项目管理课程资料10英文版
工程项目管理双语教材(3篇)
第1篇IntroductionEngineering project management is a critical discipline that involves the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. This bilingual textbook aims to provide a comprehensive and practical guide for students and professionals in the field of engineering project management. The content is presented in both English and Chinese, catering to the diverse linguistic backgrounds of learners and ensuring a broader reach.Table of Contents1. Introduction to Engineering Project Management2. Project Life Cycle and Phases3. Project Planning- 3.1 Project Scope Management- 3.2 Project Schedule Management- 3.3 Project Cost Management- 3.4 Project Quality Management- 3.5 Project Resource Management- 3.6 Project Communication Management- 3.7 Project Risk Management4. Project Execution- 4.1 Project Team Management- 4.2 Stakeholder Management- 4.3 Contract Management5. Project Monitoring and Control- 5.1 Project Performance Measurement- 5.2 Change Management- 5.3 Conflict Resolution6. Project Closure7. Case Studies8. BibliographyChapter 1: Introduction to Engineering Project Management1.1 Definition and ImportanceEngineering project management refers to the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. It is essential for the successful delivery of projects within the constraints of time, cost, and quality.1.2 Key Concepts- Project: A unique set of activities designed to produce a product, service, or result with a defined beginning and end.- Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.- Project Manager: The person responsible for leading the project, managing resources, and ensuring the successful completion of the project.1.3 Objectives of Engineering Project Management- Scope: Define and manage the project scope to ensure that the project meets the specified requirements.- Time: Control the project schedule to ensure that the project is completed on time.- Cost: Manage the project budget to ensure that the project is completed within the allocated budget.- Quality: Ensure that the project deliverables meet the specified quality standards.- Risk: Identify, analyze, and manage project risks to minimize their impact on the project.Chapter 2: Project Life Cycle and Phases2.1 Project Life CycleThe project life cycle consists of four phases: initiation, planning, execution, and closure.2.2 Initiation PhaseThe initiation phase is the first phase of the project life cycle. It involves defining the project objectives, identifying stakeholders, and obtaining approval to proceed.2.3 Planning PhaseThe planning phase involves defining the project scope, developing a project schedule, estimating costs, identifying resources, and developing a project management plan.2.4 Execution PhaseThe execution phase is where the project plan is implemented. This phase involves managing resources, monitoring progress, and controlling changes to the project scope.2.5 Closure PhaseThe closure phase is the final phase of the project life cycle. It involves completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 3: Project PlanningThis chapter delves into the various aspects of project planning, including scope, schedule, cost, quality, resources, communication, and risk management.3.1 Project Scope ManagementProject scope management involves defining and controlling what is andis not included in the project. It includes activities such as scope planning, scope definition, scope verification, and scope control.3.2 Project Schedule ManagementProject schedule management involves developing a project schedule, managing the schedule, and controlling changes to the schedule. It includes activities such as schedule planning, schedule development, schedule control, and schedule change control.3.3 Project Cost ManagementProject cost management involves estimating, budgeting, financing, funding, managing, and controlling costs throughout the project life cycle. It includes activities such as cost estimation, cost budgeting, cost control, and cost variance analysis.3.4 Project Quality ManagementProject quality management involves planning, implementing, and controlling quality to meet project requirements. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.3.5 Project Resource ManagementProject resource management involves acquiring, developing, and managing the resources needed for the successful completion of the project. It includes activities such as resource planning, resource acquisition, resource management, and resource control.3.6 Project Communication ManagementProject communication management involves planning, executing, and controlling the project communications according to the communications management plan. It includes activities such as communication planning, information distribution, stakeholder management, and communication control.3.7 Project Risk ManagementProject risk management involves identifying, analyzing, and responding to project risks. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Chapter 4: Project ExecutionThis chapter focuses on the execution phase of the project life cycle, covering topics such as project team management, stakeholder management, and contract management.4.1 Project Team ManagementProject team management involves forming, leading, and managing the project team to achieve project objectives. It includes activities such as team building, team leadership, and team performance management.4.2 Stakeholder ManagementStakeholder management involves identifying, analyzing, and managing stakeholders' needs and expectations throughout the project life cycle. It includes activities such as stakeholder identification, stakeholder analysis, stakeholder engagement, and stakeholder communication.4.3 Contract ManagementContract management involves managing the contractual relationships between the project organization and its stakeholders. It includes activities such as contract planning, contract administration, and contract closure.Chapter 5: Project Monitoring and ControlThis chapter discusses the monitoring and control phase of the project life cycle, focusing on project performance measurement, change management, and conflict resolution.5.1 Project Performance MeasurementProject performance measurement involves monitoring and controlling the project to ensure that it is progressing according to the project management plan. It includes activities such as performance reporting, variance analysis, and corrective actions.5.2 Change ManagementChange management involves managing changes to the project scope, schedule, cost, and quality. It includes activities such as change request management, change control, and configuration management.5.3 Conflict ResolutionConflict resolution involves identifying, analyzing, and resolving conflicts among project stakeholders. It includes activities such as conflict analysis, negotiation, and mediation.Chapter 6: Project ClosureThis chapter covers the closure phase of the project life cycle, focusing on completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 7: Case StudiesThis chapter includes real-world case studies that illustrate the application of project management principles and techniques in various engineering projects.Chapter 8: BibliographyThis chapter provides a list of references for further reading on engineering project management.ConclusionThis bilingual textbook on engineering project management aims to provide a comprehensive and practical guide for students and professionals in the field. By covering the essential concepts, tools, and techniques of project management, this textbook will help readers develop the skills and knowledge necessary to successfully manage engineering projects.第2篇前言随着全球经济的快速发展和国际合作的日益加深，工程项目管理作为一门综合性的学科，其重要性不言而喻。
工程项目管理英文书籍(3篇)
第1篇Introduction:Project management is a critical skill for engineers, as it enables them to successfully lead and deliver projects on time, within budget, and with high-quality outcomes. This book aims to provide a comprehensive guide to project management for engineers, covering essential concepts, methodologies, and tools. Whether you are a beginner or an experienced project manager, this book will help you enhance your skills and knowledge to excel in your projects.Chapter 1: Understanding Project Management1.1 Definition and Importance of Project Management1.2 Key Components of a Project1.3 Project Lifecycle and Phases1.4 Roles and Responsibilities in Project ManagementChapter 2: Project Planning2.1 Project Initiation2.2 Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Schedule Development2.5 Resource Allocation2.6 Budget Estimation2.7 Risk ManagementChapter 3: Project Execution3.1 Team Management3.2 Communication and Collaboration3.3 Change Management3.4 Quality Management3.5 Progress Monitoring and ControlChapter 4: Project Monitoring and Control4.1 Key Performance Indicators (KPIs)4.2 Earned Value Management (EVM)4.3 Variance Analysis4.4 Corrective Actions4.5 Lessons LearnedChapter 5: Project Closure5.1 Completion of Deliverables5.2 Finalization of Contracts5.3 Project Handover5.4 Evaluation of the ProjectChapter 6: Agile Project Management6.1 Agile Methodologies6.2 Scrum and Kanban6.3 Iterative and Incremental Development6.4 Agile Tools and TechniquesChapter 7: Project Management Tools and Techniques 7.1 Gantt Charts7.2 Critical Path Method (CPM)7.3 PERT (Program Evaluation and Review Technique)7.4 Risk Management Tools7.5 Quality Management ToolsChapter 8: Soft Skills in Project Management8.1 Leadership and Communication8.2 Team Building and Conflict Resolution8.3 Time Management8.4 Problem-Solving and Decision-MakingChapter 9: Case Studies and Best Practices9.1 Real-World Project Management Examples9.2 Best Practices in Project Management9.3 Lessons Learned from Successful ProjectsChapter 10: Continuous Improvement and Professional Development10.1 Continuous Improvement Techniques10.2 Continuous Learning and Professional Development10.3 Certifications and AccreditationsConclusion:Effective project management is essential for engineers to ensure successful project delivery. This book provides a comprehensive guide to project management, covering key concepts, methodologies, and tools. By following the principles and practices outlined in this book, engineers can enhance their project management skills and contribute to the success of their projects. Remember, project management is a continuous learning process, and staying updated with the latest trends and techniques will help you excel in your career.Note: This outline provides a structure for a comprehensive book on engineering project management. Each chapter can be expanded into adetailed section, containing relevant examples, case studies, and practical exercises. The book can also include additional chapters on specific topics such as stakeholder management, sustainability inproject management, and international project management.第2篇IntroductionEngineering projects are complex endeavors that require meticulous planning, execution, and control. Effective project management iscrucial to the success of any engineering project, ensuring that it is completed on time, within budget, and meets the required specifications. This book serves as a comprehensive guide to engineering project management, providing readers with the knowledge and tools necessary to navigate the challenges of managing engineering projects successfully.Chapter 1: The Basics of Engineering Project ManagementThis chapter introduces the fundamental concepts of engineering project management. It defines what a project is, the importance of project management, and the key components of a project. Readers will learn about the project life cycle, the roles and responsibilities of project managers, and the importance of stakeholder management.1.1 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, and is typically characterized by specific objectives, constraints, and resources.1.2 The Importance of Project ManagementEffective project management ensures that projects are completed successfully. It helps in:- Reducing risks and uncertainties- Optimizing resource allocation- Enhancing communication and collaboration- Improving project performance- Ensuring customer satisfaction1.3 Key Components of a ProjectA project consists of several key components, including:- Objectives: The desired outcome of the project- Scope: The work that needs to be done to achieve the objectives- Resources: The people, equipment, and materials required to complete the project- Schedule: The timeline for completing the project activities- Budget: The financial resources allocated to the projectChapter 2: The Project Life CycleThe project life cycle is a framework that outlines the stages through which a project progresses. This chapter discusses the five stages of the project life cycle: initiation, planning, execution, monitoring and controlling, and closing.2.1 InitiationThe initiation stage involves identifying and defining the project. This includes:- Conducting feasibility studies- Identifying stakeholders- Establishing project objectives- Developing a project charter2.2 PlanningThe planning stage involves developing a detailed project plan. This includes:- Defining project scope- Identifying project activities- Sequencing activities- Estimating resources and durations- Developing a project schedule- Identifying risks and developing mitigation strategies2.3 ExecutionThe execution stage involves carrying out the project plan. This includes:- Assigning resources- Managing stakeholders- Controlling project activities- Implementing risk mitigation strategies2.4 Monitoring and ControllingThe monitoring and controlling stage involves tracking the project's progress and making adjustments as necessary. This includes:- Collecting project performance data- Comparing actual performance against the plan- Taking corrective actions- Managing changes to the project scope2.5 ClosingThe closing stage involves completing the project and transitioning the deliverables to the customer or owner. This includes:- Conducting a project review- Documenting lessons learned- Closing contracts and agreements- Celebrating the project's successChapter 3: Project Management Tools and TechniquesThis chapter discusses the various tools and techniques used in engineering project management. These tools and techniques help in planning, executing, and controlling projects effectively.3.1 Project Management SoftwareProject management software is a valuable tool that helps in managing projects efficiently. Some popular project management software tools include:- Microsoft Project- Primavera P6- Asana- Trello3.2 Agile Project ManagementAgile project management is an iterative and incremental approach to managing projects. It focuses on flexibility, adaptability, and collaboration. Agile techniques include:- Scrum- Kanban- Lean3.3 Risk Management TechniquesRisk management is a critical aspect of project management. This chapter discusses various risk management techniques, such as:- Risk identification- Risk analysis- Risk mitigation- Risk monitoringChapter 4: Stakeholder ManagementEffective stakeholder management is essential for the success of any project. This chapter discusses the importance of stakeholder management and provides strategies for engaging and communicating with stakeholders.4.1 Identifying StakeholdersIdentifying stakeholders is the first step in stakeholder management. Stakeholders can be internal (e.g., team members, project managers) or external (e.g., customers, vendors, regulatory agencies).4.2 Engaging StakeholdersEngaging stakeholders involves understanding their needs, concerns, and expectations. This can be achieved through:- Regular communication- Stakeholder meetings- Surveys and feedback4.3 Managing Stakeholder ExpectationsManaging stakeholder expectations is crucial for maintaining project momentum. This involves:- Setting realistic goals- Communicating effectively- Being transparent about project progressChapter 5: Leadership and Team ManagementLeadership and team management are critical skills for project managers. This chapter discusses the importance of leadership and provides strategies for building and managing effective project teams.5.1 Leadership SkillsLeadership skills include:- Communication- Decision-making- Conflict resolution- Motivation5.2 Team ManagementTeam management involves:- Assigning roles and responsibilities- Fostering collaboration- Encouraging continuous improvement- Addressing team conflictsConclusionEffective project management is essential for the success of engineering projects. This book has provided a comprehensive guide to engineering project management, covering the basics, the project life cycle, tools and techniques, stakeholder management, and leadership and team management. By applying the knowledge and skills gained from this book, readers will be well-equipped to manage engineering projects successfully and deliver high-quality results.AppendicesThe appendices of this book provide additional resources and references for further reading. These include:- Glossary of project management terms- Templates for project management documents- Case studies of successful engineering projects- Links to online resources and training programsReferences[References to relevant books, articles, and websites on engineering project management]---This outline provides a framework for a comprehensive guide to engineering project management. The actual book would need to be expanded with detailed content, examples, and case studies to meet the 2500-word requirement.第3篇Introduction:Project management is a critical skill required in the field of engineering. Whether you are a project manager, team leader, or simply an engineer, understanding the principles and techniques of effective project management can greatly enhance your ability to deliver successful projects. This book aims to provide a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools that will help you navigate the complexities of managing engineering projects.Chapter 1: Introduction to Project Management1.1 Definition and Importance of Project Management1.2 Project Management Processes1.3 Project Management Knowledge Areas1.4 Project Management FrameworksChapter 2: Project Planning2.1 Project Initiation2.2 Project Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Project Schedule2.5 Resource Planning2.6 Risk Management Plan2.7 Quality Management Plan2.8 Communication Management Plan2.9 Procurement Management PlanChapter 3: Project Execution3.1 Project Team Management3.2 Project Monitoring and Control3.3 Change Management3.4 Conflict Resolution3.5 Project Documentation3.6 Stakeholder Engagement3.7 Project Status ReportingChapter 4: Project Monitoring and Control 4.1 Monitoring Project Progress4.2 Performance Measurement4.3 Variance Analysis4.4 Corrective Actions4.5 Project CloseoutChapter 5: Quality Management5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control5.4 Continuous ImprovementChapter 6: Risk Management6.1 Risk Identification6.2 Risk Analysis6.3 Risk Response Planning6.4 Risk Monitoring and ControllingChapter 7: Communication Management7.1 Communication Planning7.2 Communication Channels7.3 Communication Techniques7.4 Conflict ManagementChapter 8: Project Procurement Management8.1 Procurement Planning8.2 Solicitation Process8.3 Contract Management8.4 Contract TerminationChapter 9: Project Leadership and Team Management 9.1 Leadership Styles9.2 Team Building9.3 Conflict Resolution9.4 Motivation and IncentivesChapter 10: Project Management Tools and Techniques10.1 Project Management Software10.2 Critical Path Method (CPM)10.3 Program Evaluation and Review Technique (PERT)10.4 Agile Project Management10.5 Six SigmaChapter 11: Case Studies and Best Practices11.1 Case Study 1: Construction Project11.2 Case Study 2: Software Development Project11.3 Best Practices in Engineering Project ManagementConclusion:Effective project management is essential in the field of engineering to ensure successful project delivery. This book provides a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools. By following the principles and techniques outlined in this book, you will be better equipped to manage engineering projects efficiently and effectively, delivering high-quality outcomes within the constraints of time, budget, and resources.Note: This outline is a brief summary of the content that can be expanded into a full-length book. Each chapter can be further elaborated upon, providing detailed explanations, real-world examples, andpractical guidance for engineering project management.。
项目管理-项目管理知识体系概览英文版-很强大-精品
WBS
Resource Planning
Resource Requirements
Planning
Activity Sequencing
Project Network Diagram Activity List Updates
Schedule Development
Activity Duration Estimation
Initiating Process
Planning Process
Executing Process
Controlling Process
Closing Process
Initiating
Project Management Processes Groups
Planning
Executing Controlling Closing
Resource Planning
Quality Planning
Organizational Comm
Planning
Planning
Risk
Procurement
Identification Planning
Project Plan Execution
Scope Planning
Activity
Quality Improvement Acceptance Decisions Rework
Completed Checklists
Process Adjustments
Contract Administration
Contract
Correspondence Contract Changes Payments Requests
HP公司项目管理培训资料-英文版(ppt 59页)
person for project success --
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WORLD-WIDE PROJECT MANAGEMENT
METHODOLOGY FocusPM
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Objective 1:
Support Phase
I n itia tio n Phase
P lanning and Proposal
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W arranty Phase
Im plem en tation Phase
S election Phase
Enable the implementation of a consistent Project Management methodology world-wide
Is consistent with the Project Management Institute's (PMI & Prince2 standards)
Support Phase
I n itia tio n Phase
P lanning and Proposal
Phase
W arranty Phase
November 1996 initial strategy,January 1998 Final Review
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Compared to Previous Methodology
工程项目管理英文版教材
Introduction:Engineering Project Management is a comprehensive textbook designed to provide students and professionals with a solid understanding of the principles, methodologies, and practical applications of managing engineering projects. This textbook aims to bridge the gap between theoretical knowledge and real-world project management challenges, equipping readers with the necessary skills to successfully leadprojects from initiation to completion.Chapter 1: Introduction to Engineering Project ManagementThis chapter provides an overview of the field of engineering project management, highlighting its importance in the construction and engineering industries. It discusses the key components of a project, including scope, time, cost, quality, human resources, and risk management.Chapter 2: Project Planning and SchedulingThis chapter delves into the planning and scheduling phase of a project, covering topics such as project objectives, scope definition, work breakdown structure (WBS), Gantt charts, and critical path method (CPM). It also discusses techniques for managing project timelines andresources effectively.Chapter 3: Project Cost ManagementIn this chapter, readers will learn about the principles of cost management in engineering projects. It covers cost estimation, budgeting, cost control, and variance analysis. Additionally, the chapter addresses the importance of cost management in ensuring project profitability.Chapter 4: Project Quality ManagementThis chapter emphasizes the significance of quality in engineering projects. It discusses quality planning, quality assurance, quality control, and continuous improvement. Readers will also learn about various quality management tools and techniques, such as Six Sigma and Total Quality Management (TQM).Chapter 5: Project Human Resource ManagementThis chapter focuses on managing human resources in engineering projects, including recruitment, selection, training, and development. It covers the roles and responsibilities of project team members, as well as conflict resolution and team building strategies.Chapter 6: Project Risk ManagementRisk management is a crucial aspect of project success. This chapter explores the identification, analysis, and mitigation of project risks. It covers risk assessment techniques, risk response strategies, and risk monitoring and control.Chapter 7: Project Communication ManagementEffective communication is essential for the success of any project.This chapter discusses the importance of communication in project management, including communication planning, tools, and techniques. It also addresses stakeholder management and conflict resolution.Chapter 8: Project Procurement ManagementThis chapter covers the procurement process in engineering projects, including supplier selection, contract administration, and contract management. It discusses the importance of procurement in ensuring the timely delivery of project resources and services.Chapter 9: Project Stakeholder ManagementThis chapter focuses on managing the relationships between the project manager and various stakeholders, such as clients, contractors, and regulatory authorities. It discusses stakeholder identification, analysis, and engagement strategies.Chapter 10: Project Closure and EvaluationThe final chapter of this textbook addresses the project closure phase, including contract closeout, project evaluation, and lessons learned. It emphasizes the importance of capturing and documenting project outcomes to improve future projects.Conclusion:This Engineering Project Management textbook is a valuable resource for students, professionals, and anyone interested in gaining a deeper understanding of the field. By covering the essential aspects of project management, this textbook provides readers with the knowledge and skills necessary to successfully manage engineering projects in the real world.。
PMP考试课程教案资料 10 项目沟通管理
第10章项目沟通管理⚫项目沟通管理的核心概念----信息交换（P360）⚫梅拉宾法则（7%-38%-55% 规律）➢任何面对面的沟通都存在三个基本因素：Words 词语7%Tone of voice 语气语调38%Nonverbal behavior (e.g.facial expression)非语言行为（如表情）55%➢两个结论:1.在对感觉和态度的沟通上，非语言元素更为重要。
2.尤其是出现矛盾时：如果词语和语气语调、非语言行为产生冲突，人们倾向于相信后者。
信这个！⚫项目沟通管理的核心概念----沟通的划分维度（P361）01 02 03 04 05内部：项目内外部：客户、供应商、其他项目、组织、公众正式：报告、会议记录、简报非正式：电子邮件、备忘录……垂直：上下级之间水平：同级之间官方：新闻通讯、年报非官方：私下沟通口头语言：占比45%非口头语言：占比55%书面：书面沟通有助于解决复杂问题口头：官方的沟通最能反映组织的真实意图⚫项目沟通管理的核心概念（P361、P362）沟通----通过沟通活动（如会议和演讲），或以工件的方式（如电子邮件、社交媒体、项目报告或项目文档）等各种可能的方式来发送或者接收信息。
⚫项目经理的大多数时间用于与团队成员、组织内部、组织外部的项目相关方沟通。
⚫项目沟通管理由两部分组成：1、制定策略，确保沟通对相关方行之有效；2、执行必要的活动，以落实沟通策略。
⚫在项目沟通中，需要尽力预防理解错误和沟通错误，并从规划过程所规定的各种方法、发送方、接收方和信息中做出谨慎选择。
⚫项目沟通管理的核心概念----传统书面沟通的5C 原则（P363）➢5C 原则可以减轻但无法消除理解错误⚫项目沟通管理的趋势和新兴实践----项目管理风格的变化（P364）◼将相关方纳入项目评审范围----定期对项目相关方群体的成员进行评审，识别是否还是利益方，以及态度的变化，并顺变管理策略◼让相关方参加项目会议----如敏捷中的每日站会。
工程项目管理课本英文
Introduction:Construction Project Management is a crucial field that involves the planning, executing, and controlling of construction projects. It encompasses a wide range of activities, including coordination, communication, and the management of resources. This textbook aims to provide a comprehensive understanding of the principles, techniques, and practices involved in construction project management.Chapter 1: Introduction to Construction Project ManagementThis chapter introduces the concept of construction project management, its importance, and the roles and responsibilities of project managers. It also provides an overview of the project life cycle and the key components of a construction project.Chapter 2: Project PlanningThis chapter delves into the planning phase of a construction project.It covers the development of a project plan, including scope definition, schedule development, resource allocation, and budgeting. Additionally, it discusses the importance of risk management and the identification of potential risks in the planning stage.Chapter 3: Project SchedulingProject scheduling is a critical aspect of construction project management. This chapter explains various scheduling techniques, such as critical path method (CPM), program evaluation and review technique (PERT), and the use of project management software. It also covers the importance of schedule control and the identification of schedule variances.Chapter 4: Project Resource ManagementThis chapter focuses on the management of resources in a construction project. It covers the identification and allocation of human resources, equipment, and materials. The textbook also discusses the importance of resource leveling and the optimization of resource utilization.Chapter 5: Project Cost ManagementProject cost management involves the planning, budgeting, and control of costs throughout the project lifecycle. This chapter explains various cost estimation techniques, such as bottom-up and top-down estimation. It also covers cost control methods, including earned value management (EVM) and variance analysis.Chapter 6: Project Quality ManagementQuality management is a vital component of construction project management. This chapter discusses the importance of quality assurance and quality control. It covers various quality management tools and techniques, such as quality planning, inspection, and non-conformance management.Chapter 7: Project Risk ManagementRisk management is essential in construction projects to identify, analyze, and mitigate potential risks. This chapter explains the risk management process, including risk identification, risk analysis, risk response planning, and risk monitoring. It also discusses the importance of contingency planning and risk mitigation strategies.Chapter 8: Project Communication ManagementEffective communication is crucial in construction project management. This chapter covers the communication process, including the identification of stakeholders, communication channels, and the use of project management tools. It also discusses the importance of conflict resolution and stakeholder engagement.Chapter 9: Project Procurement ManagementProcurement management involves the acquisition of goods and services required for the construction project. This chapter explains the procurement process, including tendering, bidding, and contract management. It also covers the importance of contract administration and dispute resolution.Chapter 10: Project CloseoutThe final chapter of this textbook focuses on project closeout. It discusses the activities involved in completing a construction project, including the finalization of project documentation, handover to the client, and lessons learned. It also covers the importance of project evaluation and the application of knowledge gained from past projects.Conclusion:Construction Project Management is a comprehensive textbook that provides a thorough understanding of the principles and practices involved in managing construction projects. By covering various aspects of project management, from planning and scheduling to quality and risk management, this textbook serves as a valuable resource for students, professionals, and anyone interested in the field of construction project management.。
项目管理-en(英文版).pptx
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Key Steps
• Define project mission statement and business drivers
• Identify business measurements • Identify project measurements • Identify project scope • Identify implementation approach • Assemble Project Charter documents • Approve Project Charter
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Project Charter
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Objective
• Define organization’ s business profile • Perform a current situation assessment • Define project approach • Define project organization and roles • Define project scope • Define implementation approach
Organization Technical Enhancement
Reports and Forms Data Conversion
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SAP Functional Business Process
Technical Infrastructure
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项目管理课程资料英文版
wants--wealth, time, physical laws of
nature, limits of their own knowledge
about various goods and opportunities,
etc can be the constrains----opportunity
❖ 2) REMM cannot be satiated. He or she
always wants more of some things,
material goods/intangible goods
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
❖ 3) Individual preferences are transitive.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 2
❖ Each individual’s wants are unlimited
set----be given and external.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 4
❖ The individual is resourceful:
❖ Individuals are creative. They are able to conceive of change in their environment, foresee the consequences thereof, and respond by creating new opportunities----the limitation is is not immutable. Human beings are not only capable of learning new opportunity, they also engage in resourceful, creative activities that expand their opportunities in various ways.
项目管理英语
项目管理英语(总39页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Manual 项目手册Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Oriented 以项目为导向的Project Output 项目输出Project Performance 项目绩效Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures 项目流程Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status 项目状态Project Status Report 项目状态报告Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team 项目团队Project Team Members 项目团队成员Project Teamwork 项目团队协作Project Technical Plan 团队技术计划Project Termination 项目终止Project Time Frame 项目时间框架Project Time Management 项目时间管理Project Users 项目用户Project Valuation 项目估价Project Visibility 项目可见性Project Vision 项目远景Project Vision Statement 项目远景说明书Project Web Site 项目网站Project/Program Methodology 项目方法论Project-Based Management 基于项目的管理Enterprise Project ManagementProjectized 项目化Projectized Organization 项目型组织Proposal 建议书Proposal Form 建议书格式Proposal Project Plan 建议书项目计划Proprietary Information 所有者信息产权信息Prorated Cost 比例成本Prospectus 计划书说明书Protection 保护Prototype 原型Prototype Model 原型模型Prototype, software 软件原型Prototyping 原型制作Provisional Sum 补贴总额补助金PRTProduct Realization TeamPSPlanned Start DatePSAProfessional Services Agreement PSOProgram Support OfficePSPProfessional Services Provider Public 公众Public Relations 公共关系Public Sources 公共资源Public Speaking 公众演讲技巧Publications 出版物Published Model [MOF] 已发布的模型Punch List 剩余工作清单Punishment of the Innocent 无辜受罚Purchase 购买采购Purchase Order 采购订单Purchasing 采购Purchasing Strategy 采购策略Pure Risk 纯风险Insurable RiskPurpose 意图PVPrice VariancePVWAPlanned value for Work AccomplishedPVWSPlanned value for Work ScheduledQAQuality AssuranceQCQuality ControlQualification 合格证明Qualifications: Contractor 承包商资格证明Qualified Product 合格产品Qualified Product List ("OPL") 合格产品清单Qualitative 定性的Qualitative Risk Analysis 定性风险分析Quality 质量Quality Assurance 质量保证质量保证部门Quality Assurance Plan 质量保证计划Quality Assurance Policy 质量保证方针Quality Assurance Program 质量保证程序Quality Assurance Representative ("OAR") 质量保证代表Quality Assurance) ("QA") 质量保证Quality Audit 质量审核Quality Conformance 质量合格Quality Control ("QC") 质量控制质量控制部门Quality Criteria 质量准则Quality Evaluation Methods 质量评估方法Quality File 质量文件Quality Function Deployment 质量功能部署Quality Grade 质量等级Quality Guide 质量指南Quality Improvement 质量改进Quality Improvement Program 质量改进计划Quality Inspection 质量检查Quality Inspection Procedures 质量检查程序Quality Loop; Quality Spiral 质量环质量螺旋线Quality Management 质量管理Quality Management Function 质量管理职能Quality Plan 质量计划Quality Planning 质量计划编制Quality Policy 质量方针Quality Process Review 质量过程评审Quality Program Requirement 质量计划需求Quality Review 质量评审Quality Standards 质量标准Quality Surveillance 质量监督Quality System 质量体系Quality System Review 质量体系评审Quantitative 定量的Quantity Take-Off 工料估算Quantum 定额Queue 排队等待Quick Reaction Capability 快速反应能力RAMResponsibility/Accountability MatrixResponsibility Assignment MatrixRAMPRisk Analysis and Management for ProjectsRandom Observation 随机抽样观察Random Sample 随机抽样Range 范围Rank 等级Ranked Positional Weight Method ("RPWM") 重要位置排序法Ranking 排序Rapid Implementation 快速实施Fast TrackingRationale 原理说明RBSResource Breakdown StructureRDBMSRelational DataBase Management SystemReadiness Assessment 准备情况评估Real Property 地产房地产Real Time 实时Real World 现实世界Realization 实现Re-baseline 重定基线Rebaselining 重定基线Re_BaseliningRe-baselining 重定基线Recognized Profession 公认职业Recommend 推荐(动词) 建议Recommendation 推荐(名词) 建议Reconditioned 再修复Record 记录Record Drawings 图纸记录Record Retention 记录保留Recording Facts 记录事实Records 记录Records Management 记录管理Recruitment, Selection and Job Placement 招聘挑选和工作安排Recurring Costs 复发性费用Recurring Task 复发性任务周期性任务Reduced Inspection 精简检查Reduction in Force 缩编Redundancy 冗余多余人员Reengineering 重组再设计Reference Group 咨询小组Referent Power 威望权力Refinement, Schedule Refinement 改善进度改善Regression Analysis 回归分析Regulations 规则Regulatory 调整Regulatory Personnel 纪检人员Reimbursable Expenditure 可退还经费Reinforcement Theory 强化理论Rejected 被拒绝Rejection Number 遭拒底数Related Base 关联基Relationship 关系Relationship Float 关系浮动时间Release 发布发布版本Release Claims 发布声明Release Manager 发布经理Reliability 可靠性Reliability Assurance 可靠性保证Remaining Available Resource 剩余可用资源Remaining Duration 剩余工期Remaining Float ("RF") 剩余浮动时间Re-measurement 再测量Repetitive Work Sequence 重复工作系列Replacement Theory 替代理论重置理论Replacement value重置价值Replan 再计划Replanning 再次制定计划Report 汇报报告Report Specification File 报告规范文件Reporting 报告编写报告Reporting by Responsibility 根据职责汇报Repository 储存库Re-profiling 重新规划Reprogramming 重新计划Reputation 名誉Request for Appropriation ("RFA") 经费申请Capital Appropriation RequestRequest for Change ("RFC") 变更申请Request for Information 信息申请Request for Proposal 建议书邀请函征求建议书Request for Proposals 建议书邀请函征求建议书Request for Quotation 报价邀请函Request for Quotations 报价邀请函Requirement 需求Requirement Attribute 需求特征Requirement Specification 需求规范Requirement Type 需求类型Requirements 需求Requirements Definition 需求定义Requirements Flowdown 需求分解Requirements Management 需求管理Requirements of Society 社会需求Requirements Traceability 需求的可追溯性Requirements Traceability Matrix 需求的追溯模型Requirements Tracing 需求跟踪Requirements Workflow 需求工作流Reschedule 重定进度Rescheduling 重定进度Research 研究Research and Development 研究和开发Reserve 储备金Reserve For Scope Changes 范围变更储备金Residential Construction 民用建筑住宅建设Residual Risks 剩余风险Residual value残值Residue File 剩余资源文件Resolution 解决Resource 资源Resource Accumulation 资源累计Resource Aggregation 资源总和Resource Allocation 资源分配Resource Allocation Process 资源分配过程Resource Analysis 资源分析Resource Assignment 资源分配Resource Availability 资源可用性Resource Availability Date 资源可用日期Resource Availability Pool 资源可用库Resource Breakdown Structure ("RBS") 资源分解结构Resource Calendar 资源日历Resource Category 资源目录Resource Code 资源代码Resource Constraint 资源制约条件(约束) Resource De script ion 资源描述Resource Driven Task Durations 资源驱动的任务工期Resource Effort 资源工作量Resource Group 资源工作组Resource Histogram 资源柱状图Resource Identification 资源鉴别Resource Level 资源水平Resource Leveling 资源平衡Resource AllocationResource Limited Scheduling 资源受限的进度规划Resource LevelingResource List 资源清单Resource Management 资源管理Resource Needs 资源需求Resource Offset 资源偏移量资源互补Resource Optimization 资源优化Resource Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM ) Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次)Result 结果Results 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revamp 改进Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间Remaining FloatRFA 经费申请Request for AppropriationRFC 变更申请Request for ChangeRFP 建议书邀请函Request for ProposalRFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理( RAMP )Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 风险评估Risk Assessment Tables 风险评估表Risk Assumption 风险假设条件Risk Avoidance 风险回避Risk Brainstorming 风险头脑风暴Risk Custodian 风险监督人Risk Data Applications 风险数据应用Risk Deflection 风险转移Risk Diary 风险日志Risk Evaluation 风险评价Risk Event 风险事件Risk Event Status 风险事件状态Risk Factor 风险因素Risk Identification 风险识别Risk Management 风险管理Risk Management Budget ("RMB")风险管理预算( RMB )Risk Management Plan 风险管理计划Risk Matrix 风险矩阵Risk Mitigation 风险减轻Risk Mitigation Strategy 风险减轻战略Risk Prioritizing 风险排序Risk Probability 风险概率Risk Process Manager 风险过程经理Risk Quantification 风险量化Risk Ranking 风险分级Risk Reduction 风险降低Risk Response 风险响应Risk Response Control 风险响应控制Risk Response Development 风险响应计划制定Risk Response Plan 风险响应计划Risk Response Planning 风险响应计划编制Risk Response System 风险响应系统Risk Review 风险评审Risk Sharing 风险共担Risk Transfer 风险转移Risk Treatment 风险处理Risk value风险值Risk, close-down report 风险结束报告Risk, process plan 风险过程计划Risk, project risk 风险项目风险Risks 风险Role 角色workerRoles 角色Roll Up 总成Rolling Wave 滚动计划Rolling Wave Concept 滚动计划概念Rolling Wave Planning 滚动计划规划Rough Order of Magnitude Estimate ("ROM") 粗数量级估计( ROM ) Royalties 特许使用费版税Rubber Baselining 橡皮基线Rule of Thumb 经验法则Rules 规则Rules of Evidence 证据规则Run Time 运行时间Runaway Project 失控项目S Curve S 曲线S Curve Tracking S 曲线跟踪Safety 安全措施Safety Plan 安全计划Salary Administration 薪酬管理Sales 销售Salvage 残值Sample 样品Sample Plan, Multiple 多次抽样计划Sample Size 抽样规模Sample Unit 抽样单元Sample, Representative 典型抽样Sampling 抽样Sampling Frequency ("f") 抽样频率Sampling Plan 抽样计划Sampling Plan, double 二次抽样计划Sampling Plan, multi-level 多层次抽样计划Sampling Plan, sequential 顺序抽样计划Sampling Plan, single 单次抽样计划Sampling Plan, single-level 单层次抽样计划Sampling, biased 有歧视性抽样SARSubsequent Application ReviewSatisfaction 满意SCScheduled CostScanning 扫描式检查Scenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleSchedule Analysis 进度分析Network AnalysisSchedule Compression 进度压缩Duration CompressionSchedule Control 进度控制Schedule Dates 进度日期Schedule Development 进度安排Schedule Management 进度管理Schedule Performance Index ("SPI") 进度绩效指数Schedule Refinement 进度调整Schedule Revision 进度修正Schedule Risk 进度风险Schedule Status 进度状态Scope ReportingSchedule Update 进度更新Schedule Variance ("SV") 进度偏差("SV")Schedule Work Unit 进度工作单元Scheduled Cost ("SC") 计划成本Scheduled Cost of Work 工作的计划成本Budgeted Cost of Work ScheduledScheduled Finish ("SF") 计划完成点("SF")Scheduled Finish Date ("SF") 计划完成日期("SF")Scheduled Network 时间表/进度网络图Scheduled Performance Indicator ("SPI") 进度绩效指数Scheduled Performance Ratio ("SPR") 进度绩效比Scheduled Performance IndicatorScheduled Start ("SS") 计划开始点Scheduled Start Date ("SSD") 计划开始日期Scheduling 进度安排Scheduling Techniques 进度安排技巧Scientific Wild Anatomical Guess ("SWAG") 科学粗略剖析性猜测Scope 范围Scope Allowance 范围允许量Scope Baseline 范围基线另BaselineScope Baseline Approval 范围基线核准Scope Boundaries 范围边界Scope Change 范围变更Scope Change Control 范围变更控制Scope Changes 范围变更Scope Constraints 范围约束Scope Cost 范围成本Scope Creep 范围蔓延Scope Criteria 范围标准Scope Definition 范围定义Scope De script ion 范围描述Scope Interfaces 范围界面Scope Management 范围管理Scope of Work 工作范围Scope Performance/Quality 范围性能/质量Scope Quality 范围质量Scope Reporting 范围报告Scope Risk 范围风险Scope Risk Limits 范围风险限度Scope Schedule 范围进度Scope Statement 范围说明Scope Verification 范围验证范围确认Score 评分Scoring a Project's Contribution 项目贡献评分Scoring Plan 评分计划SCR 系统概念评审System Concept ReviewScrap 废料Screening 筛选法Screening Inspection 筛选检查SDL 软件开发库Software Development LibrarySDR 系统设计评审System Design ReviewSDWT 自我指导工作团队Self Directed Work TeamsSealed Bidding 封标Second Source 第二货源Secondary Float ("SF") 次要浮动时间Secondary Risk 次级风险Secondary Risks 次级风险Secondment Matrix 借调矩阵型Sector 部分扇区Sectors 部门Security 安全Security Acceptance Letter 安全许可证/函Security Plan 安全计划Segment 部分Selection 选择Self Directed Work Teams ("SDWT") 自我指导工作团队Self-Inspection 自检Self-Insurance 自我保险Seller 卖方Seller's Market 卖方市场Selling 销售Semantics 语义学Semi-Time-Scaled Logic Drawing 半时标逻辑图Senior Technical 高级技术人员Senior User 高级用户Sensitivity 敏感性Sensitivity Analysis 敏感性分析Sequence 序列Service and Support Personnel 服务和支持人员Service Contract 服务合同Service Liability 服务责任Product LiabilityServices 服务Setup 安装SFLevel Finish/ScheduleScheduled FinishSecondary FloatScheduled Finish DateShall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Short Term PlanShould-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Field ClarificationSite Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction CapabilitySlack 时差浮动时间FloatSlack Time 时差/浮动时间Slip Chart 趋势图Slippage 偏移SLVAR 差异分析报告汇总Summary Level Variance Analysis Reporting Smoothing 缓和平滑Social 社交的社会的Social Factors 社会因素Social Loafing 懒散地工作Socioeconomic 社会经济学的Soft Project 软项目Soft Skills 软技能Software 软件Computer SoftwareSoftware Architecture 软件构架Software Development 软件开发Software Development Library ("SDL") 软件开发库Software Development Plan 软件开发计划Software Engineering 软件工程Software Product Specification 软件产品规范Software Project 软件项目Software Quality Assurance 软件质量保证Software Specification Review 软件规范评审Sole Source 唯一供方Sole Sourcing 唯一供方的采购Solicitation 询价Solicitation Planning 询价计划制定Solution Selection 方案选择Solving 解决Source 来源Source Code 源代码Source List 供方目录Source Selection 供方选择Source Selection, in procurement 供方选择, 在采购过程中Sourcing 决定供方SOW 工作说明书Statement of WorkSpan ActivityHammocksSpecial Conditions 特殊条款Special Requirements 特殊需求Special ConditionsSpecialist 专家Specific 明确的Specification 规范Specification 规范Specification Change Notice 规范变更通知Specification Control 规范控制Specify 详细说明Speed Reading 快速阅读Spending Estimate 支出估算Spending Forecast 支出预测Spending Limit 支出限度Spending Plan 支出计划Spending Plan Adjustments Form 支出计划调整表格Spent Cost 已消费成本Actual Cost of Work PerformedSPI 进度绩效指数Schedule Performance IndexScheduled Performance IndicatorSpiral 螺旋线Split 分割Split Task 分割任务Splittable Activity 可分割的活动Splitting 分割Sponsor 发起人赞助者Sponsor, executive sponsor and project sponsor 发起人主管经理发起人和项目发起人SPR 进度绩效比率Scheduled Performance RatioSRR 系统需求评审System Requirements ReviewSS 进度制定的开始See Scheduled StartSSD 进度制定的开始时间Scheduled Start DateStability 稳定性Stabilization 稳定化Staff 人员Line and StaffStaff Acquisition 人员招募Staff Personnel 辅助人员Staffing 人员配给Staffing Effort 人员工作投入Staffing Effort Limit 人员工作投入限度Stage 阶段Project StageStage Assessment 阶段评估End-Stage Assessment 和 Mid-Stage Assessment Stage File 阶段文件Stage Manager 阶段经理Stage Payment 阶段付款Stage Resource Plan 阶段资源计划Stage Teams 阶段团队Stage Technical Plan 阶段技术计划Stakeholder 项目干系人项目利益相关者Stakeholder Expectations 项目干系人的期望Stakeholder Need 项目干系人的需要Stakeholder Request 项目干系人的请求Stakeholder Requirements 项目干系人的需求Stakeholder Satisfaction 项目干系人的满意Stakeholders 项目干系人项目利益相关者Stand Alone 独立的系统Standard 标准Standard Construction Technologies 标准构造技术Standard Cost 标准成本Standard Costing 标准成本核算Standard Definitions 标准定义Standard Deviation 标准偏差Standard Operating Procedure 标准操作流程Standard Procedure 标准流程Standard Project Cost Accounting 标准项目成本会计Standard Proposal Schedule 标准建议进度表Standard Time 标准时间Standards 标准Start to Finish 开始-完成Logical Relationship.Start to Start 开始-开始Logical RelationshipStart to Start Lag 开始-开始滞后时间Starting Activity 开始活动Startup 启动Startup Team Leader 负责启动的团队领导State Machine 状态机Statement of Work 工作说明书Static Artifact 静态制品Statistical Project Stock Control 项目库存统计控制Statistical Quality Control 统计质量控制Statistics 统计学Status 状况状态Status Date 状态日期Time NowStatus Review 状况评审Status System 状况系统Statusing 进展状况Steering Committee 指导委员会Steering Group 指导小组Step 步骤Stochastic Model 随机模型Monte Carlo SimulationStop Work Order 停止工作指示Storage Quality Control 仓库质量控制Storming 震荡Strategic Dissonance 战略不协调Strategic Framework 战略框架Strategic Plan 战略计划Strategic Projects 战略项目Strategic Risk 战略风险Strategic Systems Plan 战略性的系统计划Strategy 战略Strategy Management Plan 战略管理计划Project Management PlanStrawman 稻草人版文档Stretching 延伸Structure 结构Study 研究Style 风格Subassembly 子组件部件组件Subcontract Administrator 分包合同管理人Subcontract Plan 分包计划Subcontractor 分包商Sub-Critical Activity 次关键活动Subnet 子网Subnetwork 子网络SubnetSub-Network 子网络SubnetworkSub-Optimization 局部优法Subproject 子项目Subproject Work Breakdown 子项目工作分解Subsequent Application Review ("SAR") 跟踪应用评审Substantial Completion 实质性完成Substantial Performance 实质绩效Subsystem 子系统Subtask 子任务Subtier Contractor 下家承包商Success Criteria 成功标准Key Success IndicatorsSuccess Factors 成功因素Success, project 项目成功Successful Project 成功项目Successor 后续活动Successor Activity 后续活动Successor Task 后续任务Successor Work Item 后续工作项Summary Level Variance Analysis Reporting ("SLVAR") 差异分析报告汇总Summary Schedule 简明进度表Summary Task 汇总型任务总成活动Summative Quality Evaluation 总结性质量评估Sunk Costs 沉没成本Super-Critical Activity 超关键活动Supervision 监管Supervisor 监督员Supplemental Agreement 补充协议Supplementary Agreement 补充协议Supplementary Conditions 附加条件Supplementary Information 辅助信息Supplier 供应商Supplier Default 供应商违约Supplier Expediting 供应商促进措施Supplier Ranking 供应商排序Supplies 供给Supply 供应量Supply Chain 供应链Support 支持Support Services 支持服务Support Team 支持团队Surplus/Deficit 盈余/赤字Surprise 惊奇Surveillance 监视监理Survey 勘察调查Survey, Product Oriented 调查以产品为导向Suspension of Work 工作中断SVSchedule VarianceSWAGScientific Wild Anatomical GuessSWOT Analysis SWOT 分析Synergy 统合综效Synthesis 综合合成System 系统System Acceptance 系统验收System Acceptance Letter 系统验收函System Analysis 系统分析System Analysis and Design 系统分析和设计System Architecture Development 系统构架开发System Concept Review ("SCR") 系统概念评审System Decomposition 系统分解System Deployment Procedures 系统部署步骤System Design Review ("SDR") 系统设计评审System Development 系统开发System Development Project 系统开发项目System Engineer 系统工程师System Hierarchical Structure 系统等级体系System Integration 系统集成System Integration and Testing 系统集成和测试System Integration Plan 系统集成计划System Library 系统库System O&M Project 系统运营维护项目System Performance Report 系统性能报告System Requirements document系统需求文档System Requirements Review ("SRR") 系统需求评审System Specification 系统规范System Test Plan 系统测试计划System User 系统用户System Validation 系统确认System Validation Procedures 系统确认步骤System Verification 系统验证System Verification Procedures 系统验证步骤Systems Administration 系统管理Systems Analysis 系统分析Systems Analyst 系统分析员Systems and Procedures 系统和程序Systems Approach 系统方法Systems Architect 系统构架师Systems document ation 系统文档Systems Management 系统管理Systems Programmer 系统程序员Systems Scope De script ion 系统范围描述T&MTime and Material ContractT&ETest and EvaluationTABTotal Allocated BudgetTactics 战术TAETotal Anticipated ExpendituresTakeoff 估计量Talent 人才才能Target 目标Target Completion Date ("TC") 目标完成日期Target Cost 目标成本Contract Target Cost 和Contract Budget Base. Target Date 目标日期Target Finish Date 目标完成日期Target Finish, activity 活动的目标完成日期Target Finish, project 项目的目标完成日期Target Plan 目标计划Target Reporting 目标报告Target Schedule 目标进度计划BaselineTarget Start Date 目标开始日期Target Start, activity 活动的目标开始Target Start, project 项目的目标开始Target, for test 目标用于测试Task 任务Task Force 行动小组Task Manager 任务经理Task Types 任务类型TBATo Be AdvisedTBDTo Be DeterminedTCTarget Completion DateTCCCTransfer of Care, Custody and ControlTCP/IPTransmission Control Protocol/Internet Protocol TCPITo Complete Performance IndexTeam 团队Team Building 团队建设Team Decision Making 团队决策Team Development 团队发展Team BuildingTeam Development Plan 团队发展计划Team Leader 团队领导组长Team Leadership 团队领导力Team Management 团队管理Team Meeting 团队会议Team Members 团队成员Project Team MembersTeam Membership Reassessment 团队成员重估Team Motivation 团队激励Team Reward System 团队奖励系统Teamwork 团队协作Technical 技术的Technical Assurance 技术保证Technical Assurance Coordinator 技术保证协调员Technical Authority 技术权威Technical Base Management 技术基础管理Technical De script ion 技术描述Technical document ation 技术文档Technical Exception 技术例外Technical Feasibility 技术可行性研究Technical File 技术文件Technical Guide 技术指南Technical Management 技术管理Technical Manual 技术手册Technical Performance Measurement 技术绩效管理Technical Performance Status 技术绩效状况Scope ReportingTechnical Products 技术产品Technical Quality Administration 技术质量管理Technical Quality Specifications 技术质量规范Technical Quality Support 技术质量支持Technical Specifications 技术规范集Technical Support 技术支持Technical Training 技术培训Technique 技术方法Technological 技术的Technology 技术Technology Development Plan 技术发展计划Technology Management 技术管理Telecommunication 远程通信电信Telecommunications 电信学Teleconferencing 远程会议Template 模板Tender 投标标书Tender and Award Stage 招标和合同授予阶段Tender document投标文件Tendering 投标Termination 终止Termination for Convenience 为方便而终止Termination for Default 由于疏怠职责而终止Termination Phase 终止阶段Termination Team 终止团队Terminology 术语Terms of Reference ("ToR") 职责范围Test 测试Test and Evaluation ("T&E") 测试和评估Test Case 测试用例Test Coverage 测试覆盖Test Criteria 测试标准Test Plan 测试计划Test Procedure 测试步骤Test Procedures 测试步骤Test Readiness Review ("TRR") 测试准备情况评审Testing 测试Tetrad Trade-off 四维平衡TFTotal FloatThe Plan 计划Theoretical Minimum Cost 理论最小成本Theory 理论Theory of Constraints ("TOC") 约束理论Third Party Claim 第三方声明Three Duration Technique 三点估算法Thresholds 门限值阀值Tied Activities 受束缚的活动群Tied Activity 受束缚的活动Tiger Team 老虎团队Time 时间Time ManagementTime Analysis 时间分析Time and Material Contract ("T&M") 时间和材料合同Time and Motion Study 时间和动作研究Time Based Network 基于时间的网络图Time Box 时间限制Time Compression 时间压缩Time Delay Claim 时间延误声明Time Extension 时间延长Time Lapse Factor 时间延误因子Time Limited Resource Scheduling 资源受时间限制的进度计划制定Resource SmoothingTime Limited Scheduling 受时间限制的进度计划制定Tim-Limited Resource SchedulingTime Limits 时间限制Time Line 时间线Time Management 时间管理Time Management Techniques 时间管理技术Time Now 当前时间Time Now Date 当前时间日期Time Now 和Progress DateTime Now Line 当前时间线Status LineTime Oriented 以时间为导向Time Phasing 时间阶段Time Recording 时间记录Time Recording Software 时间记录软件Time Remaining 剩余时间Time Schedules 时间进度计划Time Scheduling 时间进度制定Time Sheet 出勤时间记录表Time Standard 时间标准Time to Complete 完成尚需时间Time value of Money 货币的时间价值Time-Limited Resource Scheduling 受时间限制的资源计划法Time-Limited Scheduling 受时间限制的进度制定Time-Phased Budget 分阶段预算按时间段分配的预算Time-Scaled Logic Drawing 时标逻辑图Time-Scaled Network Diagram 时标网络图Timing 定时计时To Be Advised ("TBA") 有待完善To Be Determined ("TBD") 有待确定To Be Resolved 有待解决To Complete Performance Index ("TCPI") 尚需绩效指数待完成绩效指数TOCTheory of ConstraintsTolerability 容忍度Tolerance 容忍Tools 工具Top Down 自上而下Top Down Cost Estimating 自上而下成本估算Top Down Estimating: 自上而下估算Parametric Cost EstimatingTop Management 高层管理Top Management Support 高层管理支持Topical Review 专题评审ToRTerms of ReferenceTotal Allocated Budget ("TAB") 全部分配预算Total Anticipated Expenditures ("TAE") 全部预测支出Total Certainty 完全确定Total Cost 完全成本总成本Total Expenditure to Date 截止到当前日期的全部支出Total Float ("TF") 总浮动时间See also Float.FloatTotal Network 整体网络图Total Performance 整体绩效。
项目管理培训讲义英文版(Project Management in English)
Knx ConsultingMark Yuan , PMP/ME Jun 2017 @ Hong Kong MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义ØTo provide with the knowledge and tools to perform professional project management in your day-to-day work environment;ØTo enhance the practical soft skills on team development, stakeholders and communication management.MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Day-2：ØExecuting & Controlling - Team Development - Quality- Performance- Changes- Life CycleØClosing ProjectØWrap-upDay-1：ØIntroduction ØInitiating Project ØPlanning Project - Scope - Schedule - Cost - Resource & Comm - Risk MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Mark YuanA lifetime educator and management advisorl PMI Member and professional trainerl Master's degree from the UBC (Canada)l Prj specialist in Bell (Canada, 2007~2009)l Product Manager in Fujitsu (China, 1998~2005)Clients: IBM, HP , eBay, NEC, Daimler (Mercedes-Benz), Schneider,ThyssenKrupp, Siemens, iSoftStone, ITW, Honeywell, Fujitsu, CIMC Raffles, Jinan Software Park, Bell Canada, VanCitySaving Credit Union, BestBuy, BC Hydro, Delta Horizon, 360 Network, WWF(World Wildlife Fund)v Namev Team Leaderv Case StudyMarkYuan05@ 1960s：mass production, focus on productivity1970s：quality management1980s：product diversification1990s：customization2000s：change and competition学员版讲义，仅供参考。
项目管理课程资料(英文版)
Postulate 3
❖ Each individual is a maximizer:
❖ He or she acts so as to enjoy the highest
level of value possible. Individuals are
always constrained in satisfying their
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
❖ REMMs at work:
❖ Think about the effects of newly imposed constrains to human behavior. REMMs’ response to a new constrains is to begin searching for substitutes for what is now constrained, a search that is not restricted to existing alternatives. They will invent alternatives that did not previously exist. Examples…...
❖ Every individual cares, he or she is an evaluator.
❖ 1) The individual cares about almost everything, knowledge, independent,etc
❖ 2) REMM is always willing to make tradeoffs and substitutions.
北大光华-项目管理课程资料(ppt 106页)(英文)
regular basis to provide confidence that the project will satisfy the
relevant quality standard.
ቤተ መጻሕፍቲ ባይዱ
Risk response development
Organizational Depcl.a2n0n0i1ng
Staff
Procurement
acquisitioWn anjun JIANG pGlaSnMninPKgU
Solicitation planning
• Planning is of major importance to a project because the project involves doing something which has not been done before.
• Risk identification: determining which risks are likely to affect the project and documenting the characteristics of each.
• Risk quantification: evaluating risks and risk interactions to assess the range of possible project outcomes
Dec. 2001
Wanjun JIANG GSM PKU
• Scope planning: developing a written scope statement as the basis for future project decisions
成功的项目管理ch10-The Project Manager
creates a supportive environment • Does not create situations that cause individuals to
become discouraged • Fosters motivation through recognition
11
Leadership Ability (Cont.)
• Sets the tone of trust, high expectations, and enjoyment
• Has high expectations of themselves and of each person on the project team
7
Responsibilities of the Project Manager (Cont.)
Controlling • Tracks actual progress and compares it with
planned progress • Takes immediate action if progress or costs change
Chapter 10 The Project Manager
Learning Objectives
• Understand that people are the key to project success
• Responsibilities of the project manager • Skills needed to successfully manage projects • Techniques for developing those skills • Approaches to effective delegation • Ways the project manager can manage and control
项目管理知识体系概览课件(ppt 33页)(英文)
O v e ra ll Change Control
Scope Definition
Scope Verification
Scope Change Control
Activity Duration E stim a tio n
Cost Budgeting
Schedule Cost Control D e ve lo p m e n t
R isk Q uantification
R isk Response D evelopm ent
D istribution
P ro je c t Records
Q uality M gm t Plan Com m un Sources of Risk
O perational Defn M gm t Plan Potential RiskEvents
Scope Planning
Activity
Cost
Sequencing Estimating
Q u a lity Assurance
Staff Acquisition
In fo rm a tio n
Risk
Soliciation
Distribution Quantification Planning
Project M anagem ent Processes G roups
In itia tin g
F a c ilita tin g
E x e c u tin g
P la n n in g
Inform ation
Q uality P la n n in g
Comm
R isk
Planning Identification
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❖ Closing processes--formalizing acceptance of the Dec.p20r01oject or phase aWnandjun bJIArNinG gGiSnMgPKitU to an orderly end
❖ Activity sequencing: identifying and documenting interactivity dependencies
❖ Scope definition: subdividing the major project deliverables into smaller, or manageable components
❖ Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
Wanjun JIANG GSM PKU
Planning processes
❖ Core process
Scope planning
Activity Def.
Activity sequencing
Scope Def.
Resource planning
❖ Facilitating process
Duration estimating
❖ The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science--two
Initiating process
❖ The formal initiating links the project to the ongoing work of the performing Org.
❖ Inputs: product description; strategic plan; project selection criteria; historical information
Initiating processes
Controlling processes
Executing processes
Dec. 2001
Closing processes
Wanjun JIANG GSM PKU
❖ Initiating processes--recognizing that a project or phase should begin or and committing to do so
❖ Planning processes--devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address
❖ Executing processes--coordinating people and other resources to carry out the plan
Cost estimating
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
Dec.O2r0g0a1nizational planning
Staff Wanjun JIANGProGcSuMremPKeUnt来自acquisition
planning
Solicitation planning
❖ Planning is of major importance to a project because the project involves doing something which has not been done before.
❖I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
❖ Arrows represent flow of documents and documentable items
Planning processes
❖ Tools and techniques: project selection methods; expert judgement
❖ Outputs: project charter; project
manager identified/assigned; constrains;
assumptions Dec. 2001
Dec. 2001different teamWsanjucn JoIAuNGldGSgM ePKnUerate very different plans for the same project.
❖ Scope planning: developing a written scope statement as the basis for future project decisions