项目管理外文翻译

合集下载

项目管理术语中英文对照

项目管理术语中英文对照项目管理术语中英文对照ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity-On-Arrow 双代号网络图AON Activity-On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to-Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish-to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al) Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。

项目管理术语英汉对照表

项目管理术语英汉对照表项目管理翻译词汇目录[隐藏]1 A2 B3 C4 D5 E6 F7 G8 H9 I10 J11 K12 L13 M14 N15 O16 P17 Q18 R19 S20 T21 U22 V23 W24 Y25 Z[编辑]AAbstract Resource 抽象资源Abstraction 抽象Acceleration 加速Acceptability Criteria 验收标准Acceptable Quality Level ("AQL") 可接受质量水平Acceptance 验收Acceptance Criteria 验收标准Acceptance Letters 验收函Acceptance Number 接受数目Acceptance Review 验收评审Acceptance Test 验收测试Acquisition Methods 采购式Acquisition Negotiations 采购谈判Acquisition Plan 采购计划Acquisition Plan Review ("APR") 采购计划评审Acquisition Planning 采购计划编制Acquisition Process 采购过程Acquisition Strategy 采购策略Action 行动Action Item 行动项Action Item Flags 行动项标记Action Plan 行动计划Activation 激活Active Listening 积极倾听Activity Arrow Net 活动箭线网络Activity Based Costing ("ABC") 基于活动的成本核算Activity Based Management ("ABM") 基于活动的管理Activity Calendar 活动日历Activity Code 活动代码Activity Definition 活动定义Activity Description 活动描述Activity Duration 活动工期活动持续时间Activity Duration Estimating 活动工期估算Activity Elaboration 活动详述Activity File 活动档案Activity ID 活动识别码Activity List 活动清单Activity Node Net 活动节点网络双代号网络Activity on Arc ("AOA") 弧线表示活动双代号网络Activity on Arrow ("AOA") 箭线表示活动双代号网络Activity on Node 节点表示活动单代号网络Activity Oriented 面向活动Activity Oriented Schedule 面向活动的进度计划Activity Properties 活动属性Activity Quantities 活动量值Activity Status 活动状态Activity Timing 活动定时Actor 执行者角色Actual 实际的Actual and Scheduled Progress 实际进展的与计划进度Actual Cost 实际成本Actual Cost Data Collection 实际成本汇总Actual Costs 实际费用Actual Dates 实际日期Actual Direct Costs 实际直接成本Actual Expenditures 实际的支出Actual Finish 实际完成Actual Finish Date 实际完成日期Actual Start 实际开始Actual Start Date 实际开始日期ACWP 已完成工作实际成本See Actual Cost of Work PerformedAdaptation 适应Added value 附加价值Addendum 附录Adequacy 适当Adjourning 解散Adjustment 调节ADMArrow Diagram MethodADM Project ADM 项目Administration 管理部门Administrative 行政的Administrative Change 行政变更Administrative Management 行政管理ADPAutomated Data ProcessingADRAlternative Dispute ResolutionAdvanced Material Release ("AMR") 材料提前发布AFActual Finish DateAFEApplication for ExpenditureAuthority for ExpenditureAffect 影响Affected Parties 受影响Agency 代理Agenda 议程Aggregation 汇总Agreement 协议Agreement, legal 协议合同ALAPAs-Late-As-PossibleAlgorithm 算法Alignment 排列成行Alliance 联合Allocated Baseline 分配的基线Allocated Requirements 分配需求Allocation 分配Allowable Cost 允成本Allowance 预留Alternate Resource 替代资源Alternative Analysis 替代分析Alternative Dispute Resolution ("ADR") 替代争议解决案Alternatives 可选案Ambiguity 含糊不清Amendment 修订Amount at Stake 损失量AMR 材料提前公布Analysis 分析Analysis and Design 分析与设计Analysis Time 分析期Analyst 分析员AND Relationship 与关系Anecdotal 轶事Anticipated Award Cost 预期中标价AOAActivity on ArrowActivity on ArcAONActivity on Node 节点表示活动单代号网络AOQAverage Outgoing Quality 平均出厂质量AOQLAverage Outgoing Quality Limit 平均出厂质量限度APMAArea of Project Management Application 项目管理的应用领域Apparent Low Bidder 最低投标人Application 应用Application Area 应用领域Application for Expenditure ("AFE") 支出申请Application for Expenditure Justification 支出申请的论证Application Programs 应用程序Applied Direct Costs 实际直接成本Apportioned Effort 分摊努力Apportioned Task 分摊任务Appraisal 评估Approach 法Appropriation 拨款Approval 批准Approval to Proceed 批准继续Approve 同意Approved Bidders List 批准的投标人清单Approved Changes 批准的变更Approved Project Requirements 批准的项目需求APRAcquisition Plan ReviewAQLAcceptable Quality LevelArbitrary 随意的Arbitration 仲裁Arc 弧线Architectural Baseline 构架基线Architectural View 构架视图Architecture 构架Architecture, executable 构架可执行Archive 档案文件Archive Plan 存档计划Area of Project ApplicationArea of Project Management ApplicationArea of Project Management Application ("APMA") 项目管理的应用领域Arrow 箭线Arrow Diagram Method ("ADM") 箭线图法Arrow Diagramming 箭线图法Arrow Diagramming Method 箭线图法双代号网络图Artifact 制品Artificial 人工的ASActual Start DateASAPAs-Soon-As-PossibleAs-built Design 实际建造设计As-built document．tion 实际建造文档As-Built RecordsAs-Built Schedule 实际建造进度计划As-Late-As-Possible ("ALAP") 尽可能晚As-Needed 恰如所需As-of Date见Data Date.As-Performed Schedule 实际进度计划Assembly 组装件Assembly Sequence 组装顺序Assessment 评估Assets 资产Assignment 分配委派任务Associated Revenue 关联收益Association 关联关系As-Soon-As-Possible ("ASAP") 尽快Assumption 假设Assumptions 假设Assumptions List 假设清单Assurance 保证Assurance Program见Quality Assurance Program.ATP见Acceptance Test ProcedureAttitude 态度Attribute 属性Attrition 损耗Audit 审核审计Authoritarian 独裁的Authoritative 权威的Authority 权威权力Authority for Expenditure ("AFE") 开支权Authorization 授权见ApprovalAuthorize 批准Authorized Unpriced Work 批准的未定价工作Authorized Work 批准的工作Authorized Works 批准的工作Automated Data Processing ("ADP") 自动化数据处理Automatic Decision Event 自动决策事件Automatic Generation 自动生成Automatic Test Equipment 自动测试设备AUW见Authorized Unpriced WorkAuxiliary Ground Equipment 辅助场地设备Availability 可用性Average Outgoing Quality ("AOQ") 平均出厂质量Average Outgoing Quality Limit ("AOQL") 平均出厂质量限度Average Sample Size Curve 平均样本规模曲线Avoidance 避免Award 授予Award Fee 奖金Award Letter 中标函[编辑]BBAC 完工预算Budget at CompletionBaseline at CompletionBack Charge 逆向计费Backcharge 逆向收费Backward Pass 倒推法/反向计算Bad Debts 坏帐Balance 余额权衡Balanced Matrix 平衡矩阵Balanced Scorecard 平衡记分卡Balanced Scorecard Approach ("BSA") 平衡记分卡法Bank 储备Banking 储备Bar Chart 横道图Bargaining 讨价还价交涉Bargaining Power 讨价还价权力交涉权力Barriers 障碍Base 基础基数Baseline 基线基准Baseline at Completion ("BAC") 完成/完工基线Baseline Concept 基线概念Baseline Control 基线控制Baseline Cost 基线成本Baseline Dates 基线日期Baseline Finish Date 基线完成日期Baseline Management 基线管理Baseline Plan 基线计划基准计划Baseline Review 基线评审Baseline Schedule 基线进度计划Baseline Start Date 基线开始日期Baseline, budget 基线预算Baseline, business 基线商业Baseline, cost estimate 基线费用估算Baseline, technical 基线技术Basis of Estimate 估算根据Batch 批量Batch Operation 批运行/批处理BATNABest Alternative to Negotiated AgreementBCMBusiness Change ManagerBCWPBudgeted Cost of Work PerformedBCWSBudgeted Cost of Work ScheduledBECElapsed CostBehavior 行为/反应Behavior Analysis 行为分析Benchmark 基准Benchmarking 标竿管理Beneficial Occupancy/Use 有益的占用/使用Benefits 效益Benefits Framework 效益框架Benefits Management 效益管理Benefits Management Plan 效益管理计划Benefits Management Regime 效益管理制度Benefits Profiles 效益简述Benefits Realization Phase 效益实现阶段Best Alternative to Negotiated Agreement ("BATNA") 协议外最佳案BATNABest and Final Contract Offer 最佳及最终合同报价Best and Final Offer 最佳及最终报价Best Efforts Contract 最大努力合同Best Practices 最佳实践Best value 最佳值Beta Distribution 贝塔发布Beta Test 贝塔测试Beta testing 贝塔测试Bid 投标Bid Analysis 投标分析Bid Bond 投标保证金Bid Cost Considerations 投标成本补偿费Bid document．nbspPreparation 招标文件准备Bid document．招标文件Bid Evaluation 评标Bid List 投标人清单Bid Package 标段标块Bid Protests 投标抗议/拒付Bid Qualifications 投标资质Bid Response 投标响应Bid Technical Consideration 投标技术因素Bid Time Consideration 投标中的时间因素Bid/No Bid Decision 投标/不投标决策Bidder 投标人Bidders Conference 投标人会议Bidders List 投标人Bidders Source Selection 投标人来源选择Bidding 投标Bidding Strategy 投标策略Bill 帐单Bill of Materials 材料清单Bills of Materials 材料清单Blanket Purchase Agreement ("BPA") 一揽子采购协议Blueprint 蓝图/计划设计图Board 委员会Boiler Plate 样板文件Bona Fide 真诚真实Bond 担保Bonus 奖金Bonus Schemes 奖励计划Booking Rates 预提费率BOOTBuild, Own, Operate, TransferBottom Up Cost Estimate 自下而上成本估算Bottom Up Cost Estimating 自下而上成本估算Bottom Up Estimating 自下而上估算Boundary 边界BPABlanket Purchase AgreementBPRBusiness Process ReengineeringBrainstorming 头脑风暴法Branching Logic 分支逻辑关系Breach of Contract 违约Breadboarding 实验模型Break Even 盈亏平衡Breakdown 分解Breakdown Structure 分解结构Break-Even Chart 盈亏平衡图Break-Even Charts 盈亏平衡图Break-Even Point 盈亏平衡点Bribe 贿赂BSABalanced Scorecard ApproachBuck Passing 完全通过/推卸责任Budget 预算Budget at Completion ("BAC") 完工预算BACBudget Cost 预算成本Budget Costs 预算成本预算费用Budget Decrement 预算消耗Budget Element 预算要素Budget Estimate 预算估算Budget Presentation 预算介绍Budget Revision 预算修订Budget Unit 预算单位Budgetary Control 预算性控制Budgeted 已安排预算的Budgeted Cost of Work Performed ("BCWP") 已完工作预算成本BCWP Budgeted Cost of Work Scheduled ("BCWS") 计划工作的预算成本Budgeting 制定预算Budgeting & Cost Management 预算制定与成本管理Build 建设构造Build, Own, Operate, Transfer ("BOOT") 建造拥有经营转让Buildability 建造能力Building 建筑物Building Professionalism 建设专业化Build-to document．tion 建成文档Built-in Test Equipment 置测试设备Bulk Material 大宗材料Burden 间接费用负担Burden of Proof 举证费Bureaucracy 官僚制度Burn Rate 消耗速度Burst Node 分支点Business Actor 业务参与者/角色Business Appraisal 商业评估Business Area 业务领域Business Assurance 商业保证Business Assurance Coordinator 商业保证协调人Business Case 商业案例Business Change Manager ("BCM") 商业变更经理BCM Business Creation 商业创新Business Engineering 商业工程Business Imperative 商业需要Business Improvement 业务改进Business Manager 商务经理商业经理Business Modeling 业务建模Business Needs 商业需求Business Objectives 商业目标Business Operations 业务运作Business Process 业务流程Business Process Engineering 业务流程工程Business Process Reengineering ("BPR") 业务流程重组Business Processes 业务流程Business Risk 商业风险Business Rule 商业规则Business Transition Plan 业务转换计划Business Unit 业务单位Buyer 买Buyer's Market 买市场Buy-In 支持认同买进Bypassing 回避[编辑]CC/SCSCCost/Schedule Control System CriteriaC/SSRCost/Schedule Status ReportCAControl AccountCADComputer Aided DraftingComputer Aided DesignCalculate Schedule 估算进度安排Calculation 计算Calendar 日历Calendar File 日历文件Calendar Range 日历围Calendar Start Date 日历开始日期Calendar Unit 日历单位Calendar, Software 日历软件Calendars 日历集Calibration 校准CAMCost Account ManagerComputer Aided Manufacturing Control Account ManagerCAPCost Account PlanControl Account PlanCapability 能力Capability Survey 能力调查Capital 资本Capital Appropriation 资本划拨Capital Asset 资本资产Capital Cost 资本成本Capital Employed 占用的资本Capital Expansion Projects 资本扩展项目Capital Goods Project 资本货物项目Capital Property 资本财产CARCapital Appropriation RequestCards-on-the-wall Planning 墙卡规划法Career 职业Career Path Planning 职业路线规划Career Planning 职业规划Career Path Planning.Carryover Type 1 结转类型1 Carryover Type 2 结转类型2 Cascade Chart 层叠图CASEComputer Aided Software Engineering Computer Aided System EngineeringCash 现金Cash Flow 现金流Cash Flow Analysis 现金流分析Cash Flow Management 现金流管理Cash Flow, Net 现金流净值Cash In 现金流入Cash Out 现金支出Catalyst 催化者Catch-up Alternatives 赶上计划的备选案Causation 起因Cause 动因CBDComponent-Based DevelopmentCBSCost Breakdown StructureCCBChange Control BoardCCDRContractor Cost Data ReportCDRCritical Design ReviewCentral Processing Unit (CPU) 中央处理单元Centralized 集中的Certain 确定的Certainty.Certainty 确定性Certificate of Conformance 一致性认证Certification 认证Chain 链Challenge 挑战Champion 推动者支持者Change 变更变化变革Change Control 变更控制Change Control Board (CCB) 变更管理委员会Change document．tion 变更文档Change in Scope 工作围变化Change Log 变更日志Change Management 变更管理Change Management Plan 变更管理计划Change Notice 变更通知Change Order 变更通知单Changed Conditions 变更的条款Characteristic 特性Chart 图表Chart of Accounts 会计科目表Chart Room 图表室Charter 章程Checking 检查Checklist 检查清单Checkpoint 检查点Checkpoints 检查点集Chief Executive Officer 首席执行官Child 子项Child Activity 子活动CIConfiguration ItemClaim 索赔Clarification 澄清Class 类Classes 类Classification 分类Classification of Defects 缺陷的分类Clearance Number 净空数Client 客户Client Environment 客户环境Client Quality Services 客户质量服务Closed Projects 已收尾的项目Closeout 收尾Closeout Report 收尾报告Closeout, phase 收尾阶段Closing 终止Closure 收尾CMConfiguration Management Construction ManagementCoaching 教练Code 代码Code and Unit Test 编码和单元测试Code of Accounts 帐目编码Coding 编码Collaboration 协作Collapsing 折叠Collective 集体的Combative 好战的Commercial 商务的Commercial Item Description 商务描述Commission and Handover 委托和移交Commissioning 试运行Commissions and Bonuses 酬金和奖金Commit 提交Commitment 承诺义务Commitment document．nbsp 承诺文件Commitment EstimateCommitment Package 承诺包Commitment to Objectives 对目标的承诺Committed Cost 已承担成本已承付成本Committed Costs 已承诺费用Common Carrier 公众运营商Communicating With Groups 与团队的沟通Communicating With Individuals 与个人的沟通Communication 沟通Communication Channels 沟通渠道Communication Plan, Strategic 沟通计划策略性的Communication Plan, Tactical 沟通计划--战术性的Communication Room 交流室Communications Management 沟通管理Communications Plan 沟通计划Communications Planning 沟通规划编制Community 社团Company 公司Comparison 对比Compatibility 兼容性Compensation 补偿Compensation and Evaluation 补偿和评价Competence 能力Competency 能力Competition 竞争Competitive:竞争的Compile 编译Compile Time 编译时Complete 完成Completed Activity 已完成的活动Completed Units 完工单元Completion 完工Completion Date 完成日期Complex 复杂的Component 构件组件Component Integration and Test 组件集成和测试Component-Based Development ("CBD") 基于构件的开发Components 组件Compound Risk 复合风险Compromise 折衷Compromising, in negotiating 折衷谈判Computer 计算机Computer Aided Design (CAD) 计算机辅助设计Computer Aided Drafting (CAD) 计算机辅助制图Computer Aided Manufacturing (CAM) 计算机辅助制造Computer Cost Applications 计算机化的成本管理应用Computer Hardware 计算机硬件Computer Modeling 计算机建模Computer Program Configuration Item 计算机程序配置项Computer Software 计算机软件Computer Software Component 计算机软件组件Computer Software Configuration Item (CSCI) 计算机软件配置项Computer Software document．tion 计算机软件文档Computer Software Unit 计算机软件单元Computer-Aided 计算机辅助的Computerized Information Storage, Reference and Retrieval 计算机化的信息存储定位和检索Concept 概念Concept Definition document．概念定义文档Concept Phase 概念阶段Concept Study 概念研究Conception Phase 概念形成阶段Conceptual 概念性的Conceptual Budgeting 概念性预算Conceptual Design 概念性设计Conceptual Development 概念性开发Conceptual Project Planning 概念性项目计划Concession 让步Concession Making, in negotiating 谈判中的让步Conciliatory 调和的Concluding 终决的Conclusions 结论Concurrency 并发性Concurrent 并发事件Concurrent Delays 并行延迟Concurrent Engineering 并行工程Concurrent Tasks 并行任务Conditional Risk 条件风险Conditions 条件条款Conducting 执行Confidence Level 信心等级Configuration 配置Configuration Audit 配置审核Configuration Breakdown 配置分解Configuration Control 配置控制Configuration Control Board 配置控制委员会Configuration Identification 配置识别Configuration Item Acceptance Review 配置项验收评审Configuration Item Verification 配置项验证Configuration Item Verification Procedures 配置项验证程序Configuration Management 配置管理Configuration Management Board 配置管理委员会Configuration Relationships 配置关系Configuration Status Accounting 配置状态统计Conflict 冲突Conflict Management 冲突管理Conflict Resolution 冲突解决案Conformance to Requirements 与需求的一致性Confrontation 积极面对Consensus 一致同意Consensus Decision Process 集体决策过程Consent 同意Consequences 后果Consideration 对价Considerations 对价需要考虑的事项Consolidate 合并Consortium 联盟Constituents 涉众Constraint 约束条件Constraint, project constraint 约束条件对项目的约束Constraints 约束条件Constructability 施工能力Construction 施工构造建造建筑Construction Contractor 施工承包商Construction Cost 施工成本Construction Management ("CM") 施工管理Construction Manager 施工经理Construction Stage 施工阶段Construction Work 施工工作Construction-Oriented 以施工为导向的Constructive Challenge 建设性质询Constructive Change 建设性变更Consultant 咨询顾问Consulting 咨询Consumable Resource 可消耗资源Consumables 消费性物资Contemplated Change Notice 预期变更通知Contending, in negotiating 争论在谈判中Content 容Content Type 容类型Context 背景Contingencies 不可预见费应急费用Contingency 不可预见费应急费用Contingency Allowance 应急补助Contingency Budget Procedure 不可预见费用预算程序Contingency Plan 意外事件计划Contract Package 合同包Contract Performance Control 合同履行控制Contract Plan 合同计划Contract Pre-award Meetings 合同预授予会议Contract Quality Requirements 合同质量要求Contract Requirements 合同要求Contract Risk 合同风险Contract Risk Analysis 合同风险分析Contract Signing 合同签署Contract Strategy 合同战略Contract Target Cost (CTC) 合同目标成本Contract Target Price (CTP) 合同目标价格Contract Type 合同分类Contract Types 合同类型Contract Work Breakdown Structure (CWBS) 合同工作分解结构Contract/Procurement Management 合同/采购管理Contracting 签订合同Contractor 承包商Contractor Claims Release 承包商索赔豁免Contractor Cost Data Report (CCDR) 承包商成本数据报告Contractor Evaluation 承包商评估Contractor Furnished Equipment 承包商供应的设备Contractor Project Office 承包商项目办公室Contractor Short Listing 承包商短列表Contractor's Performance Evaluation 承包商的绩效评价Contractual 合同的Contractual Conditions 合同条款Contractual/Legal Requirements 合同的/法律上的要求Contributed value 贡献价值Contribution Analysis 贡献分析Control 控制Control Account (CA) 控制帐目Control Account Manager (CAM) 控制帐目经理Control Account Plan (CAP) 控制帐目计划Control and Coordination 控制和协调Control Chart 控制表Control Cycle 控制期Control Gate 控制关口控制关卡Control Loop 控制回路Control Point 控制点Control Requirements 控制必要条件要求Control System 控制系统Control Theory 控制论Controllable Risks 可控风险Controlling 控制参看Project ControlControlling Relationship 控制关系Coordinated Matrix 协调型的矩阵Coordination 协调Coordinator 协调员Corporate 公司Corporate Administration and Finance 公司行政和财务Corporate Budget. 公司预算Corporate Business Life Cycle 公司商务生命期Corporate Constraints 公司限制因素Corporate Data Bank 公司数据库Corporate Management 公司管理Corporate Memory 公司记忆库Corporate Philosophy 公司价值体系, 公司哲学Corporate Planning 公司计划编制Corporate Project Management 公司项目管理Corporate Project Strategy 公司项目战略Corporate Quality Standards 公司质量标准Corporate Resources 公司资源Corporate Responsibility Matrix 公司责任矩阵Corporate Standards 公司标准Corporate Supervision 公司监管Corporation 公司Correction 纠正Corrective Action 纠正措施Correlation 相关性Cost 成本Cost Account 成本帐目Cost Account Breakdown 成本帐目分解Cost Account Manager (CAM) 成本帐目经理Cost Account Plan (CAP) 成本帐目计划Cost Accumulation Methods 成本累加法Cost Analysis 成本分析Cost Applications 成本应用Cost Avoidance 成本规避Cost Baseline 成本基线Cost Benefit 成本效益Cost Benefit Analysis 成本效益分析Cost Breakdown Structure 成本分解结构Cost Budgeting 成本预算Cost Ceiling 封顶成本成本上限Cost Ceiling Bracket 成本上限围Cost Center 成本中心Cost Check 成本检查Cost Classes 成本类别Cost Code 成本代码Cost Codes 成本代码Cost Control 成本控制Cost Control Point 成本控制点Cost Control System 成本控制系统Cost Curve 成本曲线Cost Distribution 成本分摊Cost Effective 成本效率成本有效的Cost Element 成本元素Cost Engineering 成本工程Cost Envelope 成本区域Cost Estimate 成本估算Cost Estimate Classification System 成本估算分类系统Cost Estimating 成本估算Cost Estimating Relationship 成本估算关系Cost Forecast 成本预测Cost Forecasting 成本预测Cost Growth 成本增长Cost Incurred 已发生成本Cost Index 成本指数Cost Indices 成本指数表Cost Input 成本投入Cost Management 成本管理Cost Model 成本模型Cost of Money 资金成本Cost of Quality 质量成本Cost Overrun 成本超支Cost Performance Baseline 成本绩效基线Cost Performance Index (CPI) 成本绩效指数Cost Performance Indicator (CPI) 成本绩效指数Cost Performance Measurement Baseline 成本绩效度量基线Cost Performance Ratio (CPR) 成本绩效比率Cost Performance Report (CPR) 成本绩效报告Cost Plan 成本计划Cost Plus 成本补偿Cost Plus Fixed Fee Contract ("CPFF") 成本加固定费用合同Cost Plus Incentive Fee Contract ("CPIFC") 成本加奖励费用合同Cost Plus Percentage of Cost Contract ("CPPC") 成本加成本百分比合同Cost Reimbursable Contract 成本补偿合同费用可偿还合同Cost Reimbursement 成本补偿Cost Reimbursement Type Contracts 成本补偿型合同Cost Reviews 成本评审Cost Savings 成本节约Cost Sharing Contract 成本共享合同Cost Status 成本状态Cost to Complete 竣工尚需成本Cost to Complete Forecast 竣工所需成本预测Cost Types 成本类型Cost Variance ("CV") 成本偏差Cost/Schedule Status Report ("C/SSR") 成本/进度状态报告Cost-Benefit Analysis 成本效益分析Costed Work Breakdown Structure 带成本信息的工作分解结构Cost-Effectiveness 成本效果分析法Costing 成本核算Costing Systems 成本核算系统Cost-Time Resource Sheet (CTR) 成本时间资源表Counseling 指导Countermeasures 对策CPFFCCost Plus Fixed Fee ContractCPICost Performance IndexCost Performance IndicatorCPIF 成本加奖励费用合同Cost Plus Incentive Fee ContractCPIFCCost Plus Incentive Fee ContractCPMCritical Path MethodCPNCritical Path NetworkCPPCCost Plus Percentage of Cost ContractCPRCost Performance RatioCost Performance ReportCPUCentral Processing UnitCRChange RequestCraft 技艺Crash Costs 赶工成本Crash Duration 赶工工期Crashing 赶工Creativity 创造力Credit 赊欠信誉Credited Resource 已授予的资源Crisis 危机Criteria 标准指标Criterion 标准指标Critical 关键的Critical Activity 关键活动Critical Chain 关键链Critical Defect 关键性缺陷Critical Defective 有关键缺陷的产品Critical Design Review 关键设计评审Critical Event 关键事件Critical Factors 关键因素Critical Path 关键路径Critical Path Analysis 关键路径分析Critical Path Method (CPM) 关键路径法Critical Path Network (CPN) 关键路径网络图Critical Performance Indicator 关键绩效指标Critical Ratio 临界比关键比率Critical Sequence 关键工序Critical Sequence Analysis 关键工序分析Critical Subcontractor 关键分包商Critical Success Factors (CSF) 关键的成功因素Critical Task 关键任务Critical Work Item 关键工作项Criticality Index 关键指数Cross Organizational 交叉型组织跨组织的Cross References 交叉参照Cross-Stage Plan 交叉阶段计划CSCIComputer Software Configuration ItemCSFCritical Success FactorsCTCContract Target CostCTPContract Target PriceCTRCost-Time Resource SheetCulture 文化Culture, organizational 文化组织文化Cumulative Cost-to-Date 到目前为止的累计成本Cumulative S Curve 累计S 曲线Currency Conversion 货币兑换Current Budget 当前预算Current Date Line 当前日期线Current Finish Date 当前完成日期Current FY Budget Allocation 当前财政年的预算分配Current Start Date 当前开始日期Current Status 当前状态Current Year 当年Custom Duty and Tax 海关关税Customer 客户Customer Acceptance Criteria 客户验收标准Customer Furnished Equipment 客户提供的设备Customer Perspective 客户观点Customer/Client Personnel 客户的职员Cutoff Date 移交日期Cutover 移交CVCost VarianceCWBSContract Work Breakdown StructureCybernetics 控制论Cycle 期Cycle Time 期[编辑]DDamages 损害赔偿金Dangle 悬空活动Data 数据Data Application 数据应用Data Collection 数据收集Data Date ("DD") 数据日期Data Entry Clerk 数据录入员Data Item Description ("DID") 工作项描述Data Processing 数据处理Data Refinements 数据改进Data Type 数据类型Data Structure Organization 数据结构组织Database 数据库Database Administrator ("DBA") 数据库管理员Database Management System ("DBMS") 数据库管理系统Date of Acceptance 验收日期Day Work Account 日常工作帐户DBA”Database Administrator"DBM”Dynamic Baseline Model"DBMS”Database Management System"DCE”Distributed Computing Environment"DCF”Discounted Cash Flow"DD”Data Date"Deactivation Plan 惰性化计划Deactivation Procedures 惰性化流程Debriefing 投标反馈听取情况汇报情况Decentralized 分散的Decision 决策Decision document．tion 决策文档Decision Event 决策事件Decision Making 制定决策Decision Making Process 决策过程Decision Support System 决策支持系统Decision Theory 决策论Decision Tree 决策树Decision Trees 决策树组Decomposing 分解Decomposition 分解Default 违约Default values 默认值Defect 缺陷Defective 缺陷产品Defects-Per-Hundred-Units 每百个单元有缺陷的数量Deficiency 缺陷Deficiency List 缺陷清单Definition 定义Definition Phase 定义阶段Definitive 确定性的Definitive Estimate 确定性估算Deflection 风险转移Degradation 降级Delay 延期Delay, compensable 补偿性延期Delaying Resource 资源延期Delegating 授权Delegation 授权Deliberate Decision Event 预先准备的决策事件Deliverable 可交付成果,可交付物Deliverable Breakdown Structure 可交付物分解结构Deliverable Deadline 可交付物的终止期限Deliverables 可交付成果可交付物Deliverables Management 交付物管理Delivery 交付Delphi Technique 德尔菲法Demonstrate 演示证明Demonstrated 已证明的Demonstrated Past Experience 已证明的过去经验Demonstration 演示Demonstration Review 演示评审Department 部门Departmental Budget 部门预算Dependability 可靠性Dependencies 依赖关系Dependency 活动之间的依赖关系Dependency Arrow 关系箭线Dependency Diagram 网络图前导网络图Dependency Links 依赖关系Dependency Management 依赖关系管理Deployment 部署Deployment Lessons Learned document．nbsp 部署的经验教训文档Deployment Plan 部署计划Deployment Procedures 部署流程Deployment Readiness Review 部署准备评审Deployment View 部署视图Depreciation 折旧Descriptive 描述性的Design 设计Design & Development Phase 设计和开发阶段Design Alternatives 设计备选案Design Appraisal 设计评估Design Authority 设计权威Design Baseline 基准设计Design Bid Build 设计阶段投标的建立Design Brief 设计大纲Design Build 设计的建立包括设计和构造Design Concept 设计概念Design Contingency 设计应急费用Design Contract 设计合同Design Control 设计控制Design Development 设计开发Design Management 设计管理Design Management Plan 设计管理计划Design Model 设计模型Design of Experiment 试验设计Design Package 设计包Design Review 设计评审Design Subsystem 设计子系统Design Time 设计时间Design to Budget 按预算设计Design to Cost 按成本设计Design-to Specifications 按规设计Desirable Logic 合意逻辑Detail document．tion 详细的文档Detail Schedule 详细的进度安排Detailed Design 详细设计Detailed Design Stage 详细设计阶段Detailed Engineering 详细工程Detailed Planning 详细计划Detailed Plans 详细的计划Detailed Resource Plan 详细的资源计划Detailed Schedule 详细的进度安排Detailed Technical Plan 详细的技术计划Determination 决定决心Determine Least Cost for Maximum Results 确定可以获得最大收获的最小成本Deterministic 确定性的Deterministic Network 确定的网络图Developed Country 发达Developer 开发人员Developing Country 发展中Development 开发Development case 开发案例Development Phase 开发阶段Development Plan 开发计划Development process 开发过程Deviation 偏差Deviation Permit 允偏差Diagram 图DID”Data Item Description"Differences 偏差差异Differentials 差值Differing Site Conditions 不同的现场环境Direct Cost 直接成本Direct Cost Contingency 直接成本应急费用Direct Costs 直接成本Direct Labor 直接人工Direct Project Costs 直接项目成本费用Directing 指挥Direction 指导Directive 指示Director 主管总监Discipline 学科Discipline Maintenance 规矩的维护Discontinuous Activity 非连续的活动Discontinuous Processing 非连续的过程Discount Rate 贴现率折现率Discounted Cash Flow ("DCF") 折现现金流Discounting 折现Discrete Effort 离散工作Discrete Milestone 离散里程碑Discrete Task 离散任务Discrimination 歧视Discussion 讨论Display 显示Disposal of Materials 材料处置Dispute 辩论Disruption 破坏Disruptive 破坏性的Dissemination 分发Distinguishing Constraint 区分性的约束Distributed 分布式的Distributed Computing Environment ("DCE") 分布式计算环境Distributed Processing 分布式处理Distribution List 分发清单Distribution of Minutes 分发会议纪要Distribution, of information 信息分发。

项目管理PMP精要（中英文对照）

ESSENCE OF PMBOK & PMP EXAM 考试串讲教材))PMBOK及PMP考试精要考试精要((考试串讲教材PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系 (2)项目生命周期及过程组 (10)PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPSSCOPE范围管理 (10)HUMAN RESOURCE人力资源管理 (11)COMMUNICATIONS沟通管理 (14)TIME时间管理 (16)COST成本管理 (17)RISK风险管理 (20)QUALITY质量管理 (22)PROCUREMENT采购管理 (22)INTEGRATION整体管理 (19)PROFESSIONAL RESPONSIBILITIES职业道德 (19)POSSIBLE EXAM QUESTIONS考点 (20)1 PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系Knowledge Areas知识体系Primary Inputs输入Tools & Techniques工具及技术Primary Outputs输出INTEGRATION整体整体制定项目章程 Develop Project Charter 1.合同(如果适用) Contract(When applicable) 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 1.项目选择方法 Project selection methods 2.项目管理方法论项目管理方法论 Project management methodology 3.项目管理信息系统项目管理信息系统 Project management information system 4.专家判断专家判断 Expert judgment 1.项目章程 Project charter 制定项目初步范围说明书制定项目初步范围说明书 1.项目章程 Project charter 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目初步范围说明书项目初步范围说明书Preliminary project scope statement 制定项目管理计划制定项目管理计划 Develop Project management Plan 1.项目初步范围说明书 Preliminary project scope statement 2.项目管理各过程 Project management processes 3.事业环境因素 Enterprise environmental factors 4.组织过程生产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目管理计划 Progece management plan 指导与管理项目执行 Direct and Manage Project Execution 1.项目管理计划 Progece management plan 2.批准的纠正措施 Approved corrective actions 3.批准的预防措施 Approved preventive actions 4.批准的变更申请 Approved change requests 5.批准的缺陷补救 Approved defect repair 6.确认的缺陷补救 Validated defect repair 7.行政收尾程序 Administrative closure procedure 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 1.可交付成果 Deliverables 2.请求的变更 Requested changes 3.实施的变更请求 Implementde change requests 4.实施的纠正措施 Implementde corrective actions 5.实施的预防措施 Implementde preventive actions 6.实施的缺陷补救 Implementde defect repair 7.工作绩效信息 Work performance information 监控项目工作 Monitor and Control Project Work 1.项目管理计划 Progece management plan 2. 工作绩效信息 Work performance information 3.否决的变更请求否决的变更请求 Rejected change requests 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.实现价值技术实现价值技术 Eamed value technique(EVT) 4.专家判断 Expert judgment 1.推荐的纠正措施推荐的纠正措施Recommended corrective action 2.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 3.预测预测 Forecasts 4.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 5.请求的变更 Requested changes 整体变更控制 Integrated Change Control 1.项目管理计划项目管理计划 Progece management plan 2.请求的变更请求的变更 Requested changes 3.工作绩效信息工作绩效信息 Work performance information 4.推荐的纠正措施 Recommended corrective action 5.推荐的预防措施推荐的预防措施 Recommended preventive action 6.推荐的缺陷补救推荐的缺陷补救 Recommended defect repair 7.可交付成果可交付成果 Deliverables 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.批准的变更申请 Approved change requests 2.否决的变更请求 Rejected change requests 3.项目管理计划(更新) Project management plan(updates) 4.项目范围说明书(更新) Project scope statement(updates) 5.批准的纠正措施 Approved corrective actions 6.批准的预防措施 Approved preventive actions 7.批准的缺陷补救 Approved defect repair 8.确认的缺陷补救 Validated defect repair 9.可交付成果 Deliverables 项目收尾 Close Project 1.项目管理计划 Progece management plan 2.合同文件 Contract documentation 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.行政收尾程序 Administrative closure procedure 2.合同收尾程序合同收尾程序 Contract closure procedure 3.最终产品最终产品,服务或成果 Final product,service or result 4.组织过程资产组织过程资产(更新) 2 information 6.可交付成果 Deliverables Organizational process assets(updates) SCOPE范围范围规划范围规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目章程 Project charter 4.项目初步范围说明书 Preliminary project scope statement 5.项目管理计划 Project management plan 1.专家判断 Expert judgment 2.样板样板,表格与标准表格与标准Templates,forms,standards 1.项目范围管理计划 Project scope management plan 范围定义范围定义范围定义 1.组织过程资产 Organizational process assets 2.项目章程 Project charter 3.项目初步范围说明书 Preliminary project scope statement 4.项目范围管理计划 Project scope management plan 5.批准的变更申请 Approved change requests 1.产品分析 Product analysis 2.其他方案识别 Alternatives identification 3.专家判断 Expert judgment 4.利害关系者分析 Stakeholder analysis 1.项目范围说明书Project scope statement 2.请求的变更 Requested changes 3.项目范围管理计划 Project scope management plan 制作工作分解结构 Create WBS 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书 Project scope statement 3.项目范围管理计划 Project scope management plan 4.批准的变更申请 Approved change requests 1.工作分解结构模板 Work breakdown structure templates 2.分解分解 Decomposition 1.项目范围说明书(更新) Project scope statement(updates)_ 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.范围基准 Scope baseline 5.项目范围管理计划(更新) Project scope management plan(updates) 6.请求的变更 Requested changes Scope Verification范围核实1.项目范围说明书Project scope statement 2.工作分解结构词汇表 WBS dictionary 3.项目范围管理计划 Project scope management plan 4.可交付成果 Deliverables 1.检查 Inspection 1.验收的可交付成果 Accepted deliverables 2.请求的变更请求的变更 Requested changes 3. 推荐的纠正措施推荐的纠正措施Recommended corrective actions 范围控制 Scope Control 1.项目范围说明书Project scope statement 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.项目范围管理计划 Project scope management plan 5.绩效报告 Performance reports 6.批准的变更申请 Approved change requests 7.工作绩效信息 Work performance information 1.变更控制系统 Change control system 2.偏差分析偏差分析 Variance analysis 3.补充规划补充规划 Replanning 4.配置管理系统配置管理系统 Configuration management system 1.项目范围说明书(更新) Project scope statement(updates) 2.工作分解结构(更新) Work breakdown structure(updates) 3.工作分解结构词汇表(更新) WBS dictionary(updates) 4.范围基准(更新) Scope baseline(updates) 5.请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) TIME进度活动定义 Activity Definition 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan 1.分解 Decomposition 2.样板 Templates 3.滚动式规划 Rolling wave planning 4.专家判断 Expert judgment 5.规划组成部分 Planning componet 1.活动清单Activity list 2.活动属性 Activity attributes 3.里程碑清单 Milestone list 4.请求的变更 Requested changes 活动排序 Activity Sequencing 1.项目范围说明书项目范围说明书 Project scope statament 2.活动清单活动清单 Activity list 3.活动属性活动属性 Activity attributes 4.里程碑清单里程碑清单 Milestons list 1.紧前关系绘图法(PDM) Precedence Diagramming Method(PDM) 2.箭线绘图法箭线绘图法(ADM) Arrow Diagramming Method(ADM) 1.项目进度网络图 Project schedule network diagrams 2.活动清单活动清单(更新) Activity list (updates) 3 5.批准的变更请求批准的变更请求 Approved change requesta 3.进度网络样板进度网络样板 Schedule network tempiates 4.确定依赖关系确定依赖关系 Dependency determination 5.利用时间提前量与滞后量利用时间提前量与滞后量 Applying leads and lags 3.活动属性活动属性(更新) Activity attributes(updates) 4.请求的变更请求的变更 Requesaed changes 活动资源估算Activity Resource Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.活动清单Activity list 4.活动属性Activity attributes 5.资源可利用情况 Resouce availability 6.项目管理计划Project management l 1.专家判断 Expert judgment 2.多方案分析 Alternatives analysis 3.出版的估算数据 Published estimating data 4.项目管理软件 Project management sortware 5.自上而下的估算 Bottom estimating 1.活动资源要求 Activity resource requirements 2.活动属性(更新) Activity attributes(updates) 3.资源分解结构 Resource breakdown structure 4.资源日历(更新)Resource calendars 5.请求的变更 Requested changes 活动持续时间估算Activity Duration Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产组织过程资产Organizational process assets 3.项目范围说明书项目范围说明书 Project scops statement 4.活动清单活动清单 Activity list 5.活动属性活动属性 Activity attributes 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.项目管理计划项目管理计划 Project management plan ●风险登记册●风险登记册 Risk register ●活动费用估算●活动费用估算 Activity cost estimates 1.专家判断 Expert judgment 2.类比估算 Analogous estimating 3.参数估算 Parametric estimating 4.三点估算 Three-point estimates 5.后备分析 Reserve analysis 1.活动持续时间估算 Activity duration estimates 2.活动属性 Activity attributes(updates) 制定进度表Schedule Development 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书Project scope statement 3.活动清单活动清单 Activity list 4.活动属性活动属性 Activity attributes 5.项目进度网络图项目进度网络图 Project schedule network diagrams 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.活动持续时间估算活动持续时间估算 Activity duration estimates 9.项目管理计划项目管理计划 Project management plan ●风险登记册 Risk register 1.进度网络分析 Schedule network analysisi 2.关键路线法 Critical path method 3.进度压缩 Schsdule compression 4.假设情景分析What-if scenario analysis 5.资源平衡 Resource leveling 6.关键链法 Critical chain method 7.项目管理软件 Project management software 8.应用日历 Applying calendars 9.调整时间提前滞后量 Adjusting leads and lags 10.进度模型 Schedule model 1.项目进度表项目进度表 Project schedule 2.进度模型数据进度模型数据 Schedule model data 3.进度基准进度基准 Schedule baseline 4.资源要求资源要求 Resource requirements(updates) 5.活动属性活动属性(更新) Activity attributes(updates) 6.项目日历项目日历(更新)Project calendar 7.请求的变更请求的变更 Requesaed changes 8.项目管理计划项目管理计划(更新) Project management plan(updates) ●进度管理计划(更新) Schedule management plan(updates) 进度控制 Schedule Control 1.进度管理计划 schedule management plan 2.进度基准进度基准 Schedule baseline 3.绩效报告绩效报告 Performance reports 4.批准的变更要求批准的变更要求 Approved change requests 1.进度报告进度报告 Progress reporting 2.进度变更控制系统进度变更控制系统 Schedule change control system 3.绩效衡量绩效衡量 Performance measurement 4.项目管理软件项目管理软件 Project management software 5.偏差分析偏差分析 Variance analysisi 6.进度比较横道图进度比较横道图 Schedule comparison bar chars 1. 进度模型数据(更新) Schedule model data(updates) 2. 进度基准(更新) Schedule baseline(updates) 3. 绩效衡量 Performance measurements 4. 请求的变更 Requesaed changes 5.推荐的纠正措施Recommended corrective action 6.组织过程资产(更新) Organizational process assets(updates) 7.活动清单(更新) Activity list(updates) 8.活动属性(更新) Activity attributes(updates) 9.项目管理计划(更新) Project management plan(updates) COST费用费用估算Cost Estimating 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4. 工作分解结构 Work breakdown structure 1.类比估算 Analogous estimating 2.确定资源费率 Determine resource cost rates 3.自上而下估算 Bottom-up estimating 4.参数估算 Parametric estimating 5.项目管理软件 Project management 1.活动费用估算 Activity cost estimates 2.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 3.请求的变更请求的变更 Requested 4 5 5.工作分解结构词汇表 WBS dictionary 6.项目管理计划 Progece management plan ●进度管理计划●进度管理计划 Schedule management plan ●人员配备管理计划Staffing management plan ●风险登记册 Risk registor software 6.供货商投标分析 Vendor bid analysis 7.准备金分析 Reserve analysis 8.质量成本 Cost of quality changes 4.费用管理计划(更新) Cost management plan(updates) 费用预算 Cost Budgeting 1.项目范围说明书Project scope statement 2.工作分解结构工作分解结构 Work breakdown structure 3.工作分解结构词汇表工作分解结构词汇表 WBS dictionary 4.活动费用估算活动费用估算 Activity cost estimates 5.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 6.项目进度项目进度 Project schedule 7.资源日历资源日历 Resource calendars 8.合同合同 Contract 9.费用管理计划费用管理计划 Cost management plan 1.费用汇总费用汇总 Cost aggregation 2.储备基金分析储备基金分析 Reserve analysis 3.参数估算参数估算 Parametric esrimating 4.资金限制平衡资金限制平衡 Funding limit reconciliation 1.费用基准 Cost baseline 2.项目资金要求 Project funding requirements 3.项目管理计划(更新) Project management plan(updates) 4.请求的变更 Requested changes 费用控制Cost Control 1.费用基准 Cost baseline 2.项目资金要求项目资金要求 Project funding requirements 3.绩效报告绩效报告 Performance reports 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.项目管理计划 Project management plan 1.费用变更控制系统 Cost change control system 2.绩效衡量分析绩效衡量分析 Performance measurements analysis 3.预测预测 Forecasting 4.项目绩效审核项目绩效审核 Project performance reviews 5.项目管理软件 Project management software 6.偏差管理 Variance management 1.费用估算(更新) Cost estimates(update) 2.费用基准(更新) Cost baseline(update) 3.绩效衡量绩效衡量 Performance measurements 4.预测完工预测完工 5.请求的变更请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) RISK 风险风险管理规划 Risk Management Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.项目管理计划 Progece management plan 1.规则会议和分析 Planning meeting and analysis 1.风险管理计划 Risk Management Plan 风险识别Risk Identification 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书 Project scope statement 4. 风险管理计划 Risk Management Plan 5. 项目管理计划 Project management plan 1.文件审查文件审查 Documentation reviews 2.信息搜索技术信息搜索技术 Information gathering techniques 3.核对表分析核对表分析 Checklist analysis 4.假设分析假设分析 Assumptions analysis 5.图解技术图解技术 Diagiamming techniques 1.风险登记册 Risk register Qualitative Risk Analysisi 风险定性分析风险定性分析1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 1.风险概率与影响评估 Risk probability and impact assessment 2.概率和影响矩阵概率和影响矩阵 Probablity and impact matrix 3.风险数据质量评估风险数据质量评估 Risk data quality assessment 4.风险分类风险分类 Risk categorization 5.风险紧迫性评估风险紧迫性评估 Risk urgency assessment 1.风险登记册(更新) Risk register(updates) 定量风险分析 Quantitative Risk Analysis 1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 5. 项目管理计划 Project management plan ●项目进度管理计划 Project schedule management plan ●项目费用管理计划 Project cost management plan 1.数据收集和表示技术 Data gathering and representation techniques 2.定量风险分析和模型技术 Quantitative risk analysis and modeling techniques 1.风险登记册(更新) Risk register(updates) 风险应对规划 Risk Response Planning 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 1.消极风险或威胁的应对策略 Strategies for negative risk or threats 2.积极风险或机会的应对策略积极风险或机会的应对策略 Strategies for 1.风险登记册(更新) Risk register(updates) 2.项目管理计划(更新) Project positive risk or opportunities 3.威胁或机会的应对策略威胁或机会的应对策略 Strategies for both threats and opprtunities 4.应急应对策略应急应对策略 Contingent response strategy management plan(updates) 3.与风险有关的合同协议与风险有关的合同协议 Risk-related contractual agreements 风险监控 Risk Monitoring and Control 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 3.批准的变更申请 Approved change requests 4.工作绩效信息 Work performance information 5.绩效报告 Performance reports 1.风险再评估 Risk reassessment 2.风险审计风险审计 Risk audits 3.变差和趋势分析变差和趋势分析 Variance and trend analysis 4.技术绩效分析技术绩效分析 Technical performance measurement 5.储备金分析储备金分析Reserve analysis 6.状态审查会状态审查会 Status meetings 1.风险登记册(更新) Risk register(updates) 2.请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施Recommended corrective action 4.推荐的预防措施推荐的预防措施Recommended preventive action 5.组织过程资产(更新) Organizational process assets(updates) 6.项目管理计划(更新) Project management plan(updates) QUALITY质量质量规划 Quality Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan 1.成本效益分析成本效益分析 Cost-benefit analysis 2.基准对照基准对照 Benchmarking 3.试验设计试验设计 Design of experiments 5.质量成本质量成本(COQ) Cost of quality (COQ) 6.其他质量规划工具其他质量规划工具 Additional quality planning tools 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.过程改进计划过程改进计划 Process improvement plan 5.质量基准质量基准 Quality baseline 6.项目管理计划项目管理计划(更新) Project management plan(updates) 实施质量保证Perform Quality Assurance 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.过程改进计划过程改进计划 Process improvement plan 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.质量控制衡量 Quality control measurnments 7.实施的变更请求 Implementde change requests 8.实施的纠正措施 Implementde corrective actions 9.实施的缺陷补救 Implementde defect repair 10.实施的预防措施 Implementde preventive actions 1.质量规划工具与技术质量规划工具与技术 Quality planning tools and techniques 2.质量审计质量审计 Quality audits 3.过程分析过程分析 Process analysis 4.质量控制工具与技术质量控制工具与技术 Quality control tools and techniques 1.请求的变更请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 3.组织过程资产(更新) Organizational process assets(updates) 4.项目管理计划(更新) Project management plan(updates) 实施质量监控 Perform Quality Control 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance information 6.批准的变更请求批准的变更请求 Approved change requests 7.可交付成果可交付成果 Deliverables 1.因果图因果图 Cause and effect diagram 2.控制图控制图 Control charts 3.流程图流程图 Flowcharting 4.直方图直方图 Histogram 5.帕雷托图帕雷托图 Pareto chart 6.趋势图趋势图 Run chart 7.散点图散点图 Scatter diagram 8,统计抽样统计抽样 Statistical sampling 9.检查检查 Inspection 10.缺陷补救审查缺陷补救审查 Defect repair review 1.质量控制衡量质量控制衡量 Quality control measurnments 2.确认的缺陷补救确认的缺陷补救 Validated defect repair 3.质量基准质量基准(更新) Quality baseline(updates) 4.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 5.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 6.请求的变更 Requested changes 7.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 8.组织过程资产 Organizational process assets 9.确认的可交付成果 Validated deliverables 10.项目管理计划(更新) Project management plan(updates) HUMAN RESOURCE人力资源人力资源规划人力资源规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 1.组织机构图和岗位描述组织机构图和岗位描述 Organization charts and position descriptions 2.交际交际 Networking 3.组织理论组织理论 Organization theory 1.角色与职责角色与职责 roles and responsibilities 2.项目组织图项目组织图 Projece organization chares 6 7 3.项目管理计划 Progece management plan ●活动资源需求 Activity resource requirements 3.人员配备管理计划人员配备管理计划 Staffinf management plan 项目团队组建 Acquire Project Team 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.角色与职责 roles and responsibilities 4.项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 招聘惯例招聘惯例 1.预分派预分派 Pre-assignment 2.谈判谈判 Negotiation 3.招募招募 Acquisition 4.虚拟团队虚拟团队Virtual teams 1.项目人员分派到位项目人员分派到位 Project staff assignments 2.资源可利用情况资源可利用情况 Resource availability 3.人员配备管理计划人员配备管理计划(更新) Staffinf management plan(updates) 项目团队建设 Develop Project Team 1.项目人员分派 Project staff assignments 2.人员配备管理计划人员配备管理计划 Staffinf management plan 3.资源可利用情况 Resource availability 1.通用管理技能通用管理技能 General management skills 2.培训培训 Training 3.团队建设活动团队建设活动 Team-building activities 4.规则规则 Ground rules 5.集中办公集中办公 Co-location 6.奖励与表彰奖励与表彰 Recognition and rewards 1.团队绩效评估 Team performance assessment 项目团队管理 Manage Project Team 1.组织过程资产组织过程资产 Organizational process assets 2.项目人员分派项目人员分派 Project staff assignments 3.角色与职责角色与职责 roles and responsibilities 4.项目组织图项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 6.团队绩效考核 Team performance assessment 7.工作绩效信息 Work performance information 8.绩效报告 Performance reports 1.观察与交谈观察与交谈 Observation and conversation 2.项目绩效评估项目绩效评估 Project performance appraisals 3.冲突管理冲突管理 Conflict management 4.问题登记薄问题登记薄 Lssue log 1.请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施Recommended corrective action 3.推荐的预防措施推荐的预防措施Recommended preventive action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) COMMUNICATIONS 沟通Communications Planning 沟通规划沟通规划1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan ● 制约因素 Constraints ● 假设 Assumptions 1.沟通需求分析沟通需求分析 Communications requirements analysls 2.沟通技术沟通技术 Communications technology 1.沟通管理计划 Communications management plan Information Distribution 信息发布发布1. 沟通管理计划 Communications management plan 1.沟通技能 Communications skills 2.信息收集和检索系统 Information gathering and retrieval system 3.信息发布系统 Information distribution methods 4.经验教训总结过程 Lessons learned process 1. 组织过程生产(更新) Organizational process assets(updates) 2. 请求的变更请求的变更 Requested changes Performance Reporting 绩效报告报告1.工作绩效信息 Work performance information 2.绩效衡量 Performance measurements 3.完工预测 Forecasted completion 4.质量控制衡量 Quality control measurnments 5.项目管理计划 Project management plan ●绩效衡量分析 Performance measurements baseline 6.批准的变更申请 Approved change requests 7.可交付成果 Deliverables 1.信息演示工具 Information presentation tools 2.绩效信息收集和汇总 Performance information gathering and compilation 3.状态审查会 Status review meetings 4.工时汇报系统Time reporting systems 5.费用汇报系统Cost reporting systems 1.绩效报告 Performance reports 2.预测 Forecasts 3.请求的变更 Requested changes 4.推荐的纠正措施推荐的纠正措施Recommended corrective action 5.组织过程资产(更新) Organizational process assets(updates) 利害关系者管理 Manage Stakeholders 1.沟通管理计划 Communications management plan 2. 组织过程资产 Organizational process assets 1.沟通方法 Communications methods 2.问题登记薄 lssue logs 1.问题得以解决Resolved issues 2.批准的变更申请 Approved change requests 3.批准的纠正措施 Approved corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) PROCUREMENT采购采购规划 Plan Purchases and Acquisitions 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements ●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.自制或外购分析自制或外购分析 Make-or-buy analysls 2.专家判断专家判断 Expert judgment 3.合同类型合同类型 Contract types 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策 Maker-or-buy changes 4.请求的变更 Requested changes 发包规划 Plan Contracting 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策自制或外购决策 Maker-or-buy changes 4.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements ●资源要求●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.标准表格标准表格 Standard forms 2.专家判断专家判断 Expert Judgment 1.采购文件 Procurement documents 2.评估标准 Evaluation criteria 3.合同工作说明书(更新) Contract statement of work(updates) 询价Request Seller Responses 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.采购文件 Procurement documents 1.招标人会议招标人会议 Bldder conferences 2.刊登广告刊登广告 Advertising 3.制定合格卖方清单制定合格卖方清单 Develop qualifid sellers list 1.合格卖方清单 Qualified sellers list 2.采购文件包采购文件包 Procurement document package 3.建议书建议书 Proposals 卖方选择Select Sellers 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.评估标准 Evaluation criteria 4.采购文件包 Procurement document package 5.建议书 Proposals 6.合格卖方清单 Qualified sellers list 7.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements 1.加权系统加权系统 Weighting system 2.独立估算独立估算 Independent estimates 3.筛选系统筛选系统 Screening system 4.合同谈判合同谈判 negotiation 5.卖方评级系统卖方评级系统 Seller rating systens 6.专家判断专家判断 Expert judgment 7.建议书评估技术建议书评估技术 Proposal evaluation techniques 1.选中的卖方 Selected sellers 2.合同合同 Contract 3.合同管理计划合同管理计划 Contract management plan 4.资源可利用情况资源可利用情况 Resource availability 5.采购管理计划采购管理计划(更新) Procurement management plan(updates) 6.请求的变更请求的变更 Requested changes 合同管理 Contract Administration 1.合同合同 Contract 2.合同管理计划合同管理计划 Contract management plan 3.选中的卖方选中的卖方 Selected sellers 4.绩效报告 Performance reports 5.批准的变更申请 Approved change requests 6.工作绩效信息 Work performance information 1.合同变更控制系统 Contract change control system 2.买方进行的绩效审核买方进行的绩效审核 Buyer-conducted per-formance review 3.检验和审计检验和审计 Inspections and audits 4.绩效报告绩效报告 Performance reporting 5.支付系统支付系统 Payment system 6.索赔管理索赔管理 Claims administration 7.合同档案管理系统合同档案管理系统 Records management system 8.信息技术 Information technology 1.合同文件合同文件 Contract documentation 2.请求的变更请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) ●采购管理计划 Procurement management plan ●合同管理计划 Contract management plan 合同收尾 Contract Closure 1.采购管理计划 Procurement management plan 2.合同管理计划 Contract management plan 3.合同文件 Contract documentation 4.合同收尾程序 Contract closure procedure 1.采购审计采购审计 Procurement audits 2.合同档案管理系统合同档案管理系统 Records management system 1.合同收尾Contract closures 2.组织过程资产组织过程资产(更新) Organizational process assets(updates) 8 。

工程项目管理英文解释

Engineering project management is a professional discipline that involves the application of project management principles, tools, and techniques to successfully execute and deliver engineering projects. It is a comprehensive process that encompasses planning, organizing, leading, and controlling the activities of a project to achieve specific goals and objectives within the defined constraints of time, budget, and quality.The primary objective of engineering project management is to ensurethat the project is completed on time, within budget, and meets the required quality standards. This involves managing various aspects of the project, such as scope, schedule, cost, quality, human resources, communication, risk, and procurement.Scope management involves defining, documenting, verifying, and controlling the project scope to ensure that the project deliverables meet the agreed-upon requirements. It includes activities such as scope planning, scope definition, scope verification, and scope control.Schedule management is the process of planning, scheduling, and controlling the project activities to ensure that the project is completed on time. This involves activities such as schedule planning, schedule development, schedule control, and schedule updates.Cost management involves planning, budgeting, and controlling theproject costs to ensure that the project is completed within the allocated budget. It includes activities such as cost estimation, cost budgeting, cost control, and variance analysis.Quality management is the process of planning, implementing, and controlling quality policies to ensure that the project deliverables meet the required quality standards. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.Human resource management involves planning, acquiring, developing, and managing the project team to ensure that the project is executed effectively. It includes activities such as human resource planning,staffing, training and development, performance management, and conflict resolution.Communication management involves planning, implementing, andcontrolling the project communication to ensure that the relevant information is effectively communicated to the stakeholders. It includes activities such as communication planning, communication tools and techniques, and stakeholder management.Risk management involves identifying, analyzing, and responding to risks that may impact the project objectives. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Procurement management involves obtaining goods and services from external sources to meet the project requirements. It includesactivities such as procurement planning, solicitation, supplier selection, contract administration, and contract closure.Engineering project management also involves several key processes, such as project initiation, project planning, project execution, project monitoring and controlling, and project closing. Each of these processes has specific objectives, activities, and outputs that contribute to the successful completion of the project.Project initiation involves identifying and defining the project, as well as obtaining approval for the project. It includes activities such as project charter development, feasibility study, and business case preparation.Project planning involves developing the project management plan, which includes the project scope statement, schedule, budget, quality management plan, human resource plan, communication plan, risk management plan, and procurement plan.Project execution involves implementing the project management plan to execute the project activities and deliver the project outputs. It includes activities such as resource allocation, task execution, and project coordination.Project monitoring and controlling involves tracking, reviewing, and managing the project performance to ensure that the project objectives are achieved. It includes activities such as progress reporting, performance measurement, variance analysis, and corrective actions.Project closing involves completing all project activities, documenting lessons learned, and transitioning the project deliverables to the stakeholders. It includes activities such as project closure documentation, project review, and project handover.In conclusion, engineering project management is a complex and dynamic process that requires a comprehensive understanding of project management principles and techniques. Effective engineering project management can lead to the successful completion of projects, ensuring that the desired outcomes are achieved within the defined constraints.。

项目管理英文术语

Control[Technique]
控制
Control Account（CA）[Tool]
控制帐目
Control Account Plan（CAP）[Tool]
控制账目计划
Control Chart[Tool]
控制图
Control Limits
控制范围
Controlling
控制
Corrective Action
Budgeted Cost of Work Performed（BCWP）
已执行工作的预算成本
Budgeted Cost of Work Scheduled（BCWS）
计划工作的预算成本
Buffer
缓冲
Buyer
买方
Calendar Unit
日历单位
Change Control
变更控制
Change Control Board（CCB）
Critical Activity
关键活动
Critical Chain Method[Technique]
关键链法
Critical Path[Output/Input]
关键路径
Critical Path Method（CPM）[Technique]
关键路径法
Current Finish Date
当前结束日期
截止日期
Assumptions[Output/Input]
假设
Assumptions Analysis[Technique]
假设分析
Authority
职权
Backward Pass
逆向推算
Bar Chart[Tool]
条形图（甘特图）
Baseline

项目管理英语

项目管理英语 IMB standardization office【IMB 5AB- IMBK 08- IMB 2C】Project Location 项目地点Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Manual 项目手册 Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Oriented 以项目为导向的Project Output 项目输出Project Performance 项目绩效Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures 项目流程Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status 项目状态Project Status Report 项目状态报告Project Strategy 项目策略Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team 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ProjectTermination 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PRT Product Realization TeamPS Planned Start DatePSA Professional Services AgreementPSO Program Support OfficePSP Professional Services ProviderPublic 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PV Price VariancePVWA Planned 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 Structure RDBMSRelational 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 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 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 Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM )Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次) Result 结果Results 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revamp 改进Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间Remaining FloatRFA 经费申请Request for Appropriation RFC 变更申请Request for ChangeRFP 建议书邀请函Request for ProposalRFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理( RAMP )Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 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 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 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 Schedule Schedule 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 Finish Secondary FloatScheduled Finish Date Shall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Short Term PlanShould-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Field ClarificationSite Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction Capability Slack 时差浮动时间FloatSlack Time 时差/浮动时间Slip Chart 趋势图Slippage 偏移SLVAR 差异分析报告汇总Summary Level Variance Analysis Reporting Smoothing 缓和平滑Social 社交的社会的Social Factors 社会因素Social Loafing 懒散地工作Socioeconomic 社会经济学的Soft Project 软项目Soft Skills 软技能Software 软件Computer SoftwareSoftware Architecture 软件构架Software Development 软件开发Software Development Library ("SDL") 软件开发库Software Development Plan 软件开发计划Software Engineering 软件工程Software Product Specification 软件产品规范Software Project 软件项目Software Quality Assurance 软件质量保证Software Specification Review 软件规范评审Sole Source 唯一供方Sole Sourcing 唯一供方的采购Solicitation 询价Solicitation Planning 询价计划制定Solution Selection 方案选择Solving 解决Source 来源Source Code 源代码Source List 供方目录Source Selection 供方选择Source Selection, in procurement 供方选择, 在采购过程中Sourcing 决定供方SOW 工作说明书Statement of WorkSpan 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 Review SS 进度制定的开始See Scheduled StartSSD 进度制定的开始时间Scheduled Start Date Stability 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 Now。

项目管理英文ppt课件

some flexibility in how you use time during the project, but deadlines usually are fixed. If you
decide to use overtime hours to meet the schedule, you must weigh that against the limitations of
• Compression of the Product Life Cycle 产品生命周期的缩短 • Global Competition 全球性竞争 • Knowledge Explosion 知识爆炸 • Corporate Downsizing for survival 求生存公司压缩 • Increased Customer Focus 客户化服务的增强 • Rapid Development of Developing countries and Closed Economies
An established objective 一个确立的目标
A defined life span with a beginning and an end;
有规定的生命周期，有开始和结束。
Usually, the involvement of several departments and professionals.
• Satisfying stakeholders with
differing needs and expectations
• Meeting identified requirements
4
7
What is Project Management
Pro这je里ct 输ma入na文ge本me这nt里is输th入e a文pp本lic这ati里on输of入文本这里输入文本这里输入文本这里输kn入ow文led本ge这, s里kil输ls,入to文ols本an这d里输入文本。 techniques to a board range of activities in order to meet the requirements of the particular project .

工程项目管理英语词汇

Project management is a complex field that involves a multitude of terms and phrases. To facilitate effective communication and understanding among professionals in this field, here is a comprehensive list of project management English vocabulary, categorized into various sections:I. Basic Project Management Terms1. Project - A temporary endeavor with a defined beginning and end, undertaken to create a unique product, service, or result.2. Project Management - The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.3. Project Life Cycle - The sequence of phases that a project goes through from start to finish.4. Project Phase - A distinct section of the project life cycle with specific objectives and deliverables.5. Project Phase Exit or Termination Point - The point at which aproject phase is completed and the project moves to the next phase or is terminated.6. Project Management Office (PMO) - A group or department within an organization that oversees the management of the organization's projects.7. Project Portfolio - A collection of projects, programs, and other work that an organization has under way.8. Project Scope - The specific set of deliverables, tasks, andactivities that the project team is required to complete.II. Project Planning and Scheduling1. Work Breakdown Structure (WBS) - A deliverable-oriented hierarchical decomposition of the work to be executed by the project team.2. Schedule - A document that lists the activities of the project, their durations, and the sequence in which they are to be performed.3. Critical Path Method (CPM) - A technique used to determine thecritical activities and the critical path of a project.4. Program Evaluation and Review Technique (PERT) - A project management technique for scheduling and coordinating tasks.5. Milestone - A significant event or point in a project that indicates that the project has reached a critical stage or is on schedule.6. Resource Allocation - The process of assigning resources to project activities to ensure the project's objectives are met.7. Risk Management - The process of identifying, analyzing, and responding to project risks.III. Project Execution and Control1. Change Management - The process of managing changes to the project scope, schedule, or resources.2. Quality Management - The process of ensuring that the project deliverables meet the specified requirements.3. Communication Management - The process of planning, collecting, disseminating, and managing project information.4. Stakeholder Management - The process of engaging with stakeholders to ensure their expectations and concerns are addressed.5. Risk Response - The actions taken to reduce the likelihood or impact of a risk.6. Quality Assurance - The process of monitoring and evaluating project activities to ensure that the project is being executed according to the project management plan.7. Quality Control - The process of monitoring the results of project activities to ensure that the deliverables meet the specified requirements.IV. Project Closure1. Project Closure - The formal acceptance of the completed project deliverables and the conclusion of all project activities.2. Lessons Learned - The knowledge gained from a project that can be applied to future projects.3. Project Handover - The transfer of the completed project deliverables to the client or end-user.4. Post-Project Evaluation - The review of the project's performance and outcomes to identify successes, failures, and areas for improvement.V. Project Management Tools and Techniques1. Gantt Chart - A bar chart that illustrates a project schedule.2. PERT Chart - A network diagram that represents the project activities and their dependencies.3. Risk Register - A document that lists identified risks, their potential impact, and the risk response strategies.4. Quality Assurance Plan - A document that outlines the quality management activities for the project.5. Communication Plan - A document that defines the communication requirements for the project.By familiarizing yourself with these project management English vocabulary terms, you will be better equipped to communicate effectively with colleagues, clients, and stakeholders, and to successfully manage projects in the global marketplace.。

项目管理PMP精要(中英文对照)V2

ESSENCE OF PMBOK & PMP EXAMPMBOK及PMP考试精要(考试串讲教材)PROJECT MANAGEMENT KNOWLEDGE AREAS工程管理知识体系 (2)PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPS工程生命周期及过程组 (10)SCOPE范围管理 (10)HUMAN RESOURCE人力资源管理 (11)COMMUNICATIONS沟通管理 (14)TIME时间管理 (16)COST本钱管理 (17)RISK风险管理 (20)QUALITY质量管理 (22)PROCUREMENT采购管理 (22)INTEGRATION整体管理 (19)PROFESSIONAL RESPONSIBILITIES职业道德 (19)POSSIBLE EXAM QUESTIONS考点 (20)Project Scope Management工程范围管理- processes required to ensure that the project includes only the work required to complete the project successfully.此过程必须确保工程只包括能保证工程成功完成的工作Management by Objective (MBO)基于目标的管理–determining company’s objective and how the project fits into them. MBO focuses on the goals of an activity rather than the activity itself (manager is responsible for results rather than performing certain activities)决定公司目标及工程如何满足该目标。

项目管理英语Project Management

Finance
Electron Military
军事
Medicine
Communication
State organs The world financial group
Professional development

In the development of professional , the division of the project management has been refined gradually in this period, and then it formed a series professional of project management. For instance, Professional project manager, cost engineer, architectural engineer, master builder and so on. At the same time, a series of project management professional certification system were born in this period. Now, project manager is no longer considered as the executor of the project, they have a formal title and greater power and responsibility.
Keywords：Management， skill and tool
The past of the Project Managemen
Embryonic(萌芽) development period: in fact, there is a long history of project management, a lot of the key projects no matter in ancient times or in modern world are applied to the project management in the implementation process（实施过程）, while without specialiaed course name , however, some methods has also laid the foundation for the development of project management theory

工程项目管理英文ProjectProcurement精品PPT课件

procurement
Project Procurement Concept
Definition
Project management tasks to deal with part of the project's scope of work which will be bought from another organization, sometimes the result of company teaming arrangements, but most typically resulting from contracting or subcontracting project scope.
Temporarily established organization
Mature organization
Short-term cooperation
with stabilized position Mostly low-volume quantity
Long-term cooperation Usually customized product or
Project Procurement Concept
Definition Project procurement and operation
procurement Project procurement categories Types of contract Basic procedure of project
Project Procurement Concept
Types of contract
Lump sum contract
Customized product or complicated system

工程项目管理英文版译文

In the modern era of globalization and rapid technological advancements, effective engineering project management has become crucial for the success of any construction, infrastructure, or development endeavor. This article delves into the intricacies of engineering project management, exploring its key components, challenges, and best practices.Introduction to Engineering Project ManagementEngineering project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It involves the coordination of various resources, including human resources, materials, equipment, and finances, to achieve project objectives within the defined constraints of time, cost, and quality.Key Components of Engineering Project Management1. Project Initiation: This phase involves defining the project scope, objectives, and stakeholders. It is crucial to identify the project's purpose, desired outcomes, and the resources required to achieve them.2. Project Planning: In this phase, the project manager develops a comprehensive plan that outlines the project's scope, schedule, budget, resources, and risks. This plan serves as a roadmap for the project execution.3. Project Execution: This phase involves executing the project plan, coordinating resources, and managing the project activities. Effective communication, teamwork, and problem-solving skills are essential during this phase.4. Project Monitoring and Control: In this phase, the project manager tracks the project's progress, compares it to the plan, and takes corrective actions as needed. This includes managing risks, changes, and issues that may arise during the project lifecycle.5. Project Closure: This phase involves completing all project activities, delivering the final product or service, and ensuring thatall project documentation is up-to-date. It also includes evaluating the project's success and documenting lessons learned.Challenges in Engineering Project Management1. Complexity: Engineering projects are often complex, involvingmultiple disciplines, stakeholders, and interdependencies. Managing this complexity requires advanced skills and expertise.2. Risk Management: Identifying, assessing, and mitigating risks is a critical aspect of engineering project management. Failure to manage risks effectively can lead to project delays, cost overruns, and quality issues.3. Resource Allocation: Efficiently allocating resources, including human resources, materials, and equipment, is crucial for project success. Challenges in resource allocation can lead to inefficiencies and delays.4. Communication: Effective communication is essential for successful project management. Miscommunication can lead to misunderstandings, delays, and conflicts among stakeholders.5. Regulatory Compliance: Engineering projects are subject to various regulations and standards. Ensuring compliance with these regulations is crucial for project success and the safety of stakeholders.Best Practices in Engineering Project Management1. Stakeholder Engagement: Engaging with stakeholders throughout the project lifecycle is essential for understanding their expectations and ensuring their satisfaction.2. Risk Management: Develop a comprehensive risk management plan and regularly review and update it to address new risks and changes in the project environment.3. Effective Communication: Establish clear communication channels and maintain open and transparent communication with all stakeholders.4. Use of Project Management Tools: Utilize project management software and tools to streamline project activities, track progress, and manage resources effectively.5. Continuous Improvement: Continuously evaluate and improve project management processes and practices to enhance project success and efficiency.ConclusionEngineering project management is a dynamic and challenging field that requires a comprehensive understanding of various aspects of project management. By following best practices, addressing challenges effectively, and utilizing the right tools and techniques, project managers can ensure the successful completion of engineering projects, contributing to the growth and development of societies worldwide.。

项目管理英汉词汇

项目管理英汉词汇ABC参见Activity Based CostingABM参见Activity Based ManagementAbstract Resource 抽象资源Abstraction 抽象Acceleration 加速Acceptability Criteria 验收标准Acceptable Quality Level ("AQL") 可接受质量水平Acceptance 验收Acceptance Criteria 验收标准Acceptance Letters 验收函Acceptance Number 接受数目Acceptance Review 验收评审Acceptance Test 验收测试Acquisition Methods 采购方式Acquisition Negotiations 采购谈判Acquisition Plan 采购计划Acquisition Plan Review ("APR") 采购计划评审Acquisition Planning 采购计划编制Acquisition Process 采购过程Acquisition Strategy 采购策略Action 行动Action Item 行动项Action Item Flags 行动项标记Action Plan 行动计划Activation 激活Active Listening 积极倾听Activity Arrow Net 活动箭线网络Activity Based Costing ("ABC") 基于活动的成本核算Activity Based Management ("ABM") 基于活动的管理Activity Calendar 活动日历Activity Code 活动代码Activity Definition 活动定义Activity Description 活动描述Activity Duration 活动工期活动持续时间Activity Duration Estimating 活动工期估算Activity Elaboration 活动详述Activity File 活动档案Activity ID 活动识别码Activity List 活动清单Activity Node Net 活动节点网络双代号网络Activity on Arc ("AOA") 弧线表示活动双代号网络Activity on Arrow ("AOA") 箭线表示活动双代号网络参见Arrow Diagramming Method. Activity on Node 节点表示活动单代号网络参见Activity on Arc 和Precedence Diagram Method. Activity Oriented 面向活动Activity Oriented Schedule 面向活动的进度计划Activity Properties 活动属性Activity Quantities 活动量值Activity Status 活动状态Activity Timing 活动定时Actor 执行者角色Actual 实际的Actual and Scheduled Progress 实际进展的与计划进度Actual Cost 实际成本Actual Cost Data Collection 实际成本汇总Actual Costs 实际费用Actual Dates 实际日期Actual Direct Costs 实际直接成本Actual Expenditures 实际的支出参见Actual Costs.Actual Finish 实际完成Actual Finish Date 实际完成日期Actual Start 实际开始Actual Start Date 实际开始日期ACWP 已完成工作实际成本See Actual Cost of Work PerformedAdaptation 适应Added Value 附加价值Addendum 附录参见procurement addendum.Adequacy 适当Adjourning 解散Adjustment 调节ADM参见Arrow Diagram MethodADM Project ADM 项目Administration 管理部门Administrative 行政的参见Administrative Management Administrative Change 行政变更Administrative Management 行政管理ADP参见Automated Data ProcessingADR参见Alternative Dispute ResolutionAdvanced Material Release ("AMR") 材料提前发布AF参见Actual Finish DateAFE参见Application for Expenditure参见Authority for Expenditure Affect 影响Affected Parties 受影响方Agency 代理Agenda 议程Aggregation 汇总Agreement 协议Agreement, legal 协议合同ALAP参见As-Late-As-PossibleAlgorithm 算法Alignment 排列成行Allocated Baseline 分配的基线Allocated Requirements 分配需求Allocation 分配Allowable Cost 允许成本Allowance 预留Alternate Resource 替代资源Alternative Analysis 替代分析Alternative Dispute Resolution ("ADR") 替代争议解决方案Alternatives 可选方案Ambiguity 含糊不清Amendment 修订Amount at Stake 损失量AMR 材料提前公布Analysis 分析Analysis and Design 分析与设计Analysis Time 分析期Analyst 分析员AND Relationship 与关系Anecdotal 轶事Anticipated Award Cost 预期中标价AOA参见Activity on Arrow参见Activity on ArcAON参见Activity on NodeAOQ参见Average Outgoing QualityAOQL参见Average Outgoing Quality LimitAPMA参见Area of Project Management Application Apparent Low Bidder 最低投标人Application 应用Application Area 应用领域Application for Expenditure ("AFE") 支出申请Application for Expenditure Justification 支出申请的论证Application Programs 应用程序Applied Direct Costs 实际直接成本Apportioned Effort 分摊努力Apportioned Task 分摊任务Appraisal 评估Approach 方法Appropriation 拨款Approval 批准Approval to Proceed 批准继续Approve 同意Approved Bidders List 批准的投标人清单Approved Changes 批准的变更Approved Project Requirements 批准的项目需求APR参见Acquisition Plan ReviewAQL参见Acceptable Quality LevelArbitration 仲裁Arc 弧线Architectural Baseline 构架基线Architectural View 构架视图Architecture 构架Architecture, executable 构架可执行参见Executable Architecture. Archive 档案文件Archive Plan 存档计划Area of Project Application参见Area of Project Management Application Area of Project Management Application ("APMA") 项目管理的应用领域Arrow 箭线Arrow Diagram参见Activity Arrow NetArrow Diagram Method ("ADM") 箭线图方法Arrow Diagramming 箭线图方法Arrow Diagramming Method 箭线图方法双代号网络图Artifact 制品Artificial 人工的AS参见Actual Start DateASAP参见As-Soon-As-PossibleAs-built Design 实际建造设计As-built Documentation 实际建造文档As-Built Records参见As-Built DocumentationAs-Built Schedule 实际建造进度计划As-Late-As-Possible ("ALAP") 尽可能晚As-Needed 恰如所需As-of Date见Data Date.As-Performed Schedule 实际进度计划Assembly 组装件Assembly Sequence 组装顺序Assessment 评估Assets 资产Assignment 分配委派任务Associated Revenue 关联收益Association 关联关系As-Soon-As-Possible ("ASAP") 尽快Assumption 假设Assumptions 假设Assumptions List 假设清单Assurance 保证Assurance Program见Quality Assurance Program.A TP见Acceptance Test ProcedureAttitude 态度Attribute 属性Attrition 损耗Audit 审核审计Authoritarian 独裁的Authoritative 权威的Authority 权威权力Authority for Expenditure ("AFE") 开支权Authorization 授权见ApprovalAuthorize 批准Authorized Unpriced Work 批准的未定价工作Authorized Work 批准的工作Authorized Works 批准的工作Automated Data Processing ("ADP") 自动化数据处理Automatic Decision Event 自动决策事件Automatic Generation 自动生成Automatic Test Equipment 自动测试设备AUW见Authorized Unpriced WorkAuxiliary Ground Equipment 辅助场地设备Availability 可用性Average Outgoing Quality ("AOQ") 平均出厂质量Average Outgoing Quality Limit ("AOQL") 平均出厂质量限度Average Sample Size Curve 平均样本规模曲线Avoidance 避免Award 授予Award Fee 奖金Award Letter 中标函BAC 完工预算参见Budget at Completion参见Baseline at Completion Back Charge 逆向计费参见BackchargeBackcharge 逆向收费Backward Pass 倒推法/反向计算Bad Debts 坏帐Balance 余额权衡Balanced Matrix 平衡矩阵Balanced Scorecard 平衡记分卡参见Scoring a Project's Contribution Balanced Scorecard Approach ("BSA") 平衡记分卡方法Bank 储备Banking 储备Bar Chart 横道图Bargaining 讨价还价交涉Bargaining Power 讨价还价权力交涉权力Barriers 障碍Base 基础基数Baseline 基线基准Baseline at Completion ("BAC") 完成/完工基线Baseline Concept 基线概念Baseline Control 基线控制参见Configuration ControlBaseline Cost 基线成本Baseline Dates 基线日期Baseline Finish Date 基线完成日期参见Scheduled Finish DateBaseline Management 基线管理Baseline Plan 基线计划基准计划Baseline Review 基线评审Baseline Schedule 基线进度计划Baseline Start Date 基线开始日期参见Scheduled Start Date. Baseline, budget 基线预算Baseline, business 基线商业Baseline, cost estimate 基线费用估算Baseline, technical 基线技术Basis of Estimate 估算根据Batch 批量参见LotBatch Operation 批运行/批处理BA TNA参见Best Alternative to Negotiated AgreementBCM参见Business Change ManagerBCWP参见Budgeted Cost of Work PerformedBCWS参见Budgeted Cost of Work ScheduledBEC参见Elapsed CostBehavior 行为/反应Behavior Analysis 行为分析参见Functional AnalysisBenchmark 基准Benchmarking 标竿管理Beneficial Occupancy/Use 有益的占用/使用Benefits 效益Benefits Framework 效益框架Benefits Management 效益管理Benefits Management Plan 效益管理计划Benefits Management Regime 效益管理制度Benefits Profiles 效益简述Benefits Realization Phase 效益实现阶段Best Alternative to Negotiated Agreement ("BA TNA") 协议外最佳方案BA TNABest and Final Contract Offer 最佳及最终合同报价Best and Final Offer 最佳及最终报价Best Efforts Contract 最大努力合同Best Practices 最佳实践Best V alue 最佳值Beta Distribution 贝塔发布Beta Test 贝塔测试Beta testing 贝塔测试Bid 投标Bid Analysis 投标分析Bid Bond 投标保证金Bid Cost Considerations 投标成本补偿费Bid Document Preparation 招标文件准备Bid Documents 招标文件Bid Evaluation 评标Bid List 投标人清单Bid Package 标段标块Bid Protests 投标抗议/拒付Bid Qualifications 投标资质Bid Response 投标响应Bid Technical Consideration 投标技术因素Bid Time Consideration 投标中的时间因素Bid/No Bid Decision 投标/不投标决策Bidder 投标人Bidders Conference 投标人会议Bidders List 投标人名单Bidders Source Selection 投标人来源选择Bidding 投标Bidding Strategy 投标策略Bill 帐单Bill of Materials 材料清单Bills of Materials 材料清单Blanket Purchase Agreement ("BPA") 一揽子采购协议BPA Blueprint 蓝图/计划设计图Board 委员会Boiler Plate 样板文件Bona Fide 真诚真实Bond 担保Bonus 奖金Bonus Schemes 奖励计划Booking Rates 预提费率BOOT参见Build, Own, Operate, TransferBottom Up Cost Estimate 自下而上成本估算Bottom Up Cost Estimating 自下而上成本估算Bottom Up Estimating 自下而上估算Boundary 边界BPA参见Blanket Purchase AgreementBPR参见Business Process Reengineering Brainstorming 头脑风暴法Branching Logic 分支逻辑关系Breach of Contract 违约Breadboarding 实验模型Break Even 盈亏平衡Breakdown 分解Breakdown Structure 分解结构Break-Even Chart 盈亏平衡图Break-Even Charts 盈亏平衡图Break-Even Point 盈亏平衡点Bribe 贿赂BSA参见Balanced Scorecard ApproachBuck Passing 完全通过/推卸责任Budget 预算Budget at Completion ("BAC") 完工预算BACBudget Cost 预算成本Budget Costs 预算成本预算费用Budget Decrement 预算消耗Budget Element 预算要素Budget Estimate 预算估算参见EstimateBudget Presentation 预算介绍Budget Revision 预算修订Budget Unit 预算单位Budgetary Control 预算性控制Budgeted 已安排预算的Budgeted Cost of Work Performed ("BCWP") 已完工作预算成本BCWP Budgeted Cost of Work Scheduled ("BCWS") 计划工作的预算成本Budgeting 制定预算Budgeting & Cost Management 预算制定与成本管理Build 建设构造Build, Own, Operate, Transfer ("BOOT") 建造拥有经营转让Buildability 建造能力Building 建筑物Building Professionalism 建设专业化Build-to Documentation 建成文档Built-in Test Equipment 内置测试设备Bulk Material 大宗材料Burden 间接费用负担参见Indirect Cost.Burden of Proof 举证费Bureaucracy 官僚制度Burn Rate 消耗速度Burst Node 分支点Business Actor 业务参与者/角色Business Appraisal 商业评估Business Area 业务领域Business Assurance 商业保证Business Assurance Coordinator 商业保证协调人Business Case 商业案例Business Change Manager ("BCM") 商业变更经理BCMBusiness Creation 商业创新Business Engineering 商业工程Business Imperative 商业需要Business Improvement 业务改进Business Manager 商务经理商业经理Business Modeling 业务建模Business Needs 商业需求Business Objectives 商业目标Business Operations 业务运作Business Process 业务流程Business Process Engineering 业务流程工程参见business engineeringBusiness Process Reengineering ("BPR") 业务流程重组Business Processes 业务流程Business Risk 商业风险Business Rule 商业规则Business Transition Plan 业务转换计划参见Transition PlanBusiness Unit 业务单位Buyer 买方Buyer's Market 买方市场Buy-In 支持认同买进Bypassing 回避C/SCSC参见Cost/Schedule Control System CriteriaC/SSR参见Cost/Schedule Status ReportCA参见Control AccountCAD参见Computer Aided Drafting参见Computer Aided DesignCalculate Schedule 估算进度安排Calculation 计算Calendar 日历参见Project Calendar.Calendar File 日历文件Calendar Range 日历范围Calendar Start Date 日历开始日期Calendar Unit 日历单位Calendar, Software 日历软件Calendars 日历集Calibration 校准CAM参见Cost Account Manager参见Computer Aided Manufacturing参见Control Account Manager CAP参见Cost Account Plan参见Control Account PlanCapability 能力Capability Survey 能力调查Capital 资本Capital Appropriation 资本划拨Capital Asset 资本资产Capital Cost 资本成本Capital Employed 占用的资本Capital Expansion Projects 资本扩展项目Capital Goods Project 资本货物项目Capital Property 资本财产CAR参见Capital Appropriation RequestCards-on-the-wall Planning 墙卡规划法Career 职业Career Path Planning 职业路线规划Career Planning 职业规划参见Career Path Planning.Carryover Type 1 结转类型1Carryover Type 2 结转类型2Cascade Chart 层叠图CASE (1)参见Computer Aided Software EngineeringCASE (2)参见Computer Aided System Engineering Cash 现金Cash Flow 现金流Cash Flow Analysis 现金流分析Cash Flow Management 现金流管理Cash Flow, Net 现金流净值Cash In 现金流入Cash Out 现金支出Catalyst 催化者Catch-up Alternatives 赶上计划的备选方案Causation 起因Cause 动因CBD参见Component-Based DevelopmentCBS参见Cost Breakdown StructureCCB参见Change Control BoardCCDR参见Contractor Cost Data ReportCDR参见Critical Design ReviewCentral Processing Unit ("CPU") 中央处理单元Centralized 集中的Certain 确定的参见Certainty.Certainty 确定性Certificate of Conformance 一致性认证Certification 认证Chain 链Challenge 挑战Champion 推动者支持者Change 变更变化变革Change Control 变更控制Change Control Board ("CCB") 变更管理委员会Change Documentation 变更文档Change in Scope 工作范围变化参见Scope Change. Change Log 变更日志Change Management 变更管理Change Management Plan 变更管理计划Change Notice 变更通知Change Order 变更通知单参见Variation Order Changed Conditions 变更的条款Characteristic 特性Chart 图表Chart of Accounts 会计科目表Chart Room 图表室Charter 章程参见Project CharterChecking 检查Checklist 检查清单Checkpoint 检查点Checkpoints 检查点集Chief Executive Officer 首席执行官Child 子项Child Activity 子活动CI参见Configuration ItemClaim 索赔Clarification 澄清Class 类Classes 类Classification 分类Classification of Defects 缺陷的分类Clearance Number 净空数Client 客户Client Environment 客户环境Client Quality Services 客户质量服务Closed Projects 已收尾的项目Closeout 收尾Closeout Report 收尾报告Closeout, phase 收尾阶段参见Project Closeout.Closing 终止Closure 收尾CM参见Configuration Management参见Construction Management Coaching 教练Code 代码参见Source Code.Code and Unit Test 编码和单元测试Code of Accounts 帐目编码Coding 编码Collaboration 协作Collapsing 折叠Collective 集体的Combative 好战的Commercial 商务的Commercial Item Description 商务描述Commission and Handover 委托和移交Commissioning 试运行Commissions and Bonuses 酬金和奖金Commit 提交Commitment 承诺义务Commitment Document 承诺文件Commitment Estimate参见Estimate Class ACommitment Package 承诺包Commitment to Objectives 对目标的承诺Committed Cost 已承担成本已承付成本Committed Costs 已承诺费用Common Carrier 公众运营商Communicating With Groups 与团队的沟通Communicating With Individuals 与个人的沟通Communication 沟通参见Effective Communication.Communication Channels 沟通渠道Communication Plan, Strategic 沟通计划策略性的Communication Plan, Tactical 沟通计划--战术性的Communication Room 交流室Communications Management 沟通管理Communications Plan 沟通计划Communications Planning 沟通规划编制Community 社团Company 公司Comparison 对比Compatibility 兼容性Compensation 补偿Compensation and Evaluation 补偿和评价Competence 能力Competency 能力Competition 竞争Competitive:竞争的Compile 编译Compile Time 编译时Complete 完成Completed Activity 已完成的活动Completed Units 完工单元Completion 完工Completion Date 完成日期Complex 复杂的参见Project Complexity.Component 构件组件Component Integration and Test 组件集成和测试Component-Based Development ("CBD") 基于构件的开发Components 组件Compound Risk 复合风险Compromise 折衷Compromising, in negotiating 折衷谈判Computer 计算机Computer Aided Design ("CAD") 计算机辅助设计Computer Aided Drafting ("CAD") 计算机辅助制图Computer Aided Manufacturing ("CAM") 计算机辅助制造Computer Cost Applications 计算机化的成本管理应用Computer Hardware 计算机硬件Computer Modeling 计算机建模Computer Program Configuration Item 计算机程序配置项参见Computer Software Configuration Item. Computer Software 计算机软件Computer Software Component 计算机软件组件Computer Software Configuration Item ("CSCI") 计算机软件配置项Computer Software Documentation 计算机软件文档Computer Software Unit 计算机软件单元Computer-Aided 计算机辅助的Computerized Information Storage, Reference and Retrieval 计算机化的信息存储定位和检索Concept 概念Concept Definition Document 概念定义文档Concept Phase 概念阶段Concept Study 概念研究Conception Phase 概念形成阶段Conceptual 概念性的参见Concept.Conceptual Budgeting 概念性预算Conceptual Design 概念性设计Conceptual Development 概念性开发Conceptual Project Planning 概念性项目计划Concession 让步Concession Making, in negotiating 谈判中的让步Conciliatory 调和的Concluding 终决的Conclusions 结论Concurrency 并发性Concurrent 并发事件Concurrent Delays 并行延迟Concurrent Engineering 并行工程Concurrent Tasks 并行任务Conditional Risk 条件风险Conditions 条件条款Conducting 执行Confidence Level 信心等级Configuration 配置Configuration Audit 配置审核Configuration Breakdown 配置分解Configuration Control 配置控制Configuration Control Board 配置控制委员会Configuration Identification 配置识别Configuration Item Acceptance Review 配置项验收评审Configuration Item Verification 配置项验证Configuration Item Verification Procedures 配置项验证程序Configuration Management 配置管理Configuration Management Board 配置管理委员会Configuration Relationships 配置关系Configuration Status Accounting 配置状态统计Conflict 冲突Conflict Management 冲突管理Conflict Resolution 冲突解决方案Conformance to Requirements 与需求的一致性Confrontation 积极面对Consensus 一致同意Consensus Decision Process 集体决策过程Consent 同意Consequences 后果Consideration 对价Considerations 对价需要考虑的事项Consolidate 合并Consortium 联盟Constituents 涉众Constraint 约束条件Constraint, project constraint 约束条件对项目的约束Constraints 约束条件Constructability 施工能力Construction 施工构造建造建筑Construction Contractor 施工承包商Construction Cost 施工成本Construction Management ("CM") 施工管理Construction Manager 施工经理Construction Stage 施工阶段Construction Work 施工工作Construction-Oriented 以施工为导向的Constructive Challenge 建设性质询Constructive Change 建设性变更Consultant 咨询顾问Consulting 咨询Consumable Resource 可消耗资源Consumables 消费性物资Contemplated Change Notice 预期变更通知Contending, in negotiating 争论在谈判中Content 内容Content Type 内容类型Context 背景Contingencies 不可预见费应急费用参见Reserve and Contingency Planning. Contingency 不可预见费应急费用Contingency Allowance 应急补助参见Reserve.Contingency Budget Procedure 不可预见费用预算程序Contingency Plan 意外事件计划Contract Package 合同包参见Contract Breakdown.Contract Performance Control 合同履行控制Contract Plan 合同计划Contract Pre-award Meetings 合同预授予会议Contract Quality Requirements 合同质量要求Contract Requirements 合同要求Contract Risk 合同风险Contract Risk Analysis 合同风险分析Contract Signing 合同签署Contract Strategy 合同战略Contract Target Cost ("CTC") 合同目标成本Contract Target Price ("CTP") 合同目标价格Contract Type 合同分类Contract Types 合同类型Contract Work Breakdown Structure ("CWBS") 合同工作分解结构Contract/Procurement Management 合同/采购管理Contracting 签订合同Contractor 承包商Contractor Claims Release 承包商索赔豁免Contractor Cost Data Report ("CCDR") 承包商成本数据报告Contractor Evaluation 承包商评估Contractor Furnished Equipment 承包商供应的设备Contractor Project Office 承包商项目办公室Contractor Short Listing 承包商短列表Contractor's Performance Evaluation 承包商的绩效评价Contractual 合同的参见Contractual Conditions.Contractual Conditions 合同条款Contractual/Legal Requirements 合同的/法律上的要求Contributed V alue 贡献价值参见Added Value.Contribution Analysis 贡献分析Control 控制参见Project Control 和Control Cycle.Control Account ("CA") 控制帐目Control Account Manager ("CAM") 控制帐目经理Control Account Plan ("CAP") : 控制帐目计划Control and Coordination 控制和协调Control Chart 控制表Control Cycle 控制周期Control Gate 控制关口控制关卡参见Management Control Point. Control Loop 控制回路Control Point 控制点Control Requirements 控制必要条件要求Control System 控制系统Control Theory 控制论Controllable Risks 可控风险Controlling 控制参看Project ControlControlling Relationship 控制关系Coordinated Matrix 协调型的矩阵Coordination 协调Coordinator 协调员Corporate 公司Corporate Administration and Finance 公司行政和财务Corporate Budget. 公司预算Corporate Business Life Cycle 公司商务生命周期Corporate Constraints 公司限制因素Corporate Data Bank 公司数据库Corporate Management 公司管理Corporate Memory 公司记忆库Corporate Philosophy 公司价值体系, 公司哲学Corporate Planning 公司计划编制Corporate Project Management 公司项目管理Corporate Project Strategy 公司项目战略Corporate Quality Standards 公司质量标准Corporate Resources 公司资源Corporate Responsibility Matrix 公司责任矩阵Corporate Standards 公司标准Corporate Supervision 公司监管Corporation 公司Correction 纠正Corrective Action 纠正措施Correlation 相关性Cost 成本参见Project Cost.Cost Account 成本帐目Cost Account Breakdown 成本帐目分解Cost Account Manager ("CAM") 成本帐目经理Cost Account Plan ("CAP") 成本帐目计划Cost Accumulation Methods 成本累加方法Cost Analysis 成本分析Cost Applications 成本应用Cost Avoidance 成本规避Cost Baseline 成本基线Cost Benefit 成本效益Cost Benefit Analysis 成本效益分析Cost Breakdown Structure 成本分解结构Cost Budgeting 成本预算Cost Ceiling 封顶成本成本上限Cost Ceiling Bracket 成本上限范围Cost Center 成本中心Cost Check 成本检查Cost Classes 成本类别Cost Code 成本代码Cost Codes 成本代码Cost Control 成本控制Cost Control Point 成本控制点Cost Control System 成本控制系统Cost Curve 成本曲线Cost Distribution 成本分摊Cost Effective 成本效率成本有效的Cost Element 成本元素Cost Engineering 成本工程Cost Envelope 成本区域Cost Estimate 成本估算Cost Estimate Classification System 成本估算分类系统Cost Estimating 成本估算Cost Estimating Relationship 成本估算关系Cost Forecast 成本预测Cost Forecasting 成本预测Cost Growth 成本增长Cost Incurred 已发生成本Cost Index 成本指数Cost Indices 成本指数表Cost Input 成本投入Cost Management 成本管理Cost Model 成本模型Cost of Money 资金成本Cost of Quality 质量成本Cost Overrun 成本超支Cost Performance Baseline 成本绩效基线请参见"Cost Baseline".Cost Performance Index ("CPI") 成本绩效指数Cost Performance Indicator ("CPI") 成本绩效指数Cost Performance Measurement Baseline 成本绩效度量基线Cost Performance Ratio ("CPR") 成本绩效比率参见Cost Performance Indicator Cost Performance Report ("CPR") 成本绩效报告Cost Plan 成本计划Cost Plus 成本补偿Cost Plus Fixed Fee Contract ("CPFF") 成本加固定费用合同Cost Plus Incentive Fee Contract ("CPIFC") 成本加奖励费用合同Cost Plus Percentage of Cost Contract ("CPPC") 成本加成本百分比合同Cost Reimbursable Contract 成本补偿合同费用可偿还合同Cost Reimbursement 成本补偿Cost Reimbursement Type Contracts 成本补偿型合同Cost Reviews 成本评审Cost Savings 成本节约Cost Sharing Contract 成本共享合同Cost Status 成本状态Cost to Complete 竣工尚需成本Cost to Complete Forecast 竣工所需成本预测Cost Types 成本类型Cost Variance ("CV") 成本偏差Cost/Schedule Status Report ("C/SSR") 成本/进度状态报告Cost-Benefit Analysis 成本效益分析Costed Work Breakdown Structure 带成本信息的工作分解结构Cost-Effectiveness 成本效果分析法Costing 成本核算Costing Systems 成本核算系统Cost-Time Resource Sheet ("CTR") 成本时间资源表Counseling 指导Countermeasures 对策CPFFC参见"Cost Plus Fixed Fee Contract"CPI参见"Cost Performance Index".参见"Cost Performance Indicator".CPIF 成本加奖励费用合同参见"Cost Plus Incentive Fee Contract" CPIFC参见"Cost Plus Incentive Fee Contract"CPM参见"Critical Path Method"CPN参见"Critical Path Network"CPPC参见"Cost Plus Percentage of Cost Contract"CPR参见"Cost Performance Ratio"参见Cost Performance Report" CPU参见"Central Processing Unit"CR参见"Change Request"Craft 技艺Crash Costs 赶工成本Crash Duration 赶工工期Crashing 赶工Creativity 创造力Credit 赊欠信誉Credited Resource 已授予的资源Crisis 危机Criteria 标准指标Criterion 标准指标Critical 关键的Critical Activity 关键活动Critical Chain 关键链Critical Defect 关键性缺陷Critical Defective 有关键缺陷的产品Critical Design Review 关键设计评审Critical Event 关键事件Critical Factors 关键因素Critical Path 关键路径Critical Path Analysis 关键路径分析Critical Path Method ("CPM") 关键路径法Critical Path Network ("CPN") 关键路径网络图Critical Performance Indicator 关键绩效指标Critical Ratio 临界比关键比率Critical Sequence 关键工序Critical Sequence Analysis 关键工序分析Critical Subcontractor 关键分包商Critical Success Factors ("CSF") 关键的成功因素Critical Task 关键任务Critical Work Item 关键工作项Criticality Index 关键指数Cross Organizational 交叉型组织跨组织的Cross References 交叉参照Cross-Stage Plan 交叉阶段计划CSCI参见"Computer Software Configuration Item".CSF参见"Critical Success Factors"CTC参见"Contract Target Cost"CTP参见"Contract Target Price"CTR参见"Cost-Time Resource Sheet"Culture 文化Culture, organizational 文化组织文化Cumulative Cost-to-Date 到目前为止的累计成本参见Total Expenditure to Date" Cumulative S Curve 累计S 曲线参见" S Curve"Currency Conversion 货币兑换Current Budget 当前预算Current Date Line 当前日期线Current Finish Date 当前完成日期Current FY Budget Allocation 当前财政年的预算分配Current Start Date 当前开始日期Current Status 当前状态Current Year 当年Custom Duty and Tax 海关关税Customer 客户Customer Acceptance Criteria 客户验收标准Customer Furnished Equipment 客户提供的设备Customer Perspective 客户观点Customer/Client Personnel 客户方的职员Cutoff Date 移交日期Cutover 移交CV参见Cost V ariance"CWBS参见"Contract Work Breakdown Structure"Cybernetics 控制论Cycle 周期Cycle Time 周期Damages 损害赔偿金Dangle 悬空活动Data 数据Data Application 数据应用Data Bank参见"Corporate Memory"Data Collection 数据收集Data Date ("DD") 数据日期Data Entry Clerk 数据录入员Data Item Description ("DID") 工作项描述Data Processing 数据处理Data Refinements 数据改进Data Type 数据类型Data Structure Organization 数据结构组织Database 数据库Database Administrator ("DBA") 数据库管理员Database Management System ("DBMS") 数据库管理系统Date of Acceptance 验收日期Day Work Account 日常工作帐户DBA参见"Database Administrator"DBM见"Dynamic Baseline Model"DBMS参见"Database Management System"DCE参见"Distributed Computing Environment"DCF参见"Discounted Cash Flow"DD参见"Data Date"Deactivation Plan 惰性化计划Deactivation Procedures 惰性化流程Debriefing 投标反馈听取情况汇报情况Decentralized 分散的Decision 决策Decision Documentation 决策文档Decision Event 决策事件Decision Making 制定决策Decision Making Process 决策过程Decision Support System 决策支持系统Decision Theory 决策论Decision Tree 决策树Decision Trees 决策树组Decomposing 分解Decomposition 分解Default 违约Default Values 默认值Defect 缺陷Defective 缺陷产品Defects-Per-Hundred-Units 每百个单元有缺陷的数量Deficiency 缺陷Deficiency List 缺陷清单Definition 定义Definition Phase 定义阶段Definitive 确定性的Definitive Estimate 确定性估算参见"Estimate"Deflection 风险转移Degradation 降级Delay 延期Delay, compensable 补偿性延期Delaying Resource 资源延期Delegating 授权Delegation 授权Deliberate Decision Event 预先准备的决策事件Deliverable 可交付成果,可交付物参见"Product".Deliverable Breakdown Structure 可交付物分解结构参见"Work Breakdown Structure" Deliverable Deadline 可交付物的终止期限Deliverables 可交付成果可交付物Deliverables Management 交付物管理Delivery 交付Delphi Technique 德尔菲法Demonstrate 演示证明Demonstrated 已证明的Demonstrated Past Experience 已证明的过去经验Demonstration 演示Demonstration Review 演示评审Department 部门Departmental Budget 部门预算Dependability 可靠性Dependencies 依赖关系Dependency 活动之间的依赖关系参见Logical Relationship" Dependency Arrow 关系箭线Dependency Diagram 网络图前导网络图Dependency Links 依赖关系Dependency Management 依赖关系管理Deployment 部署Deployment Lessons Learned Document 部署的经验教训文档Deployment Plan 部署计划Deployment Procedures 部署流程Deployment Readiness Review 部署准备评审Deployment View 部署视图Depreciation 折旧Descriptive 描述性的Design 设计Design & Development Phase 设计和开发阶段Design Alternatives 设计备选方案Design Appraisal 设计评估Design Authority 设计权威Design Baseline 基准设计Design Bid Build 设计阶段投标的建立Design Brief 设计大纲Design Build 设计的建立包括设计和构造Design Concept 设计概念Design Contingency 设计应急费用Design Contract 设计合同Design Control 设计控制Design Development 设计开发Design Management 设计管理Design Management Plan 设计管理计划Design Model 设计模型Design of Experiment 试验设计Design Package 设计包Design Review 设计评审Design Subsystem 设计子系统Design Time 设计时间Design to Budget 按预算设计Design to Cost 按成本设计Design-to Specifications 按规范设计Desirable Logic 合意逻辑Detail Documentation 详细的文档Detail Schedule 详细的进度安排Detailed Design 详细设计Detailed Design Stage 详细设计阶段Detailed Engineering 详细工程Detailed Planning 详细计划Detailed Plans 详细的计划参见Detailed Resource Plan 和Detailed Technical PlanDetailed Resource Plan 详细的资源计划Detailed Schedule 详细的进度安排Detailed Technical Plan 详细的技术计划Determination 决定决心Determine Least Cost for Maximum Results 确定可以获得最大收获的最小成本参见Cost Benefit" Deterministic 确定性的Deterministic Network 确定的网络图Developed Country 发达国家Developer 开发人员Developing Country 发展中国家Development 开发参见"Development Phase"Development case 开发案例Development Phase 开发阶段Development Plan 开发计划Development process 开发过程Deviation 偏差Deviation Permit 允许偏差参见"Production Permit"Diagram 图Diagramming参见"Scheduling"DID参见"Data Item Description"Differences 偏差差异Differentials 差值Differing Site Conditions 不同的现场环境Direct Cost 直接成本Direct Cost Contingency 直接成本应急费用参见"Project Direct Cost Contingency"Direct Costs 直接成本Direct Labor 直接人工Direct Project Costs 直接项目成本费用Directing 指挥Direction 指导Directive 指示Director 主管总监Discipline 学科Discipline Maintenance 规矩的维护Discontinuous Activity 非连续的活动Discontinuous Processing 非连续的过程Discount Rate 贴现率折现率Discounted Cash Flow ("DCF") 折现现金流Discounting 折现。

项目管理术语微词典 (英中文)

项目管理术语微词典Mini-glossary: Project management terms you should knowEvery discipline has its own vocabulary, and project management is no exception. Part of the process of successfully deploying project management in your organization is to standardize the terminology. That way, when one person talks about risks, scope, issues, requirements, and other PM concerns, everyone else knows what he or she is referring to. This glossary contains common terms used in project management and can help start the standardization process in your organization.Assumption假设There may be external circumstances or events that must occur for the project to be successful (or that should happen to increase your chances of success). If you believe that the probability of the event occurring is acceptable, you could list it as an assumption. An assumption has a probability between 0 and 100%. That is, it is not impossible that the event will occur (0%) and it is not a fact (100%). It is somewhere in between. Assumptions are important because they set the context in which the entire remainder of the project is defined. If an assumption doesn't come through, the estimate and the rest of the project definition may no longer be valid.Client / Customers客户/顾客The person or group that is the direct beneficiary of a project or service is the client / customer. These are the people for whom the project is being undertaken (indirect beneficiaries are stakeholders). In many organizations, internal beneficiaries are called "clients" and external beneficiaries are called "customers," but this is not a hard and fast rule.Constraints约束Constraints are limitations that are outside the control of the project team and need to be managed around. They are not necessarily problems. However, the project manager should be aware of constraints because they represent limitations that the project must execute within. Date constraints, for instance, imply that certain events (perhaps the end of the project) must occur by certain dates. Resources are almost always a constraint, since they are not available in an unlimited supply.Critical path 关键路线The critical path is the sequence of activities that must be completed on schedule for the entire project to be completed on schedule. It is the longest duration path through the workplan. If an activity on the critical path is delayed by one day, the entire project will be delayed by one day (unless another activity on the critical path can be accelerated by one day).Deliverable可交付成果A deliverable is any tangible outcome that is produced by the project. All projects create deliverables. These can be documents, plans, computer systems, buildings, aircraft, etc. Internal deliverables are produced as a consequence of executing the project and are usually needed only by the project team. External deliverables are those that are created for clients and stakeholders. Your project may create one or many deliverables.Functional manager职能（功能部门）经理The functional manager is the person you report to within your functional organization. Typically, this is the person who does your performance review. The project manager may also be a functional manager, but he or she does not have to be. If your project manager is different from your functional manager, your organization is probably utilizing matrix management.Gantt chart 甘特图A Gantt chart is a bar chart that depicts activities as blocks over time. The beginning and end of the block correspond to the beginning and end-date of the activity.Issue问题An issue is a major problem that will impede the progress of the project and that can't be resolved by the project manager and project team without outside help. Project managers should proactively deal with issues through a defined issues management process.Lifecycle生命周期Lifecycle refers to the process used to build the deliverables produced by the project. There are many models for a project lifecycle. For software development, the entire lifecycle might consist of planning, analysis, design, construct/test, implementation, and support. This is an example of a "waterfall" lifecycle. Other lifecycles include iterative development, package implementation, and research and development. Each of these lifecycle models represents an approach to building the deliverables on your project.Milestone 里程碑A milestone is a scheduling event that signifies the completion of a major deliverable or a set of related deliverables. A milestone, by definition, has duration of zero and no effort. There is no work associated with a milestone. It is a flag in the workplan to signify that some other work has completed. Usually, a milestone is used as a project checkpoint to validate how the project is progressing. In many cases there is a decision, such as validating that the project is ready to proceed further, that needs to be made at a milestone.Objective （小）目标<>Goal （总）目标An objective is a concrete statement that describes what the project is trying to achieve. The objective should be written at a low level, so that it can be evaluated at the conclusion of aproject to see whether it was achieved. Project success is determined based on whether the project objectives were achieved. A technique for writing an objective is to make sure it isS pecific, M easurable, A ttainable/Achievable, R ealistic, and T imebound (SMART).Program综合项目A program is the umbrella structure established to manage a series of related projects. The program does not produce any project deliverables. The project teams produce them all. The purpose of the program is to provide overall direction and guidance, to make sure the related projects are communicating effectively, to provide a central point of contact and focus for the client and the project teams, and to determine how individual projects should be defined to ensure that all the work gets completed successfully.Program manager 综合项目经理A program manager is the person with the authority to manage a program. (Note that this is a role. The program manager may also be responsible for one or more of the projects within the program.) The program manager leads the overall planning and management of the program. All project managers within the program report to the program manager.Project 项目、（专案）A project is a temporary structure to organize and manage work and ultimately to build a specific defined deliverable or set of deliverables. By definition, all projects are unique, which is one reason it is difficult to compare different projects to one another.Project definition (charter) 项目定义（章程）Before you start a project, it is important to know the overall objectives of the project, as well as the scope, deliverables, risks, assumptions, project organization chart, etc. The project definition (or charter) is the document that holds this relevant information. The project manager is responsible for creating the project definition. The document should be approved by the sponsor to signify that the project manager and the sponsor are in agreement on these important aspects of the project.Project manager 项目经理The project manager is the person with the authority to manage a project. The project manager is 100 percent responsible for the processes used to manage the project. He or she also has people management responsibilities for team members, although this is shared with the team member's functional manager. The processes used to manage the project include defining the work, building the workplan and budget, managing the workplan and budget, scope management, issues management, risk management, etc.Project phase 项目阶段A phase is a major logical grouping of work on a project. It also represents the completion of a major deliverable or set of related deliverables. On an IT development project, logical phases might be planning, analysis, design, construct (including testing), and implementation.Project team 项目团队The project team consists of the full-time and part-time resources assigned to work on the deliverables of the project. They are responsible for understanding the work to be completed; completing assigned work within the budget, timeline, and quality expectations; informing the project manager of issues, scope changes, and risk and quality concerns; and proactively communicating status and managing expectations.Requirements需求说明书Requirements are descriptions of how a product or service should act, appear, or perform. Requirements generally refer to the features and functions of the deliverables you are building on your project. Requirements are considered to be a part of project scope. High-level scope is defined in your project definition (charter). The requirements form the detailed scope. After your requirements are approved, they can be changed through the scope change management process.Risk 风险There may be potential external events that will have a negative impact on your project if they occur. Risk refers to the combination of the probability the event will occur and the impact on the project if the event occurs. If the combination of the probability of the occurrence and the impact to the project is too high, you should identify the potential event as a risk and put a proactive plan in place to manage the risk.Scope 范围Scope is the way you describe the boundaries of the project. It defines what the project will deliver and what it will not deliver. High-level scope is set in your project definition (charter) and includes all of your deliverables and the boundaries of your project. The detailed scope is identified through your business requirements. Any changes to your project deliverables, boundaries, or requirements would require approval through scope change management.Scope change management 范围变更管理The purpose of scope change management is to manage change that occurs to previously approved scope statements and requirements. Scope is defined and approved in the scope section of the project definition (charter) and the more detailed business requirements. If the scope or the business requirements change during the project (and usually this means that the client wants additional items), the estimates for cost, effort, and duration may no longer be valid. If the sponsor agrees to include the new work in the project scope, the project manager has the right toexpect that the current budget and deadline will be modified (usually increased) to reflect this additional work. This new estimated cost, effort, and duration now become the approved target. Sometimes the project manager thinks that scope management means having to tell the client "no." That makes the project manager nervous and uncomfortable. However, the good news is that managing scope is all about getting the sponsor to make the decisions that will result in changes to project scope.Sponsor (executive sponsor and project sponsor) 赞助人（执行赞助人和项目赞助人）The sponsor is the person who has ultimate authority over the project. The executivesponsor provides project funding, resolves issues and scope changes, approves major deliverables, and provides high-level direction. He or she also champions the project within the organization. Depending on the project and the organizational level of the executive sponsor, he or she may delegate day-to-day tactical management to a project sponsor. If assigned, the project sponsor represents the executive sponsor on a day-to-day basis and makes most of the decisions requiring sponsor approval. If the decision is large enough, the project sponsor will take it to the executive sponsor.Stakeholder 干系人Specific people or groups who have a stake in the outcome of the project are stakeholders. Normally stakeholders are from within the company and may include internal clients, management, employees, administrators, etc. A project can also have external stakeholders, including suppliers, investors, community groups, and government organizations.Steering committee筹划指导委员会A steering committee is usually a group of high-level stakeholders who are responsible for providing guidance on overall strategic direction. They don't take the place of a sponsor but help spread the strategic input and buy-in to a larger portion of the organization. The steering committee is especially valuable if your project has an impact in multiple organizations because it allows input from those organizations into decisions that affect them.Workplan (schedule) 工作计划书（进度表）The project workplan tells you how you will complete the project. It describes the activities required, the sequence of the work, who is assigned to the work, an estimate of how much effort is required, when the work is due, and other information of interest to the project manager. The workplan allows the project manager to identify the work required to complete the project and also allows the project manager to monitor the work to determine whether the project is on schedule.。

中英对照项目管理规范

中英对照项目管理规范Project Management Guidelines in Chinese and English项目管理是一项重要的工作，旨在确保项目能够按时、按质、按成本完成。

为了更好地促进国际间的交流与合作，中英双语对照的项目管理规范在跨国项目中具有重要意义。

本文将探讨中英对照的项目管理规范，包括项目组织、沟通、风险管理等方面的内容。

一、项目组织项目经理是项目的核心，承担着统筹协调、管理资源、决策等职责。

在中文项目管理规范中，项目经理被称为"项目组长"，在英文中则被称为"Project Manager"。

除此之外，项目团队成员、项目指导委员会等角色在中英两种规范中的名称也存在差异。

二、项目计划与控制项目计划与控制是项目管理的基石，用以确保项目顺利进行。

在中文项目管理规范中，项目计划和执行被称为"计划"和"实施"；而在英文项目管理规范中，这两个概念分别称为"Planning"和"Execution"。

此外，项目控制包括进度控制、成本控制和质量控制，在中英两种规范中的表达方式也会有所不同。

三、项目沟通有效的沟通对于项目的成功至关重要。

中英两种项目管理规范在沟通方式和内容上存在差异。

例如，在中文规范中，会强调项目组成员之间的密切沟通，注重团队合作；而英文规范则可能更加注重与客户和利益相关者的沟通。

四、风险管理项目风险是项目中的不确定性因素，需要进行及时识别、评估和控制。

在中文项目管理规范中，风险管理被称为"风险控制"，这涉及到制定风险管理计划、风险识别和分析等方面的工作。

而在英文规范中，风险管理则被称为"Risk Management"，同样包括风险计划、风险识别和分析等内容。

五、项目变更管理项目在实施过程中，变更是不可避免的。

项目管理外文翻译外文文献英文文献项目管理的演变

The Evolution of Project ManagementBy Sandro AzzopardiImportance of Project Management is an important topic because all organisations, be they small or large, at one time or other, are involved in implementing new undertakings. These undertakings may be diverse, such as, the development of a new product or service; theestablishment of a new production line in a manufacturing enterprise; a public relationspromotion campaign; or a major building programme. Whilst the 1980's were about quality and the 1990's were all about globalisation, the 2000's are about velocity. That is, to keep ahead of their competitors, organisations are continually faced with the development of complex products, services and processes with very short time-to-market windows combined with the need for cross-functional expertise. In this scenario, project management becomes a very important and powerful tool in the hands of organisations that understand its use and have the competencies to apply it.The development of project management capabilities in organisations, simultaneously with the application of information management systems, allow enterprise teams to work in partnership in defining plans and managing take-to-market projects by synchronising team-oriented tasks, schedules, and resource allocations. This allows cross-functional teams to create and share project information. However, this is not sufficient, information management systems have the potential to allow project management practices to take place in a real-time environment. As a consequence of this potential project management proficiency, locally, nationally or globally dispersed users are able to concurrently view and interact with the same updated project information immediately, including project schedules, threaded discussions, and other relevant documentation. In this scenario the term dispersed user takes on a wider meaning. It not only includes the cross-functional management teams but also experts drawn from the organisation's supply chain, and business partners. On a macro level organisations are motivated to implement project management techniques to ensure that their undertakings (small or major) are delivered on time, within the cost budget and to the stipulated quality. On a micro level, project management combined with an appropriate information management system has the objectives of: (a) reducing project overhead costs; (b) customising the project workplace to fit the operational style of the project teams and respective team members; (c) proactively informing the executive management strata of the strategic projects on a real-time basis; (d) ensuring that project team members share accurate, meaningful and timely project documents; and (e) ensuring that critical task deadlines are met. Whilst the motivation and objectives to apply project management in organisations is commendable, they do not assure project success.However, before discussing the meaning and achievement of project success it is appropriate at this stage to provide a brief history of project management. Brief History of Project Management Project management has been practiced for thousands of years dating back to the Egyptian epoch, but it was in the mid-1950's that organisations commenced applying formal project management tools and techniques to complex projects. Modern project management methods had their origins in two parallel but different problems ofplanning and control in projects in the United States. The first case involved the U.S Navy, which at that time was concerned with the control of contracts for its Polaris Missile project. These contracts consisted of research, development work and manufacturing of parts that were unique and had never been previously undertaken.This particular project was characterised by high uncertainty, since neither cost nor time could be accurately estimated. Hence, completion times were based on probabilities. Time estimates were based on optimistic, pessimistic and most likely. These three time scenarios were mathematically assessed to determine the probable completion date. This procedure The Evolution of Project Management 2 was called program evaluation review technique (PERT). Initially, the PERT technique did not take into consideration cost. However, the cost feature was later included using the same estimating approach as with time. Due to the three estimation scenarios, PERT was found (and still is) to be best suited for projects with a high degree of uncertainty reflecting their level of uniqueness. The second case, involved the private sector, namely, E.I du Pont de Nemours Company, which had undertaken to construct major chemical plants in U.S. Unlike the Navy Polaris project, these construction undertakings required accurate time and cost estimates. The methodology developed by this company was originally referred to as project planning and scheduling (PPS). PPS required realistic estimates of cost and time, and is thus a more definitive approach than PERT. The PPS technique was later developed into the critical path method (CPM) that became very popular with the construction industry. During the 1960s and 1970s, both PERT and CPM increased their popularity within the private and public sectors. Defence Departments of various countries, NASA, and large engineering and construction companies world wide applied project management principles and tools to manage large budget, schedule-driven projects. The popularity in the use of these project management tools during this period coincided with the development of computers and the associated packages that specialised in project management. However, initially these computer packages were very costly and were executed only on mainframe or mini computers. The use of project management techniques in the 1980s was facilitated with the advent of the personal computer and associated low cost project management software. Hence, during this period, the manufacturing and software development sectors commenced to adopt and implement sophisticated project management practices as well. By the 1990s, project management theories, tools and techniques were widely received by different industries and organisations. Four periods in the development of modern project management. [1] Prior to 1958: Craft system to human relations. During this time, the evolution of technology, such as, automobiles and telecommunications shortened the project schedule. For instance, automobiles allowed effective resource allocation and mobility, whilst the telecommunication system increased the speed of communication. Furthermore, the job specification which later became the basis of developing the Work Breakdown Structure (WBS) was widely used and Henry Gantt invented the Gantt chart. Examples of projects undertaken during this period as supported by documented evidence include: (a) Building the Pacific Railroad in 1850's; (b) Construction of the Hoover Dam in 1931-1936, that employed approximately 5,200 workers and is still one of the highest gravity dams in the U.S. generating about four billion kilowatt hours a year; and (c) The Manhattan Project in 1942-1945 that was the pioneer research and development project forproducing the atomic bomb, involving 125,000 workers and costing nearly $2 billion. [2] 1958-1979: Application of Management Science. Significant technology advancement took place between 1958 and 1979, such as, the first automatic plain-paper copier by Xerox in 1959. Between 1956 and 1958 several core project management tools including CPM and PERT were introduced. However, this period was characterised by the rapid development of computer technology. The progression from the mainframe to the mini-computer in the 1970's made computers affordable to medium size companies. In 1975, Bill Gates and Paul Allen founded Microsoft. Furthermore, the evolution of computer technology facilitated the emergence of several project management software companies, including, Artemis (1977), Oracle (1977), and Scitor Corporation (1979). In the 1970's other project management tools such as Material Requirements Planning (MRP) were also introduced. Examples of projects undertaken during this period and which influenced the development of modem project management as we know it today include: (a) Polaris missile project initiated in 1956 that had the objective of delivering nuclear missiles carried by submarines, known as Fleet Ballistic Missile for the U.S Navy. The project successfully launched its first Polaris missile in 1961; (b) Apollo project initiated in 1960 with the objective of sending man to the moon; and (c) E.I du Pont de Nemours chemical plant project commencing in 1958, that hadthe objective of building major chemical production plants across the U.S. The Evolution of Project Management 3[3] 1980-1994: Production Centre Human Resources. The 1980s and 1990's are characterised by the revolutionary development in the information management sector with the introduction of the personal computer (PC) and associated computer communications networking facilities. This development resulted in having low cost multitasking PCs that had high efficiency in managing and controlling complex project schedules. During this period low cost project management software for PCs became widely available that made project management techniques more easily accessible. Examples of major projects undertaken during this period that illustrate the application of high technology, and project management tools and practices include: (a) England France Channel project, 1989 to1991. This project was an international project that involved two governments, several financial institutions, engineering construction companies, and other various organisations from the two countries. The language, use of standard metrics, and other communication differences needed to be closely coordinated; (b) Space Shuttle Challenger project, 1983 to 1986. The disaster of the Challenger space shuttle focused attention on risk management, group dynamics, and quality management; and (c) xv Calgary Winter Olympic of 1988, which successfully applied project management practices to event management. [4] 1995-Present: Creating a New Environment. This period is dominated by the developments related to the Internet that changed dramatically business practices in the mid 1990's. The Internet has provided fast, interactive, and customised new medium that allows people to browse, purchase, and track products and services online instantly. This has resulted in making firms more productive, more efficient, and more client oriented. Furthermore, many of today's project management software have an Internet connectivity feature. This allows automatic uploading of data so that anyone around the globe with a standard browser can: (a) input the most recent status of their assigned tasks; (b) find out how the overall projectis doing; (c) be informed of any delays or advances in the schedule, while working independently at a remote site. An example of a major project undertaken during this period is the Year 2000 (Y2K) project.The Y2K Project, known as the millennium bug referred to the problem that computers may not function correctly on January lst, 2000 at 12 AM. This was a global phenomenon and was highly problematic because resolving the problem at one's organisation did not guarantee immunity, since a breakdown in the organisation's supply chain could affect the organisation's operating capability. Many organisations set up a project office to control and comply with their stakeholders regarding the Y2K issue. Furthermore, use of the Internet was common practice that led to the establishment of the virtual project office. The goal of this virtual project office was: (a) to deliver uninterrupted turn-of-the-century; (b) monitor Y2K project efforts; (c) provide coordination; (d) develop a risk management plan; and (e) communicate Y2K compliance efforts with various stakeholders. Thus, the virtual project office was a focal point for all the project works, and it increased the awareness and importance of riskmanagement practices to numerous organisations.Why Project Management?There is no doubt that organisations today face more aggressive competition than in the past and the business environment they operate in is a highly turbulent one. It should be emphasised that the causes for the failure to deliver on time, on budget and to the quality of performance expected could be addressed by the application of project management practices. Furthermore, the failure to deliver on time, on budget and to the quality of performance expected does not necessarily mean that the project was itself a failure. At this stage what is being discussed is the effectiveness and efficiency of project execution and not whether a project is a success or failure.Conclusion Project management should be viewed as a tool that helps organisations to execute designated projects effectively and efficiently. The use of this tool does not automatically guarantee project success. (project success will be discussed in a subsequent issue). However, in preparation for the next issue, I would like you to think about the distinction between project success and project management success. This distinction will provide further insight to the questions: Why are some projects perceived as failures when they have met all the traditional standards of success, namely, completed on time, completed within budget, and meeting all the technical specifications? Why are some projects perceived to be successful when they have failed to meet two important criteria that are traditionally associated with success, namely, not completed on time and not completed within budget? Sandro Azzopardi is a professional author who writes articles on various subjects on his web site and local newspapers and magazines. You can visit information about this article and others on The Info Pit项目管理的演变桑德罗阿泽帕迪项目管理的重要性，是一个重要的课题，因为所有的组织，无论是或大或小，在同一时间或其他参与实施新的事业。

外文翻译---项目管理的原则

The Principles of Project ManagementYou've already got an understanding of the basic project life cycle, and we've just talked through some of the underlying principles of project management. But I bet you're itching to actually do something. In this chapter, which is taken from SitePoint's new title, The Principles of Project Management, we'll talk about the work that comes before the project life cycle -- finding possible projects, working out which projects are worth pursuing, and getting to know the different groups of people who will be involved in any project. Finally, we'll discuss the process of actually initiating a project..In each of the sections that follow, you'll find a discussion of what the process is and why it matters, followed by tools and best practices that will help you get your project off to a flying start.Discovery: Finding the ProjectsProjects don't just spring from nowhere. Although many project managers only get involved when it's already been decided that a project will be undertaken to achieve some end, there is, of course, a phase before this: discovery. Discovery is the process by which the organization reviews the available opportunities and decides which of them will become projects in due course.Ideally, the discovery process should ensure that the best opportunities are pursued -- not just those that were mentioned first, or those that have the loudest supporters. Where this process is undertaken, it's usually combined with some sort of portfolio planning through which the potential projects are matched against the resources or capabilities of the organization itself. The eventual result is a list of projects that are truly the top priorities.The sad reality is that in many cases, there's either no process at all for discovery and portfolio planning, or the process that's in place doesn't result in the selection of projects that will deliver the most value. It's also true that as a project manager, your influence may be very limited at this stage -- after all, in many cases, you won't even know about the potential projects until one is assigned to you!However, understanding what has been discovered, and how the project that you're managing came to be started, is very important. It can tell you whether the project is truly of high value to the organization for which you're working (either as an employee, contractor, or service provider) or whether its potential value still needs to be ascertained. It may also give you early insight into the complexities you might have to face during the project.If you find that little or no discovery work has been done, don't despair -- do it yourself! Find out why people in the organization think your project is important. Understand what they're expecting the project to deliver -- try to focus on what it means to them, not the nuts and bolts of what will be built. If their answers suggest that they don't think the project matters, find out where they think the time and effort would be better spent.Your first instinct will be to protect your project, but you might find an opportunity for another project that will deliver even more value. Even if you don't end up jettisoning the original project and taking on the new one instead, bringing it to the attention of the stakeholders within the organization will make you stand out as aproject manager who really cares about the good of the company, not just your own projects.Example 2.1. Choosing the Wrong OptionsImagine there's a team at a company you're working with that deals with customer orders. The team members have identified a number of opportunities:Remove manual work from current processes.Many in the team feel that they spend almost all their time shuffling paper, rather than actually dealing with the customers.Speed up inventory checking.When a customer places an order, the team members have to call up the inventory team to find out whether the goods are in stock or not. Making this process faster would improve their efficiency greatly.Improve tracking of customer orders, queries, and complaints.Currently, all tracking of customer interactions is done manually. There's actually one person in the team whose full-time job is collecting the information and putting it in an Excel spreadsheet!Allow customers to interact in more ways.A number of customers have signalled that they'd like to be able to email the team as a whole, or to input queries and complaints online.As you might have guessed, the opportunities above are ordered in terms of importance. The team feels that reducing their manual work is most important, with the inventory tracking improvements and customer tracking automation coming a close second. Once these fundamental issues have been fixed, the team feels that it can start work on items that will really benefit the customer -- introducing a web site and email addresses so they can log orders, queries, and so on.When people from elsewhere in the organization get involved, however, they get very focused on the web site for the customers. Marketing can see that this will be a real selling point and the sales teams think that it will delight their contacts. They don't realize that in order for the customer web site to be successful, the team needs to have all the other opportunities addressed first.The first you know about any of this, however, is when you're brought in to build the new customer web site. You get started working on it, but are finding that the people from the team who deal with the orders are very difficult to work with: they won't answer questions clearly, don't turn up to meetings that you've organized, and don't answer emails unless they're reminded to again and again. You're sensing hostility, but you have no idea why -- you've only been there a week. Surely you can't have offended them already?You get in touch with some of the IT guys that you know from the last project you worked on for this company and ask them what's up. They explain about the other projects that this team identified ... and that the team actually thought those other projects were more important. However, someone in the marketing team, having heard about the possibility of the web site being developed, promised one of the big customers that it would be ready soon, so management decided to prioritize this project over the improvement of the systems.Now you understand why the team is so unresponsive! They're upset because their own needs have been ignored, and now you're working on the project that they've been forced into prematurely.At this point, it can be very easy to get depressed or start panicking. What if the team continues to sabotage the project and you get blamed when it isn't delivered? You don't have the power to go back and work on the project they really wanted to happen, so perhaps you should just give up now ...The point, though, is that now you understand what was causing the team to be unhelpful and unresponsive. Armed with that knowledge, you can do something about it!As we've already discussed, often the project manager won't be involved in deciding which projects will be undertaken. In this particular situation, however, you can try to mitigate some of the impacts of the web site project being prioritized over that of updating the existing systems.Firstly, you have a discussion with Pamela, the team member who's been the main cause of friction so far. You explain that you understand there were originally other projects on the cards, and ask her to clarify for you what they would have entailed. As she talks, you realize that some of the elements of the existing manual process are going to be problematic for your project as well -- for instance, it won't be possible to determine whether or not an item is in stock without someone making a phone call.In this particular example, there's an obvious route forward -- help to identify the modernizations of the existing system that are required for the web site project to be a real success. Then push either for these to be brought into the scope of your own project, or for a separate team to be set up to deal with those issues in parallel.However, even if you won't be able to influence the organization to work on the productivity improvements as well as the site, just having spoken to Pamela seems to have improved relations immensely. She commented that you were the first one of the "techie guys" who had taken the time to really understand why the team is so frustrated. She has started responding to your queries and emails and even seems to have told the rest of the team that they should help you out as well.The point is that without understanding where your project's roots lie, you're flying blind. By investing some time to find out a little more about how the discovery work was or wasn't done, and how the decisions were made, you can gain a valuable insight into the challenges you might face, day to day, on the project. This approach can also give you an early warning of any office politics that might make your life difficult! Picking the Best ProjectsChoosing the best projects to work on involves a three-step process:Identify the opportunities.Compare the opportunities.Rank them and decide which to undertake.Identifying the OpportunitiesThere are many approaches to identifying opportunities, some of which are more sophisticated than others, so let's start by considering some of the basic tools that you'll probably already have come across.The most obvious option is a brainstorm. Get people in the organization together, and ask them to think of anything that annoys them, anything that could be done better, or things that aren't being done yet that could be started.The Stop, Start, Continue ApproachOne model that you can use to get people to focus called Stop, Start, Continue. Here, you essentially ask the people in the room to name one task they want the organization to stop doing, one task that it should start doing, and one task that it should continue to do.If it's obvious that a particular business process or set of processes is causing a lot of pain, manual work, or rework in the organization, it might be worth charting that process. You can do this using any tool -- from the good old marker and whiteboard, through to bespoke process-flow mapping tools or UML diagrams. (UML stands for Unified Modeling Language, and constitutes a set of standard formats for creating flow diagrams of processes, data, etc. UML tends to be popular with usability professionals and software engineers. As always, think carefully about the tools you choose—they need to be understandable and accessible to everyone involved.)Once you have drawn out the business process, look at each step and ask, "Why do we do this?" If there isn't a good reason to take the step, remove it! If the step is necessary but could be done more intelligently, ask how. If the question of what needs to change isn't answered easily, a project to fully investigate the options and create a solution could spring from your analysis.Example 2.2. Innovate or ImproveOne example of the need for innovation is made clear by the anecdote about an early 20th-century buggy whip manufacturer. The organization was focused on making whips (used on horses that drew buggies and carts) faster, cheaper, and better ... at a time when horse-drawn carts were rapidly being replaced by motor cars. Making the buggy whip cheaper was not going to increase sales, since price was not the problem.Remember, though, that sometimes the opportunities that are the biggest -- the projects that will make a huge difference to the business -- might be those that don't represent incremental improvements. In many cases, the real way to make a difference may be to realize that there's a completely new direction to take, product to focus on, or way to operate.From：《The principles of project management》By Meri Williams Published: March 2008项目管理的原则你已经得到了一个基本的项目生命周期的认识，我们只是针对项目管理的一些基本原则进行了座谈。

项目管理中常用英语

项目管理中常用英语（转载学习）工程项目管理常用英语工艺包 process package工艺设计 process design工艺发表 process release工艺预发表 initial process release工作范围；项目任务范围 scope of work ; project scope工作包 work package工作项 work item任务单项 line item分解结构 breakdown structure工作分解结构 work breakdown structure组织分解机构 organizational breakdown structure项目大项工作分解结构 project summary work breakdown structure承包商标准工作分解结构;工程公司标准工作分解结构 contractor's standard work breakdown structure责任分工矩阵 responsibility assignment matrix风险 risk风险分析 risk analysis风险备忘录 risk memorandum公司本部 home office公司本部服务 home office service公用工程 utility计划 plan项目计划 project plan（项目）设计计划（project)engineering plan （项目）采购计划 (project）procurement plan （项目）施工计划（project)construction plan (项目)开车计划（project)start-up plan专利 patent专利权 patent right产权技术 proprietary technology专利技术 licensed technology专有技术;技术诀窍 know—how许可证 license专利商；许可方 licensor受许可放；受让方 licensee（技术）转让费;提成费 royalty许可证费 license fee专有技术费 know—how fee专业 discipline工艺 process design ; process engineering系统 systems engineering设备 equipment engineering布置 plant layout engineering管道设计 piping design管道机械 piping mechanical engineering仪表 instruments engineering电气 electrical engineering建筑 architectural engineering土建 civil engineering开车 start—up试车 commissioning投料试车 start-up ; test run ； initial operations性能考核，生产考核 performance test run ; performance guarantee tests用户验收 client acceptance支付条件;付款条件 terms of payment ; conditions of payment ； terms and conditions of payment预付款 advance payment ; down payment按实物进度付款 progress payment按日工程进度付款 schedule payment保留金；扣留款 retention money最终付款 final payment代码；编码 code ； number组码 group code标准分类记帐码；记帐码 standard classification of account numbers ［SCAN］;account codes ; code of accounts可编码 variable code ; optional variable code通用型活动码 generic activity type(numbers)［GAT]不可预见费 contingency发表 issue ; release汇票 bill of exchange ; draft议付汇票 bill for negotiation业主 owner用户;客户 client设计；工程设计 design ； engineering设计阶段 engineering phase工艺设计阶段 process design phase基础工程设计阶段 basic engineering phase分析设计阶段 analytical engineering phase平面设计阶段 planning engineering phase详细工程设计阶段 detailed engineering phase ; final engineering phase ；production engineering phase会议 meeting开工会议 kick—off meeting报价开工会议 proposal kick-off meeting用户开工会议 client kick—off meeting项目开工会议 project kick-off meeting设计开工会议 project kick—off meeting施工动员会议 construction mobilization meeting审核会 review meeting合同；承包 contract合同生效日期 effective date of the contract合同终止 termination of contract合同失效 frustration of contract总价合同 lump—sum contract［L-S](固定)单价合同 (fixed） unit price contract偿付合同;成本加抽筋合同（cost） reimbursable contract ; cost-plus （fee) contract [C-P］成本加固定酬金合同 cost plus fixed fee contract ［CPFF]成本加浮动酬金合同 cost plus fluctuating fee contract ; cost plus sliding scale fee contract目标成本加奖罚合同（target） cost plus fee contract ， with bonus or penalty conditions限定最高价偿付合同;限定最高成本加抽筋合同 reimbursable guaranteed maximum price contract ［RGMP］； guarantee maximum cost plus fee contract承包商 contractor分包商 subcontractor合营企业 joint venture [JV]交货 delivery交货日期 delivery date ； date of delivery交货周期 lead time交货到现场 delivery to job-site交货单 delivery note提货单 delivery order提单 bill of lading交货条件 delivery terms离岸价 free on board [FOB］铁路交货（价);敞车上交货（价) free on rail ［FOR］ ; free on truck ［FOT]成本加运费（价） cost and freight [CFR］ or ［C＆F］到岸价 cost insurance and freight ； cost insurance freight ［CIF]船边交货(价） free alongside ship ［FAS］货交承运人（价) free carrier [FCA］工厂交货（价） ex works ［EXW]估算;费用估算estimate ’ cost estimate估算方法类别 types of estimate详细估算（发) detailed estimate ； defined estimate设备详细估算(发）；确切估算(发） defined equipment estimate ； definitive estimate设备估算 equipment estimate分析估算 analysis estimate报价估算 proposal estimate控制估算 control estimate初期控制估算 interim control estimate ； initial control estimate ［ICE]批准的控制估算 initial approved cost [IAC］核定估算 check estimate首次核定估算 first check estimate ［FCE]二次核定估算 production check estimate [PCE]人工时估算 man-hour estimate证书；证明书 certificate产地证明书 certificate of origin机械竣工证书 mechanical completion certificate用户验收证书；合同项目验收证书 client acceptance certificate （of plant）材料 material设备 equipment散装材料 bulk materials ; commodities材料分类 material class材料统计 material take—off [MTO]材料表；材料清单 bill of materials ［BOM］材料管理 material management材料控制 material control进度;进度表；进度计划 schedule进展；进度；实物进度 progress ； physical progress编制进度计划 scheduling ; time scheduling（项目)初期工作进度计划 starter schedule ; early work schedule项目主进度计划 project master schedule ； master project schedule 详细进度计划;详细进度表 detailed schedule网络(图）;网络（进度）计划 network (diagram)里程碑网络图 milestone network详细网络图 detailed network关键线路法 critical path method ［CPM］关键工序;关键活动 critical activity工序；活动 activity里程碑 milestone进度控制 schedule control ； progress control进度曲线；S曲线progress curve ; ”S" curve资源负荷曲线 resource loading curve ; Bell curve进度提前 ahead of schedule进度拖延 schedule delay违约 default违约通知 default notice（违约）罚款条款 penalty clause违约罚金 liquidated damages运费 freight ［Frt。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

外文文献原文:Ready to upgrade Visual Basic 6、0 applications to VisualBasic、NETOutlineThis document is to use Microsoft ® Visual Basic ® developers to provide the application toupgrade to Microsoft Visual Basic、NET remendations、Visual Basic、NET can open the Visual Basic 6、0 projects to Visual Basic、NET upgrade its technology、 However, in most cases, the project to upgrade to Visual Basic、NET, you need to make some changes to the project、 The purpose of this document is on the design and implementation of the current Visual Basic project to provide remendations to upgrade to Visual Basic、NET only after a minimum of changes、 Where appropriate, we will use the new language structure; However, this document is not a language reference for Visual Basic、NET、 What is Visual Basic、NET?Visual Basic、NET is the next version of Visual Basic、 Microsoft re-designed the product, rather than simply as Visual Basic 6、0 add some new features、 The new version easier than previous versions of the preparation of distributed applications, such as Web and enterprise n-tier system、 Visual Basic、NET with two new forms packages (Windows Forms and Web Forms); used to access the disconnected ADO data source for the new version; the latest model of the language, remove the traditional keyword, improved type security and advanced developers need to open a low-level structure、These new features for the Visual Basic developer opened a new door: Use the Web Forms and ADO、NET, to rapidly develop scalable Web sites; through the inheritance, the language can be a real object-oriented programming support; Windows window body itself to support access and visual inheritance; now deploy your application as the executable files and ponents from one directory to another directory so simple、Visual Basic、NET is now available in other languages fully integrated with Microsoft Visual Studio、NET、 You can not only use different programming language to develop application ponents, and your class can now cross-language inheritance to inherit classes written in different languages、 Using the unified debugger can now debug multiple language applications, regardless of whether they are run locally or on a remote puter、 Finally, no matter what language you use, Microsoft、NET Framework is the Microsoft Windows ®and Internet provides a rich API、Why not 100 percent patible with Visual Basic、NET?Visual Basic、NET can be designed to consider two options: Update to the existing code base、 NET framework to run; or build from scratch to fully leverage the platform's advantages、 To reach the customers most in need of features (such as inheritance and Threading), to provide the platform for full and unrestricted access, and to ensure the next generation of Visual Basic can access Web application, the right decision in the new platform the generation from scratch、For example, in Windows Forms in a number of new features can be used as new controls or more properties to add to the existing code base、 However, this will put all other important functions (such as security and visual inheritance) the cost of succession to the Windows form、Our main goals is to ensure that the Visual Basic code can be pletely and use of other languages (such as Microsoft Visual C # ™, or Microsoft Visual C + + ®) write code to work, and to Visual Basic developers easy to use、 NET Framework features without using the traditional Windows API programming tools to make work、And Visual C + + and any other mon language runtime to target the same language, Visual Basic now has the same variable type, array, user-defined types, classes and interfaces; but we have removed from the language of certain functions, For example, an array of fixed-length strings and non-zero、Visual Basic is now a true object-oriented language; some non-intuitive and inconsistent feature has been removed from the language, such as GoSub / Return and DefInt、The result is a Visual Basic more dynamic, it will continue to be Windows-based application that creates the best tools, and now to create the next generation of Web site to be the best tool、Upgrade to Visual Basic、NETVisual Basic、NET from the basic principles of the traditional Windows development to build next generation Web and n-tier applications、 Therefore, you need to upgrade the code to use the advantages of Visual Basic、NET、Open in Visual Basic、NET in Visual Basic 6、0 project, it will automatically appear, "Upgrade Wizard" to guide you through the upgrade process, and automatically create a new Visual Basic、NET project (your existing project will not change)、 This is a one-way process; in Visual Basic 6、0 can not open a new Visual Basic、NET project、Works after the upgrade, language change due to syntax changes, your form is converted to Visual Basic 6、0 Windows Forms、 In most cases, the upgrade code also need to be some changes、 This is because certain objects and language features in Visual Basic、NET is not equivalent to the content, or for automatic updates, the equivalent content differences too、 After the upgrade, may also need to change your applications to use Visual Basic、NET some of the new features、At the same time using Visual Basic 6、0 and Visual Basic、NETVisual Basic、NET support for Visual Basic 6、0 upgrade project; If you have a Visual Basic, version 1 to version 5, the preparation of the project, we remend that you load it into VB6 (the choice to upgrade Microsoft ActiveX ®controls), pile and save the project, and then upgrade the project to Visual Basic、NET、Visual Basic、NET and Visual Basic 6、0 can be installed on the same puter and run、 Similarly, with Visual Basic、NET and Visual Basic 6、0 applications written can also be installed on the same puter and run concurrently、 ponents written using Visual Basic、NET with earlier versions of Visual Basic, and ponents written in other languages to work together、 For example, can be written using Visual Basic 6、0 ActiveX controls to Visual Basic、NET Windows Forms drag and drop, use Visual Basic、NET Class Library in Visual Basic 6、0 objects, or to Visual Basic 6、0 executable the Visual Basic、NET Library、ponents with Visual Basic、NET piler and piled using Visual Basic 6、0 runtime ponents are slightly different、 For the initial application, as Visual Basic、NET objects through garbage collection release, so if the object is explicitly removed from memory before they actually delete, may be a delay、 Other differences, such as variant / object changes will note later in this article、 A result of these differences is a mon application with Visual Basic、NET Visual Basic 6、0 application running with similar characteristics, but not identical、In addition, Visual Basic、NET to Visual Basic、NET and Visual Basic 6、0 ponents in between these ponents do not binary patible、 ponents are now more powerful than before, version management and deployment system, you can simply copy files to a directory (no longer RegSvr32) to deploy the file, and upgrade to new version of the ponent as a new replace the old files as easy、 You have to do is to ensure that classes and methods patible with earlier versions、Architecture proposed、 NET platform on the improvement of early architecture on the scalability of distributed applications and to provide more powerful support, although it hasdisconnected data access, message-based -based and deployment (no longer is a ponent registration)、 To take full advantage of these features in the design of your application architecture used, should be used in Visual Basic、NET similar architecture、Browser-based applicationsVisual Basic 6、0 and Microsoft Visual Studio ®6、0 to create a browser-based Internet and Intranet applications provide the following types of technologies:· Webclass· DHTML project· ActiveX Document· Active Server Pages (ASP)Visual Basic、NET introduces an enhanced version that is ASP ASP、NET, and with the Web form to the architecture, Web form is the case with Visual Basic HTML page、 Architecture is based on the server、The following remendations and a list of the main architecture proposed for the development of browser-based Visual Basic 6、0 applications to enable them to seamlessly migrate to Visual Basic、NET projects:Remend that you follow Microsoft guidelines for multi-tier architecture to create your application, using ASP to create interfaces using Visual Basic 6、0 or Visual C + + 6、0 object to create business logic、 Visual Basic、NET in full support of ASP, you can use ASP, ASP、NET and Web Forms applications to continue to expand、 Visual Basic 6、0 and Visual C + + 6、0 business objects can not be modified or upgraded to for Visual Studio、NET or Visual Studio、NET、DHTML applications, including DHTML page and the client DLL、These applications are not automatically upgraded to Visual Basic、NET、 We remend that you leave these applications in the Visual Basic 6、0、Visual Basic、NET does not support ActiveX documents, the same as the DHTML project does not automatically update、 We remend you to stay in the ActiveX document application in Visual Basic 6、0, or possible, to replace the ActiveX user control documents、Visual Basic 6、0 ActiveX documents and DHTML applications with Visual Basic、NET technology work together、 For example, you can navigate from a Visual Basic、NET Web Forms to Visual Basic 6、0 DHTML page, and vice versa、Visual Basic、NET is no longer a Webclass、 Webclass application will be upgraded to ASP、NET, but after the upgrade you need to make some modifications、Webclass existing applications with Visual Basic、NET Web Forms and ASP applications work together, but for new projects, we remend that you use with Visual Basic 6、0 business object ASP's Windows DNA platform、Client / server projectVisual Basic 6、0 to provide for creating client / server application of the following technologies:· Visual Basic form· Microsoft Transaction Server (MTS) / + middle tier objects* User ControlVisual Basic、NET has a new form package, or Windows Forms、 Windows Forms and Visual Basic 6、0 form with a different object model, but most are patible、When you upgrade project, Visual Basic form is converted to Windows Forms、Visual Basic、NET development to improve the middle layer of MTS and + ponent Services ponents support、 Using the unified debugger, you can access from the client application MTS / + ponents, and then returned to the client application、You can also use single step debugger to debug Visual Basic 6、0 MTS / + ponents (assuming the cost of these ponents are piled machine code with symbolic debugging information and no optimization)、Visual Basic、NET also introduced a new middle tier ponents, namely Web services、 Web Services in ASP、NET, and allowed through the firewall using the transport protocol request method、 They use industry-standard XML data transfer and return, allowing access to their other language and platform features、Although they do not support the MTS transaction, but when you do not need distributed transactions, but still need to work with other platforms, you can put MTS / + ponents into Web services、 Although there is no automatic way, but this task is very small, can be upgraded to Visual Basic、NET project, use the drag and drop in a very short time、Works upgrade, upgrade to Windows controls user controls; but the custom attribute tags to set up and assign shortcut keys will not upgrade、Single applicationVisual Basic 6、0 supports the following types of single-generation applications:* Single-database application· Visual Basic add-ins* Tools programs and gamesSingle database application, some Visual Basic applications, which ischaracterized in the Microsoft Access database to store data、 These applications when upgrading to Visual Basic、NET certain restrictions (see later in this document, "data" section)、Visual Basic、NET IDE is now fully integrated into the Visual Studio、NET IDE, Visual Basic、NET language center expansion with a new model、 Visual Basic、NET Visual Studio、NET add-in is now the add-ins, you can in any language in Visual Studio、NET automatically processed and added functionality、 For example, you can write a Visual Basic、NET to re-add for the Visual C # Windows Forms coloring, or for Visual Basic Class to add ments、 To provide this functionality, Visual Basic、NET extension is no longer using the old model, you need to change the expansion of the application object to use the advantages of new features、Many applications are classified as a "tool" type of procedure、 Used to manipulate files, registry settings tools like the application does not require any additional modifications often can be upgraded、 After the upgrade, there are many new features available, such as the language of the exception handling to catch errors, and use、 NET Framework class registry registry manipulation、 It should be noted that, dependent on the particular Visual Basic 6、0 application performance characteristics (such as arcade games) may require some modification, because Visual Basic、NET have different performance characteristics、 Visual Basic、NET in the game for support, you can use Microsoft DirectX ® 7 or a new version of the GDI、GDI + introduces many new features, including all two-dimensional pixel, the image fidelity of the Alpha and graphics supported by bination of extended support、DataVisual Basic 6、0 provides the following types of data access types:· ActiveX Data Objects (ADO)* Remote Data Objects (RDO)* Data Access Object (DAO)Visual Basic、NET introduces an enhanced version of ADO, called ADO、NET、ADO、NET disconnected data used, and distributed applications to improve performance in ADO、 ADO、NET for the Windows Forms control providing read / write data binding for Web Forms data binding to provide read-only、In DAO, RDO, and ADO minor changes (in the language section of this document described), it can still be used in Visual Basic、NET code、 However, Visual Basic、NET does not support DAO and RDO data binding to controls, data controls, or "RDO user" link、 If your application contains the DAO or RDO data binding, we remendthat you leave them in Visual Basic 6、0, or in the works before the upgrade to Visual Basic、NET, DAO and RDO data binding first upgrade to the ADO, ADO support for Windows Forms data binding、 On how to do this work of information, can help to get Visual Basic 6、0、In summary, we remend that you use Visual Basic 6、0 project ADO、UpgradeUpgrade code, Visual Basic、NET to create a new project has been upgraded, and you do most of the necessary language and object changes、 The following section provides a few examples of code upgrades、Variant to objectVisual Basic, Variant data type support for an earlier version, you can assign it to any basic types (other than fixed-length strings), Empty, Error, Nothing, and Null、 In Visual Basic、NET in, Variant and Object data types into a new data type: Object、 Object can be assigned to the basic data types, Empty, Nothing, Null, and object、When you upgrade to Visual Basic、NET project, all the variables are declared as Variant turned into Object、 Similarly, when the code is inserted after the editor, Variant keyword is replaced with ObjectVisual Basic Forms to Windows FormsVisual Basic、NET has a new form package (ie, Windows Forms), which provides access to local support and a place menu editor、 Your existing Visual Basic form will be upgraded to Windows FormsInterfaceEarlier versions of Visual Basic, public classes are often hidden from the user interface、 In Visual Basic、NET, you can "code editor" in the view and edit them、 When the project is upgraded, you can choose whether to automatically create interfaces for the public class statement、Upgrade report and mentsAfter the upgrade project will add to your project update report outlining the need for the code has been upgraded all the changes、 In addition, the code will also add ments to remind you to potential problems、These ments are automatically displayed in the Visual Studio、NET "task list"、Programming remendationsThis section provides suggestions about writing code in order to minimize the work required to upgrade to Visual Basic、NET changes、Use early bindingVisual Basic 6、0 and Visual Basic、NET support the late binding objects, that is, declare a variable as the Object data type, and at run time to allocate it to class、 However, during the upgrade, the default property in the resolution, or in the underlying object model has changed, properties, methods, and events need to convert the case, the late-bound object problems、 For example, suppose you have a form called "Form1", a label called "Label1"、In Visual Basic、NET Windows Form, the labeling of the Caption property is called Text、 When your code is upgraded, Caption property of all instances into a Text, but because there is no late-bound object type, Visual Basic can not detect the type of object, or do not know whether the need to convert all the properties、In these cases, you need to change the code after the upgrade themselves When your Visual Basic 6、0 code to use Object and Variant variables, if you want to specify variables, perform operations on the variables or variables passed to the function, we remend that you use explicit conversionVisual Basic、NET support function overloading based on parameter type、 Visual Basic、NET the type of call based on parameters which function、 If you pass the integer to Environ (), then call the integer version、 If you pass a string, then the call string version、 Variant or Object data type will be passed to the overloaded function, the code may cause pile error or run-time error、 If you use the following example shows an explicit conversion, then upgrade to Visual Basic、NET code after work、Late-bound object using explicit conversion is good coding practice、 It makes code easier to judge intent, so you can easily transfer project in Visual Basic、NET、Date date using storedEarly versions of Visual Basic Double data types support the use of storage and manipulation of dates、 In Visual Basic、NET can not do so, because the date is not stored in the internal double-precision type、、 NET Framework provides ToOADate and FromOADate function for the double precision type and date of conversion between the types、 However, when you upgrade to Visual Basic、NET project after the storage period using the double-precision type of code is difficult to judge the intent、 To avoid your Visual Basic、NET code for unnecessary changes, always use the Date data type stores date Default properties without parameters analysisIn Visual Basic 6、0, many objects are open default property, as a programming shortcut, you can omit the default property、In the late binding example, the default properties are resolved at run time, MsgBox TextBox default value of the property will be displayed as Text1、No parameters Visual Basic、NET does not support default properties, which does not allow this programming shortcut、 When you upgrade project, Visual Basic、NET resolve default property without parameters, but rely on run-time analysis of late binding with the law can not automatically resolve、 In these cases, you must change your code、 Another plex issue is that many libraries use the property called _Default to achieve the default property、 _Default Property as an agent, calls are delivered to the real default property、 So when you upgrade projects, some of the default properties will be resolved to _Default、 Code can still work as usual, but the real property than the explicit use of code written in easy to understand、 So, in your Visual Basic 6、0 code to avoid using non-default property parameter、中文翻译稿准备将 Visual Basic 6、0 应用程序升级到 Visual Basic、NET 概述本文档为使用 Microsoft®Visual Basic®得开发人员提供有关将应用程序升级到Microsoft Visual Basic、NET 得建议。