项目管理工具与方法中英文版
工程项目管理双语教材(3篇)
第1篇IntroductionEngineering project management is a critical discipline that involves the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. This bilingual textbook aims to provide a comprehensive and practical guide for students and professionals in the field of engineering project management. The content is presented in both English and Chinese, catering to the diverse linguistic backgrounds of learners and ensuring a broader reach.Table of Contents1. Introduction to Engineering Project Management2. Project Life Cycle and Phases3. Project Planning- 3.1 Project Scope Management- 3.2 Project Schedule Management- 3.3 Project Cost Management- 3.4 Project Quality Management- 3.5 Project Resource Management- 3.6 Project Communication Management- 3.7 Project Risk Management4. Project Execution- 4.1 Project Team Management- 4.2 Stakeholder Management- 4.3 Contract Management5. Project Monitoring and Control- 5.1 Project Performance Measurement- 5.2 Change Management- 5.3 Conflict Resolution6. Project Closure7. Case Studies8. BibliographyChapter 1: Introduction to Engineering Project Management1.1 Definition and ImportanceEngineering project management refers to the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. It is essential for the successful delivery of projects within the constraints of time, cost, and quality.1.2 Key Concepts- Project: A unique set of activities designed to produce a product, service, or result with a defined beginning and end.- Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.- Project Manager: The person responsible for leading the project, managing resources, and ensuring the successful completion of the project.1.3 Objectives of Engineering Project Management- Scope: Define and manage the project scope to ensure that the project meets the specified requirements.- Time: Control the project schedule to ensure that the project is completed on time.- Cost: Manage the project budget to ensure that the project is completed within the allocated budget.- Quality: Ensure that the project deliverables meet the specified quality standards.- Risk: Identify, analyze, and manage project risks to minimize their impact on the project.Chapter 2: Project Life Cycle and Phases2.1 Project Life CycleThe project life cycle consists of four phases: initiation, planning, execution, and closure.2.2 Initiation PhaseThe initiation phase is the first phase of the project life cycle. It involves defining the project objectives, identifying stakeholders, and obtaining approval to proceed.2.3 Planning PhaseThe planning phase involves defining the project scope, developing a project schedule, estimating costs, identifying resources, and developing a project management plan.2.4 Execution PhaseThe execution phase is where the project plan is implemented. This phase involves managing resources, monitoring progress, and controlling changes to the project scope.2.5 Closure PhaseThe closure phase is the final phase of the project life cycle. It involves completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 3: Project PlanningThis chapter delves into the various aspects of project planning, including scope, schedule, cost, quality, resources, communication, and risk management.3.1 Project Scope ManagementProject scope management involves defining and controlling what is andis not included in the project. It includes activities such as scope planning, scope definition, scope verification, and scope control.3.2 Project Schedule ManagementProject schedule management involves developing a project schedule, managing the schedule, and controlling changes to the schedule. It includes activities such as schedule planning, schedule development, schedule control, and schedule change control.3.3 Project Cost ManagementProject cost management involves estimating, budgeting, financing, funding, managing, and controlling costs throughout the project life cycle. It includes activities such as cost estimation, cost budgeting, cost control, and cost variance analysis.3.4 Project Quality ManagementProject quality management involves planning, implementing, and controlling quality to meet project requirements. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.3.5 Project Resource ManagementProject resource management involves acquiring, developing, and managing the resources needed for the successful completion of the project. It includes activities such as resource planning, resource acquisition, resource management, and resource control.3.6 Project Communication ManagementProject communication management involves planning, executing, and controlling the project communications according to the communications management plan. It includes activities such as communication planning, information distribution, stakeholder management, and communication control.3.7 Project Risk ManagementProject risk management involves identifying, analyzing, and responding to project risks. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Chapter 4: Project ExecutionThis chapter focuses on the execution phase of the project life cycle, covering topics such as project team management, stakeholder management, and contract management.4.1 Project Team ManagementProject team management involves forming, leading, and managing the project team to achieve project objectives. It includes activities such as team building, team leadership, and team performance management.4.2 Stakeholder ManagementStakeholder management involves identifying, analyzing, and managing stakeholders' needs and expectations throughout the project life cycle. It includes activities such as stakeholder identification, stakeholder analysis, stakeholder engagement, and stakeholder communication.4.3 Contract ManagementContract management involves managing the contractual relationships between the project organization and its stakeholders. It includes activities such as contract planning, contract administration, and contract closure.Chapter 5: Project Monitoring and ControlThis chapter discusses the monitoring and control phase of the project life cycle, focusing on project performance measurement, change management, and conflict resolution.5.1 Project Performance MeasurementProject performance measurement involves monitoring and controlling the project to ensure that it is progressing according to the project management plan. It includes activities such as performance reporting, variance analysis, and corrective actions.5.2 Change ManagementChange management involves managing changes to the project scope, schedule, cost, and quality. It includes activities such as change request management, change control, and configuration management.5.3 Conflict ResolutionConflict resolution involves identifying, analyzing, and resolving conflicts among project stakeholders. It includes activities such as conflict analysis, negotiation, and mediation.Chapter 6: Project ClosureThis chapter covers the closure phase of the project life cycle, focusing on completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 7: Case StudiesThis chapter includes real-world case studies that illustrate the application of project management principles and techniques in various engineering projects.Chapter 8: BibliographyThis chapter provides a list of references for further reading on engineering project management.ConclusionThis bilingual textbook on engineering project management aims to provide a comprehensive and practical guide for students and professionals in the field. By covering the essential concepts, tools, and techniques of project management, this textbook will help readers develop the skills and knowledge necessary to successfully manage engineering projects.第2篇前言随着全球经济的快速发展和国际合作的日益加深，工程项目管理作为一门综合性的学科，其重要性不言而喻。
项目管理中英文--成本估算
Operating staff.
运行人员费用。
Labor and material for maintenance and repairs.
维修和保养的劳动力和材料费用。
Periodic renovations.
周期性翻新费用。
Insurance and taxes.
保险和税费。
Financing costs.
没有用掉的不可预见费用在工程末期可以退回业主方，或者用于项目新增部分的建设。
Approaches to Cost Estimation
成本估算的方法
Cost estimating is one of the most important steps in project management. A cost estimate establishes the base line of the project cost at different stages of development of the project. A cost estimate at a given stage of project development represents a prediction provided by the cost engineer or estimator on the basis of available data. According to the American Association of Cost Engineers, cost engineering is defined as that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles and techniques to the problem of cost estimation, cost control and profitability. Virtually all cost estimation is performed according to one or some combination of the following basic approaches.
项目管理一整套表单中英文版
未交付结果undeliverables：
交付结果（差异）分析deliverables（discrepancy）analysis：
三、项目经验、教训总结III、Project experience/lessons sum-up
签字signature
日期date
III、Meeting attenders (to list the meeting attenders, and theirtitles orprojectroles)
四、发放材料（列出会议讨论的所有项目资料）
IV、Materials distributed（tolist the project materials tobe discussed at the meeting）
Risk responseplan
责任人
Risk owner
开放/关闭
Open/closed
1
2
3
4
5
6
7
8
9
10
11
12
13
14
05项目沟通计表
ProjectCommunicationPlan
一、项目基本情况I. Project Basic Info
项目名称project name：
项目编号projectcode：
04项目风险管表
Project Risk Management
一、项目基本情况I. Project Basic Info
项目名称project name：
项目编号projectcode：
制作人preparedby：
审核人reviewedby：
项目管理的主要工具和技术
项目管理的主要工具和技术项目管理是对项目进行规划、组织、指导和控制的过程。
为了实现项目目标，项目经理需要运用各种工具和技术来管理项目的进度、成本、质量和风险等方面。
下面将介绍一些项目管理的主要工具和技术。
1. 关键路径法（Critical Path Method，CPM）关键路径法是一种用于确定项目进度计划的技术。
它通过对项目活动的时间估算和依赖关系进行分析，确定项目的关键路径和关键活动。
项目经理可以根据关键路径上的活动，合理安排资源，以确保项目能够按时完成。
2. 甘特图（Gantt Chart）甘特图是一种以时间为基准的图表，用于表示项目活动的开始时间、结束时间和持续时间。
通过甘特图，项目经理可以清晰地了解项目的进度安排，以便及时调整资源和任务分配。
3. 工作分解结构（Work Breakdown Structure，WBS）工作分解结构将项目分解为可管理的工作任务，帮助项目经理将项目范围细化为具体的工作包和活动。
WBS提供了项目组织的结构框架，是有效管理和控制项目的关键工具之一。
4. 里程碑（Milestone）里程碑是项目中的重大事件或阶段性目标。
设立里程碑有助于项目团队明确项目的进展，使得项目进度和成果得到可视化的展示。
里程碑能够提供项目进展的重要参考点，帮助项目组织在项目执行过程中做出必要的调整。
5. 风险管理（Risk Management）风险管理是项目管理的重要部分。
项目经理需要使用一系列的工具和技术来识别、评估和应对项目风险。
这包括风险概率和影响评估矩阵、风险登记册、风险转移和风险控制等工具和技术。
6. 成本管理（Cost Management）成本管理涉及项目预算的制定、成本估算、成本控制和成本分析等方面。
项目经理可以使用工具和技术如成本估算技术、成本绩效指数和成本流程图等，来跟踪项目的成本，并及时作出调整。
7. 质量管理（Quality Management）质量管理是确保项目交付符合预期要求的关键过程。
工程项目管理_中英文
IntroductionEngineering project management is a critical discipline that involvesthe planning, execution, and control of engineering projects. It encompasses a wide range of activities, from the initial concept and design stages to the construction, commissioning, and maintenance phases. Effective project management ensures that projects are completed on time, within budget, and meet the specified quality standards. This article provides an in-depth overview of engineering project management,including its key principles, methodologies, and challenges.Key Principles of Engineering Project Management1. Project Scope: The project scope defines the boundaries andobjectives of the project. It includes the deliverables, tasks, and activities that need to be completed. Clear definition of the scope is crucial to avoid scope creep, which can lead to delays and increased costs.2. Project Schedule: A well-defined project schedule outlines the sequence of activities, timelines, and milestones. It helps in tracking progress and ensuring that the project stays on track. Tools like Gantt charts and critical path method (CPM) are commonly used to manageproject schedules.3. Cost Management: Effective cost management involves estimating, budgeting, and controlling project costs. This includes identifying cost drivers, tracking actual expenses, and making adjustments as needed to stay within budget.4. Quality Management: Ensuring that the project meets the specified quality standards is essential. This involves implementing qualitycontrol processes, conducting inspections, and addressing any issuesthat arise.5. Risk Management: Identifying, analyzing, and mitigating risks is a critical aspect of project management. This includes identifyingpotential risks, assessing their impact, and developing strategies to manage them.6. Resource Management: Efficient allocation and management of resources, including human resources, materials, and equipment, is crucial for project success. This involves identifying resource requirements, managing resource conflicts, and optimizing resource utilization.7. Communication Management: Effective communication is essential for project success. This includes conveying project objectives, progress, and issues to stakeholders, and ensuring that everyone is aligned and informed.Project Management MethodologiesThere are various methodologies that can be used in engineering project management, each with its own set of tools and techniques. Some of the most commonly used methodologies include:1. Waterfall: The waterfall model is a linear, sequential approach where each phase of the project is completed before moving on to the next. It is suitable for projects with well-defined requirements and minimal changes expected.2. Agile: Agile methodologies, such as Scrum and Kanban, are iterative and flexible. They focus on delivering small, incremental pieces of work and adapt to changing requirements throughout the project lifecycle.3. PRINCE2 (Projects IN Controlled Environments): PRINCE2 is a process-based project management methodology that provides a structured approach to project management. It is widely used in the UK and internationally.4. PMBOK (Project Management Body of Knowledge): The PMBOK is a comprehensive guide to project management practices. It provides a framework for managing projects effectively and efficiently.Challenges in Engineering Project ManagementDespite the best efforts of project managers, there are several challenges that can impact the success of engineering projects. Some of the common challenges include:1. Complexity: Engineering projects are often complex, involvingmultiple stakeholders, disciplines, and variables. Managing this complexity can be challenging.2. Uncertainty: The engineering environment is often uncertain, with changing requirements, unforeseen risks, and technical challenges. Managing uncertainty requires flexibility and adaptability.3. Resource Constraints: Limited resources, including budget, time, and personnel, can constrain project progress and lead to delays and cost overruns.4. Communication: Effective communication is crucial for project success, but it can be challenging to ensure that all stakeholders are informed and aligned.5. Quality Control: Ensuring that the project meets the specifiedquality standards is a continuous challenge, especially as the project progresses and requirements evolve.ConclusionEngineering project management is a complex and dynamic discipline that requires a comprehensive understanding of project principles, methodologies, and tools. Effective project management ensures that projects are completed successfully, delivering value to stakeholdersand contributing to the organization's objectives. By addressing the key principles, adopting appropriate methodologies, and navigating the challenges, project managers can enhance the likelihood of project success.中文工程项目管理概述引言工程项目管理是一个涉及工程项目的规划、执行和控制的关键学科。
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 。
项目管理术语表中英文对照
实际成本2. ACWP已完工作实际成本3. BAC完工预算4. CCB变更控制委员会5. COQ质量成本6. CPAF成本加奖励费用合同7. CPFF成本加固定费用合同8. CPI成本绩效指数9. CPIF成本加激励费用合同10. CPM关键路径法11. CV成本偏差12. EAC完工估算13. EF最早完成日期14. EMV预期货币价值15. ES最早开始日期16. ETC完工尚需估算17. EV挣值18. EVM挣值管理19. FF完成到完成20. FFP固定总价合同21. FMEA失效模式与影响分析22. FP-EPA总价加经济价格调整合同总价加激励费用合同24. FS完成到开始25. IFB投标邀请书26. LF最晚完成日期27. LOE支持型活动28. LS最晚开始日期29. OBS组织分解结构30. PDM紧前关系绘图法31. PMBOK项目管理知识体系32. PV计划价值33. QFD质量功能展开34. RACIRACI：责任分配矩阵的一种常见类型，使用执行、负责、咨询和知情等词语来定义干系人在项目活动中的参与状态。
35. RAM责任分配矩阵36. RBS风险分解结构37. RFI信息邀请书38. RFP建议邀请书39. RFQ报价邀请书40. SF开始到完成41. SOW工作说明书42. SPI进度绩效指数43. SS开始到开始44. SV进度偏差45. SWOT优势、劣势、机会与威胁46. TM工料47. WBS工作分解结构48. SWOT AnalysisSWOT分析对一个组织、项目或备选方案的优势、劣势、机会和威胁的分析。
49. Performance Reporting报告绩效见“工作绩效报告”。
50. Reporting Systems报告系统用于从一个或多个信息管理系统中生成或合并报告，并向项目干系人发送报告的设施、过程和程序。
51. Request for Quotation (RFQ)报价邀请书采购文件的一种，用来向潜在卖方征求对通用或标准产品或服务的报价。
项目管理英文对照
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。
项目管理一整套表单中英文版
Name
项目角色
Project Role
所在部门
职责
Reponsibility
项目起止日期
Data
工作量Time
联系电话
Tel No.
主管经理
Supervisor
签字signature：
日期date：
项目赞助人Sponsor
项目经理projectmanager
02项目策划/任务书（Project Plan/Charter）
2.Projectobjectives(includingtimelimit , costobjectives, deliverablesandbriefdescriptionoftheirfeatures)
三、项目里程碑计划（包含里程碑的时间和成果）III.Project milestones ( includingtimelimit and deliverablesof
制作人preparedby：
审核人reviewedby：
项目经理projectmanager：
制作日期data：
二、项目沟通计划II.Project Communication Plan
利益干系人stakeholders
所需信息
Info needed
describe themain projectassumptions and the ?
六、项目主要利益干系人（包括高管、客户、职能部门主管、供应商、项目赞助人、项目经理、项目组成员等
干系人）
姓名name
类别（加下拉菜单）
部门
职务
03WBS表
ProjectWBS
一、项目基本情况I. Project Basic Info
项目管理常用的方法论和工具
项目管理常用的方法论和工具
1.PMP(ProjectManagementProfessional)：PMP是项目管理领域国际认证的标准。
PMP认证的核心在于知识领域的掌握和实践经验的积累，通过PMP认证，可以体现出项目管理专业人员的能力和经验。
2. PRINCE2 (Projects IN Controlled Environments)：PRINCE2是一种基于流程的项目管理方法，它强调在项目生命周期中持续地监控和评估。
PRINCE2在实施过程中，通过阶段性的评估和调整，确保项目在正确的轨道上进行。
3. Agile：敏捷方法是一种基于迭代和增量开发的项目管理方法。
敏捷方法强调团队协作、快速反应和灵活性，使得项目可以根据变化快速适应，同时保证高质量的交付。
4. Gantt 图表：Gantt 图表是一种流行的项目管理工具，它可
以帮助项目管理团队制定时间表和计划。
Gantt 图表能够清晰地展示项目的阶段和进度，同时也可以跟踪和控制交付日期。
5. 里程碑计划表：里程碑计划表是一种重要的项目管理工具，
它可以帮助项目管理团队确定项目的关键节点和目标。
通过里程碑计划表，可以清楚地了解项目完成情况，并及时调整项目进度。
6. SWOT 分析：SWOT 分析是一种常用的战略规划工具，它可以
帮助项目管理团队识别项目的优势、劣势、机会和威胁。
通过SWOT 分析，可以更好地了解项目环境和竞争格局，从而制定更有效的项目策略。
以上是项目管理常用的方法论和工具，项目管理团队可以根据实
际情况选择合适的方法和工具，以支持项目的成功实施。
项目管理英语中英文对照详细材料
项目管理中英文对照详细材料项目的特征——临时性(中英对照)项目的特征——独特性(中英对照)项目的特征——逐步完善(中英对照)项目与日常业务的关系(中英对照)项目和战略规划(中英对照)什么是项目管理(中英对照)专业知识领域(中英对照)应用领域、标准与规章制度(中英对照)理解项目环境(中英对照)通用管理知识与技能(中英对照)处理人际关系技能(中英对照)管理环境及计划与计划管理(中英对照)综合行动、管理及子项目(中英对照)项目管理办公室(中英对照)项目生命期及其特征(中英对照)项目阶段的特征(中英对照)项目生命期与产品生命期(中英对照)项目利害关系者(中英对照)组织的影响及制度(中英对照)组织文化与作风(中英对照)组织结构(中英对照)项目办公室在组织中的作用(中英对照)项目管理系统(中英对照)单个项目管理过程(中英对照)项目管理的诸过程(中英对照)项目管理过程组(中英对照)启动过程组(中英对照)规划过程组(中英对照)规划过程组下的过程(中英对照)监控过程组(中英对照)监控过程组下的过程(中英对照)收尾过程组(中英对照)过程间的联系与交互作用(中英对照)项目管理过程图解(中英对照)过程流程图(中英对照)项目主要文件(中英对照)项目整体管理(中英对照)整体项目管理过程(中英对照)制定项目章程(中英对照)事业环境因素(中英对照)组织过程资产(中英对照)工具与技术(中英对照)制定项目初步范围说明书(中英对照) 制定说明书的工具与技术(中英对照) 制定项目管理计划(中英对照)制定计划的工具与技术(中英对照) 指导与管理项目执行(中英对照)执行的依据、工具与技术(中英对照) 指导与管理项目执行成果(中英对照) 监控项目工作(中英对照)依据、工具、技术与成果(中英对照) 整体变更控制(中英对照)整体变更控制相关(中英对照)(上) 项目收尾(中英对照)收尾的依据、工具与技术(中英对照) 项目收尾的成果(中英对照)项目范围管理(中英对照)范围规划(中英对照)规划的依据、工具与技术(中英对照) 范围规划的成果(中英对照)范围定义(中英对照)范围定义的依据(中英对照)范围定义的工具与技术(中英对照) 范围定义的成果(中英对照)制作工作分解结构(中英对照)指导与管理项目执行(中英对照)指导与管理项目执行成果(中英对照) 项目主要文件(中英对照)项目的特征——临时性(中英对照)Project Characteristics项目的特征A project is a temporary endeavor undertaken to create a unique product, service, or result.项目是为提供某项独特产品、服务或成果所做的临时性努力。
项目管理的工具和方法
项目管理的工具和方法项目管理涉及多个工具和方法，旨在规划、组织和管理项目的各个方面，以确保项目按时、按质、按预算完成。
这些工具和方法可以帮助项目经理有效地管理项目团队，优化资源利用，减少风险，并达到项目目标。
以下是几种常用的项目管理工具和方法：1. 甘特图：甘特图是项目管理中最常用的工具之一。
它可以清晰地展示项目中各项任务的起始时间、持续时间和完成时间。
甘特图帮助项目经理跟踪项目进度，识别潜在的延期或冲突，并作出相应的调整。
2. 工作分解结构（WBS）：WBS是将项目分解为可管理的任务清单的一种方法。
通过将项目分解为更小的工作包，项目团队可以更好地理解和控制各个任务的依赖关系和时间要求。
WBS还可以帮助项目经理识别资源需求，制定预算，并为项目进展制定明确的时间表。
3. 里程碑：里程碑是项目管理中的重要里程碑事件。
它通常表示项目完成的关键阶段或重要的交付物。
里程碑需要明确定义，并与整个项目团队进行共享，以确保所有人都了解项目的进展和关键目标。
4. 风险管理：风险管理是项目管理中的重要环节。
通过识别项目中可能出现的风险，项目经理可以制定相应的风险应对策略，以减少风险对项目的潜在影响。
风险管理工具包括风险识别矩阵、风险概率图和风险评估表等。
5. 问题解决模型：问题解决模型是项目管理中用于解决问题和做出决策的一种方法。
常见的问题解决模型包括PDCA（计划、执行、检查、行动）循环、鱼骨图和5W1H模型等。
这些模型帮助项目经理和团队成员系统性地分析问题、找出原因，并制定解决方案。
6. 沟通计划：沟通计划是项目管理中确保项目团队和相关方能够有效沟通的关键工具。
沟通计划明确了沟通的目标、沟通方式和频率，以及相关人员的沟通需求和期望。
通过建立有效的沟通渠道和平台，项目团队可以及时分享信息、协调工作，并解决可能出现的问题。
7. 变更管理：变更管理帮助项目经理跟踪和控制项目变更。
它涉及识别、评估和管理项目中的变更请求，以确保变更不会对项目的进展和目标产生负面影响。
项目管理工具方法
项目管理工具方法
常见的项目管理工具方法包括：
1. WBS（Work Breakdown Structure）工作分解结构：将项目划分为可管理的任务和子任务，并为每个任务分配资源和时间，以便有效地跟踪项目进度和成本。
2. Gantt 图表：用于显示项目任务的时间表和进度，可以看到每个任务的开始和结束日期、进展情况和负责人等信息。
3. Agile 管理方法：通过迭代、自组织和协作的方式，实现快速响应客户需求和变化，适用于敏捷型项目管理。
4. SCRUM 管理方法：一种敏捷开发框架，适用于复杂且有变化的项目管理，在短时间内迭代交付可行产品，强调团队协作和迭代开发。
5. PERT（Program Evaluation and Review Technique）：通过图表和网络分析的方式，确定关键路径和任务之间的依赖关系，评估项目完成时间和资源需求。
6. Six Sigma：通过对过程进行改进和优化，达到产品和服务的质量控制和提升，适用于制造业和服务行业等领域。
7. Kanban：基于对任务流程的可视化和透明性，使得项目管理更加高效和协调，适用于敏捷式项目管理和流程改进。
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.。
项目目标管理和达成工具
项目目标管理和达成工具
1. SMART目标，SMART是具体（Specific）、可衡量（Measurable）、可达成（Achievable）、相关（Relevant）和有时限（Time-bound）的缩写。
这种目标设定方法可以帮助确保项目目标清晰、可衡量和可实现。
2. 项目目标清单，项目目标清单是一个列出项目目标的清单，通常包括目标的描述、优先级、责任人和截止日期等信息。
这有助于团队明确目标并跟踪进度。
3. 关键绩效指标（KPI），KPI是用于衡量项目绩效的关键指标。
通过定义和跟踪KPI，团队可以监控项目进展并及时调整行动计划。
4. 里程碑计划，里程碑是项目中的重要节点或阶段，里程碑计划用于跟踪和管理项目的关键阶段，确保项目按计划推进。
5. 项目管理工具，包括但不限于甘特图、任务列表、项目管理软件等。
这些工具可以帮助团队制定、跟踪和管理项目目标，确保项目按时完成。
6. 沟通计划，良好的沟通对于确保项目目标的理解和达成至关重要。
沟通计划包括沟通目标、沟通方式、沟通频率等内容，有助于团队有效沟通并协调行动。
7. 风险管理计划，风险可能对项目目标的达成产生影响，因此风险管理计划有助于识别、评估和应对可能影响项目目标的风险。
综上所述，项目目标管理和达成工具涵盖了目标设定、跟踪、沟通、风险管理等多个方面，通过这些工具的应用，团队可以更好地管理和实现项目目标。
项目管理专业术语中英文对照表
项目管理专业术语中英文对照表验收- (Acceptance)指客户检查接受项目交付物的过程。
活动- (Activity)指在项目中的任何消耗资源（人力、物理和设施）、产生相应成本并且生产出一项或多项产品的过程。
活动通常会在项目工作分解结构（WBS）中明确展示。
现货- (Actuals)指项目或其他活动中的实际成本和消耗。
这是一个测量值，通常会被用来与计划或预期值做比较。
假设- (Assumption)预先接受为正确但缺乏证据的事物或定义。
假设通常会发生在项目规划阶段并且被用来作为估算的基础。
应当将所有的假设都记录下来；如果某假设在后期被证明不正确，可以对计划和估算做出相应地调整。
基线- (Baseline)基线是一个快照：一个被记录在案的项目所处位置或状态。
尽管项目所处的位置以后可能会被更新，但基线始终保持不变，并可被作为原始状态的参照与当前项目位置的对照。
基线产品，例如软件系统，应当被永久地记录在案，以便于在将来的任何时间召回。
预算- (Budget)经分配的、用于执行项目工作的款额及其他资源。
商业论证- (Business Case)指启动和继续一个项目的原因和依据。
商业论证应当定义出项目可产生的商业及其他收益，以及项目的成本和时长。
商业论证同时还指出如何衡量项目的成功商业需求- (Business Requirements)指的是利益相关者对完成项目的商业要求。
在项目起始阶段，商业需求处于较高等级，但随着项目的发展，这些需求被不断地提炼并最终被细致地记录在正式的文件中。
变更控制- (Change Control)指按照计划的范围、工期和预算来管理控制变更。
在小型项目中变更控制可能采用非书面的、非正式的方式，但是在大型项目中，变更控制意味着一个牵涉很多项目利益相关者的、正式的过程（变更控制委员会）变更控制委员会- (Change Control Board (CCB))由利益相关者组成的团体，负责批准或否决对项目基线的变更。
PMP精要(中英文对照)
ESSENCE OF PMBOK & PMP EXAMPMBOK及PMP考试精要(考试串讲教材)1PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系 (2)2PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPS项目生命周期和项目管理过程组 (18)3SCOPE范围 (20)4HUMAN RESOURCE人力资源 (22)5COMMUNICATIONS沟通 (26)6TIME时间 (29)7COST (32)8RISK风险 (37)9QUALITY (39)10PROCUREMENT采购 (43)11INTEGRATION综合 (46)12PROFESSIONAL RESPONSIBILITIES专业职责 (47)13POSSIBLE EXAM QUESTIONS考点 (48)1 PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系2PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPS项目生命周期和项目管理过程组3SCOPE范围Project Scope Management项目范围管理- processes required to ensure that the project includes only the work required to complete the project successfully.此过程必须确保项目只包括能保证项目成功完成的工作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)决定公司目标及项目如何满足该目标。
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。
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xiex 最新资料，WORD文档，可下载编辑！目录TABLE OF CONTENTS背景Background了解本指南Understanding This Guide八模块企业发展阶梯The 8 Module Business Development Ladder模块一：了解你的企业Module 1: Understanding What Business You Are In概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块一程序Typical Module 1 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块二:了解顾客、市场和产品Module 2: Understanding the Customers，Markets and Products概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives (30)工具Tools .............................................................................................................................................典型模块二程序Typical Module 2 Program.......................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块三:确定商业模式Module 3: Defining the Business Model概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块三程序Typical Module 3 Program...................................................................................需完成的任务Tasks to Be Completed.................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块四:员工授权Module 4: Team Empowerment46对企业业绩进行管理Managing Organisational Performance ............................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块五:市场营销战略计划Module 5: Strategic Marketing Plan概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块五程序Typical Module 5 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块六:企业系统化Module 6: Business Independence 114概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools ........................................................................................................... 错误!未定义书签。
典型的模块六程序Typical Module 6 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块七:组织结构，知识，环境管理和技术应用战略Module 7: Organisational Structure，Knowledge，Environmental Management and Technology Strategies概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块七程序Typical Module 7 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块八:反馈和持续改善Module 8: Feedback and Continuous Improvement概述Overview (158)学习目标Learning Objectives..............................................................................................................工具Tools .............................................................................................................................................典型的模块八程序Typical Module 8 Program...................................................................................需完成的任务Tasks to Be Completed.................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 注Notes注Notes注Notes注Notes182背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法，使他们能够成功地为中小企业提供咨询服务。