Project_Management英文
项目管理涉及的英文词汇
第24章项目管理英语知识24.1 项目管理英语词汇24.1.1 考点梳理⏹常用的项目管理英语词汇➢Projects——项目。
➢PMBOK—— Project Management Body Of Knowledge，项目管理知识体系。
➢Operations——运作。
➢Process——过程。
➢Activity——活动。
➢Activity Description——活动描述。
➢Activity Definition——活动定义。
➢Activity Description——活动描述/说明。
➢Activity List——活动清单。
➢Phases——-阶段。
➢Approve——批准。
➢Product Life Cycle——产品生命周期。
➢PMO——Project Management Office，项目管理办公室。
➢Project Charter——项目章程。
➢Project Manager——项目经理。
➢Project Sponsor——项目发起人。
➢Project Stakeholder——项目干系人。
➢Project Management Plan——项目管理计划。
➢Project Team——项目团队。
➢Functional Organization——职能组织。
➢Matrix Organization——矩阵型组织。
➢Project Organization——项目型组织。
➢PMIS——-Project Management Information System，项目管理信息系统。
➢Project Management Process Group——项目管理过程组。
➢Initiating Process——-启动过程组。
➢Planning Process——-计划过程组。
➢Executing Process——执行过程组。
➢Controlling Process——控制过程组。
➢Closing Process——收尾过程组。
项目管理英语
项目管理基础英语词汇一、项目管理基础术语项目（Project）运营、操作（Operation）一般管理（General Management）项目管理（Project Management）大型项目（Program）子项目（Subproject）项目阶段（Project Phase）项目生命周期（Project Life Cycle）阶段出口或终止点（Phase exit or kill point）项目利益相关者/项目干系人（Stakeholder）过程（Process）控制（Control）PDCA（P—Plan，计划；D—Do，执行；C—Check，检查；A—Act，处理）项目管理知识体系（Project Management Body Of Knowledge，PMBOK）二、项目整体管理变更控制委员会（Change Control Board，CCB）综合变更控制（Integrated Change Control）配置管理（Configuration Management）经验教训（Lessons Learned）三、项目范围管理可交付成果（Deliverable）项目章程（Project Charter）产品描述（Product Description）约束（Constraint）假设（Assumptions）项目范围（Project Scope）范围变更（Scope Change）范围定义（ Scope Definition）范围规划（Scope Planning）范围核实（Scope Verification）范围说明书（Scope Statement）工作分解结构（Work Breakdown Structure，WBS）工作包（Work Package）WBS 字典（WBS Dictionary）三、项目时间管理活动（Activity）虚活动（Activity Description, AD）工期（Duration, DU）项目网络图（Network Diagramming）顺序图法（Precedence Diagramming Method，PDM）箭线图法（Arrow Diagramming Method，ADM）计划评审技术（Program Evaluation and Review Technique，PERT）关键路径法（Critical Path Method，CPM）里程碑（Milestone）最早开始日期（Early Start Date，ES）最早完成日期（Early Finish Date，EF）最晚开始日期（Late Start Date，LS ）最晚完成日期（Late Finish Date，LF ）浮动时间（Float）资源平衡（Resource Leveling）四、项目人力资源管理组织规划（Organizational Planning）项目经理（Project Manager）项目团队（Project Team）项目型组织（Projectized Organization ）项目管理办公室（Project Management Office，PMO）人员招募（Staff Acquisition）团队开发（Team Development）组织分解结构（Organizational Breakdown Structure，OBS）人员管理计划（Staffing Management Plan）权力（Power）责任分配矩阵（Responsibility Assignment Matrix，RAM）存在/相互关系/成长发展（Existence/Relatedness/Growth，ERG）五、项目成本管理净现值（Net Present Value，NPV）净现值率（Net Present Value Ratio，NPVR）资源计划（Resource Planning）成本估算（Cost Estimating）成本预算（Cost Budgets）类比估算（Analogous Estimating）应急储备（Contingency Reserve）S 曲线（S-Curve）挣值（Earned Value, EV）挣值管理（Earned Value Management，EVM）计划工作量的预算成本（Budgeted Cost for Work Scheduled，BCWS）已完成工作量的实际成本（Actual Cost for Work Performed，ACWP）已完工作量的预算成本（Budgeted Cost of Work Performed，BCWP）成本执行指数（Cost Performed Index，CPI）成本偏差（Cost Variance，CV）进度执行指数（Schedule Performed Index，SPI）进度偏差（Schedule Variance，SV）竣工预算（Budget At Completion，BAC）完工尚需估算（Estimate to Completion，ETC）完工时估算（Estimate at Completion，EAC）六、项目采购管理合同（Contract）违约（Breach）终止（Termination）询价（Solicitation）工作说明书（Statement Of Work，SOW）方案邀请书（Request for Proposal，RFP）报价邀请书（request for quotation，RFQ）七、项目质量管理项目质量管理（Project Quality Manager，PQM）质量规划（Quality Planning）质量保障（Quality Assurance）质量控制（Quality Control）返工（Rework）质量功能展开（Quality Function Deployment，QFD）过程决策程序图法（Process Decision Program Chart，PDPC）上控制界限（Upper Control Limit，UCL）下控制界限（Lower Control Limit，LCL）中心线（Central Line，CL）八、项目风险管理风险（Risk）风险识别（Risk Identification）敏感性分析（Sensitivity Analysis）蒙特卡罗分析（Monte Carlo Analysis）应急规划（Contingency Planning）风险回避（Risk Avoidance）风险转移（Risk Transference）竞争优势/竞争劣势/机会/威胁（Strength/Weakness/Opportunity/Threat，SWOT）期望货币值（Expected Money Value，EMV）九、项目沟通管理沟通规划（Communication Planning）信息发布（Information Distribution）绩效报告（Performance Reporting）管理收尾（Administrative Closure）绩效测量基准（Performance Measurement Baseline）沟通障碍（Barriers）请注意，以上列出的仅为部分英文术语，仅供参考。
工程项目管理部英文简称
The Project Management Department (PMD) is a crucial division within any organization that undertakes construction, development, orinfrastructure projects. As the name suggests, the PMD is dedicated to the effective planning, execution, and control of projects from inception to completion. The department plays a pivotal role in ensuring that projects are delivered on time, within budget, and meet the required quality standards. Below is a detailed exploration of the various aspects and functions encompassed by the Project Management Department, commonly abbreviated as PMD.1. Project Initiation and PlanningThe PMD initiates projects by conducting feasibility studies and assessments to determine the viability of proposed projects. This involves evaluating technical, financial, and operational factors. Once a project is approved, the PMD takes charge of the planning phase, which includes:- Defining project objectives and scope- Establishing a project timeline and milestones- Allocating resources, including personnel, materials, and equipment- Developing a comprehensive budget and financial plan- Identifying potential risks and developing mitigation strategies2. Resource ManagementResource management is a core function of the PMD. This involves:- Assembling a skilled and dedicated project team- Ensuring that team members are properly trained and equipped- Managing the supply chain, including procurement of materials and services- Coordinating with subcontractors and suppliers- Overseeing the allocation and utilization of resources to optimize efficiency3. Project ExecutionDuring the execution phase, the PMD is responsible for:- Overseeing the construction or development activities- Ensuring that work is progressing according to the project plan- Managing changes in scope, schedule, or budget- Monitoring the quality of work and ensuring compliance with standards and regulations- Facilitating communication among all stakeholders, including clients, contractors, and regulatory bodies4. Risk ManagementRisk management is a critical aspect of project management, and the PMD is tasked with:- Identifying potential risks and their potential impact on the project- Assessing the likelihood and impact of risks- Developing risk mitigation plans and contingency strategies- Implementing risk management protocols throughout the project lifecycle- Reviewing and updating risk assessments as the project progresses5. Quality ControlMaintaining quality is paramount in the PMD's operations. Key responsibilities include:- Establishing quality standards and ensuring compliance- Conducting regular inspections and audits- Implementing corrective actions when deviations from standards are detected- Documenting quality control measures and results- Ensuring that the final product meets or exceeds client expectations6. Project Monitoring and ControlThe PMD continuously monitors the project's progress against the initial plan. This involves:- Tracking actual progress against the planned schedule- Managing cost overruns and identifying areas of potential savings- Analyzing performance data to identify bottlenecks and inefficiencies- Adjusting the project plan as necessary to keep the project on track- Conducting project reviews and lessons learned sessions to improve future project management practices7. Project ClosureThe PMD ensures that projects are successfully closed out by:- Conducting a final inspection to confirm that all work meets the required standards- Approving final payment to contractors and suppliers- Documenting the project outcomes and lessons learned- Handing over the completed project to the client or operations team- Disbanding the project team and transitioning resources to other projectsIn summary, the Project Management Department (PMD) is a multifaceted division that manages the entire lifecycle of a project. From initiation to closure, the PMD ensures that projects are executed efficiently, effectively, and with the highest standards of quality and clientsatisfaction. The abbreviation PMD succinctly captures the essence of this vital department's role in the success of any project.。
公司职位中英文对照
公司职位中英文对照?首席技术执行官CTO/VP Engineering技术总监/经理Technical Director/Manager信息技术经理IT Manager信息技术主管IT Supervisor信息技术专员IT Specialist项目经理/主管Project Manager/Supervisor项目执行/协调人员Project Specialist / Coordinator系统分析员System Analyst高级软件工程师Senior Software Engineer软件工程师Software Engineer系统工程师System Engineer高级硬件工程师Senior Hardware Engineer硬件工程师Hardware Engineer通信技术工程师Communications EngineerERP技术/应用顾问ERP Technical/Application Consultant 数据库工程师Database Engineer技术支持经理Technical Support Manager技术支持工程师Technical Support Engineer品质经理QA Manager信息安全工程师Information Security Engineer软件测试工程师Software QA Engineer硬件测试工程师Hardware QA Engineer测试员Test Engineer网站营运经理/主管Web Operations Manager/Supervisor 网络工程师Network Engineer系统管理员/网管System Manager/Webmaster网页设计/制作Web Designer/Production技术文员/助理Technical Clerk/Assistant销售Sales销售总监Sales Director销售经理Sales Manager区域销售经理Regional Sales Manager客户经理Sales Account Manager渠道/分销经理Channel/Distribution Manager渠道主管Channel Supervisor销售主管Sales Supervisor销售代表Sales Representative / Executive销售工程师Sales Engineer医药代表Pharmaceutical Sales Representative保险代理Insurance Agent销售助理Sales Assistant / Trainee商务经理Business Manager商务专员/助理Business Executive/Assistant销售行政经理Sales Admin. Manager销售行政主管Sales Admin. Supervisor售前/售后技术服务经理Technical Service Manager售前/售后技术服务主管Technical Service Supervisor售前/售后技术服务工程师Technical Service Engineer售后/客户服务（非技术）经理Customer Service Manager售后/客户服务（非技术）主管Customer Service Supervisor售后/客户服务（非技术）专员Customer Service Executive经销商Distributor计算机硬件Computer, Hardware高级硬件工程师Senior Hardware Engineer硬件工程师Hardware Engineer其他Others计算机软件Computer, Software高级软件工程师Senior Software Engineer软件工程师Software EngineerERP技术/开发应用ERP Application R&D/Implementation系统集成工程师System Integration Engineer系统分析员System Analyst系统工程师System Engineer数据库工程师/管理员Database Engineer/Administrator计算机辅助设计工程师Computer Aided Design Engineer其他Others互联网开发及应用Internet互联网软件开发工程师Internet/E-Commerce Software Engineer多媒体/游戏开发工程师Multimedia/Game Development Engineer 网站营运经理/主管Web Operations Manager/Supervisor网络工程师Network Engineer系统管理员/网络管理员System Manager/Webmaster网站策划Web Producer网站编辑Web Editor网页设计/制作/美工Web Designer/Production/Creative网络信息安全工程师Information Security Engineer智能大厦/综合布线Intelligent Building/Structure Cabling其他OthersIT-管理IT-Management首席技术执行官CTO/首席信息官CIO Chief Technology Officer CTO/Chief Information Officer CIO 技术总监/经理Technical Director/Manager信息技术经理/主管IT Manager/Supervisor信息技术专员IT Specialist项目总监Project Director项目经理Project Manager项目主管Project Supervisor项目执行/协调人员Project Specialist / Coordinator其他OthersIT-品管、技术支持及其它IT-QA, Technical Support...技术支持经理Technical Support Manager技术支持工程师Technical Support Engineer计量工程师Measure Engineer标准化工程师Standardization Engineer品质经理Quality Assurance QA Manager系统测试Systems Testing QA软件测试Software Testing QA硬件测试Hardware Testing QA测试员Test Engineer /Tester技术文员/助理Technical Clerk/Assistant其他Others通信技术Communication Technology通信技术工程师Communication Engineer有线传输工程师Wired Transmission Engineer无线通信工程师Wireless Communication Engineer电信交换工程师Telecommunication Exchange Engineer数据通信工程师Data Communication Engineer移动通信工程师Mobile Communication Engineer电信网络工程师Telecommunication Network Engineer通信电源工程师Communication Power Supply Engineer其他Others电子/电器/半导体/仪器仪表Electronics/Wiring/Semiconductor/Instrument/Industry集成电路IC设计/应用工程师IC Design/Application EngineerIC验证工程师IC Verification Engineer电子工程师/技术员Electronics Engineer电气工程师/技术员Electrical Engineer电路工程师/技术员Electronic Circuit Engineer电声/音响工程师/技术员Electroacoustics Engineer半导体技术Semiconductor Technology自动控制工程师/技术员Autocontrol Engineer/Technician电子软件开发(ARM/MCU...) Electronics Software (ARM/MCU…)嵌入式软件开发(Linux/单片机/DLC/DSP…) Embedded Software Engineer (Linux/SCM/DLC/DSP…) 电池/电源开发Battery/Power EngineerFAE 现场应用工程师Field Application Engineer (FAE)家用电器/数码产品研发Household Electronics/Digital Products Development仪器/仪表/计量Instrument/Measurement测试工程师Quality Testing Engineer其他Others销售管理Sales Management销售总监Sales Director销售经理Sales Manager销售主管Sales Supervisor渠道/分销经理Channel/Distribution Manager渠道/分销主管Channel/Distribution Supervisor客户经理Sales Account Manager区域销售总监Regional Sales Director区域销售经理Regional Sales Manager其他Others销售人员Salespersons销售代表Sales Representative / Executive渠道/分销专员Channel/Distribution Representative客户代表Sales Account Representative销售工程师Sales Engineer电话销售Telesales经销商Distributor其他Others销售行政及商务Sales Administration销售行政经理/主管Sales Admin. Manager/Supervisor销售行政专员/助理Sales Admin. Executive/Assistant商务经理Business Manager商务主管/专员Business Supervisor/Executive商务助理Business Assistant销售助理Sales Assistant / Trainee其他Others客服及技术支持Customer Service and Technical Support客服总监（非技术）Customer Service Director客服经理（非技术）Customer Service Manager客服主管（非技术）Customer Service Supervisor客服专员/助理（非技术）Customer Service Executive/Assistant 售前/售后技术支持经理Technical Support Manager售前/售后技术支持主管Technical Support Supervisor售前/售后技术支持工程师Technical Support Engineer咨询热线/呼叫中心服务人员Customer Hot Line/Call Center Staff 其他Others财务/审计/税务Finance/Accounting/Audit/Tax首席财务官CFO Chief Financial Officer CFO财务总监Finance Director财务经理Finance Manager财务顾问Finance Consultant财务主管/总帐主管Finance Supervisor会计经理/会计主管Accounting Manager/Supervisor会计Accountant / Accounting Trainee出纳员Cashier财务/会计助理Finance/Accounting Assistant财务分析经理/主管Financial Analysis Manager/Supervisor财务分析员Financial Analyst成本经理/成本主管Cost Accounting Manager/Supervisor成本管理员Cost Accounting Specialist审计经理/主管Audit Manager/Supervisor审计专员/助理Audit Executive/Assistant税务经理/税务主管Tax Manager/Supervisor税务专员/助理Tax Executive/Assistant统计员Statistician其他Others证券/金融/投资Securities/Finance/Investment证券/期货/外汇经纪人Securities Broker证券分析师Securities Analyst股票/期货操盘手Stocks/Futures Operator金融/经济研究员Financial Analyst/Economist投资/基金项目经理Investment Manager/Fund Manager投资/理财顾问Investment/Financial Management Advisor投资银行业务Investment Banking Specialist融资经理/融资主管Treasury Manager/Supervisor融资专员Treasury Specialist拍卖师Auction其他Others银行Banks行长/副行长President/Vice-President/Branch Manager资产评估/分析Assets Valuation/Analyst风险控制Risk Management信贷管理/信用调查/分析人员Loan/Credit Officer进出口/信用证结算Trading / LC Officer外汇交易Foreign Exchange清算人员Settlement Officer高级客户经理/客户经理Senior Relationship Manager客户主管/专员Relationship Supervisor/Executive银行柜员Bank Teller银行卡、电子银行业务推广Credit Card/E-banking business Develop 其他Others保险Insurance保险精算师Actuary保险产品开发/项目策划Product Development/Planner保险业务经理/主管Business Manager/Supervisor保险代理/经纪人/客户经理Agent/Broker/Account Manager理财顾问/财务规划师Financial Advisor/Financial Planner储备经理人Agency Management Associate保险核保Underwriting保险理赔Claim Management保险客户服务/续期管理Customer Service保险培训师Trainer保险内勤Staff其他Others生产/营运Manufacturing/Operation工厂经理/厂长Plant/Factory Manager总工程师/副总工程师Chief Engineer项目经理/主管Project Manager/Supervisor项目工程师Project Engineer营运经理Operations Manager营运主管Operations Supervisor生产经理/车间主任Production Manager/Workshop Supervisor生产计划协调员Production Planning Executive/Officer生产主管/督导/领班Production Supervisor/Team Leader化验员Laboratory Technician其他Others质量/安全管理Quality/Safety Management质量管理/测试经理(QA/QC经理) QA/QC Manager质量管理/测试主管(QA/QC主管) QA/QC Supervisor质量管理/测试工程师(QA/QC工程师) QA/QC Engineer质量检验员/测试员Quality Inspector/Tester可靠度工程师Reliability Engineer故障分析工程师Failure Analysis Engineer认证工程师/审核员Certification Engineer/Auditor体系工程师/审核员Systems Engineer/Auditor安全/健康/环境经理/主管Safety/Health/Environmental Manager/Supervisor 安全/健康/环境工程师Safety/Health/Environmental Engineer供应商管理Supplier/Vendor Management采购材料、设备质量管理Supplies & Equipment Quality Management 其他Others工程/机械/能源Engineering/Mechanical/Energy技术研发经理/主管Technical Design Mgr./Spvr.技术研发工程师Technical Design Engineer产品工艺/制程工程师Process Engineer产品规划工程师Product Planing Engineer实验室负责人/工程师Lab Manager/Engineer工程/设备经理Engineering/Facility Manager工程/设备主管Engineering/Facility Supervisor工程/设备工程师Engineering/Facility Engineer工程/机械绘图员Project Drafting Specialist/Mechanical Drawing工业工程师Industrial Engineer机械工程师Mechanical Engineer结构工程师Structrual Engineer模具工程师Tooling Engineer机电工程师Electrical& Mechanical Engineer维修工程师Maintenance Engineer铸造/锻造工程师Casting/Forging Engineer注塑工程师Injection Engineer焊接工程师Welding Engineer夹具工程师Clamp EngineerCNC工程师CNC Engineer冲压工程师Punch Engineer锅炉工程师Boiler Engineer电力工程师/技术员Electric Power Engineer光源与照明工程Lighting Engineer汽车/摩托车工程师Automotive Engineer船舶工程师Shipping Engineer飞行器设计与制造Aircraft Design & Manufacture其他Others技工Technician / Engineer Trainee技工Technician / Engineer Trainee钳工/机修工/钣金工Locksmith/Mechanic/Repairer电焊工/铆焊工Electric Welding Worker车工/磨工/铣工/冲压工/锣工Latheman/Grinder/Miller/Puncher/Turner 模具工Mould Worker电工Electrician叉车工Forklift Worker空调工/电梯工/锅炉工Air-Condition Worker/Lift Worker/Steam Worker 水工/木工/油漆工Plumber/Carpenter/Painter普工General Worker裁剪车缝熨烫Tailor汽车修理工Auto Repairing其他Others服装/纺织/皮革Apparels/Textiles/Leather Goods服装/纺织设计Fashion/Textiles Designer面料辅料开发Fabric/Accessories Development面料辅料采购Fabric/Accessories Purchasing服装/纺织/皮革跟单Apparels/Textiles/Leather Goods Merchandiser质量管理/验货员(QA/QC) Quality Management QA/QC板房/楦头/底格出格师Shoe Tree Design服装打样/制版Apparels Sample Production纸样师/车板工Paper Sample裁床Cut Bed其他Others采购Purchasing采购总监Purchasing Director采购经理Purchasing Manager采购主管Purchasing Supervisor采购员Purchasing Specialist/Staff采购助理Purchasing Assistant 选址拓展Location Development。
Project Management Introduction 项目管理专业介绍英文
Marketing, contracting,
customer relationship
skills
Leadership skill
Negotiating skills
Communication skills
Resource management,
human relationship
skills
To be an excellent project manager
A project is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.
Project Features
Projects are one-off processes with a clear life cycle
Some organizations use projects for special purposes for time to time; others organize their whole activities through projects
You will……
Marry a beauty
On top of life
Get a promotion and a raise
Become the general manager
Become CEO
THANKS!
Project Management
ቤተ መጻሕፍቲ ባይዱ
What’s the Project Management (P.M.)？
ProjectManagement运营管理英文版
¨The Project Manager
¨Work Breakdown Structure
¨Project Scheduling ¨Project Controlling
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
16-5
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Bechtel
¨Asked by Kuwait to begin rebuilding after Desert Storm
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
16-3
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
工程项目管理英文介绍
Project management in engineering is a critical discipline that involves the application of knowledge, skills, tools, and techniques to plan, execute, and control engineering projects. As the complexity of engineering projects continues to grow, effective project management has become essential to ensure successful project completion within budget, schedule, and scope. This article provides an overview of project management in engineering, covering key concepts, processes, and methodologies.Engineering projects encompass a wide range of activities, from planning and design to construction and maintenance. These projects are typically large-scale, complex, and require the coordination of multiple stakeholders, including engineers, contractors, suppliers, and clients. To manage these projects efficiently, project managers must employ various project management tools and techniques.1. Project InitiationThe project initiation phase is the first step in the project management process. During this phase, the project manager identifies the project objectives, scope, and stakeholders. This includes defining theproject's purpose, benefits, and deliverables, as well as identifying the key stakeholders and their interests. The project charter is also created, which outlines the project's authority, responsibilities, and constraints.2. Project PlanningThe project planning phase involves developing a detailed plan for executing the project. This includes defining the project scope, schedule, budget, resources, and quality requirements. Key activities in this phase include:- Scope definition: Defining the project's boundaries and deliverables.- Schedule development: Creating a timeline for project activities and milestones.- Budgeting: Estimating the project's costs and allocating resources.- Resource planning: Identifying the human, material, and financial resources needed for project execution.- Quality planning: Establishing quality standards and ensuring that project outputs meet these standards.3. Project ExecutionDuring the project execution phase, the project manager coordinates the activities of the project team to deliver the project's deliverables. This includes:- Leading the project team: Guiding and supporting team members to achieve project objectives.- Managing communication: Ensuring that stakeholders are informed of project progress and issues.- Controlling risks: Identifying, analyzing, and mitigating risks that may impact the project.- Managing quality: Ensuring that project outputs meet the established quality standards.4. Project Monitoring and ControlThe project monitoring and control phase involves tracking project progress, identifying variances from the plan, and taking corrective actions. Key activities in this phase include:- Progress tracking: Monitoring the project's performance against the plan.- Performance reporting: Communicating project status and performance to stakeholders.- Change management: Managing changes to the project scope, schedule, and budget.- Quality assurance: Ensuring that project outputs meet the established quality standards.5. Project ClosureThe project closure phase marks the end of the project's lifecycle. This phase involves:- Finalizing project deliverables: Ensuring that all project outputs have been completed and delivered.- Documenting lessons learned: Identifying what worked well and what could be improved for future projects.- Conducting project review: Evaluating the project's success againstits objectives and benefits.Project management methodologies, such as Agile, Lean, and Six Sigma, can be applied to engineering projects to improve efficiency, quality, and stakeholder satisfaction. These methodologies emphasize flexibility, continuous improvement, and customer focus.In conclusion, project management in engineering is a multifaceted discipline that requires a comprehensive understanding of project management principles, processes, and methodologies. Effective project management is essential to ensure the successful completion of engineering projects, delivering value to stakeholders and contributing to the organization's overall success.。
工程项目管理简介英文版
IntroductionProject management is a comprehensive discipline that involves the planning, execution, and control of projects to achieve specific goals and objectives. It is a critical skill set for organizations of allsizes and industries, as it ensures the successful completion ofprojects within the defined scope, time, and budget. This article provides an overview of project management, including its key principles, methodologies, tools, and benefits.Key Principles of Project Management1. Scope Management: Defining the project scope and ensuring that it remains consistent throughout the project lifecycle. This involves identifying project deliverables, managing change requests, and controlling scope creep.2. Time Management: Planning and scheduling project activities to ensure that the project is completed on time. This includes identifying project milestones, creating a project schedule, and managing time constraints.3. Cost Management: Estimating, budgeting, and controlling project costs. This involves identifying cost drivers, creating a cost estimate, and managing budget variances.4. Quality Management: Planning, implementing, and controlling quality throughout the project lifecycle. This includes defining quality standards, conducting quality assurance activities, and ensuring that project deliverables meet these standards.5. Human Resource Management: Managing project team members, including their skills, roles, and responsibilities. This involves recruiting, training, and motivating team members to ensure their effective performance.6. Communication Management: Planning, executing, and controllingproject communication to ensure that stakeholders receive the right information at the right time. This includes identifying stakeholders, establishing communication channels, and managing communication risks.7. Risk Management: Identifying, analyzing, and mitigating project risks to minimize their impact on project objectives. This involvesidentifying potential risks, assessing their likelihood and impact, and developing risk mitigation strategies.8. Procurement Management: Planning, executing, and controlling project procurement activities to ensure that the right resources are acquiredat the right time and at the right cost. This includes identifying procurement requirements, selecting vendors, and managing procurement contracts.Project Management Methodologies1. Waterfall: A linear and sequential approach to project management, where each phase of the project is completed before moving on to the next. This methodology is best suited for projects with well-defined requirements and a stable environment.2. Agile: An iterative and incremental approach to project management, where requirements and solutions evolve through collaboration betweenself-organizing cross-functional teams. Agile methodologies, such as Scrum and Kanban, are well-suited for projects with changing requirements and a need for flexibility.3. Lean: A systematic approach to identifying and eliminating wastewithin a project or organization. Lean methodologies focus on delivering value to the customer while minimizing waste, such as overproduction, waiting time, and defects.4. Six Sigma: A set of techniques and tools for process improvement that seeks to identify and eliminate defects in a project or organization.Six Sigma is often used in combination with Lean methodologies toachieve continuous improvement.Project Management Tools1. Project Management Software: Tools like Microsoft Project, Jira, and Trello help project managers plan, execute, and track project activities.These tools provide features such as task management, scheduling, resource allocation, and collaboration.2. Communication Tools: Platforms like Slack, Microsoft Teams, and email facilitate communication between project team members and stakeholders. These tools enable real-time communication, file sharing, and status updates.3. Document Management Tools: Solutions like SharePoint, Google Drive, and Dropbox help project managers store, organize, and share project documents. These tools ensure that team members have access to the most up-to-date information.4. Risk Management Tools: Tools like RiskyProject and Microsoft Excel can be used to identify, analyze, and mitigate project risks. Thesetools help project managers prioritize risks and develop risk mitigation strategies.Benefits of Project Management1. Improved Project Success: Effective project management increases the likelihood of project success by ensuring that projects are completed on time, within budget, and within scope.2. Enhanced Stakeholder Satisfaction: By effectively managing project expectations and delivering high-quality results, project management enhances stakeholder satisfaction and builds trust.3. Increased Efficiency: Project management techniques and tools help organizations streamline project processes, reduce waste, and improve efficiency.4. Better Resource Allocation: Effective project management ensures that resources are allocated optimally, minimizing idle time and maximizing productivity.5. Continuous Improvement: Project management methodologies, such as Lean and Six Sigma, encourage organizations to identify and eliminate waste, leading to continuous improvement.ConclusionProject management is a critical discipline that plays a vital role in the success of organizations across various industries. By understanding the key principles, methodologies, tools, and benefits of project management, organizations can effectively plan, execute, and control projects to achieve their objectives. Investing in project management training and tools can help organizations improve project performance, enhance stakeholder satisfaction, and drive business success.。
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
项目管理培训讲义英文版(Project Management in English)
Knx ConsultingMark Yuan , PMP/ME Jun 2017 @ Hong Kong MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义ØTo provide with the knowledge and tools to perform professional project management in your day-to-day work environment;ØTo enhance the practical soft skills on team development, stakeholders and communication management.MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Day-2：ØExecuting & Controlling - Team Development - Quality- Performance- Changes- Life CycleØClosing ProjectØWrap-upDay-1：ØIntroduction ØInitiating Project ØPlanning Project - Scope - Schedule - Cost - Resource & Comm - Risk MarkYuan05@学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Mark YuanA lifetime educator and management advisorl PMI Member and professional trainerl Master's degree from the UBC (Canada)l Prj specialist in Bell (Canada, 2007~2009)l Product Manager in Fujitsu (China, 1998~2005)Clients: IBM, HP , eBay, NEC, Daimler (Mercedes-Benz), Schneider,ThyssenKrupp, Siemens, iSoftStone, ITW, Honeywell, Fujitsu, CIMC Raffles, Jinan Software Park, Bell Canada, VanCitySaving Credit Union, BestBuy, BC Hydro, Delta Horizon, 360 Network, WWF(World Wildlife Fund)v Namev Team Leaderv Case StudyMarkYuan05@ 1960s：mass production, focus on productivity1970s：quality management1980s：product diversification1990s：customization2000s：change and competition学员版讲义，仅供参考。
项目管理涉及的英文词汇
第24章项目管理英语知识项目管理英语词汇考点梳理常用的项目管理英语词汇Projects——项目。
PMBOK—— Project Management Body Of Knowledge，项目管理知识体系。
Operations——运作。
Process——过程。
Activity——活动。
Activity Description——活动描述。
Activity Definition——活动定义。
Activity Description——活动描述/说明。
Activity List——活动清单。
Phases——-阶段。
Approve——批准。
Product Life Cycle——产品生命周期。
PMO——Project Management Office，项目管理办公室。
Project Charter——项目章程。
Project Manager——项目经理。
Project Sponsor——项目发起人。
Project Stakeholder——项目干系人。
Project Management Plan——项目管理计划。
Project Team——项目团队。
Functional Organization——职能组织。
Matrix Organization——矩阵型组织。
Project Organization——项目型组织。
PMIS——-Project Management Information System，项目管理信息系统。
Project Management Process Group——项目管理过程组。
Initiating Process——-启动过程组。
Planning Process——-计划过程组。
Executing Process——执行过程组。
Controlling Process——控制过程组。
Closing Process——收尾过程组。
Plan——计划。
Rolling Wave Plan——滚动式计划。
工程项目管理英文简称
Project management is a critical discipline in the engineering field, ensuring that projects are completed on time, within budget, and withthe desired quality. The use of abbreviations in project managementhelps streamline communication, enhance efficiency, and facilitate the understanding of complex concepts. This article provides a comprehensive overview of some of the most commonly used project management abbreviations in engineering, along with their definitions and applications.1. PM - Project ManagementPM is the most fundamental abbreviation in project management, referring to the overall process of planning, executing, and closing projects to achieve specific goals within defined constraints. It encompasses arange of skills, tools, and techniques to ensure successful project delivery.2. PMP - Project Management ProfessionalPMP is a certification offered by the Project Management Institute (PMI). It is the most recognized and respected project management certification in the industry, demonstrating a professional's expertise in project management principles and practices.3. PMBOK - Project Management Body of KnowledgePMBOK is a comprehensive guide to project management practices developed by PMI. It provides a framework for project management processes, tools, and techniques that can be applied to any project, regardless of its size, type, or industry.4. ROI - Return on InvestmentROI is a financial metric that measures the efficiency or profitability of an investment. In project management, ROI is used to evaluate the expected benefits of a project against its costs, helping stakeholders make informed decisions about project investments.5. BAC - Budget at CompletionBAC is the total budget allocated to a project at the time of its initiation. It serves as a baseline for monitoring project financial performance and managing cost variances throughout the project lifecycle.6. EV - Earned ValueEV, also known as the budgeted cost of work performed (BCWP), is a measure of the value of the work completed in a project. It is used to assess project performance and identify potential variances from the planned budget.7. CPI - Cost Performance IndexCPI is a measure of the cost efficiency of a project. It is calculated by dividing the earned value (EV) by the actual cost (AC) of the work completed. A CPI greater than 1 indicates that the project is under budget, while a CPI less than 1 suggests that the project is over budget.8. SPI - Schedule Performance IndexSPI is a measure of the schedule efficiency of a project. It is calculated by dividing the earned value (EV) by the planned value (PV) of the work scheduled. An SPI greater than 1 indicates that the project is ahead of schedule, while an SPI less than 1 suggests that the project is behind schedule.9. WBS - Work Breakdown StructureWBS is a hierarchical decomposition of the project scope into smaller, more manageable components. It helps project managers and teams organize and plan the project work, ensuring that all necessary tasks are identified and accounted for.10. MS - Milestone ScheduleMS is a project schedule that focuses on significant project events or milestones. It provides a high-level overview of the project timeline, making it easier to track progress and manage critical project milestones.11. RACI - Responsible, Accountable, Consulted, InformedRACI is a matrix used to define the roles and responsibilities of team members in a project. It helps ensure that everyone understands their respective roles, responsibilities, and the level of involvement required for project success.12. QMS - Quality Management SystemQMS is a set of policies, processes, and procedures that are used to ensure that a project meets its quality requirements. It includes activities such as quality planning, quality assurance, and quality control to ensure that the final product meets the desired standards.13. IP - IssueIP refers to a problem, concern, or challenge that arises during the project lifecycle. Managing issues effectively is crucial to project success, as it helps minimize the impact of potential risks and ensures that the project remains on track.14. RFP - Request for ProposalRFP is a document issued by a project sponsor or client to solicit proposals from potential vendors or service providers. It outlines the project requirements, objectives, and evaluation criteria, helping stakeholders select the most suitable partner for the project.15. SOQ - Statement of QualificationsSOQ is a document submitted by a vendor or service provider to demonstrate their expertise, experience, and capabilities in relation to a specific project. It is often used in conjunction with an RFP to evaluate potential partners.In conclusion, project management abbreviations play a vital role in the engineering field, facilitating efficient communication and streamlining project processes. Understanding these abbreviations can help project managers, team members, and stakeholders better navigate the complexities of project management and ensure successful project delivery. By familiarizing themselves with the definitions and applications of these abbreviations, professionals can enhance theirproject management skills and contribute to the overall success of their projects.。
Project_Management英文(ppt 13页)
Check on-site technical infrastructure 3 Before getting to work
Define project modules and
Write list of rb and client team members
interrelationships
6 Controlling of incidentals
Confirmation of project structuring
Information/ requests
Introduction of team
Confirmation of proposal
Infrastructure for team
Time schedule
Time schedule
Checklist: • • • • •
Discuss hypothesis, project organization,
Discuss agenda for external kick-off
2 Project registration Fill-out project registration form Obtain P number
Conflict management
Know-how management
Conflict management
Interface staff Motivation
RB-CI
Budget controlling
Communication flow
Motivation
Preparation for
presentation
Communicate address, phones and
公司里各职位名称的英文缩写
公司里各职位名称的英文缩写公司高层职位的英文缩写:CEO ： Chief Executive Officer 首席执行官CFO ： Chief Financial Officer 首席财务官COO ： Chief Operated Officer 首席运营官CTO ： Chief Technology Officer 首席技术官CIO ： Chief Information Officer 首席信息官CRO ： Chief Risk Officer 首席风险官CEO（Chief Executive Officer），即首席执行官，是美国人在20世纪60年代进行公司治理结构改革创新时的产物，它的出现在某种意义上代表着将原来董事会手中的一些决策权过渡到经营层手中。
在我国，CEO这个概念最早出现在一些网络企业中。
在那里，CEO往往是自封的，也很少有人去研究这一称谓对企业到底意味着什么。
但是，当“CEO”在中国叫得越来越响的时候，我们应该认识到，高层人员称谓的改变不是一件小事，设立CEO职位不应仅仅是对时尚的追赶。
CFO(Chief Financial Officer)意指公司首席财政官或财务总监，是现代公司中最重要、最有价值的顶尖管理职位之一，是掌握着企业的神经系统(财务信息)和血液系统(现金资源)灵魂人物。
做一名成功的CFO需要具备丰富的金融理论知识和实务经验。
公司理财与金融市场交互、项目估价、风险管理、产品研发、战略规划、企业核心竞争力的识别与建立以及洞悉信息技术及电子商务对企业的冲击等自然都是CFO职责范围内的事。
在一个大型公司运作中，CFO是一个穿插在金融市场操作和公司内部财务管理之间的角色。
担当CFO的人才大多是拥有多年在金融市场驰骋经验的人。
在美国，优秀的CFO常常在华尔街做过成功的基金经理人。
COO (chief Operation officer )首席营运官的职责主要是负责公司的日常营运，辅助CEO的工作。
Project Management(英文)
Project Budget
Project Charter
What must be done? What are the required resources? What are the constraints? What are the short and long term implications? Why do it? When must it be done? Where must it be done? Who does what? Who is behind the project? Who is funding the project? Who is performing the work of the project?
Project Planning and Implementation. by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright © 1994 by Prentice-Hall, Inc.
Core Project Management Tools
Canoe Trip to Boundary Waters
Example: Getting up in the morning
sub-tasks,
Hit snooze button Hit snooze button again Get outa bed Avoid dog Go to bathroom…
Work Breakdown Structure
工程项目管理英文作文
Project management plays a crucial role in the successful completion of engineering construction projects. It involves the application of knowledge, skills, tools, and techniques to meet project requirements within the constraints of time, cost, and quality. In this essay, wewill discuss the importance of project management in engineering construction and highlight some key aspects that contribute to its effectiveness.Firstly, project management helps in defining project objectives and scope. It is essential to clearly define the goals and objectives of the project, as well as its scope, to ensure that all stakeholders are onthe same page. This includes identifying the project deliverables, milestones, and any constraints that may impact the project's progress.Secondly, effective project management involves proper planning and organizing. A well-defined project plan outlines the activities, resources, and timelines required to complete the project successfully. This includes scheduling tasks, allocating resources, and establishing a communication plan to keep all team members informed and aligned withthe project objectives.Thirdly, project management emphasizes the importance of risk management. Identifying potential risks and developing strategies to mitigate themis crucial in ensuring that the project stays on track. This involves conducting risk assessments, creating contingency plans, and regularly monitoring and updating the risk register.Furthermore, project management focuses on effective communication and collaboration among team members. Regular meetings, progress reports,and updates are essential in keeping everyone informed of the project's status. This also involves fostering a positive working environment that encourages open communication and collaboration, leading to better decision-making and problem-solving.Another important aspect of project management is cost control. Managing the project budget effectively is essential to avoid cost overruns and ensure the project's financial success. This includes tracking expenses,monitoring budget variances, and implementing corrective actions when necessary.Lastly, project management emphasizes the importance of quality control. Ensuring that the project meets the required quality standards iscrucial for its success. This involves implementing quality assurance and quality control processes, conducting inspections and audits, and addressing any non-conformities promptly.In conclusion, effective project management is essential in engineering construction projects. It helps in defining project objectives, planning and organizing activities, managing risks, fostering communication and collaboration, controlling costs, and ensuring quality. By implementing these key aspects, project managers can ensure the successful completion of projects within the specified constraints.In the context of today's fast-paced construction industry, project management plays an even more critical role. As projects become more complex and challenging, the need for skilled project managers who can effectively handle these complexities is paramount. By focusing on the aforementioned aspects, project managers can increase the likelihood of project success and deliver value to all stakeholders involved.In addition, the application of modern project management tools and techniques, such as Agile and Lean methodologies, has further enhanced the effectiveness of project management in engineering construction. These methodologies help in adapting to changes quickly, improving team collaboration, and reducing waste, ultimately leading to better project outcomes.In conclusion, effective project management in engineering construction is a multifaceted endeavor that requires careful planning, skilled execution, and continuous improvement. By embracing the principles and practices of project management, organizations can achieve their project objectives successfully and contribute to the growth and development of the construction industry.。
ERP相关中英文对照
ERP中英文对照一、ERP实施阶段1、启动准备阶段Initial Phase项目章程Project charter项目计划Project plan2、分析阶段Analyze Phase现状业务调研问卷Questionnaire Research现有业务调研报告AS-IS目标流程设计与方案To-Be关键问题分析Key focus analysis差异分析报告Gap Analysis系统配置System configuration (Installation of hardware, software and infrastructure)3、设计、开发阶段Design/Build方案论证、方案测试solution validation and test开发方案设计function specification design and test客户化开发与单元测试customization development and unit test建立数据转换策略、制定安全控制标准data conversion strategy and security control standard 测试脚本和CRP测试test script and CRP test用户培训和用户手册End user training and user guide4、集成阶段Integrate切换策略及切换计划conversion strategy and conversion plan系统集成测试integration test生产系统设置Setup production5、实施阶段Implement用户接受测试User acceptance test (UAT)上线和切换计划implementation and transition plan系统切换和运行system cutover and rollout上线后支持post implementation support二、ERP各模块主要词汇1、财务Finance总帐GL(General ledger)现金收付制Cash basis会计科目Account会计期间Accounting Period分类帐Account ledger会计分录Journal Entry资产负债表Balance sheet银行对账Bank reconciliation银行对账单bank statement期初余额Beginning balance试算平衡Trial Balance损益表Income Statement现金流量表Cash Flow Statement重估Revaluation经常性日记账分录Recurring journal entry预算管理Budget management外币折算Foreign currency translation应收AR（Accounts Receivable）应收账帐龄分析Accounts receivable aging analysis应收账款收款期Accounts receivable collection period应收账冲销Accounts receivable Write-off应付AP (Accounts Payable)付款条件Payment term应付帐帐龄分析Accounts payable aging analysis应付帐冲销Accounts payable Write-off催款Collection分期付款Payment by installment延期付款Deferred payment固定资产FA(Fixed Assets)折旧Depreciation累计折旧Accumulated depreciation固定资产重估Reevaluation固定资产清理Disposal固定资产增值Appreciation高级成本ACA(Advanced cost accounting)基于活动的成本管理(ABC成本法) activity-based cost management 2、物流Logistics销售订单管理Sales Order Management客户关系管理Customer Relationship Management (CRM)销售报价Quotation销售报价下达Quotation release拣货单pick list发货确认shipment confirm延期订单back order增值税VAT Value added tax基价Base price高级定价Advanced pricing直接发运订单Direct ship order采购订单管理Purchase Order Management供应商关系管理Supplier Relationship Management (SRM)请购单Purchase requisition询价单Request for quote一揽子协议采购Blanket purchase order合约采购Contract purchase agreement收货路径Receipt route库存管理Inventory management加权平均法 Weighted average先进先出法 First-in, first-out or FIFO后进先出法 Lost-in, first-out or LIFO移动平均法 Moving average安全库存Safety stock仓储管理Warehouse management运输管理Transportation management3、制造Manufacturing产品数据管理Product Data Management (PDM) 离散制造Discrete manufacturing流程制造Process manufacturing重复制造Repetitive manufacturing物料清单Bill of material工艺路线Routing工作中心Work center提前期Lead time累计提前期Cumulative lead time母件Parent item虚拟件Phantom item工程变更单Engineering change order零件清单Part list联/副产品Co-By product车间管理Work Shop Management资源能力计划Resource capacity planning物料计划material planning计划和排程Planning & Scheduling预测Forecasting质量管理Quality management成本管理Cost Management标准成本Standard cost实际成本Actual cost成本卷积Cost Rollup模拟成本Simulation cost冻结成本Frozen cost4、项目管理Project Management5、房地产管理Real estate management6、租赁管理Lease management7、人力资源管理Human resource management。
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Project preparation: Checklist for internal and external project kick-off
Checklist for project kick-offs
Internal kick-off
External kick-off
1 Project staffing with central staffing 4 Internal kick-off
2. P&L/balance sheet 3. Core processes
4. Products 5. Locations 6. Potentials
7. Revenues 8. Personal cost 9. Other cost
10. Performance components
11. Contract 12. Communication
Success criteria of project management
External success criteria
Innovation
Quality
Professional conduct
Management of expectations
Client satisfaction
Internal success criteria
The process of project management
Project preparation
Project execution
Project closure
TeamManagement
ClientManagement
Storyboarding
Internal information
flow
Collect individual expectations of project
5 Organization of technical infrastructure
results
Team rooms, cupboards, PC, printer, telephone and fax lines, E-Mail
Define milestone meetings (e.g. steering committee)
3 Prestructuring of project Define objectives and hypothesis
Office supplies, flipchart, overhead, metaplan, pinboard, brown paper
Speech and discussion on Project Management
Roland Berger Strategy Consultants
Rotterdam, March 2003
MUC-95802-251-01-01-E.ppt 1
Technically the Project Manager has five tasks to fulfill in any project
2 External kick-off Short introduction of project motivation and rb team by board Introduction of rb team Presentation of objectives, project organization and timetable Define project responsibilities and capacities at client's side
Conflict management
Know-how management
Conflict management
Interface staff Motivation
RB-CI
Budget controlling
Communication flow
Motivation
Preparation for
presentation
Check on-site technical infrastructure 3 Before getting to work
Define project modules and
Write list of rb and client team members
interrelationships
6 Controlling of incidentals
The process of project management
Project preparation
Project execution
Project closure
TeamManagement
ClientManagement
Common understanding of consulting
Motivation for project
Motivation of rb team
Adherence to budget and schedule
Successful follow-up acquisition
Client retention
Business success
MUC-95802-251-01-01-E.ppt 3
For the efficient preparation of a project a number of issues concerning the team and the client have to be covered systematically
• Combine several meetings in one trip
• Work at the client's site
Team members often work for long periods without being monitored • Good project preparation start • Regular team meetings
Presentations
Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03 Jul 03 Aug 03 ff.
Stop-or-go decision
Further implementation
Final presentation 31.08.03
MUC-95802-251-01-01-E.ppt 5
frame with board's expectations
Editing
Communicate project objective and
Introduce rb team and the individual
Info-Center
expectations of client
responsibilities
The Project Manager's tasks
Project preparation
TeamManagement
1 Project responsibility
Project execution
3 Responsibility for employees
Project closure 5 Acquisition responsibility
ClientManagement
2 Client responsibility
4 Budget responsibility
MUC-95802-251-01-01-E.ppt 2
A successful project leads to high client satisfaction and a business profit for Roland Berger Strategy Consultants
• Efficient allocation of team members
Secretarial and Visual Aids costs
• Reduce number of charts (one document handling)
• Hand in final version
Travel expenses/ one-day trips
1 Preparation of external kick-off
Partner, Associate Partner
Communicate acquisition process and
Match project organization and time
PM, Consultants
introduce company key players
Structuring of project
Information about project
Technical preparation
Travel and lodgings
Staffing the project
Re-briefing with
(Associate) Partner
Time schedule
Discuss hypothesis, project organization,
Discuss agenda for eroject registration Fill-out project registration form Obtain P number
Communicate address, phones and
milestones)
Select accommodation
faxes to rb secretaries
MUC-95802-251-01-01-E.ppt 6