritizing and tracing requirements throughout the development process to guide decision-making and ensure traceability.Benefits of Effective Requirement Acquisition.Effective requirement acquisition and management offer numerous benefits for software development projects, including:Increased Project Success: Clear and well-defined requirements reduce the likelihood of misinterpretation, rework, and project failure.Improved Stakeholder Satisfaction: Involving stakeholders in the requirement acquisition process increases their buy-in and ensures that their needs are met.Enhanced Software Quality: Accurate and complete requirements facilitate the development of high-quality software that meets user expectations.Reduced Development Costs: By identifying and addressing requirements upfront, development efforts can be streamlined, reducing overall project costs.Improved Project Management: Transparent and well-managed requirements provide a solid foundation for project planning, scheduling, and risk management.Conclusion.Requirement acquisition and management are critical to the success of any software development project. By effectively eliciting, analyzing, prioritizing, and managing requirements, organizations can increase project success, improve stakeholder satisfaction, enhance software quality, reduce development costs, and improve project management.。

推荐一款开源的测试用例管理工具Testlink用户手册

User Manual TestLink 1.6Copyright © 2004,2005 TestLink Development TeamPermission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version 1.2 or any later version published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts. The license is available in "GNU Free Documentation License" homepage.1. General informationTestLink is web based Test Management system. This manual should serve as source for users to understand processes and organization of testing with TestLink. See to Installation manual for more information about system requirements, installation steps and configuration. The latest documentation is available on or .See an example of TestLink workflow:1.Administrator create a product “Fast Foo” and a user Adam with rights“leader” and Bela with rights “Senior tester”.2.Adam imports Software Requirements and for part of these requirementsgenerates empty Test cases.3.Bela describe test sneario of these Test cases that are organizedaccording to Components and Categories.4.Adam creates Keyword: “Regression” and assignes this keyword to tenof these test cases.5.Adam creates a Test Plan “Fish & Chips”, Build “Fish 0.1” and addTest Cases with keywords “Regression”.6.Adam and Bela execute and record the testing with result: 5 passed, 1failed and 4 are blocked.7.Developers make a new build “Fish 0.2” and Bela tests the failed andblocked test cases only. Exceptionaly all these five Test cases passed.8.Manager would like to see results. Administrator explain him that he cancreate account himself on the login page. Manager do it. He has “Guest”rights and could see results and Test cases. He can see that everything passed in overal report ;-) and problems in build “Fish 0.1” in a report for particular Build. But he can change nothing.2. Overall structureThere are three cornerstones: Product, Test Plan and User. All other data are relations or attributes for this base. First, definition of a couple of terms that are used throughout the documentation.2.1 Products and Test PlansProduct: A product is something that will exist forever in TestLink. Products will undergo many different versions throughout their life times. Product includes Test Specification with Test Cases and should be sorted via Keywords.Test Plan: Test Plans are created when you'd like to execute test cases. Test plans can be made up of the test cases of one or many products. Test Plan includes Builds, Test Case Suite and Test Results.2.2 Test Case CategorizationTestLink breaks down the test case structure into three levels components, categories, and test cases. These levels are persisted throughout the application.Component: Components are the parents of categories. Each component can have many categories.Category: Categories are the parents of test cases. Each category can have many test cases.Test Case: Test cases are the fundamental piece of TestLink.Test Specification: All components, categories and test cases within Product. Test Case Suite: All components, categories and test cases within Test Plan.2.3 UsersAn User has a Role, that defines available TestLink features. See more in chapter User Administration.The next picture shows common activity according to user roles:Illustration 1: Functionality overview3. Test Specification3.1 Creating Test CasesTester must follow this structure: component, category and test case. At first you create component(s) for your product. You can fill description which can be printed then. Component includes categories. Category has the similar meaning but is second level of Test Specification and includes just Test Cases.User can also copy or move Test Cases.Test Cases has next parts:∙Title: could include either short description or abbreviation (e.g.TL-USER-LOGIN)∙Summary: should be really short; just for overview.∙Steps: describe test scenario (input actions); can also include precondition and cleanup information here.∙Expected results: describe checkpoints and expected behaviour a tested product or system.3.2 Deleting Test CasesTest cases, categories, and components may be deleted from a test plan by users with lead permissions from the "delete test cases" screen. Deleting data may be useful when first creating a test plan since there are no results. However, Deleting test cases will cause the loss of all results associated with them. Therefore, extreme caution is recommended when using this functionality.3.3 Requirements relationTest cases could be related with software/system requirements as n to n. The functionality must be enabled for a product. User can assign Test Cases and Requirements via link Assign Requirements in the main screen.4. Keywords4.1 Using keywordsKeywords were created to give users another level of depth when categorizing test cases. Keywords serve as a collection of Test cases with some attribute within a Test specification. You can use it to define e.g.∙Regression or Sanity set∙Reviewed Test cases∙Set of test cases valid for one platform4.2 Keyword CreationAt this time keywords can only be created by users with the mgt_modify_key rights. These rights are currently held only by Leaders. Once a keyword or grouping of keywords have been created users may assign them to test cases.4.3 Assigning KeywordsKeywords may be assigned to test cases either from the assign keyword screen (in batch) or via the test case management (individually).4.4 Filter by KeywordUsers have the ability to filter by Keywords for:∙Search Test Cases in Test Specification.∙Add groups of Test cases in a Test case Suite (Test plan).∙Execute test screen.5. Requirement based testing5.1 IntroductionTo proof that a system is build as specified, testers use requirement based testing. For every requirement, they design one or more test cases. At the end of the test execution a test manager reports on the tests that are executed and the requirements that are covered. Based on this information the client and the various stakeholders decide whether a system can be transferred to the next test phase or can go live. To ensure that a system is build as specified, test managers use a combination of risk and requiremetn-based testing to ensure that a system is build as specified from the customer and stakeholders perspective. As a result, this complete testing delivers the following advantages:∙Linking risks and requirements will reveal vague or missing requirements.This is especially interesting for risks with a high priority.∙Testing can be focused on the most important parts of an information system first: covering the risks with the highest priority.∙Communicating in the same language as the client and the stakeholders.This makes it easier to report on the status of the test project. Beside that a better founded decision can be made whether to invest more in testing or take the risk.∙The risks and their priority make negotiating on the test project in times of pressure easier. What risks have to be covered within this test project and which ones can be postponed. Risk and requirement-based testing results in a better controlled test project. The communication with the client and the stakeholders improved. The test manager begins testing with risks with the highest priority. The process is streamlined and the end result is higher quality.5.2 AvailabilityThe functionality is available on product level. I.e. Administrator should enable it for a specified product (Edit Product link in Main window). Otherwise links are not shown.There are two user levels for this feature. The most of roles can view requirement but not modify. Refer to User section for more.5.3 Requirements SpecificationRequirements are bunched to one or more System/Software/User Requirement Specifications.Illustration 2: Dependencies between requirement related objectsCreate a document with Requirements:1.Click Requirements Specification in Main window. The List of RequirementSpecification window is shown.2.Press Create button to create a document.3.Adjust Title, Scope and eventually Count of Test cases. The lastparameter is used for statistics. Use only if you have a valid Requirement document but not all requirements are available at the moment in TestLink.Default value 'n/a' means that the current count of requirements in a specification is used.4.Press Create button to add data to database. You can see the title ofyour new created document in the table of List of Requirement Specification window.5.Click the title of document for next work. The Requirement Specificationwindow is shown.Each Requirement Specification has own statistics and report related to included data.All Specification could be printed via Print button in the Requirement Specification window. Administrator can define company, copyright and confident text via configuration files.5.4 RequirementsEach requirement has Title, Scope (html format) and Status. Title must not be unique and has max. 100 characters. Scope paramter is text in HTML format. Status can have vale VALID or NOT_TESTABLE. A NOT_TESTABLE requirements are not counted to metrics.Requirements could be created/modified or deleted manually via TestLink interface or imported as CSV file.5.4.1 Import requirementsTestLink support two types of CSV. The first 'simple' is composed from title and scope in each row. The second 'Export from Doors' try to detect header and chooses correct fields. Import compare titles and allow to solve conflicts. There are three ways: update, create requirements with same title and skip adding the conflicted ones).5.4.2 Requirements to Test Case relationTest cases are related with software/system requirements as * to *. I.e. you can assign more Test cases to one Requirement and more requirements could be covered by one Test Case. User can assign Requirements to Test Cases via the Assign Requirements link in the Main window.A coverage of Test Specification could be view via pressing the button Analyse in the Requirement Specification window.5.4.3 Requirement based ReportNavigate to Reports and Metrics menu. There is Requirements based Report link. Requirements in currect Requirement Specification and Test Plan are analysed for this report. All the latest result of test cases (available in Test Plan) are proceeded for each requirement. The result with the highest priority is applied for the requirement. Priority from the highest are: Failed, Blocked, Not Run and Passed.Example of requirement coverageA requirement is covered by three Test Cases. Two of them are includedin the current Test Suite. One passed and one was not tested for the Build1. Now Requirement has overall result: Not Run. Second test case was tested with Build 2 and passed. So Requirement passed too.6. Products6.1 OverviewProducts are the cornerstone of TestLink. Products are releases of your company that may change their features and functionality over time but for the most part remain the same.6.2 Creating new productsCreate a new product is admin right. You cannot create products with the same name. You can assign a color of backgroung to product for a better lucidity.Things to note when creating a new product:∙Deleting Products themselves is not recommended from the system, because the deletion of products would either orphan lots of test plan cases or lead to their deletion.∙Test Plans represent the testing of a product at a certain point of time.What this means is that All Test Plans are created from Product test cases.∙TestLink has the ability to import your data into a product. Data is read in CSVs form and is explained further in the import section.7. Test Plans7.1 Creating a new Test PlanTest plans are the basis for test case execution. Test plans are made up of test cases imported from products at a specific point of time. Test plans can only be created by leads. Test plans may be created from other test plans. This allows users to create test plans from test cases that at a desired point in time. This may be necessary when creating a test plan for a patch. In order for a user to see a test plan they must have the propper rights. Rights may be assigned (by leads) in the define User/Project Rights section. This is an important thing to remember when users tell you they can't see the project they are working on7.2 BuildsBuilds are a specific release of software. Each project in a company is most likely made up of many different builds. In TestLink execution is made up of both builds and test cases. If there are no builds created for a project the execution screen will not allow you to execute. The metrics screen will also be completely blank. Builds currently cannot be edited or deleted.7.3 Deleting TestPlansTest plans may be deleted from the main page by users with lead permissions. Deleting test plans permanently erases the test plan and all of its corresponding data (test cases, results, etc). The deleting of data is a scary prospect and should be reserved to extreme cases. TestLink also allows users to deactivate test plans so that they no longer appear as a menu option.8. Test Case Suite8.1 Adding new Test CasesTest Case Suite is set of test cases which are defined to be run within Test Plan. Test case Suite is created via Add Test Cases from Test Specification to Test Plan. Test cases are added including Steps and Expected result. So, you must use 'Update modified Test Cases' page to update test scenario (version of test case).Data from multiple products can be added into one test plan. Test Specification data can be filtered by keywords (adjusted in navigation pane).Once data has been imported into a test plan it will be marked with checkmark. If a test case has already been imported it will be ignored if it is imported again.8.2 Removing Test Cases from Test Case SuiteTest cases, categories, and components may be deleted from a test plan by users with Leader permissions from the "Remove test cases" page. Deleting data may be useful when first creating a test plan since there are no results. However, Deleting test cases will cause the loss of all results associated with them. Therefore, extreme caution is recommended when using this functionality.8.3 PriorityTestLink gives users with Leader rights the ability to assign ownership and priority to test cases. General Risk/Ownership is done at the category level. TestLink currently does not allow users to assign risk or ownership at the individual test case level.Risk levels are low, medium, high and Importance levels are 3, 2, 1. Users can rank the combinations of risk and importance (L1, L2, L3, M1, H2, M3, H1, H2, H3) as priority A,B,C.Assigning risk, importance, ownership, and priority are all optional and will default to priority B in the metrics screen.8.4 OwnershipOwnership affects both the execution and metrics screens. In the execution screen users have the ability to sort the executable test cases by the ones they have ownership of. In the main metrics screen there is a table that shows the remaining test cases by ownership. If there are no test case owners it defaults to none.A Tester can also see a metrics of own executed tests in main page if these metrics are enabled (see Installation manual).9. Test Execution9.1 GeneralTest execution is available when:1. A Test Specification is written.2. A Test Plan is created.3.Test Case Suite (for the Test Plan) is defined.4. A Build is created.5.The Test plan is assigned to testers (otherwise they cannot navigate tothis Test Plan).Select a required Test Plan in main page and navigate to the 'Execute tests' link. Left pane serves for navigation in Test Case Suite via tree menu, filtering and define a tested build.9.2 NavigationThe navigation pane consists from a 'Filter & Settings' box and a tree menu with Test Case Suite.9.2.1 Filtering Test CasesThis table allows the user to filter test cases for smart navigation before they are executed.∙Owner: Users can filter test cases by their owner. Ownership is determined at the category level, is determined by leads, and can be changed at the Assign Risk and Ownership page under metrics.∙Keyword: Users can filter test cases by keyword. Keywords are set either using the Create/Edit/Delete Test Cases or by the Assign Keywords To Multiple Cases. Keywords can only be created, edited, or deleted by leads but may be assigned to test cases by testers.∙Result: Users can filter test cases by results. Results are what happened to that test case during a particular build. Test cases can pass, fail, be blocked, or not be run.9.2.2 Define a tested buildUsers can filter test cases by builds. Builds are the basic component for how test cases are tracked. Each test case may be run once and only once per build. Builds can be created by leads using the Create New Build page.9.2.3 Tree menuThe tree menu in navigation pane includes Test Case Suite colored by results.Menu colored: By default the tree will be sorted by the results for the defined build that is chosen from the dropdown box.Example TC colored according to the buildUser selects build 2 from the dropdown box and doesn't check the "most current" check box. All test cases will be shown with their status from build 2. So, if test case 1 passed in build 2 it will be colored green.Second possibility Last result is that menu is colored according to the latest test result.Example TC colored according to the latest resultUser selects build 2 from the dropdown box and this time checks the "most current" check box. All test cases will be shown with most current status.So, if test case 1 passed in build 3, even though the user has also selected build 2, it will be colored green.9.3 Execution9.3.1 Test StatusExecution is the process of assigning a result (pass, fail, blocked) to a test case for a specific build. 'Blocked' test case is not possible to test for some reason (e.g. a problem in configuration disallows to run a tested functionality).9.3.2 Insert Test resultsTest Results screen is shown via click on an appropriate component, category or test case in navigation pane. The title shows the current build and owner. The colored bar indicate status of the test case. Yellow box includes test scenario of the test case.The indication that the test case was updated or deleted in test Specification is not supported in 1.5 version.Updated Test Case: Users will see the American flag if the original version of the test case (on the management side) has been updated. If users have the proper rights they can go to the update/delete test case page either through clicking on the test case number next to the flag or through the link on main page. It is not necessary for users to update test cases if there has been a change. They simply have the option of doing so if they wish.Deleted Test Case: Users will see the "x" symbol if the original version of the test case (on the management side) has been deleted. If users have the proper rights they can go to the update/delete test case page either through clicking on the test case number next to the "x" or through the link on main page.10. Test Reports and MetricsThe metrics pages sum up the results of execution into reports. Metrics are broken down by both individual builds and across all builds.10.1 General Test Plan MetricsThis page shows you only the most current status of a test plan. For instance, you have test case 1 which was executed in builds 1,2, and 3. Build 1 2 3 Status Pass Fail Blocked Since the most recent result of the test case is blocked the result on the "Across All Builds" page would be blocked. If a user would go and change the status of build 3 to something else or not run the current result would be fail.(in TL 1.0.4: View Project Status Across All Builds)10.2 Metrics of active BuildThis report shows the detailed results for a particular build defined in navigation pane.(in TL 1.0.4: View Status by an Individual Build)10.3 The Overall Build StatusView The Overall Build Status This report show a high level view of each build's result.10.4 Query MetricsQuery results for specific test cases based on keyword, component, owner, last result, and 1 or more builds. For example if you wanted to know if a test case has failed, passed, blocked, or has not been run in builds 2, 3, and 4 you would want to use this query functionality. Additionally you could determine if test cases assigned to a tester have been executed in a set of builds. This is important because test passes may occur over multiple builds, and multiple test passes may occur during the development cycle. This is especially handy at the end of a development cycle when you want to know if certain cases have been run over the past few builds of the product. This functionality differs from other reports which display results on a specific build, or all builds.Export to MS Excel is also available.10.5 Test ReportView Status By Individual Test Cases This report shows each test case's result for every build. An user can navigate to Test Execution screen via link for each test Status.Export to MS Excel is also available.10.6 Blocked/Failed Test CasesThese reports show all of the currently blocked or failing test cases. 10.7 Total Bugs For Each Test CaseThis report shows each test case with all of the bugs filed against it for the entire project. This metrics are available only if Bug Tracking System is connected.10.8 E-mail Test reportEmail Test Plan Info This page allows users to email the results of the entire test Plan or for a particular build. It also allows users to email the status of a component11. User Administration11.1 Account settingsEvery user on the system will also be able to edit their own information via the Account settings window (link Personal in menu bar).TestLink allows users with administrator rights to create, edit, and delete users within the system. However, TestLink does not allow administrators to view or edit user's passwords. If users forget their passwords there is link on the login screen, that will mail the user their password based upon their user name and the email address they entered.11.2 Role PermissionsTestLink is built with 6 different default permission levels built in. Changing of these rights is handled by the user administration link which is accessible by admins. These permission levels are as follows:∙Guest: A guest only has permission to view test cases and project metrics.∙Test Executor: A tester outside of the company that only has permissions to run tests allotted to them. (initially in 1.0.4 - otester)∙Test Designer: A user can fully work with Test Specification and Requirements.∙Test Analyst: A tester can view,create, edit, and delete test cases as well as execute them. Testers lack the permissions to manage test plans, manage products, create milestones, or assign rights. (initially tester, senior tester)∙Test Leader: A lead has all of the same permissions as a Tester but also gains the ability to manage test plans, assign rights, create milestones, and manage keywords∙Admininstrator: An admin has all of the same permissions as a lead but gains the ability to manage productsNote: Test plan related features needs also assign a Test Plan to be available. See Test Plan Assignment.11.2.1 User RolesThere are predefined user roles. Adminstrator gives appropriate ability to modify data within TestLink. Each user has assigned just one of these roles. If you view the table you will see rows for each of the permissions levels (guest ,tester, senior tester, leader, admin). The column next to the row holds all of the different rights levels which will be defined below. These levels have been determined as standard for the use but they are free to be edited or define a new roles (for experienced administrator). The user table contains a foreign key that points to the appropriate permission level in the rights table. RoleList of Rights Ability Guest mgt_view_tc, mgt_view_key, tp_metrics Browse data only.Test Executor tp_execute,tp_metricsExecute test only. Test Analyst tp_execute,tp_metrics, tp_create_build, mgt_view_tc,mgt_modify_tc, mgt_view_key, mgt_view_req Edit test Specification and execute tests.Test Designer tp_metrics, mgt_view_tc, mgt_modify_tc, mgt_view_key, mgt_modify_req, mgt_view_req Edit Test Specification and Requirements.Test Leader tp_execute, tp_create_build,tp_metrics, tp_planning, tp_assign_rights, mgt_view_tc, mgt_modify_tc, mgt_view_key, mgt_modify_key, mgt_view_req, mgt_modify_reqAll Test Plan right, edit test Specification and execute tests. Administrator tp_execute, tp_create_build, tp_metrics, tp_planning, tp_assign_rights, mgt_view_tc, mgt_modify_tc, mgt_view_key, mgt_modify_key, mgt_view_req, mgt_modify_req, mgt_modify_product, mgt_users Everything possible. Only this role can maintain products and users. Table 1: Role description11.2.2 Rights DefinitionsNext tables list keywords used for definition of role abilities.RightDescription mgt_view_tc Viewing Test Specification (data of component, category, and testcase)mgt_modify_tc Edit Test Specification (create,modify,delete,order, move, and copycomponents, categories, and test cases)mgt_view_keyViewing keywordsRight Descriptionmgt_modify_key Modifying keywordsmgt_modify_product Create,edit and delete productsmgt_view_req View requirementsmgt_modify_req Create,edit, associate and delete requirements Table 2: Product related RightsRight Descriptiontp_execute Ability to execute test cases (insert test results) tp_create_build Ability to create buildstp_metrics Viewing metricstp_planning create, edit, delete Test Plans, assign risk/ownership, milestones, edit Tes Case Suitetp_assign_rights Assigning the rights to view projectsTable 3: Test Plan related Rights11.3 Test Plan AssignmentUsers can see only assigned Test Plans. In order to gain test plan permissions a user with lead or admin status must give them rights through the “Define user/project rights” link under “Test Plan Management”.All users in the system will by default not have permissions to view newly created test plans (except for the test plan creator who can give themselves permissions at creation). Zero test plan permissions means that users will not see any Test Plans in the Test Plan dropdown box on main screen.There is a table with Test Plan rights (i.e. which users can see which Test plan). This table is made up of a combined user id and project id. The main page contains code which checks to see if the logged in user has the appropriate permissions (and then shows the allowed projects. It is not recommended that this be hacked with.。

it软件开发流程管理规定英文

it软件开发流程管理规定英文全文共3篇示例，供读者参考篇1IT Software Development Process Management Regulation1. IntroductionIn order to ensure the efficiency and quality of software development projects, it is important to have a set of rules and regulations in place for managing the development process. This document outlines the key principles and guidelines for managing the software development process in the IT department.2. Software Development LifecycleThe software development process should follow a structured lifecycle approach, such as the waterfall model or agile methodology. The key stages of the software development lifecycle include requirements gathering, design, implementation, testing, deployment, and maintenance.3. Project PlanningA detailed project plan should be created at the beginning of each software development project, outlining the scope, goals, timeline, resources, and milestones. The project plan should be regularly reviewed and updated throughout the project to ensure that it remains on track.4. Requirement AnalysisThe IT team should work closely with stakeholders to gather and analyze the requirements for the software project. The requirements should be documented in a clear and unambiguous manner to ensure that all team members have a common understanding of what needs to be delivered.5. Design and DevelopmentThe design and development phase involves creating the architecture, user interface, and code for the software solution. The development team should follow coding standards, best practices, and version control procedures to ensure that the code is reliable, secure, and maintainable.6. Testing and Quality AssuranceThorough testing and quality assurance procedures should be followed to identify and fix bugs, errors, and defects in the software. Testing should include unit testing, integration testing,system testing, and user acceptance testing to ensure that the software meets the specified requirements.7. Deployment and MaintenanceThe deployment phase involves installing and configuring the software in the production environment. Regular maintenance and support should be provided to address any issues, enhance functionality, and ensure that the software remains up-to-date and secure.8. Documentation and TrainingComprehensive documentation should be provided for the software project, including user manuals, technical guides, and release notes. Training should be offered to end-users to help them understand how to use the software effectively.9. Change ManagementAny changes to the software project should be carefully managed and approved through a formal change management process. Changes should be documented, tested, and reviewed to ensure that they do not negatively impact the project.10. ConclusionEffective software development process management is essential for delivering high-quality, on-time, and within budget software projects. By following the principles and guidelines outlined in this document, the IT department can ensure that software development projects are successful and meet the needs of stakeholders.篇2IT Software Development Process Management Regulations1. IntroductionSoftware development is a complex and iterative process that requires careful management to ensure timely delivery of high-quality products. This document outlines the regulations and guidelines for managing the software development process in the IT department.2. Project PlanningBefore starting any software development project, a thorough project plan must be created. This plan should include a detailed scope of work, resources required, timelines, and milestones. The project plan should be reviewed and approved by all stakeholders before proceeding.3. Requirement AnalysisOne of the most crucial steps in software development is gathering and analyzing requirements. A comprehensive requirements document should be created, outlining all features, functionalities, and user needs. It is essential to involve all stakeholders in the requirement analysis process to ensure alignment with business goals.4. Design PhaseOnce the requirements have been finalized, the design phase can begin. The design phase should include creating a detailed system architecture, user interface design, and database schema. The design should be reviewed and approved by technical experts and stakeholders.5. Development PhaseThe development phase involves coding the software based on the design specifications. It is crucial to follow coding standards, best practices, and version control processes during development. Regular code reviews and testing should be conducted to ensure code quality and functionality.6. Testing PhaseAfter development, thorough testing should be conducted to identify and resolve any bugs or issues. Different types of testing, such as unit testing, integration testing, and user acceptance testing, should be performed to ensure the software meets the requirements and functions as expected.7. Deployment and MaintenanceOnce the software has been tested and approved, it can be deployed to the production environment. It is essential to plan the deployment carefully, ensuring minimal downtime and disruption to users. After deployment, ongoing maintenance and support should be provided to address any issues or updates.8. Change ManagementSoftware development is an evolving process, and changes may be required based on user feedback or business requirements. A change management process should be established to track and prioritize change requests, assess their impact, and implement them efficiently.9. DocumentationProper documentation is essential for software development projects. Detailed documentation should be created for requirements, design, code, testing, and deployment processes.This documentation ensures that all team members are on the same page and allows for easy maintenance and future enhancements.10. Compliance and SecurityFinally, compliance and security measures should be incorporated into the software development process. This includes ensuring compliance with data protection regulations, implementing secure coding practices, and conducting regular security audits.In conclusion, effective software development process management is crucial for the successful delivery of high-quality software products. By following these regulations and guidelines, the IT department can streamline the development process, improve collaboration among team members, and enhance the overall quality of the software.篇3Software Development Process Management Regulations1. IntroductionSoftware development process management is essential for ensuring the successful completion of IT projects. It involvesplanning, organizing, and controlling the various stages of software development to deliver high-quality products on time and within budget. This document outlines the regulations for managing the software development process in accordance with industry best practices.2. Process FrameworkThe software development process is divided into several key stages, including requirements analysis, design, implementation, testing, and deployment. Each stage has its own set of tasks and deliverables that must be completed before progressing to the next stage. A clear process framework helps to ensure that these tasks are completed in a systematic and efficient manner.3. Roles and ResponsibilitiesEffective process management requires clear delineation of roles and responsibilities within the development team. The project manager is responsible for overall project planning and coordination, while the development team is responsible for carrying out the tasks outlined in the project plan. Each team member must be clear about their role and responsibilities to ensure smooth execution of the project.4. DocumentationComprehensive documentation is essential for managing the software development process. This includes requirements specifications, design documents, test plans, and user manuals. Documentation helps to ensure that all project stakeholders have a clear understanding of the project requirements and can track progress throughout the development process.5. Quality AssuranceQuality assurance is a key aspect of software development process management. It involves conducting thorough testing of the software to identify and resolve any defects before deployment. Quality assurance should be an ongoing process throughout the development lifecycle to ensure that the final product meets all quality standards.6. Change ManagementChange management is crucial for managing the impact of changes on the software development process. Any changes to project requirements, scope, or timeline must be carefully evaluated and approved by the project manager. Change management helps to ensure that the project stays on track andthat any changes do not negatively impact project deadlines or budget.7. Risk ManagementRisk management involves identifying and mitigating potential risks that could impact the success of the project. Risks may include resource constraints, technical challenges, or changes in market conditions. By proactively identifying and addressing risks, project managers can minimize their impact on the project and ensure its successful completion.8. ConclusionEffective software development process management is critical for the success of IT projects. By adhering to the regulations outlined in this document, project managers can ensure that projects are completed on time, within budget, and to the satisfaction of stakeholders. By following industry best practices and maintaining clear communication with the development team, project managers can successfully navigate the complexities of software development and deliverhigh-quality products that meet the needs of end users.。

承包商HSSE管理体系要求

Phase 1: HSSE pre-qualification requirement for contractor第一阶段：HSSE 承包商投标资格规定1 Leadership & commitment领导力及承诺n/a 不使用 2 Policy & strategic objective政策及战略性目旳TRC=0 可记录事故＝0 3 Organization, responsibility, resource,standard and documentation组织，职责，资源，原则及文献－ >= 1 competent HSSE focal point, allocate sufficient budget for HSSE equipment & PPE procurement and other HSSE management－ Define role and responsibility and havedocumentation record－ Define the HSSE competence and trainingrequirement to the positions in the field－至少有名合格旳HSSE 负责人，分派足够旳预算用于配置HSSE 所需旳设备和个人防护在装备及实行其他HSSE 管理4 Hazards and effects management process 危害及影响管理程序 Identified the risks involved in the work scope, assessthe risk level, have clear process to manage high riskwork识别出工作范围内所波及到旳风险，评估风险水平，有清晰旳流程来管理高风险工作5Planning and procedures 计划及程序－ Have the work standards, processes andinstructions to manage risks involved in the contractscope－ Have detailed work plan to manage the specificproject HSSE risks－制定出了工作原则，流程，指导来管理协议范围内所波及到旳风险－有详细旳工作计划来管理详细项目中所波及到旳HSSE 风险 6Implementation, monitoring and reporting 执行，监控及汇报－ Have the mechanism to ensure the work plan and processes, standards, instruction be complied－ Report HSSE performance regularly, report NM/PI－有机制来保证工作计划，流程，原则及指导得到执行和遵守－定期汇报HSSE 旳体现，汇报险肇事故和事故隐患 7Audit 审计－ Regular inspection conducted by contractor － Random inspection by Shell－ HSSE audit conducted by Shell yearly－承包约定期进行自我检查－壳牌进行随机抽查－壳牌每年对承包商进行审计 8 Management review 管理层回忆 Review HSSE performance yearly每年回忆HSSE 旳体现Minimum Requirements of HSSE competence PERSONNELHSSE人员旳最低能力规定1. Education background: Technical school / high school or above qualification2.Working experience- Have at least 2 years in the construction industry and 1 year HSSE management working experience.3. competence:- understand national and local law & regulationsrelevant to the contract work-can assess the risk level in the work, provide solution and develop action plan to reduce the highrisk-monitor site HSSE performance and can findincompliance on site, including worker behavior, PPE, process, i.e-diagnose the gap for company and site HSSE vs target, propose solution and persuade management team toaccept it , and implement it-can conduct training to staff on site as per competence matrix- audit experience is preferred1.教育背景：技校，高中或更高旳学历2.工作经验：在建筑行业至少有2年旳工作经验，1年以上旳HSSE管理经验3.能力：－理解与协议工作内容有关旳国家和地措施律法规－能对旳评估工程中旳各项工作旳风险水平，编制控制方案和行动计划来减少风险水平－监控现场旳HSSE体现，能发现现场不合规旳状况，包括工人旳行为，个人保护设备旳使用，操作流程等－能分析出企业和现场旳HSSE体现与目旳旳差距，提出处理方案，使管理层接受方案，实行处理方案－能按照能力框架旳规定对现场工作人员实行培训－最佳有审计旳经验Phase 2: HSSE requirement for contractor (1 year after contract awarded)第二阶段：承包商被授标一年旳HSSE能力规定1. Contractor HSE Management System承包商HSSE管理系统CONTRACTOR shall have in place an HSE-MS that includes at a minimum the following elements:承包商要有一套HSSE管理系统实行到位，至少要包括如下要素：1.1 Leadership & Commitment领导力及承诺CONTRACTOR senior management shall provide strong, visible leadership and commitment to HSE management by:承包商高级管理层要对HSSE管理通过如下方面提供强有力旳，看得见旳领导力和承诺：•Allocating adequate resources for HSE management, including project and site HSE staffs, qualified equipment, facilities & PPE•Attending HSE relevant trainings and meetings•Conducting site HSE visits personally•Follow HSE requirement as a good example•分派足够旳资源用于HSSE管理，包括项目和现场旳HSE人员，符合规定旳设备设施，个人保护设备等•参与有关旳HSSE培训和会议•亲自到现场进行HSSE检查•在遵守HSE规定方面起到模范带头作用1.2 Policy & Strategic Objectives政策及战略性目旳Shall have a written HSE policy addressing the same objectives as that of the SHELL’s HSE policy. The HSE policy shall be signed by CONTRACTOR’s seni or management, and widely disseminated and understood among CONTRACTOR’s personnel.Shell China HSE Policy & Commitment, Group Golden Rules are included in Appendix 1.SHELL ENGINEER or his designated ENGINEERs have the right to prohibit commencement of WORKs or to stop any WORKs in progress if the equipment, machinery, personnel or work conditions are considered to be unsafe or not to be in compliance with any applicable HSE rules, regulations and procedures.Stoppage of the WORK shall be at CONTRACTOR’s expense until CONTRACTOR has satisfactorily rectified such unsafe acts and condition. In the event of serious or repeated infringements, SHELL may terminate the contract without compensation.有一套书面旳HSSE政策，并与壳牌旳HSE政策一致。

requirement例句

requirement单词的含义、用法和例句解析一、requirement作为需要或有赖于的意思requirement可以表示某事物或某人所需要或依赖的东西。

例如：A good degree is a minimum requirement for many jobs. 很多工作的最低要求是要有一个好的学位。

Do you have any special dietary requirements? 你有没有什么特殊的饮食需求？二、requirement作为要求或规定的意思requirement也可以表示某人或某机构对某事物或某人提出的要求或规定。

例如：It is a legal requirement that you have insurance for your car. 为你的车辆上保险是法律要求的。

Students who fail to meet the requirements ( of the course) will fail. 达不到（本门课程）要求的学生将不能及格。

三、requirement作为条件或标准的意思requirement还可以表示某事物或某人达到某种目的或水平所必须具备的条件或标准。

例如：One of the requirements of the job is fluency in two or more African languages. 这份工作的一个要求是能流利地说两种或更多的非洲语言。

We haven't yet been able to find a house that meets our requirements. 我们还没有找到符合我们要求的房子。

四、requirement的复数形式requirementsrequirement的复数形式是requirements，表示多个需要、要求、规定、条件或标准。

例如：The location fits all our requirements. 这一位置符合我们的所有要求。

requirement的用法

一、requirement的定义requirement一词源自于英文，意为“要求”或“需求”。

在商业、管理、科技等领域，requirement通常指的是产品或服务所必须满足的特定条件或标准。

在软件开发领域，requirement则指的是对软件功能、性能、接口等方面的详细描述和规定，是软件开发过程中的重要基础。

requirement的合理确定与规范管理，对于保证产品质量和项目进度具有至关重要的作用。

二、requirement的分类1. 功能性requirement功能性requirement指的是产品或系统实现特定功能的需求。

在软件开发中，功能性requirement描述了软件需要具备的各项功能，比如用户登陆、数据查询、报表生成等。

在其他领域，功能性requirement也可以指的是产品需要具备的具体功能，比如汽车需要有防抱死制动系统、空调、安全气囊等功能。

2. 非功能性requirement非功能性requirement指的是产品或系统的性能、可靠性、安全性、易用性等方面的要求。

在软件开发中，非功能性requirement包括了系统的性能要求（比如响应时间、并发用户数）、安全要求（比如数据加密、访问控制）、可靠性要求（比如系统稳定性、容错能力）等。

在其他领域，非功能性requirement也是指产品或系统需要满足的非功能性要求，比如飞机需要在特定环境下具备特定的飞行性能、耐久性等要求。

3. 软件requirement软件requirement是指在软件开发过程中，对软件功能、性能、接口等方面的详细描述和规定。

软件requirement通常包括了用户需求、系统需求、软件需求等方面的内容，是软件开发的重要基础。

4. 业务requirement业务requirement是指针对业务流程、组织结构、市场需求等方面的需求。

在项目管理中，业务requirement是项目目标和需求的具体体现，是项目成功的关键之一。

全过程工程咨询质量控制方法和流程

全过程工程咨询质量控制方法和流程1.项目需求确认阶段，需要与客户充分沟通，确保对项目需求的准确理解。

During the project requirement confirmation phase, it is necessary to communicate with the client to ensure accurate understanding of the project requirements.2.确定项目目标并制定工作计划，确保项目的可行性和可控性。

Determine project objectives and develop a work plan to ensure the feasibility and controllability of the project.3.制定项目质量控制计划，明确工程咨询的质量目标和标准。

Develop a project quality control plan to clarify the quality goals and standards of engineering consulting.4.与客户签订合同，并确定责任和义务，明确双方的权利和义务。

Sign a contract with the client, determineresponsibilities and obligations, and clarify the rights and obligations of both parties.5.制定全过程工程咨询的工作流程和技术路线图。

Develop the workflow and technical roadmap for the entire process of engineering consulting.6.确保工程咨询人员具备必要的资质和经验，符合项目要求。

Ensure that engineering consultants have the necessary qualifications and experience to meet project requirements.7.编制工作计划表和时间节点安排，保证工程咨询任务按时完成。

测试管理复习重点

测试管理课堂练习题目1、独立测试的概念以及优点缺点？独立测试的概念：独立测试是指软件测试工作由在经济上和管理上独立于开发机构的组织进行。

独立测试的优点：（1）独立的测试团队没有偏见，能够找到开发人员未能找到的缺陷；（2）独立的测试团队能够验证开发人员在设计和实现系统时所作的（隐式）假定和设想；（3）独立的测试团队可以避免来自项目经理的非正常的干预；独立测试的缺点：（1）由于测试团队独立于开发团队，可能会与开发团队缺乏沟通；（2）如果测试人员没有必要的资源，那么独立测试就有可能成为瓶颈；（3）测试如果作为项目质量的最后检查点，可能成为项目的瓶颈；（4）开发人员可能对质量有所松懈，因为他们会认为测试人员总会找到问题。

2、列出在测试计划时应该考虑的测试准备和执行活动。

测试计划的执行活动：（1）确定测试的范围和风险，明确测试的目标；（2）定义测试的整体方法（测试策略），包括测试级别的定义、入口和出口准则的定义；（3）把测试活动集成和协调到整个软件生命周期活动中去：收集、准备、开发、运行和维护；（4）决定测试什么？测试由什么角色来执行？如何进行测试？如何评估测试结果？（5）为测试分析和设计活动安排时间进度；（6）为测试实现、执行和评估安排时间进度；（7）为已定义的不同测试任务分配资源；（8）定义测试文档的数量、详细程度、结构和模板；（9）为测试准备和执行的监控、缺陷解决和风险问题选择度量项；（10）确定测试规程的详细程度，以提供足够的信息支持可重复的测试准备和执行；测试计划对于测试经理来说是贯穿于整个生命周期的持续性活动。

必须考虑测试活动的反馈并识别不断变化的风险的基础上，定期地更新测试策略和相关的计划！3、测试工作量的估算方法有哪两种,区别两种不同的估算方法.一种是：基于团队的估算另一种是：基于百分比的估算区分两种不同估算的方法：4、什么是项目风险，引起项目风险的因素有哪些？什么是产品风险，产品风险的例子？项目风险的定义：关于项目按目标交付的能力方面的风险。

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1. Preparation : (2) The ways to do?
Interview users
Questionnaires
Forms analysis Video cameras Scenarios Rapid prototyping
Zhang Shuang, zhangs@
Zhang Shuang, zhangs@
3.2
Difficulties & Challenges
User cannot describe their requirements
“I know you believe you understood what you think I said, but I am not sure you realize that what you heard is not what I meant!” We know our feet very but we cannot describe their size and shape. Only when we try shoes and feel comfortable, could we determine the right shoes.
Traceable (Req. doc. Req. record) All the items in the preliminary requirements document are given to the client to get their priority.
Zhang Shuang, zhangs@

Normally, the user is impatient to describe. It will be
better to make the user choose or judge.
Zhang Shuang, zhangs@
3.3 How to Achieve Requirements
Passive Active Leading
Zhang Shuang, zhangs@
3.2
Difficulties & Challenges
Knowledge and techniques
Most developers learn computer technique in school. They are not good at communicating with users. What should requirement analyst do, when he lacks domain knowledge.
3.3 How to Achieve Requirements
1. Preparation : (2) The ways to do?
Interview experts
Analyze existing similar product
Elicit rqmt from domain standards & rules Search material from Internet
3.3 How to Achieve Requirements
4. Requirements Confirmation
Both the clients and users sign the requirements
documentation.
Zhang Shuang, zhangs@
3.3 How to Achieve Requirements
No romantic
Let me touch you hair and feel its color.
Steps:
Preparation 2. Requirements elicitation & recording & analysis 3. Requirement documentation 4. Requirement confirmation
Zhang Shuang, zhangs@
3.2
Difficulties & Challenges
Both misunderstand requirements
What is asked for is not what is really needed. The answer is not what is really asked.

Who can give me change for ￥100? Ad. on Information Highway
The user misunderstand developer’s suggest or reply.

Developer cannot achieve proper requirement documentation. User changes requirement often. (a case)
Zhang Shuang, zhangs@
3.2
Difficulties & Challenges
Employees of the client organization feel threatened by computerization Requirements team members must be able to negotiate The client’s needs may have to be scaled down Key employees of the client organization may not have the time for essential in-depth discussions (a case) Flexibility and objectivity are essential
Zhang Shuang, zhangs@
3.3 How to Achieve Requirements
1. Preparation : (3) When, who will do? Requirement analyst contacts interviewee
to determine
Which is the most important phase?
Zhang Shuang, zhangs@
3.1 What is Requirements
Misconception Must determine what client wants
Must determine client’s needs Aptitude
3.3 How to Achieve Requirements
Two types of requirements:
Functional: relate to the functionality of the target software
Nonfunctinal: properties of the target software, such as reliability and maintainability, or relate to the environment in which the software must run.
Drawn from SSD9 Carnegie Mellon University, America
Zhang Shuang, zhangs@
3.6 Testing during Requirements
Aim: establish client’s real needs Users must interact thoroughly with rapid prototype Issues must reach client
Deeper Study
Course : Requirements Project
Zhang Shuang, zhangs@
Software Engineering
Zhang Shuang
Software College, NEU
zhangs@
3. Requirements Workflow
1. 2.
3.
4. 5. 6. 7.
Requirements phase Specification (analysis) phase Design phase Implementation phase Integration phase Maintenance phase Retirement
Zhang Shuang, zhangs@
3.3 How to Achieve ts
3. Requirements Documentation
《 Requirements Documentation》
Zhang Shuang, zhangs@

Time

Location
Individuals
Zhang Shuang, zhangs@
3.3 How to Achieve Requirements
2. Requirements Elicitation & Recording & Analysis
《Requirement Info. Record Table》
3.4 Rapid Prototyping
Hastily built (“rapid”)
Key functionality
What the client sees
Languages for rapid prototyping
3.5 WebOrder Case Study
Case : WebOrder ---- Online music instrument store