项目管理计划英文
项目管理推进计划 英文缩写
项目管理推进计划英文缩写Project Management Advancement Plan.Project management advancement plan (PMAP) is a crucial component of any organization seeking to achieve its strategic objectives through effective and efficientproject execution. It involves the planning, organizing, directing, controlling, and closing of project activities to meet specific requirements. The PMAP outlines the steps and strategies required to推进项目管理，ensure timely delivery, cost-effectiveness, and overall success of the project.The first step in developing a PMAP is to conduct a thorough understanding of the project's objectives, scope, and requirements. This involves clarifying the project's goals, identifying the key deliverables, and understanding the constraints such as time, budget, and resources. It is essential to have a clear understanding of the project's objectives to ensure that all subsequent planning andactivities align with them.Once the project's requirements are well-defined, the next step is to develop a project plan. The project plan outlines the specific tasks, activities, and milestonesthat need to be achieved to complete the project. It also includes the allocation of resources, identification of risks, and development of mitigation strategies. Theproject plan should be comprehensive, detailed, and realistic, taking into account the project's objectives, scope, and constraints.To ensure the successful execution of the project plan, it is essential to establish effective project management processes. This includes the establishment of project management methodologies, project management office (PMO), and project management team. The project management team should have the necessary skills, expertise, and experience to manage the project effectively. They should be responsible for monitoring and controlling the project's progress, ensuring timely delivery of deliverables, and addressing any issues or challenges that arise during theproject's execution.In addition to effective project management processes, it is also crucial to have a robust change management plan. Projects often face changes in requirements, scope, or objectives during their lifecycle. It is essential to have a plan to manage these changes effectively, ensuring that they are implemented smoothly and do not compromise the project's success. The change management plan shouldoutline the procedures and processes for evaluating, approving, and implementing changes, as well as the communication plan for keeping stakeholders informed of any changes.To monitor and control the project's progress, it is essential to have a robust monitoring and evaluation plan. This plan should involve regular reviews of the project's status, progress, and performance against the established plans and objectives. It should also involve the identification of any deviations from the plan and the development of corrective actions to address them. The monitoring and evaluation plan should also include theregular communication of project progress and performance to stakeholders, ensuring transparency and accountability.Finally, it is essential to have a plan for closing the project once it is completed. This involves the final review and approval of all deliverables, the release of resources, and the transfer of ownership and responsibility for the project's outcomes. It also involves the conduct of a post-project review to learn from the project's experiences and identify areas for improvement for future projects.In conclusion, a project management advancement plan is a crucial tool for ensuring the successful execution of projects. It involves the planning, organizing, directing, controlling, and closing of project activities to meet specific requirements. By developing a comprehensive plan that addresses all aspects of project management, organizations can ensure timely delivery, cost-effectiveness, and overall success of their projects.。
项目管理中英文 常用词汇
项目管理中英文常用词汇1. 项目管理概述（Project Management Overview）•项目（Project）•项目管理（Project Management）•项目经理（Project Manager）•项目生命周期（Project Life Cycle）•项目目标（Project Objective）•项目范围（Project Scope）•项目计划（Project Plan）•项目执行（Project Execution）•项目交付（Project Delivery）•项目控制（Project Control）2. 项目计划（Project Planning）•项目需求（Project Requirement）•可行性研究（Feasibility Study）•项目里程碑（Project Milestone）•工作分解结构（Work Breakdown Structure）•项目进度计划（Project Schedule）•资源分配（Resource Allocation）•风险管理（Risk Management）•项目预算（Project Budget）•项目变更管理（Change Management）2.1 项目需求管理（Project Requirements Management）•需求收集（Requirements Gathering）•需求分析（Requirements Analysis）•需求验证（Requirements Validation）•需求优先级（Requirements Priority）•需求冲突（Requirements Conflict）3. 项目执行（Project Execution）•任务分配（Task Assignment）•进度追踪（Schedule Tracking）•工作绩效（Work Performance）•问题解决（Problem Resolution）•里程碑评审（Milestone Review）3.1 团队管理（Team Management）•团队协作（Team Collaboration）•团队沟通（Team Communication）•人员培训（Staff Training）•人员评估（Staff Evaluation）•人员激励（Staff Motivation）4. 项目控制（Project Control）•变更管理（Change Control）•风险控制（Risk Control）•质量控制（Quality Control）•成本控制（Cost Control）•范围控制（Scope Control）•质量保证（Quality Assurance）•关键路径分析（Critical Path Analysis）5. 项目评估（Project Evaluation）•收尾活动（Project Closure）•反馈收集（Feedback Collection）•成果评估（Deliverable Evaluation）•项目总结报告（Project Summary Report）以上是项目管理中常用的中英文词汇，可以帮助你更好地理解和应用项目管理中的相关概念和方法。
项目管理专用中英文术语词汇
项目管理专业术语列表Accept 验收Acceptance 验收Acceptance criteria 验收标准Acquire project team 组建项目团队Activity 活动Activity attributes 活动属性Activity code 活动编码Activity Definition 活动定义Activity Description（AD）活动描述/说明Activity Duration estimating 活动历时估算Activity identifier 活动标识符Activity list 活动列表Activity-On-Arrow（AOA）箭线网络图（双代号网络图）Activity-on-Node（AON）节点式网络图（单代号网络图）Activity resource estimating 活动资源估算Activity sequencing 活动排序Actual 实际Actual cost（AC）实际成本Actual Cost of Work Performed（ACWP）已执行工作实际成本Actual duration 实际历时Actual Finish Date（AF）实际完成日期Actual Start Date（AS）实际开始日期Administrative Closure 行政收尾Analogous estimating 类比估算Application area 应用领域Apportioned effort（AE）分配的工作量Approval 批准Approve 批准Approved change request 已批准的变更请求Arrow 箭线Arrow Diagramming Method（ADM）箭线图示法As-of date 截止日期Assumptions假设Assumptions analysis 假设分析Authority 职权Backward Pass 逆推计算法Bar Chart 横道图（甘特图，条形图）Baseline 基准计划（基线）Baseline finish date 基线完成日期Baseline start date 基线开始日期Bill of materials（BOM）材料单bottom-up estimating 自底向上估算brainstorming 头脑风暴budget 预算budget at completion（BAC）完工预算budget estimate 概算budgeted cost of work performed（BCMP）已执行工作的预算成本budgeted cost of work scheduled（BCWS）计划执行预算成本buffer 缓冲buyer 买方calendar unit 日历单位change 变更change control board（CCB）变更控制委员会change control system 变更控制系统change request 变更请求chart of accounts 账目图表charter 章程checklist 检查单claim 索偿close project 结束项目closing processes收尾过程code of accounts 账目编码co-location 同地办公common cause 共同原因communication 沟通communication management plan 沟通管理计划communications planning 沟通规划compensation 补偿component 组件concurrent engineering 并行工程configuration management system 配置管理系统constraint 约束条件contingencies 意外contingency 意外，应急contingency allowance 应急余量contingency planning应急计划contingency reserve 应急储备contract 合同contract administration 合同管理contract closure 合同收尾contract management plan合同管理计划contract statement of work（SOW）合同工作说明书contract work breakdown structure（CWBS）合同工作分解结构control 控制controlling 控制control account 控制账目control account plan 控制账目计划control chart 控制图control limits 控制范围corrective action 纠正措施cost 成本cost baseline 成本基线cost budgeting 成本预算cost control 成本控制cost estimating 成本估算cost management plan成本管理计划cost of quality 质量成本cost performance index（CPI）成本绩效系数cost-plus-fee（CPF）成本加附加费cost-plus-fixed-fee（CPFF）contract 成本加固定附加费合同cost-plus-incentive-fee（CPIF）contract成本加奖励合同cost reimbursable contract成本偿还合同cost V ariance（CV）费用偏差crashing 赶工create WBS（work breakdown structure）创建工作分解结构critical 关键critical activity 关键活动critical chain method 关键链法critical path 关键路径critical path method（CPM）关键路径法current 当前current finish date 当前结束日期current start date 当前开始日期data date（DD）数据日期date 日期decision tree analysis 决策树分析decompose 分解decomposition 分解defect 缺陷defect repair 缺陷修复deliverable 可交付物delphi technique 德尔菲技术dependency 依赖关系design review 设计评审develop 开发，研制develop project charter 制定项目章程develop project management plan 制定项目管理计划develop project scope statement（preliminary）制定项目范围说明书（初步）develop project team 项目团队建设direct and manage project execution 指导和管理项目执行discrete effort 离散工作量document 文档documented procedure 明文的规范dummy activity 虚活动duration（DU or DUR）历时duration compression 历时压缩early 早early finish date（EF）最早完工日期early start date（ES）最早开始日期earned value（EV）挣值法earned value analysis 挣值分析earned value management 挣值管理earned value technique（EVT）挣值技术effort 工作量enterprise environmental factors 事业环境因素estimate 估算estimate at completion（EAC）在完成时的费用估算estimate to complete（ETC）到完成时的估算event 事件event-on-node 单节点事件图exception report 异常报告execute 执行execution 执行executing 执行executing processes 执行过程expected monetary value（EMV）analysis 期望货币值分析expert judgment 专家判断failure mode and effect analysis 失败模式和影响分析fast tracking 快速跟进finish 完成finish date 完成日期finish-to-finish（FF）完成到完成关系finish-to-start（FS）完成到开始关系fixed-price 固定价格firm-fixed-price（FFP）contract 固定总价合同fixed-price-incentive-fee（PFIF）contract固定价格加奖励合同fixed-price or lump-sum contract 固定价格或总额合同float 浮动时间flowcharting 流程图forecasts 预测，预想forward pass 正推法free float（FF）自由时差functional 职能functional manager 职能经理functional organization 职能型组织funds 资金gantt chart 甘特图goods 物品、货物、商品grade 等级graphical evaluation and review technique（GERT）图解评审技术ground rules 基本规则、条例hammock 集合工作hammock activity 集合活动human resource planning 编制人力资源计划imposed date 强制日期influence 影响influence diagram 影响图influencer 有影响力的人information distribution 信息发布initiate 发起initiation 立项initiator 发起人initiating processes 启动过程inspection 审查integral 整体integrated 整体的integrated change control 整体变更控制integrated cost/schedule reporting 成本/进度综合报告invitation for bid（IFB）邀标书issue 问题、争端key event schedule 关键事件进度计划lag 滞后late 迟late finish date（LF）最迟结束时间late startdate（LS）最迟开始日期latest revised estimate 最新修订的估算lead 超前，提前量lessons learned 经验教训lenssons learned knowledge base 经验知识库level of effort（LOE）投入水平leveling 平衡life cycle 生命周期life-cycle costing 全生命期成本估算line manager 产品经理logic 逻辑logic diagram 逻辑图logical relationship 逻辑关系loop 回路manage 管理manage project team 管理项目团队manage stakeholders 管理项目干系人management reserve 管理储备量master schedule 主进度表materiel 物资matrix organization 矩阵型组织methodology 方法论milestone 里程碑milestone schedule 里程碑进度modern project management（MPM）现代项目管理monitor 监督monitoring 监督monitor and control project work 监督和控制项目工作monitoring and controlling processes 监督和控制过程monte carlo analysis 蒙托卡罗分析near-critical activity 近关键路径network 网络network analysis 网络分析network logic 网络逻辑network loop 网络循环network path 网络路径networking 人际网node 节点objective 目标，目的operations 日常运营opportunity 机会organization 组织organization chart 组织图organizational breakdown structure（OBS）组织分解结构organizational planning 组织规划organizational process assets 组织过程资产original duration（OD）初始历时overall change control 整体变更控制overlap 重叠parametric estimating 参数式估算pareto chart 帕累托图path 路径path float 线路时差path convergence 路径会聚path divergence 路径发散percent complete（PC）完成百分比perform 执行perform quality assurance（QA）执行质量保证perform quality control（QC）执行质量控制performance measurement baseline绩效测量基线performance reporting 绩效报告performance reports 绩效报告performing organization 执行机构PERT chart 计划评审技术图phase 阶段plan 计划plan contracting 签约计划plan purchases and acquisitions 编制采购计划planned finish date（PF）计划结束时间planned startdate（PS）计划开始时间planned value 计划值planning package 计划包planning processes 计划过程portfolio 组合portfolio management 项目组合管理position description 岗位描述practice 惯例precedence 优先precedence diagramming method（PDM）前导图法precedence relationship 前导关系predecessor activity 前置活动preventive activity 预防措施probability and impact matrix 概率和影响矩阵procedure 规程process 过程process group 过程组procurement 采购procurement documents 采购文档procurement management plan采购管理计划procurement planning 采购规划product 产品product life cycle 产品生命周期product scope 产品范围product scope description 产品范围描述program 大型项目program evaluation and review technique（PERT）计划评审技术program management 大型项目管理program management office 大型项目管理办公室progressive elaboration 渐进明细project 项目project calendar 项目日历project charter 项目章程project communication management 项目沟通管理project cost management 项目成本管理project human resource management 项目人力资源管理project initiation 项目启动project integration management 项目整体管理project life cycle 项目生命周期project management（PM）项目管理project management body of knowledge（PMBOK）项目管理知识体系project management information system 项目管理信息系统project management knowledge area 项目管理知识域project management office（PMO）项目管理办公室project management plan 项目管理计划project management process 项目管理过程project management process group 项目管理过程组project management professional（PMP）项目管理专业人员project management software 项目管理软件project management system 项目管理系统project management team 项目管理团队project manager （PM）项目经理project network diagram 项目网络图project organization chart 项目组织章程project phase 项目阶段project plan 项目计划project plandevelopment 项目计划开发project planexecution 项目计划实施project planning 项目规划project process groups 项目过程组project procurement management 项目采购管理project quality management 项目质量管理project risk management 项目风险管理project schedule 项目进度project schedule network diagram 项目进度网络图project scope 项目范围project scope management 项目范围管理project scope management plan 项目范围管理计划project scope statement 项目范围说明书project sponsor 项目发起人project stakeholder 项目干系人project summary work breakdown structure（PSWBS）项目概要工作分解结构project team 项目团队project team directory 项目团队名录project team members 项目团队成员project time management 项目时间管理project work 项目工作projected organization 项目型组织quality 质量qualitative risk analysis 定性风险分析quality management plan 项目质量计划quality planning 制定项目质量计划quality assurance（QA）质量保证quality control（QC）质量控制quantitative risk analysis 定量风险分析regulation 规章reliability 可靠性remaining duration（RDU）剩余历时request 请求request for information 信息请求request for proposal（RFP）方案征集书request for quotation（RFQ）报价请求request seller responses 请求卖方回应requested change 已申请的变更requirement 需求reserve 预留reserve 预留分析resource 资源resource breakdown structure（RBS）资源分解结构resource calendar 资源日历resource-constrained schedule 资源受限的进度resource histogram 资源图resource leveling 资源平衡resource-limited schedule 资源受限的进度resource planning 资源规划responsibility 责任responsibility assignment matrix（RAM）责任分配矩阵responsibility chart 责任图responsibility matrix 责任分配矩阵result 成果retain age 保证金rework 返工risk 风险risk acceptance 风险接受risk avoidance 风险规避risk breakdown structure（RBS）风险分解结构risk category 风险类别risk database 风险数据库risk event 突发事件risk identification 风险识别risk management plan 风险管理计划risk management planning编制风险管理计划risk mitigation 风险缓解risk monitoring and control风险监督和控制risk register 风险登记表risk response planning 制定风险应对计划risk responsecontrol 风险应对控制risk responsedevelopment 风险应对开发risk transference 风险转移role 角色rolling wave planning 滚动式计划root cause analysis 根本原因分析S-curve S曲线schedule 进度计划schedule activity 进度活动scheduleanalysis 进度分析schedulecompression 进度压缩schedulecontrol 进度控制schedule development 进度制定schedule management plan进度管理计划schedule milestone 进度里程碑schedule model 进度模型schedule network analysis进度网络分析scheduleperformance index（SPI）进度绩效指数schedulevariance（SV）进度偏差scheduled finish date（SF）计划结束日期scheduled start date（SS）计划开始日期scope 范围scope baseline 范围基线scope change 范围变更scope change control 范围变更控制scope control 范围控制scope creep 范围蔓延scope definition 范围定义scope planning 编制范围管理计划scope verification 范围验证secondary risk 二次风险select sellers 卖方选择sellers 卖方sensitivity analysis 敏感度分析service 服务should-cost estimate 理想成本估算simulation 模拟skill 技能slack 松弛量solicitation 询价，询价规范special cause 特定原因specification 规格说明书specification limits 规格限定sponsor 发起人、出资方staff 人员配备staff acquisition 工作人员招募staffing management plan 人员配备管理计划stakeholder 项目干系人standard 标准start 开始startdate 开始日期start-to-finish（SF）开始到完成关系start-to-start（SS）开始到开始关系statement of work（SOW）工作说明书strengths，weaknesses，opportunities，and threats（SWOT）analysisSWOT分析sub 子subnet 子网subnet work 子网络sub phase 子阶段sub project 子项目successor 后续successor activity 后续活动summary activity 汇总活动system 系统target 目标，预定target completion date（TC）预定完成时间target finish date（TF）预定结束时间target schedule 预定进度target startdate（TS）预定开始时间task 任务team 团队team development 团队建设team members 团队成员technical performance measurement技术性能测量technique 技术template 模板threat 威胁three-point estimate 三点估算threshold 阀值time and material（T&M）contract工时和材料合同time-scaled schedule network diagram 时标进度网络图time-scaled network diagram 时标网络图tool 工具total float（TF）总时差total quality management（TQM）全面质量管理trend analysis 趋势分析triggers 触发条件triple constraint 三约束user 用户validation 确认value engineering价值工程variance 差异variance analysis 差异分析verification 验证virtual team 虚拟团队voice of the customer顾客意见war room 指挥部work 工作work authorization 工作授权work authorization system 工作授权体系work breakdown structure（WBS）工作分解结构work breakdown structure component 工作分解结构部件work breakdown structure dictionary 工作分解结构字典work item 工作项work package 工作包work performance information 工作绩效信息workaround 风险应急。
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 。
项目管理计划模板(英文DOC 16页)
<Project Name>Project Management PlanVersion <x.x> [Note: The following template is provided for use in Xavor projects. Text enclosed in square brackets and displayed in blue italics (style=InfoBlue) is included to provide guidance to the author and should be deleted before publishing the document.]Revision History[For every revision of this document, provide the revision history that should include the date of revision, version number, description of the changes in the document, and author of the document for that particular version.]Distribution List[State the persons/teams/groups to whom this document should be distributed whenever the document is revised. Also state the name of their parent organization.]Table of Contents1.Introduction 51.1Purpose 51.2Scope 51.3Definitions, Acronyms and Abbreviations 51.4References 51.5Overview 52.Project Overview 62.1Project Name, Code and Leader 62.2Project Purpose, Scope and Objectives 62.3Assumptions and Constraints 62.3.1Critical Assumptions and Constraints 62.3.2Non-Critical Assumptions and Constraints 62.4Project Milestones 62.5Project Deliverables 62.6Tailoring Guidelines 72.7Software Development Life Cycle 73.Project Organization 83.1Organizational Structure 83.2External Interfaces 103.3Roles and Responsibilities 103.3.1<Organizational Unit Name> 104.Management Process 114.1Work Breakdown Structure (WBS) 114.2Project Estimates 114.2.1Estimation Technique 114.2.2Size 114.2.3Effort 114.3Project Schedule 114.3.1Pre-Development Schedule 114.3.2Development Schedule 114.4Project Phases, Iterations and Releases 114.4.1Project Phases 114.4.2Project Iterations 114.4.3Releases 114.5Project Resourcing 114.5.1Staffing 114.5.2Resource Acquisition 124.5.3Training 124.6Project Budget 124.7Project Monitoring and Control 124.7.1Schedule Control 124.7.2Budget Control 124.7.3Measurements 124.8Risk Management Plan 124.9Project Closure 125.Technical Process Plans 135.1User Experience Design 135.2Requirements Management 135.3Analysis and Design 135.4Development Plan 135.5Peer Review Plan 135.6Project Maintenance 135.7Test Plan 135.8Tools, Techniques and Standards 135.8.1Tools 135.8.2Techniques and Standards 145.9Infrastructure 145.10Facilities 145.11Security Plan 156.Supporting Process Plans 156.1Configuration Management Plan 156.2Documentation 156.3Software Quality Assurance Plan 156.4Intergroup Coordination 156.5Communication 156.6Problem Resolution 156.7Subcontractor Management 157.Additional plans 168.Appendices 16Project Management Plan1. Introduction[The introduction of the Project Management Plan should provide an overview of the entiredocument. It should include the purpose, scope, definitions, acronyms, abbreviations, references and overview of this Project Management Plan.]1.1 Purpose[Specify the purpose of this Project Management Plan.]1.2 Scope[A brief description of the scope of this Project Management Plan; what Project(s) it isassociated with, and anything else that is affected or influenced by this document.]1.3 Definitions, Acronyms and Abbreviations[This subsection should provide the definitions of all terms, acronyms, and abbreviationsrequired to interpret properly the Project Management Plan. This information may be provided by reference to the project Glossary.]1.4 References[This subsection should provide a complete list of all documents referenced elsewhere in theProject Management Plan. Each document should be identified by title, report number (ifapplicable), date, and publishing organization. Specify the sources from which the referencescan be obtained. This information may be provided by reference to an appendix or to anotherdocument. For the Project Management Plan, the list of referenced artifacts may include:•Risk Management Plan•User Interfaces Guidelines•Configuration Management Plan•Software Quality Assurance Plan, etc.]1.5 Overview[This subsection should describe what the rest of the Project Management Plan contains andexplain how the document is organized.]2. Project Overview2.1 Project Name, Code and Leader[Specify the project name, project code and project leader (project manager).]Project Name: <Project Name>Project Code: <xxx-xxx>Project Leader: <Name>2.2 Project Purpose, Scope and Objectives[A brief description of the purpose and objectives of this project, and a brief description of whatdeliverables the project is expected to deliver.]2.3 Assumptions and Constraints[A list of assumptions that this plan is based on, and any constraints (e.g. budget, staff, equipment,schedule, etc.) that apply to the project. Make a distinction between critical and non-criticalfactors.]2.3.1 Critical Assumptions and Constraints[State the critical assumptions and constraints affecting the project.]2.3.2 Non-Critical Assumptions and Constraints[State the non-critical assumptions and constraints affecting the project.]2.4 Project Milestones[Tabular list of major milestones to be achieved during the project, with target dates.]2.5 Project Deliverables[Tabular list of the artifacts to be created during the project, with target delivery dates.]2.6 Tailoring Guidelines[Specify the tailoring guidelines for the project.]2.7 Software Development Life Cycle[Specify the Software Development Life Cycle that is to be followed in the project.]3. Project Organization3.1 Organizational Structure[Describe the organizational structure of the project team, including management and otherreview authorities. This should include identification of all project organizational units and adescription of their function and responsibility. A diagram of the organizational structure should also be attached for further illustration.Examples of project organizational units are:•Project Implementation Committee•Project Steering Committee•Project Management Team•Architecture Group•User Experience Design Team•Requirements Team•Analysis and Design Team•Implementation Group•Development Team•Database Management Team•Testing Team•Infrastructure Team•Configuration Management Team•Software Quality Assurance Team, etc.]3.2 External Interfaces[Describe how the project interfaces with external groups. For each external group, identify the internal/external contact names.]3.3 Roles and Responsibilities[Specify the roles, responsibilities and role holders within each organizational unit of the project.] 3.3.1 <Organizational Unit Name>4. Management Process4.1 Work Breakdown Structure (WBS)[List the activities necessary for completing the project.]4.2 Project Estimates4.2.1 Estimation Technique[Specify the estimation method and the reason for its choice. Provide the estimated cost as well as the basis for those estimates, and the points/circumstances in the project when re-estimation will occur.]4.2.2 Size[State the size of each activity as calculated according to the estimation technique. Units of size may be in LOC, FP, etc.]4.2.3 Effort[Specify the amount of effort required to perform each activity on the basis of the size estimation.Units may be man-hours, man-days, etc.]4.3 Project Schedule[Diagrams/tables showing target dates for completion of iterations and phases, release points,demos, and other milestones. Critical path must be specified. Usually enclosed by reference to MS Project file.]4.3.1 Pre-Development Schedule[This schedule will cater for project planning, requirements, analysis and design activities.]4.3.2 Development Schedule[This schedule will cater coding, testing and deployment activities.]4.4 Project Phases, Iterations and Releases4.4.1 Project Phases[Identify phases and major milestones with their achievement criteria.]4.4.2 Project Iterations[Specify the number of iterations and list the objectives to be accomplished for each of theiterations.]4.4.3 Releases[Brief descriptions of each software release, whether demo, beta, etc.]4.5 Project Resourcing4.5.1 Staffing[Identify here the numbers and type of staff required (including and special skills or experience), scheduled by project phase or iteration. State what resources are critical.]4.5.2 Resource Acquisition[Describe how you will approach finding and acquiring the staff needed for the project.]4.5.3 Training[List any special training project team members will require, with target dates for when thistraining should be completed.]4.6 Project Budget[Allocation of costs against the WBS and the project phases.]4.7 Project Monitoring and Control4.7.1 Schedule Control[Describes the approach to be taken to monitor progress against the planned schedule and how to take corrective action when required.]4.7.2 Budget Control[Describes the approach to be taken to monitor spending against the project budget and how to take corrective action when required.]4.7.3 Measurements[Describe the types of measurements to be taken, their frequency, and responsibleworkers/entities for this purpose.]4.8 Risk Management Plan[Enclosed by reference]4.9 Project Closure[Describe the activities for the orderly completion of the project, including staff reassignment, archiving of project materials, post-mortem debriefings and reports etc.]5. Technical Process Plans5.1 User Experience Design[Describe the approach that will be adopted with details of processes, procedures, and guidelines to be followed.]5.2 Requirements[Describe the approach that will be adopted with details of processes, procedures, and guidelines to be followed.]5.3 Analysis and Design[Describe the approach that will be adopted with details of processes, procedures, and guidelines to be followed.]5.4 Development Plan[Enclosed by reference]5.5 Peer Review Plan[Specify the work products to be peer reviewed, type of peer review, their frequency, etc.]5.6 Maintenance[Describe details of any software maintenance for the warranty period of the project.]5.7 Test Plan[Enclosed by reference]5.8 Tools, Techniques and Standards5.8.1 Tools5.8.1.1 Project Management Tools[Specify the project management tools that are to be used in the project and the reasons for their selection. Examples of areas to be covered are project planning, project scheduling, projectmonitoring, status reporting, measurements, etc. Examples of these tools are MS Project, etc.]5.8.1.2 Requirements Management Tools[Specify the requirements management tools that are to be used in the project and the reasons for their selection. Examples of areas to be covered are requirements gathering, requirement issueresolution, requirement change management, measurements, etc. Examples of these tools areRational Requisite Pro, EINS, etc.]5.8.1.3 System Analysis & Design Tools[Specify the system analysis and design tools that are to be used in the project and the reasonsfor their selection. Examples of tools in this area are Visio, Rational Rose, Power Designer etc.]5.8.1.4 Languages[Specify the languages that are to be used for software development in the project and thereasons for their selection. Examples of languages are HTML, Java, etc.]5.8.1.5 User-Interface Development Tools[Specify the tools that are to be used for UI development in the project and the reasons for their selection. Examples of these tools can be Dreamweaver, Flash, etc.]5.8.1.6 Database Management System Software[Specify the database management system software that is to be used in the project and thereasons for their selection. Examples of these tools are Oracle, SQL Server, etc.]5.8.1.7 Third Party Software[Specify any third party software that is to be used in the project and the reasons for theirselection. Examples are Inktomi, Infranet, etc.]5.8.1.8 Software Testing Tools[Specify the software testing tools that are to be used in the project and the reasons for theirselection. Examples of these tools are WinRunner, LoadRunner, etc.]5.8.1.9 Defect and Change Management Tools[Specify the defect and change management tools that are to be used in the project and thereasons for their selection. Examples of these tools are ClearQuest, etc.]5.8.1.10 Configuration Management Tools[Specify the configuration management tools that are to be used in the project and the reasonsfor their selection. Examples of these tools are ClearCase, etc.]5.8.1.11 Integrated Development Environment[Specify the operating systems (platforms), web servers, application servers, development servers that are to be used in the project and the reasons for their selection. Examples of these tools are Sun Solaris, iPlanet, JBuilder, WebSphere, etc.]5.8.2 Techniques and Standards[Lists the documented project technical standards etc by reference. Examples may be:User-Interface GuidelinesProgramming GuidelinesTest Guidelines, etc.]5.9 Infrastructure[Specify hardware, network connectivity, bandwidth, etc., required in this project. Make a clear distinction about what factors are critical.]5.10 Facilities[Describe the facilities required for the execution of the project. This will cover physicalworkspace, buildings, etc.]5.11 Security Plan[List down the security consideration e.g. of security can be operating system, access controls to site/product, physical security considerations.]6. Supporting Process Plans6.1 Configuration Management Plan[Enclosed by reference]6.2 Documentation[Specify the documents that will be produced in the project, what document templates will beused, and any other information pertaining to documentation.]6.3 Software Quality Assurance Plan[Enclosed by reference]6.4 Intergroup Coordination[Describe how different project groups will communicate with one another; specify dependencies, and commitments.]6.5 Communication[Specify how various workers/units/entities, both within and outside the project team, willcommunicate with each other.]6.6 Problem Resolution[Describe the approach for resolving issues in the project, escalation procedures, etc.]6.7 Subcontractor Management[If subcontractors are involved in the project give details of what kind of contractors are required for various tasks, the duration for which they are required and how they will be managed.]7. Additional plans[Additional plans if required by contract or regulations.] 8. Appendices[Attach any supplementary information.]。
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。
Plan——计划。
Rolling Wave Plan——滚动式计划。
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。
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 ，项目管理知识系统。
Operations ——运作。
Process ——过程。
Activity——活动。
Activity Description ——活动描绘。
Activity Definition ——活动定义。
Activity Description ——活动描绘/说明。
Activity List ——活动清单。
Phases ——-阶段。
Approve ——允许。
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 ——项目倡始人。
Project Stakeholder ——项目关连人。
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 ——履行过程组。
Controlling Process ——控制过程组。
Closing Process ——扫尾过程组。
项目管理计划进度和控制的系统方法 英文版
项目管理计划进度和控制的系统方法英文版全文共10篇示例，供读者参考篇1Project Management is a super duper important thing when you are working on a big project. Yup, you gotta have a plan and make sure everything is on track. One way to do this is by using a super cool system called Project Management Plan Progress and Control System. This system helps keep everything organized and running smoothly.So, how does this system work? Well, first things first, you gotta have a plan. This plan includes all the tasks that need to be done, who's responsible for each task, and when each task needs to be completed. It's like making a to-do list, but way more fancy.Once you have your plan in place, it's time to start working on your project. As you're working on your tasks, you gotta keep track of how things are going. This is where the progress part of the system comes in. You need to regularly check in on the status of each task to make sure everything is on schedule. If something is going off track, you gotta figure out why and come up with a plan to get things back on track.And that's where the control part of the system comes in. It's all about making adjustments to keep things running smoothly. This might mean reassigning tasks, changing deadlines, or reallocating resources. The key is to stay on top of things and make sure everything is moving in the right direction.By using the Project Management Plan Progress and Control System, you can keep your project on track and make sure it gets done on time and within budget. So, next time you're working on a big project, remember to have a plan, keep track of your progress, and make adjustments as needed. You'll be a project management pro in no time!篇2Hey guys, today I'm gonna talk about how to manage a project and make sure it stays on track! It's all about having a plan, sticking to it, and making changes when needed.First off, you gotta have a project management plan. This is like your roadmap for the project. It lays out all the things you need to do, when they need to be done by, and who's responsible for each task. It's super important to have a plan so everyone knows what's expected of them.Next, you gotta keep track of the progress of the project. That means checking in on how things are going, making sure tasks are getting done on time, and adjusting the plan if there are any issues. This is called project control. It's all about making sure the project stays on track and gets done on time.There are lots of systems and methods you can use to help with project management. One common way is to use a project management software, like Trello or Asana. These tools can help you keep track of tasks, deadlines, and progress all in one place.Another important part of project management is communication. You gotta make sure everyone on the team knows what's going on and what they need to do. Regular meetings, emails, and updates can help keep everyone on the same page.In conclusion, project management is all about having a plan, keeping track of progress, and making sure everyone is on the same page. With the right systems and methods in place, you can make sure your project is a success!篇3Hello everyone! Today we are going to talk about a super important topic - project management plan, progress, andcontrol system methods. Sounds a bit boring, right? But don't worry, I will make it fun and easy to understand for you all!First of all, let's talk about what a project management plan is. Basically, it's like a roadmap for a project. It helps us know what needs to be done, how it's going to be done, and who is responsible for doing it. Pretty cool, right?Now, let's move on to project progress. This is all about checking if we are on the right track with our project. Are we getting things done on time? Are we staying within our budget? Are we meeting our goals? It's like a check-up for our project to make sure everything is going smoothly.And finally, project control system methods. This is like having a superhero power to make sure everything stays on track. We use tools and techniques to keep things in line, make changes if needed, and make sure our project is a success.So, in a nutshell, project management plan, progress, and control system methods are like our secret weapons to make sure our project is a big success. By following these steps and using these tools, we can make sure everything goes smoothly and we finish our project on time and on budget.I hope you all have a better understanding of project management plan, progress, and control system methods now. Remember, it's not as hard as it sounds. Just follow the plan, keep track of your progress, and use control methods to stay on track. You got this!篇4Project management is super important because it helps us keep things in order and makes sure everything is on track. One key part of project management is having a plan for how things will get done and then making sure we stick to that plan. This is where project management plans, schedules, and controls come in.A project management plan is like a big roadmap that tells us what needs to happen, when it needs to happen, and who is responsible for making it happen. It's like a big puzzle that shows us how all the pieces fit together. This plan helps us stay organized and focused on our goals.Once we have a plan, we need to create a schedule. A schedule is like a timetable that shows us when each part of the project needs to be completed. It helps us see if we are on track or if we need to speed up or slow down to meet our deadlines.Sometimes things don't go as planned, so we have to be flexible and adjust our schedule as needed.Finally, we need to have controls in place to make sure everything is going according to plan. Controls help us monitor progress, identify problems early, and take action to keep things on track. This could be things like regular check-ins with the team, tracking milestones, or adjusting resources as needed.By using a systematic approach to project management plans, schedules, and controls, we can keep our projects running smoothly and ensure we meet our goals. It may seem like a lot of work, but it's worth it to make sure everything goes smoothly and we finish our projects successfully. Let's get started and make our projects the best they can be!篇5Project Management is super important when you're working on a big project. You need to have a good plan to make sure everything gets done on time and within budget. One way to do this is by using a system called Project Management Plan (PMP).The first step in making a PMP is to figure out all the tasks that need to be done in the project. This is called the WorkBreakdown Structure (WBS). It's like making a list of all the things you need to do before you can finish the project. Each task in the WBS has a timeline and a cost attached to it, so you know how long it will take and how much it will cost.Next, you need to make a schedule for when each task will be done. This is called the Project Schedule. It's like making a calendar for your project, so you know what needs to be done each day to finish on time. The Project Schedule helps you keep track of your progress and make sure you're on schedule.Once you have your plan and schedule in place, you need to control the project to make sure everything stays on track. This is where Project Control comes in. It's like having a teacher check your homework to make sure you're doing it right. Project Control helps you see if you're behind schedule or over budget, so you can make changes to get back on track.By using a Project Management Plan, Project Schedule, and Project Control, you can make sure your project is a success. It takes a lot of work and planning, but it's worth it in the end. Just remember to stay organized, stick to your plan, and ask for help if you need it. Good luck with your project!篇6Title: A Fun Guide to Project Management Planning, Progress, and ControlHey friends! Today we are going to talk about project management planning, progress, and control. Sounds complicated, right? Don't worry, I will explain everything in a fun and easy way!First, let's talk about project management planning. Planning is super important because it helps us organize our work and make sure we are on track. When we start a project, we need to think about what we want to achieve, how we are going to do it, and who will help us. We also need to make a timeline to show when each task should be completed. This way, we can stay focused and make sure we finish our project on time.Next, let's talk about project progress. Progress is all about checking how we are doing on our project. Are we behind schedule? Are there any problems we need to solve? We can track our progress by using tools like Gantt charts or Kanban boards. These help us see which tasks are done and which ones still need to be completed. By keeping an eye on our progress, we can make sure we are working efficiently and meeting our goals.Finally, let's talk about project control. Control is about making sure everything goes according to plan. If we see that we are falling behind schedule, we need to come up with a plan to catch up. This might mean assigning more resources to a task or changing the timeline. We also need to communicate with our team members and stakeholders to make sure everyone is on the same page. By staying in control, we can avoid problems and make sure our project is a success.In conclusion, project management planning, progress, and control are super important to help us achieve our goals. By planning ahead, tracking our progress, and staying in control, we can make sure our projects run smoothly and on time. So next time you start a project, remember these tips and you will be a project management pro in no time!Thanks for listening, friends! Stay tuned for more fun project management tips!篇7Hello there! Today I'm going to talk about a super important topic called "Systematic Approaches to Project Management Plan Progress and Control". It sounds like a mouthful, but don't worry, I'll break it down for you in a simple way.When we talk about project management, we're basically talking about making a plan to get things done, like building a cool robot or organizing a big event. But just making a plan isn't enough. We also need to make sure the plan stays on track and things are getting done on time.That's where progress and control come in. Progress means checking how things are going in the project – like, are we meeting our deadlines? Are we spending the right amount of money? Control means making changes to the plan if things aren't going as expected, to make sure we can still finish the project successfully.Now, there are some systematic approaches we can use to help us with project management plan progress and control. One way is to set clear goals and milestones for the project, so we know what we need to achieve and by when. Another way is to assign roles and responsibilities to everyone in the project team, so we know who's doing what.We can also use tools like Gantt charts or project management software to help us track progress and make sure we're on schedule. And don't forget communication – it's super important to keep everyone in the project team updated on how things are going and if any changes need to be made.So there you have it – a simple explanation of systematic approaches to project management plan progress and control. Remember, with a good plan and the right tools, we can tackle any project and make sure it's a success. Happy project managing!篇8Title: A Fun Guide to Project Management Plan Progress and Control System MethodsHey everyone! Today, we are going to talk about project management plan progress and control system methods. Sounds boring? Not at all! We are going to make it super fun and easy to understand. Let’s get started!First things first, what is a project management plan? Well, it’s like a roadmap for a project. It tells us what needs to be done, who needs to do it, and when it needs to be done by. Pretty cool, right?Now, let’s talk about project progr ess. This is all about keeping track of how the project is going. Are we ahead of schedule? Are we behind? Are we on track? We need to check in regularly to make sure everything is going according to plan.Next up, project control. This is like being the captain of a ship. We need to steer the project in the right direction and make sure everything stays on course. If something goes wrong, we need to come up with a plan to fix it.So, how do we do all of this? One way is through a system called Earned Value Management. This method helps us track how much work has been done, how much money has been spent, and how much work should have been done by now. It’s a great tool for keeping us on track and making sure we are using our resources wisely.Another important method is Critical Path Method. This helps us figure out the longest path in a project and identifies which tasks are critical for completing the project on time. By focusing on these critical tasks, we can make sure we are prioritizing the right things.In conclusion, project management plan progress and control system methods are super important for keeping a project on track. By using tools like Earned Value Management and Critical Path Method, we can make sure our projects are successful and deliver on time. So next time you hear about project management, don’t be scared! Just remember, it’s likebeing the captain of a ship and steering it towards success. Happy planning, everyone!篇9Title: A Fun Guide to Project Management Plan Progress and ControlHey guys, have you heard about project management? It's like being the boss of a super cool project and making sure everything is going smoothly. Today, we are going to learn about project management plan progress and control – a super important part of being a project manager.First, let's talk about what a project management plan is. It's like a roadmap that tells us how the project will be done, who will do what, and when it will be finished. It's super helpful because it keeps everything organized and on track.Next, we have project progress. This is all about checking in on how the project is going. Are we on schedule? Are we meeting our goals? It's like making sure we are staying on the right path and not getting lost along the way.Now, let's move on to project control. This is where we make sure everything is going according to plan. If we see somethinggoing off track, we need to come up with a plan to fix it. It's like being a superhero and saving the day when things go wrong.There are some super cool methods we can use to help us with project management plan progress and control. We can use tools like Gantt charts to track our progress, or we can hold regular meetings to check in on how things are going. It's all about finding the best way to make sure our project is a success.So remember, guys, being a project manager is all about keeping things on track, checking in on our progress, and coming up with plans to fix things when they go wrong. With the right methods, we can be superstars at project management plan progress and control!篇10Project Management Plan Progress and ControlSystem-Methods OverviewHey guys! Today we are going to talk about project management plan progress and control system methods. Sounds complicated, right? Don't worry, I'll break it down for you in a simple way.First of all, let's talk about what a project management plan is. It's basically a roadmap that helps us stay on track and reach our project goals. It includes things like the project scope, schedule, budget, and resources.Now, once we have our project management plan in place, we need to make sure we are actually sticking to it and making progress. That's where the progress and control system methods come in.One way to track our progress is through regular meetings and updates. This helps us see if we are on track or if we need to make any adjustments to our plan. Another method is using tools like Gantt charts or project management software to help us track deadlines and milestones.Controlling our project means staying on top of things and making sure everything is running smoothly. We need to identify any risks or issues that could derail our project and come up with solutions to fix them.By using these methods, we can ensure that our project stays on track and that we reach our goals successfully. So next time you hear about project management plan progress and control system methods, you'll know exactly what it's all about. Keepworking hard and stay organized, and you'll be a project management pro in no time!。
pmp 19个项目管理计划
pmp 19个项目管理计划PMP（Project Management Professional）是国际上最具权威性的项目管理证书，也是国内外企业普遍认可的项目管理资格认证。
在PMP考试中，有一个十分重要的知识点——项目管理计划，它是指为实现项目目标而编制的、详细描述如何执行、监控和控制项目活动的文件集合。
下面，我们将介绍PMP考试中19个常见的项目管理计划。
1. 项目整体管理计划：该计划包括项目管理方法、工作流程、项目范围、时间进度、成本预算、质量保障、人员组织、沟通管理、风险管理等方面的内容。
2. 范围管理计划：该计划包括项目范围的确认、变更管理、文档管理、验收标准和验收程序等方面的内容。
3. 时间管理计划：该计划包括项目工期的估算、进度安排、进度控制和进度报告等方面的内容。
4. 成本管理计划：该计划包括项目成本的估算、预算编制、成本控制和成本报告等方面的内容。
5. 质量管理计划：该计划包括确定质量标准、质量控制和质量保证等方面的内容。
6. 人力资源管理计划：该计划包括项目团队的组织、培训、奖励和沟通等方面的内容。
7. 沟通管理计划：该计划包括沟通渠道、沟通对象、沟通频率和沟通方式等方面的内容。
8. 风险管理计划：该计划包括风险识别、风险评估、风险应对和风险控制等方面的内容。
9. 采购管理计划：该计划包括采购需求、采购计划、供应商选择和合同管理等方面的内容。
10. 质量保障计划：该计划包括质量保证目标、质量指标、质量保证方法和质量保证程序等方面的内容。
11. 管理层报告计划：该计划包括管理层所需的报告内容、报告时间和报告方式等方面的内容。
12. 监测与控制计划：该计划包括监测和控制项目进展情况、成本、进度、范围变更、质量等方面的内容。
13. 绩效测量基准计划：该计划包括确定项目的评价标准、绩效指标、绩效评估周期和评价方法等方面的内容。
14. 范围基准计划：该计划包括确定项目范围、验收标准和变更管理程序等方面的内容。
PMBOK 项目管理师 英文词汇
Best Practices 最佳实践
Bid Analysis 投标分析
Bid Documents 招标文件
Bid Evaluation 评标
Bidder 投标人
Bill 帐单
Bill of Materials 材料清单
Bottom Up Cost Estimating 自下而上成本估算
Arrow Diagram Method ("ADM") 箭线图方法
Arrow Diagramming 箭线图方法
Arrow Diagramming Method 箭线图方法
Assessment 评估\风险评估
Assets 资产
Assignment 分配 委派 任务
Assumption 假设
Competency 能力
Competition 竞争
Competitive竞争的
Complete 完成
Completion 完工
Completion Date 完成日期
Complex 复杂的
Component 构件 组件
Conceptual 概念性
Concurrent 并发事件
Cost Forecasting 成本预测
Cost Management 成本管理
Cost of Quality 质量成本
Cost Overrun 成本超支
Cost Performance Index ("CPI") 成本绩效指数
Cost Plus 成本加
Cost Plus Fixed Fee Contract ("CPFF") 成本加固定费用合同
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。
项目执行流程英文缩写
项目执行流程英文缩写在项目管理中，缩写是一个非常重要的工具。
它可以帮助我们更快地理解和记忆项目执行流程中的各个环节。
下面，我们将按照类别介绍一些常用的项目执行流程英文缩写。
1. 项目启动阶段在项目启动阶段，我们需要确定项目的目标、范围、时间和预算等方面的内容。
以下是一些常用的缩写：- PMP：项目管理计划(Project Management Plan)- SOW：项目范围说明书(Statement of Work)- WBS：工作分解结构(Work Breakdown Structure)- ROI：投资回报率(Return on Investment)- NPV：净现值(Net Present Value)2. 项目规划阶段在项目规划阶段，我们需要制定详细的计划，包括资源分配、进度安排、风险管理等方面的内容。
以下是一些常用的缩写：- Gantt Chart：甘特图- CPM：关键路径法(Critical Path Method)- PERT：项目评估和审查技术(Program Evaluation and Review Technique)- RACI：责任分配矩阵(Responsible, Accountable, Consulted, Informed) - SWOT：优势、劣势、机会和威胁(Strengths, Weaknesses, Opportunities, Threats)3. 项目执行阶段在项目执行阶段，我们需要按照计划执行各项任务，并及时处理各种问题和风险。
以下是一些常用的缩写：- PMBOK：项目管理知识体系(Project Management Body of Knowledge) - KPI：关键绩效指标(Key Performance Indicator)- SLA：服务级别协议(Service Level Agreement)- PIR：项目评审报告(Project Implementation Review)- EVM：挣值管理(Earned Value Management)4. 项目监控阶段在项目监控阶段，我们需要对项目的进展情况进行监控和控制，及时调整计划并解决问题。
pmp 项目管理计划
pmp 项目管理计划PMP项目管理计划PMP（Project Management Professional）项目管理专业人士，是指掌握了项目管理知识、技能和经验，并且已通过了PMP认证考试的人员。
PMP项目管理计划是一个项目管理的重要组成部分，它是指项目管理团队为实现项目目标，规划、指导和控制项目工作所采取的方法和手段的总和。
一、PMP项目管理计划的重要性项目管理计划是项目管理的关键，它是为实现项目目标而制定的路线图，对于项目的成功实施和控制至关重要。
PMP项目管理计划主要包括项目范围管理计划、项目时间管理计划、项目成本管理计划、项目质量管理计划、项目资源管理计划、项目沟通管理计划、项目风险管理计划、项目采购管理计划和项目干系人管理计划等。
二、PMP项目管理计划的编制流程1.项目范围管理计划项目范围管理计划是为确保项目能够按照预期范围完成而制定的计划。
它包括确定项目范围、制定项目范围说明书、定义和确认项目范围，并进行范围变更控制等。
项目时间管理计划是为保证项目按照预期时间内完成而制定的计划。
它包括制定项目时间表、定义活动、排列活动顺序、估算活动资源、估算活动持续时间、制定项目进度计划和控制进度等。
3.项目成本管理计划项目成本管理计划是为保证项目按照预期成本完成而制定的计划。
它包括规划成本管理、估算成本、制定预算、控制成本等。
4.项目质量管理计划项目质量管理计划是为保证项目按照预期质量完成而制定的计划。
它包括规划质量管理、质量保证、质量控制等。
5.项目资源管理计划项目资源管理计划是为保证项目按照预期资源完成而制定的计划。
它包括规划资源管理、估算活动资源、获取资源、制定项目团队、管理团队等。
6.项目沟通管理计划项目沟通管理计划是为保证项目沟通畅通无阻而制定的计划。
它包括规划沟通管理、管理沟通、监控沟通等。
项目风险管理计划是为保证项目按照预期风险完成而制定的计划。
它包括规划风险管理、识别风险、评估风险、制定应对方案、实施应对方案、监控风险等。
企业管理中英文词汇
企业管理中英文词汇PMBOOKE项目管理师英语词汇篇之O/PObjective 目标Offer 要约，提议，出价Operating 运作操作Operation 运行运作经营作业操作Opportunity 机会Optimistic 乐观的Oral 口头沟通Order of Magnitude 数量级Organization Chart 组织图Organizational Breakdown Structure ("OBS") 组织分解结构Organizational Planning 组织规划Organizational Strategy 组织策略Overall Change Control 整体变更控制全面变更控制综合变更控制Overhead 管理费Owner 业主Parameter 参数Parametric Estimating 参数估算Pareto Diagram 帕累托图Path Convergence 路径趋同Pattern 模式Performance 执行Performance Evaluation 绩效评估Performance Factor 绩效因子Performance Measurement 绩效测量Performance Measurement Baseline ("PMB")绩效测量基准Performance Measurement Techniques ("PMT") 绩效测量技术Performance Reporting 绩效报告Performing Organization 执行机构Period 周期一段时间Periodic Review 定期评审Planned Value 计划价值Planning 规划Population 样本Portfolio 组合Portfolio Management 组合管理Power 权力Precedence 前导任务前置任务紧前任务Precedence Diagram 前导图Precedence Diagramming 前导图Precedence Diagramming Method 前导图法Predecessor 前导活动Predecessor Activity 前导活动Preliminary 预备的，初步的Prescribe 规定Presentation 演讲演示Proactive 积极主动/提前行动Proactive Management 前瞻性管理Probability 概率Probability Assessment 概率评估Probability Distribution 概率分布Problem Solving 问题解决Procedure 程序流程Process 过程进程流程Procurement 采购Procurement Planning 采购规划Procurement/Tender Documents 采购/投标文件Product 产品Product Breakdown Structure ("PBS") 产品分解结构("PBS") Product Description 产品描述Product Life Cycle 产品生命期Profession 职业专业Profit 利润Program 项目群Program Management 项目群管理Progress 进展Progress Measurement 进展测量Progress Report 进展报告Project Calendar 项目日历Project Charter 项目章程Project Closure 项目收尾Project Communications Management 项目沟通管理Project Communications Plan 项目沟通计划Project Context 项目背景Project Cost Management 项目费用管理Project Definition 项目定义Project Initiator 项目启动者Project Integration 项目整合，项目综合Project Life Cycle 项目生命期Project Management Information System 项目管理信息系统Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Matrix 项目矩阵Project Milestone 项目里程碑Project Monitoring 项目监测Project Objective 项目目标Project Organization 项目组织Project Performance 项目绩效Project Phase 项目阶段Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Processes 项目过程Project Procurement Management 项目采购管理Project Quality Management 项目质量管理Project Risk 项目风险Project Risk Management 项目风险管理Project Schedule 项目进度Project Scope 项目范围Project Scope Management 项目范围管理Project Sponsor 项目发起人项目赞助者Project Stakeholder 项目干系人Project Team 项目团队Project Team Member 项目团队成员Project Time Management 项目时间管理Project/Program Methodology 项目方法论Projectized Organization 项目型组织Proposal 建议书Public 公众Purchase 购买采购Purchase Order 采购订单项目管理英文词汇ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准? C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面企业管理英语词汇ABC Classification ABC分类法Activity-Based Costing 业务量成本法/作业成本法ACRS (Accelerated cost recovery system) 快速成本回收制度Action Message 行为/措施信息AIS (Accounting information system) 会计信息系统Allocation 已分配量Anticipated Delay Report 拖期预报A/P (Accounts Payable) 应付帐款APICS (American Production & Inventory Control Society) 美国生产及库存控制协会AQL (Acceptable quality Level) 可接受质量水平A/R (Accounts Receivable) 应收帐款Automatic Rescheduling 自动重排产Available To Promise (APT) 可签约量Backflush 倒冲法Backlog 未完成订单/未结订单Back Scheduling 倒序排产BE analysis (Break-even analysis) 盈亏临界点分析，保本分析Bill of Material (BOM) 物料清单Business Plan 经营规划B/V (Book value) 帐面价值Capacity Requirements Planning (CRP) 能力需求计划CBA (Cost-benefit analysis) 成本效益分析CEO 首席执行官CFO (Chief Financial Officer) 财务总裁Closed Loop MRP 闭环物料需求计划CPM (Critical path method) 关键路线法CPP accounting (Constant purchasing power accounting) 不变购买力会计 Cumulative Lead Time 累计提前期Cycle Counting 周期盘点Demand 需求Demand Management 需求管理Demonstrated Capacity 实际能力Dependent Demand 非独立需求DFL (Degree of financial leverage) 财务杠杆系数Direct-deduct Inventory Transaction Processing 直接增减库存法Dispatch List 派工单DOL (Degree of operating leverage) 经营杠杆系数ELS (Economic lot size) 经济批量EOQ (Economic order quantity) 经济订货批量FIFO (Fist-in,Fist-out) 先进先出法Firm Planned Order 确认计划订单FISH/LIFO (Fist-in,Still-here) 后进先出法Fixed Order Quantity 固定订货批量法Flow Shop 流水车间Focus Forecasting 集中预测Full Pegging 完全跟踪Generally Accepted Manufacturing Practices 公认生产管理原则Independent Demand 独立需求Inpu/Output Control 投入/产出控制Interplant Demand 厂际需求Inventory Turnover 库存周转次数Item 物料项目Item Record 项目记录Job Shop 加工车间Just-in-time (JIT) 准时制生产Lead Time 提前期前置期，指订单从收到具体明细到货到货仓收到落货纸这一段时间，可以用评估工厂的综合实力。
(项目管理)项目管理计划模板(英文)
<Project Name>Project Management PlanVersion <x.x> [Note: The following template is provided for use in Xavor projects. Text enclosed in square brackets and displayed in blue italics (style=InfoBlue) is included to provide guidance to the author and should be deleted before publishing the document.]Revision History[For every revision of this document, provide the revision history that should include the date of revision, version number, description of the changes in the document, and author of the document for that particular version.]Distribution List[State the persons/teams/groups to whom this document should be distributed whenever the document is revised. Also state the name of their parent organization.]Table of Contents1.Introduction 51.1Purpose 51.2Scope 51.3Definitions, Acronyms and Abbreviations 51.4References 51.5Overview 52.Project Overview 62.1Project Name, Code and Leader 62.2Project Purpose, Scope and Objectives 62.3Assumptions and Constraints 62.3.1Critical Assumptions and Constraints 62.3.2Non-Critical Assumptions and Constraints 62.4Project Milestones 62.5Project Deliverables 62.6Tailoring Guidelines 72.7Software Development Life Cycle 73.Project Organization 83.1Organizational Structure 83.2External Interfaces 103.3Roles and Responsibilities 103.3.1<Organizational Unit Name> 104.Management Process 114.1Work Breakdown Structure (WBS) 114.2Project Estimates 114.2.1Estimation Technique 114.2.2Size 114.2.3Effort 114.3Project Schedule 114.3.1Pre-Development Schedule 114.3.2Development Schedule 114.4Project Phases, Iterations and Releases 114.4.1Project Phases 114.4.2Project Iterations 114.4.3Releases 114.5Project Resourcing 114.5.1Staffing 114.5.2Resource Acquisition 124.5.3Training 124.6Project Budget 124.7Project Monitoring and Control 124.7.1Schedule Control 124.7.2Budget Control 124.7.3Measurements 124.8Risk Management Plan 124.9Project Closure 125.Technical Process Plans 135.1User Experience Design 135.2Requirements Management 135.3Analysis and Design 135.4Development Plan 135.5Peer Review Plan 135.6Project Maintenance 135.7Test Plan 135.8Tools, Techniques and Standards 135.8.1Tools 135.8.2Techniques and Standards 145.9Infrastructure 145.10Facilities 145.11Security Plan 146.Supporting Process Plans 156.1Configuration Management Plan 156.2Documentation 156.3Software Quality Assurance Plan 156.4Intergroup Coordination 156.5Communication 156.6Problem Resolution 156.7Subcontractor Management 157.Additional plans 168.Appendices 16Project Management Plan1. Introduction[The introduction of the Project Management Plan should provide an overview of the entiredocument. It should include the purpose, scope, definitions, acronyms, abbreviations, references and overview of this Project Management Plan.]1.1 Purpose[Specify the purpose of this Project Management Plan.]1.2 Scope[A brief description of the scope of this Project Management Plan; what Project(s) it isassociated with, and anything else that is affected or influenced by this document.]1.3 Definitions, Acronyms and Abbreviations[This subsection should provide the definitions of all terms, acronyms, and abbreviationsrequired to interpret properly the Project Management Plan. This information may be provided by reference to the project Glossary.]1.4 References[This subsection should provide a complete list of all documents referenced elsewhere in theProject Management Plan. Each document should be identified by title, report number (ifapplicable), date, and publishing organization. Specify the sources from which the referencescan be obtained. This information may be provided by reference to an appendix or to anotherdocument. For the Project Management Plan, the list of referenced artifacts may include:•Risk Management Plan•User Interfaces Guidelines•Configuration Management Plan•Software Quality Assurance Plan, etc.]1.5 Overview[This subsection should describe what the rest of the Project Management Plan contains andexplain how the document is organized.]2. Project Overview2.1 Project Name, Code and Leader[Specify the project name, project code and project leader (project manager).]Project Name: <Project Name>Project Code: <xxx-xxx>Project Leader: <Name>2.2 Project Purpose, Scope and Objectives[A brief description of the purpose and objectives of this project, and a brief description of whatdeliverables the project is expected to deliver.]2.3 Assumptions and Constraints[A list of assumptions that this plan is based on, and any constraints (e.g. budget, staff, equipment,schedule, etc.) that apply to the project. Make a distinction between critical and non-criticalfactors.]2.3.1 Critical Assumptions and Constraints[State the critical assumptions and constraints affecting the project.]2.3.2 Non-Critical Assumptions and Constraints[State the non-critical assumptions and constraints affecting the project.]2.4 Project Milestones[Tabular list of major milestones to be achieved during the project, with target dates.]2.5 Project Deliverables[Tabular list of the artifacts to be created during the project, with target delivery dates.]2.6 Tailoring Guidelines[Specify the tailoring guidelines for the project.]2.7 Software Development Life Cycle[Specify the Software Development Life Cycle that is to be followed in the project.]3. Project Organization3.1 Organizational Structure[Describe the organizational structure of the project team, including management and otherreview authorities. This should include identification of all project organizational units and adescription of their function and responsibility. A diagram of the organizational structure should also be attached for further illustration.Examples of project organizational units are:•Project Implementation Committee•Project Steering Committee•Project Management Team•Architecture Group•User Experience Design Team•Requirements Team•Analysis and Design Team•Implementation Group•Development Team•Database Management Team•Testing Team•Infrastructure Team•Configuration Management Team•Software Quality Assurance Team, etc.]3.2 External Interfaces[Describe how the project interfaces with external groups. For each external group, identify the internal/external contact names.]3.3 Roles and Responsibilities[Specify the roles, responsibilities and role holders within each organizational unit of the project.] 3.3.1 <Organizational Unit Name>4. Management Process4.1 Work Breakdown Structure (WBS)[List the activities necessary for completing the project.]4.2 Project Estimates4.2.1 Estimation Technique[Specify the estimation method and the reason for its choice. Provide the estimated cost as well as the basis for those estimates, and the points/circumstances in the project when re-estimation will occur.]4.2.2 Size[State the size of each activity as calculated according to the estimation technique. Units of size may be in LOC, FP, etc.]4.2.3 Effort[Specify the amount of effort required to perform each activity on the basis of the size estimation.Units may be man-hours, man-days, etc.]4.3 Project Schedule[Diagrams/tables showing target dates for completion of iterations and phases, release points,demos, and other milestones. Critical path must be specified. Usually enclosed by reference to MS Project file.]4.3.1 Pre-Development Schedule[This schedule will cater for project planning, requirements, analysis and design activities.]4.3.2 Development Schedule[This schedule will cater coding, testing and deployment activities.]4.4 Project Phases, Iterations and Releases4.4.1 Project Phases[Identify phases and major milestones with their achievement criteria.]4.4.2 Project Iterations[Specify the number of iterations and list the objectives to be accomplished for each of theiterations.]4.4.3 Releases[Brief descriptions of each software release, whether demo, beta, etc.]4.5 Project Resourcing4.5.1 Staffing[Identify here the numbers and type of staff required (including and special skills or experience), scheduled by project phase or iteration. State what resources are critical.]4.5.2 Resource Acquisition[Describe how you will approach finding and acquiring the staff needed for the project.]4.5.3 Training[List any special training project team members will require, with target dates for when thistraining should be completed.]4.6 Project Budget[Allocation of costs against the WBS and the project phases.]4.7 Project Monitoring and Control4.7.1 Schedule Control[Describes the approach to be taken to monitor progress against the planned schedule and how to take corrective action when required.]4.7.2 Budget Control[Describes the approach to be taken to monitor spending against the project budget and how to take corrective action when required.]4.7.3 Measurements[Describe the types of measurements to be taken, their frequency, and responsibleworkers/entities for this purpose.]4.8 Risk Management Plan[Enclosed by reference]4.9 Project Closure[Describe the activities for the orderly completion of the project, including staff reassignment, archiving of project materials, post-mortem debriefings and reports etc.]5. Technical Process Plans5.1 User Experience Design[Describe the approach that will be adopted with details of processes, procedures, and guidelines to be followed.]5.2 Requirements[Describe the approach that will be adopted with details of processes, procedures, and guidelines to be followed.]5.3 Analysis and Design[Describe the approach that will be adopted with details of processes, procedures, and guidelines to be followed.]5.4 Development Plan[Enclosed by reference]5.5 Peer Review Plan[Specify the work products to be peer reviewed, type of peer review, their frequency, etc.]5.6 Maintenance[Describe details of any software maintenance for the warranty period of the project.]5.7 Test Plan[Enclosed by reference]5.8 Tools, Techniques and Standards5.8.1 Tools5.8.1.1 Project Management Tools[Specify the project management tools that are to be used in the project and the reasons for their selection. Examples of areas to be covered are project planning, project scheduling, projectmonitoring, status reporting, measurements, etc. Examples of these tools are MS Project, etc.]5.8.1.2 Requirements Management Tools[Specify the requirements management tools that are to be used in the project and the reasons for their selection. Examples of areas to be covered are requirements gathering, requirement issueresolution, requirement change management, measurements, etc. Examples of these tools areRational Requisite Pro, EINS, etc.]5.8.1.3 System Analysis & Design Tools[Specify the system analysis and design tools that are to be used in the project and the reasonsfor their selection. Examples of tools in this area are Visio, Rational Rose, Power Designer etc.]5.8.1.4 Languages[Specify the languages that are to be used for software development in the project and thereasons for their selection. Examples of languages are HTML, Java, etc.]5.8.1.5 User-Interface Development Tools[Specify the tools that are to be used for UI development in the project and the reasons for their selection. Examples of these tools can be Dreamweaver, Flash, etc.]5.8.1.6 Database Management System Software[Specify the database management system software that is to be used in the project and thereasons for their selection. Examples of these tools are Oracle, SQL Server, etc.]5.8.1.7 Third Party Software[Specify any third party software that is to be used in the project and the reasons for theirselection. Examples are Inktomi, Infranet, etc.]5.8.1.8 Software Testing Tools[Specify the software testing tools that are to be used in the project and the reasons for theirselection. Examples of these tools are WinRunner, LoadRunner, etc.]5.8.1.9 Defect and Change Management Tools[Specify the defect and change management tools that are to be used in the project and thereasons for their selection. Examples of these tools are ClearQuest, etc.]5.8.1.10 Configuration Management Tools[Specify the configuration management tools that are to be used in the project and the reasonsfor their selection. Examples of these tools are ClearCase, etc.]5.8.1.11 Integrated Development Environment[Specify the operating systems (platforms), web servers, application servers, development servers that are to be used in the project and the reasons for their selection. Examples of these tools are Sun Solaris, iPlanet, JBuilder, WebSphere, etc.]5.8.2 Techniques and Standards[Lists the documented project technical standards etc by reference. Examples may be:User-Interface GuidelinesProgramming GuidelinesTest Guidelines, etc.]5.9 Infrastructure[Specify hardware, network connectivity, bandwidth, etc., required in this project. Make a clear distinction about what factors are critical.]5.10 Facilities[Describe the facilities required for the execution of the project. This will cover physicalworkspace, buildings, etc.]5.11 Security Plan[List down the security consideration e.g. of security can be operating system, access controls to site/product, physical security considerations.]6. Supporting Process Plans6.1 Configuration Management Plan[Enclosed by reference]6.2 Documentation[Specify the documents that will be produced in the project, what document templates will beused, and any other information pertaining to documentation.]6.3 Software Quality Assurance Plan[Enclosed by reference]6.4 Intergroup Coordination[Describe how different project groups will communicate with one another; specify dependencies, and commitments.]6.5 Communication[Specify how various workers/units/entities, both within and outside the project team, willcommunicate with each other.]6.6 Problem Resolution[Describe the approach for resolving issues in the project, escalation procedures, etc.]6.7 Subcontractor Management[If subcontractors are involved in the project give details of what kind of contractors are required for various tasks, the duration for which they are required and how they will be managed.]7. Additional plans[Additional plans if required by contract or regulations.] 8. Appendices[Attach any supplementary information.]。
中英对照项目管理规范
中英对照项目管理规范Project Management Guidelines in Chinese and English项目管理是一项重要的工作，旨在确保项目能够按时、按质、按成本完成。
为了更好地促进国际间的交流与合作，中英双语对照的项目管理规范在跨国项目中具有重要意义。
本文将探讨中英对照的项目管理规范，包括项目组织、沟通、风险管理等方面的内容。
一、项目组织项目经理是项目的核心，承担着统筹协调、管理资源、决策等职责。
在中文项目管理规范中，项目经理被称为"项目组长"，在英文中则被称为"Project Manager"。
除此之外，项目团队成员、项目指导委员会等角色在中英两种规范中的名称也存在差异。
二、项目计划与控制项目计划与控制是项目管理的基石，用以确保项目顺利进行。
在中文项目管理规范中，项目计划和执行被称为"计划"和"实施"；而在英文项目管理规范中，这两个概念分别称为"Planning"和"Execution"。
此外，项目控制包括进度控制、成本控制和质量控制，在中英两种规范中的表达方式也会有所不同。
三、项目沟通有效的沟通对于项目的成功至关重要。
中英两种项目管理规范在沟通方式和内容上存在差异。
例如，在中文规范中，会强调项目组成员之间的密切沟通，注重团队合作；而英文规范则可能更加注重与客户和利益相关者的沟通。
四、风险管理项目风险是项目中的不确定性因素，需要进行及时识别、评估和控制。
在中文项目管理规范中，风险管理被称为"风险控制"，这涉及到制定风险管理计划、风险识别和分析等方面的工作。
而在英文规范中，风险管理则被称为"Risk Management"，同样包括风险计划、风险识别和分析等内容。
五、项目变更管理项目在实施过程中，变更是不可避免的。
项目管理英文术语
文- 汉语汉字编辑词条文，wen，从玄从爻。
天地万物的信息产生出来的现象、纹路、轨迹，描绘出了阴阳二气在事物中的运行轨迹和原理。
故文即为符。
上古之时，符文一体。
古者伏羲氏之王天下也，始画八卦，造书契，以代结绳(爻)之政，由是文籍生焉。
--《尚书序》依类象形，故谓之文。
其后形声相益，即谓之字。
--《说文》序》仓颉造书，形立谓之文，声具谓之字。
--《古今通论》(1) 象形。
甲骨文此字象纹理纵横交错形。
"文"是汉字的一个部首。
本义:花纹;纹理。
(2) 同本义[figure;veins]文，英语念为:text、article等，从字面意思上就可以理解为文章、文字，与古今中外的各个文学著作中出现的各种文字字形密不可分。
古有甲骨文、金文、小篆等，今有宋体、楷体等，都在这一方面突出了"文"的重要性。
古今中外，人们对于"文"都有自己不同的认知，从大的方面来讲，它可以用于表示一个民族的文化历史，从小的方面来说它可用于用于表示单独的一个"文"字，可用于表示一段话，也可用于人物的姓氏。
折叠编辑本段基本字义1．事物错综所造成的纹理或形象：灿若～锦。
2.刺画花纹：～身。
3．记录语言的符号：～字。
～盲。
以～害辞。
4．用文字记下来以及与之有关的：～凭。
～艺。
～体。
～典。
～苑。
～献（指有历史价值和参考价值的图书资料）。
～采（a．文辞、文艺方面的才华；b．错杂艳丽的色彩）。
5．人类劳动成果的总结：～化。
～物。
6．自然界的某些现象：天～。
水～。
7．旧时指礼节仪式：虚～。
繁～缛节（过多的礼节仪式）。
8．文华辞采，与“质”、“情”相对：～质彬彬。
9．温和：～火。
～静。
～雅。
10．指非军事的：～职。
～治武功（指礼乐教化和军事功绩）。
11．指以古汉语为基础的书面语：552～言。
～白间杂。
12．专指社会科学：～科。
13．掩饰：～过饰非。
14．量词，指旧时小铜钱：一～不名。
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项目管理计划英文 Document number：PBGCG-0857-BTDO-0089-PTT1998<Project Name>Project Management PlanVersion <>[Note: The following template is provided for use in Xavor projects. Text enclosed in square brackets and displayed in blue italics (style=InfoBlue) is included to provide guidance to the author and should be deleted before publishing the document.]Revision History[For every revision of this document, provide the revision history that should include the date of revision, version number, description of the changes in the document, and author of the document for that particular version.]Distribution List[State the persons/teams/groups to whom this document should be distributed whenever the document is revised. Also state the name of their parent organization.]Table of Contents1.Introduction 5Purpose 5Scope 5Definitions, Acronyms and Abbreviations 5References 5Overview 52.Project Overview 6Project Name, Code and Leader 6Project Purpose, Scope and Objectives 6Assumptions and Constraints 6 Critical Assumptions and Constraints 6Non-Critical Assumptions and Constraints 6 Project Milestones 6Project Deliverables 6Tailoring Guidelines 6Software Development Life Cycle 73.Project Organization 8Organizational Structure 8External Interfaces 10Roles and Responsibilities 10 <Organizational Unit Name> 10 4.Management Process 11Work Breakdown Structure (WBS) 11Project Estimates 11 Estimation Technique 11Size 11Effort 11 Project Schedule 11 Pre-Development Schedule 11Development Schedule 11 Project Phases, Iterations and Releases 11 Project Phases 11Project Iterations 11Releases 11 Project Resourcing 11 Staffing 11Resource Acquisition 11Training 12 Project Budget 12Project Monitoring and Control 12 Schedule Control 12Budget Control 12Measurements 12 Risk Management Plan 12Project Closure 12 5.Technical Process Plans 13User Experience Design 13Requirements Management 13Analysis and Design 13Development Plan 13Peer Review Plan 13Project Maintenance 13Test Plan 13Tools, Techniques and Standards 13 Tools 13Techniques and Standards 14 Infrastructure 14Facilities 14Security Plan 146.Supporting Process Plans 15Configuration Management Plan 15Documentation 15Software Quality Assurance Plan 15Intergroup Coordination 15Communication 15Problem Resolution 15Subcontractor Management 157.Additional plans 168.Appendices 16Project Management Plan1. Introduction[The introduction of the Project Management Plan should provide an overview of the entire document. It should include the purpose, scope, definitions, acronyms, abbreviations, references and overview of this Project Management Plan.]1.1 Purpose[Specify the purpose of this Project Management Plan.]1.2 Scope[A brief description of the scope of this Project Management Plan; what Project(s) it is associated with,and anything else that is affected or influenced by this document.]1.3 Definitions, Acronyms and Abbreviations[This subsection should provide the definitions of all terms, acronyms, and abbreviations required tointerpret properly the Project Management Plan.? This information may be provided by reference to the project Glossary.]1.4 References[This subsection should provide a complete list of all documents referenced elsewhere in the ProjectManagement Plan. Each document should be identified by title, report number (if applicable), date, and publishing organization. Specify the sources from which the references can be obtained. This information may be provided by reference to an appendix or to another document. For the Project Management Plan, the list of referenced artifacts may include:•Risk Management Plan•User Interfaces Guidelines•Configuration Management Plan•Software Quality Assurance Plan, etc.]1.5 Overview[This subsection should describe what the rest of the Project Management Plan contains and explain how the document is organized.]2. Project Overview2.1 Project Name, Code and Leader[Specify the project name, project code and project leader (project manager).]Project Name: <Project Name>Project Code: <xxx-xxx>Project Leader: <Name>2.2 Project Purpose, Scope and Objectives[A brief description of the purpose and objectives of this project, and a brief description of whatdeliverables the project is expected to deliver.]2.3 Assumptions and Constraints[A list of assumptions that this plan is based on, and any constraints . budget, staff, equipment, schedule,etc.) that apply to the project. Make a distinction between critical and non-critical factors.]2.3.1 Critical Assumptions and Constraints[State the critical assumptions and constraints affecting the project.]2.3.2 Non-Critical Assumptions and Constraints[State the non-critical assumptions and constraints affecting the project.]2.4 Project Milestones[Tabular list of major milestones to be achieved during the project, with target dates.]2.5 Project Deliverables[Tabular list of the artifacts to be created during the project, with target delivery dates.]2.6 Tailoring Guidelines[Specify the tailoring guidelines for the project.]2.7 Software Development Life Cycle[Specify the Software Development Life Cycle that is to be followed in the project.]3. Project Organization3.1 Organizational Structure[Describe the organizational structure of the project team, including management and other reviewauthorities. This should include identification of all project organizational units and a description of their function and responsibility. A diagram of the organizational structure should also be attached for further illustration.Examples of project organizational units are:•Project Implementation Committee•Project Steering Committee•Project Management Team•Architecture Group•User Experience Design Team•Requirements Team•Analysis and Design Team•Implementation Group•Development Team•Database Management Team•Testing Team•Infrastructure Team•Configuration Management Team•Software Quality Assurance Team, etc.]3.2 External Interfaces[Describe how the project interfaces with external groups. For each external group, identify theinternal/external contact names.]3.3 Roles and Responsibilities[Specify the roles, responsibilities and role holders within each organizational unit of the project.] 3.3.1 <Organizational Unit Name>4. Management Process4.1 Work Breakdown Structure (WBS)[List the activities necessary for completing the project.]4.2 Project Estimates4.2.1 Estimation Technique[Specify the estimation method and the reason for its choice. Provide the estimated cost as well as thebasis for those estimates, and the points/circumstances in the project when re-estimation will occur.]4.2.2 Size[State the size of each activity as calculated according to the estimation technique. Units of size may be in LOC, FP, etc.]4.2.3 Effort[Specify the amount of effort required to perform each activity on the basis of the size estimation. Unitsmay be man-hours, man-days, etc.]4.3 Project Schedule[Diagrams/tables showing target dates for completion of iterations and phases, release points, demos, and other milestones. Critical path must be specified. Usually enclosed by reference to MS Project file.]4.3.1 Pre-Development Schedule[This schedule will cater for project planning, requirements, analysis and design activities.]4.3.2 Development Schedule[This schedule will cater coding, testing and deployment activities.]4.4 Project Phases, Iterations and Releases4.4.1 Project Phases[Identify phases and major milestones with their achievement criteria.]4.4.2 Project Iterations[Specify the number of iterations and list the objectives to be accomplished for each of the iterations.]4.4.3 Releases[Brief descriptions of each software release, whether demo, beta, etc.]4.5 Project Resourcing4.5.1 Staffing[Identify here the numbers and type of staff required (including and special skills or experience), scheduled by project phase or iteration. State what resources are critical.]4.5.2 Resource Acquisition[Describe how you will approach finding and acquiring the staff needed for the project.]4.5.3 Training[List any special training project team members will require, with target dates for when this trainingshould be completed.]4.6 Project Budget[Allocation of costs against the WBS and the project phases.]4.7 Project Monitoring and Control4.7.1 Schedule Control[Describes the approach to be taken to monitor progress against the planned schedule and how to takecorrective action when required.]4.7.2 Budget Control[Describes the approach to be taken to monitor spending against the project budget and how to takecorrective action when required.]4.7.3 Measurements[Describe the types of measurements to be taken, their frequency, and responsible workers/entities for this purpose.]4.8 Risk Management Plan[Enclosed by reference]4.9 Project Closure[Describe the activities for the orderly completion of the project, including staff reassignment, archiving of project materials, post-mortem debriefings and reports etc.]5. Technical Process Plans5.1 User Experience Design[Describe the approach that will be adopted with details of processes, procedures, and guidelines to befollowed.]5.2 Requirements[Describe the approach that will be adopted with details of processes, procedures, and guidelines to befollowed.]5.3 Analysis and Design[Describe the approach that will be adopted with details of processes, procedures, and guidelines to befollowed.]5.4 Development Plan[Enclosed by reference]5.5 Peer Review Plan[Specify the work products to be peer reviewed, type of peer review, their frequency, etc.]5.6 Maintenance[Describe details of any software maintenance for the warranty period of the project.]5.7 Test Plan[Enclosed by reference]5.8 Tools, Techniques and Standards5.8.1 Tools5.8.1.1 Project Management Tools[Specify the project management tools that are to be used in the project and the reasons for their selection.Examples of areas to be covered are project planning, project scheduling, project monitoring, statusreporting, measurements, etc. Examples of these tools are MS Project, etc.]5.8.1.2 Requirements Management Tools[Specify the requirements management tools that are to be used in the project and the reasons for theirselection. Examples of areas to be covered are requirements gathering, requirement issue resolution,requirement change management, measurements, etc. Examples of these tools are Rational Requisite Pro, EINS, etc.]5.8.1.3 System Analysis & Design Tools[Specify the system analysis and design tools that are to be used in the project and the reasons for theirselection. Examples of tools in this area are Visio, Rational Rose, Power Designer etc.]5.8.1.4 Languages[Specify the languages that are to be used for software development in the project and the reasons for their selection. Examples of languages are HTML, Java, etc.]5.8.1.5 User-Interface Development Tools[Specify the tools that are to be used for UI development in the project and the reasons for their selection.Examples of these tools can be Dreamweaver, Flash, etc.]5.8.1.6 Database Management System Software[Specify the database management system software that is to be used in the project and the reasons fortheir selection. Examples of these tools are Oracle, SQL Server, etc.]5.8.1.7 Third Party Software[Specify any third party software that is to be used in the project and the reasons for their selection.Examples are Inktomi, Infranet, etc.]5.8.1.8 Software Testing Tools[Specify the software testing tools that are to be used in the project and the reasons for their selection.Examples of these tools are WinRunner, LoadRunner, etc.]5.8.1.9 Defect and Change Management Tools[Specify the defect and change management tools that are to be used in the project and the reasons fortheir selection. Examples of these tools are ClearQuest, etc.]5.8.1.10 Configuration Management Tools[Specify the configuration management tools that are to be used in the project and the reasons for theirselection. Examples of these tools are ClearCase, etc.]5.8.1.11 Integrated Development Environment[Specify the operating systems (platforms), web servers, application servers, development servers that are to be used in the project and the reasons for their selection. Examples of these tools are Sun Solaris,iPlanet, JBuilder, WebSphere, etc.]5.8.2 Techniques and Standards[Lists the documented project technical standards etc by reference. Examples may be:User-Interface GuidelinesProgramming GuidelinesTest Guidelines, etc.]5.9 Infrastructure[Specify hardware, network connectivity, bandwidth, etc., required in this project. Make a clear distinction about what factors are critical.]5.10 Facilities[Describe the facilities required for the execution of the project. This will cover physical workspace,buildings, etc.]5.11 Security Plan[List down the security consideration . of security can be operating system, access controls to site/product, physical security considerations.]6. Supporting Process Plans6.1 Configuration Management Plan[Enclosed by reference]6.2 Documentation[Specify the documents that will be produced in the project, what document templates will be used, and any other information pertaining to documentation.]6.3 Software Quality Assurance Plan[Enclosed by reference]6.4 Intergroup Coordination[Describe how different project groups will communicate with one another; specify dependencies, andcommitments.]6.5 Communication[Specify how various workers/units/entities, both within and outside the project team, will communicate with each other.]6.6 Problem Resolution[Describe the approach for resolving issues in the project, escalation procedures, etc.]6.7 Subcontractor Management[If subcontractors are involved in the project give details of what kind of contractors are required for various tasks, the duration for which they are required and how they will be managed.]7. Additional plans[Additional plans if required by contract or regulations.] 8. Appendices[Attach any supplementary information.]。