4_Project Closure Summary Report(template)
制造业新产品导入流程
制造业新产品导入流程模板Scope 范围----------------------------------------------------------------------------------------------------------------------------This procedure covers new product introduction in AAA Suzhou. 凡导入AAA苏州工厂制造的新产品,均依本程序文件的规定;New product introduction include NPD New Product Development and NPT New Product Transfer.新产品导入包括新产品开发和新产品转移; Objective 目的----------------------------------------------------------------------------------------------------------------------------To make assure new product introduction in AAA Suzhouis under control.确保AAA苏州工厂新产品导入处于受控状态;Applicability 适用性----------------------------------------------------------------------------------------------------------------------------This procedure applies to only AAA Suzhou facility. 此程序文件仅适用于AAA苏州工厂;Definition 定义----------------------------------------------------------------------------------------------------------------------------New product introduction is a project management process.Project initiation means when one factory NPI Project leader Project Manageraccept authorization from local management, project close means when new product is delivered to mass production after ramp up. 新产品导入是一个项目管理过程;当一个本地新产品领导人接受管理层授权意味着项目启动,当新产品进入爬坡生产之后的大批量生产意味着项目结束;Responsibilities 职责/ Output 输出报告----------------------------------------------------------------------------------------------------------------------------1. POM Plant Operation Manager and Management工厂运作经理和管理层Assign factory NPI Project Leader Project Manager for each project with management, give him/her very clear assignment and authorization. NPI Engineer also can be NPI Project leader if the project is small. 为每个项目任命工厂新产品导入项目领导人项目经理,给予此人清晰的任务分配和授权;如果项目较小,新产品导入工程师也可成为新产品导入项目领导人Agree or disagree new product can be released to manufacturing according to result of pilot run.根据试生产的结果同意或不同意新产品发布到制造阶段;OutputProject Charter, announce project leader Local NPI Project leader’s authorization and assignmentApprove Project Management Plan Scope/Time/Cost/Quality/HR/Risk, etcAgreement while new product need be released to manufacturing RTM.2. NPI Project leader Project Manager新产品导入项目领导人项目经理NPI Project Leader is nominated and authorized by Management to plan, organize, lead and control Project Execution. NPI Engineer also can be NPI Project Leader when the project is comparatively small and simple.新产品导入项目领导人由管理层提名和任命,计划、组织和控制项目的执行;如果项目较小或简单,新产品导入工程师也可成为新产品导入项目领导人NPI Project Leader will work on the Project ROI of NPT for Management justification and sign-off when needed. 如果需要,新产品导入项目领导人将为新产品转移进行投资回报分析报告,供管理层决策并签署;NPI Project Leader will develop NPI Project team with head of cross function department.新产品导入项目领导人将和各职能部门的领导一起制定和发展项目团队;NPI Project Leader will hold Project Kick-off Meetingto initiate the execution of Project.新产品导入项目领导人将召开启动会议,启动项目;NPI Project Leader is the major communication interface of Factory to R&D for NPD or Outgoing Site for NPT.新产品导入项目领导人是主要的沟通平台;对于新产品而言,工厂和研发之间；对于产品转移而言,工厂和外部工厂之间;NPI Project Leader will follow AAA NPD / NPT Standard Procedure, which is documented in Notes Database, to execute the Project新产品导入项目领导人将根据在Notes数据库中的AAA NPD/NPT标准流程,实施项目管理;NPI Project Leader will collect and review plans for sub-task from Project Team members from cross functional department,then create schedule for NPI project.新产品导入项目领导人将收集和汇总各个职能部门的计划,来形成新产品导入计划;NPI Project Leader will create WBS work breakdown structure with team member;新产品导入项目领导人将和小组成员一起创建工作分解结构,明确职责;Establish team build plan recognition and rewards system for each project team.建立团队建设计划--奖励和荣誉系统;NPI Project Leader will initiate, follow-up and update the Project Master Schedule Gantt-Chart template. Project review meeting with all team members is required on regular base for example, once a week. In regular project review meeting, discuss project status based on weekly or monthly report from cross function, measure actual progress and compare it to planned progress, set corrective action plan immediately if it is necessary.新产品导入项目领导人将和项目成员一起启动、遵循项目管理时间表,定期举行会议回顾和更新项目管理时间表;在例会上,讨论各职能部门提供的每周或每月项目状态报告,与计划的进程比较来衡量实际的进展,如果需要将立即提出纠正措施;Submit weekly status report on weekly meeting with R&D side or outgoing facility.与研发中心或输出工厂的周会上讨论每周的项目进展情况;For NPD, Project Leader will review and document each phase result with R&D side. For example: beta build, pilot run, ramp up build, etc.对于新产品项目,新产品导入项目领导人将和研发中心一起审核和归档每次生产的结果：例如beta试产,小批量试产,爬坡量产;Project Leader will ensure to deliver new product to mass production on schedule with Quality Plan. Product Quality Plan should meet universal and AAA specific quality standard which is agreed with AAA R&D team and AAA Manufacturing Plant..新产品导入项目领导人将确保新产品按时按质递交到批量生产;产品质量计划应该达到一个研发和生产都可以接受的通用质量和AAA特殊标准;Submit final report/ information to GM & management for final decision of RTM.提交最终的报告或信息给总经理和管理层,作为同意正式投入生产的依据;Project Leader will lead the Project Team to support successful Production Ramp-up for the 1st three months at most. And lead the NPI ramp-up review and sign-off of Mass Production Release.新产品导入项目领导人将领导NPI团队支持最多三个月具体期限视项目复杂程度而定的爬坡生产,并领导爬坡生产审核和签署量产生效;Project Leader will lead the NPI Closure review and submit the wrap-up report to Management.新产品导入项目领导人将领导NPI结束审核,递交管理层综合报告OutputWeekly meeting reportROI report if it is necessary--〉 Transfer DBWBS work breakdown structureNPI scheduleManufacturing Plan for each buildRecognition and rewards systemFinal pilot run reportProject closure report3. Head of cross function department各职能部门的负责人Assign 1 member as internal coordinator from each function department for NPI project. He /shi is the member of NPI project team.指定一个成员作为本部门内部的新产品协调人,他/她是新产品导入项目团队的成员;Assist own NPI coordinator to achieve NPI sub-task on schedule.帮助本部门的新产品协调人按照计划完成项目中赋予的任务;Set KPI Key Performance Indicator for NPI ascommitment.设定关键绩效指标作为支持新产品导入的承诺;OutputKPI Key Performance Indicator for NPIAssignment for internal coordinator4. NPI Manufacturing Engineer新产品导入制造工程师Setup schedule for all manufacturing preparation task and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal for each task.在项目开始的时候设定与制造准备相关任务的计划时间表,提交给新产品导入领导人;这个计划时间表应该包含可衡量的指标;Submit weekly report to NPI Project Leader before local weekly meeting on time, attend weekly meeting to discuss present status.在每个本地周会前按时提交进展周报,参与周会时讨论现在的状态;Attend weekly meeting with R&D side出席与研发中心的周会Complete DFM Design for manufacturing & FMEA Failure Mode and Effect Analysis review with R&D during alpha and beta build if it is necessary.如果可能参与alpha 和beta 生产,并与研发一起完成DFM 和FMEA审核报告Discuss with R&D on all manufacturing issues during preparation period.在准备阶段与研发讨论一切和制造相关的问题;Check Primary BOM, include part attribute make/buy, based on roll up review, BOM structure review and BOM accuracy review. Especially after ECN, provide it to BOM maintenance person to correct attribute, and provide it to R&D to correct BOM.检查工程BOM,包括属性,结构和数量精准,特别是ECN之后,提供给BOM维护人员修改属性,和提供研发修改错误;Get Gerber file, bare board, PCBA sample and unit sample if they are necessary,取得PCB电子文件,空线路板,样品线路板和样品整机如果必需的话;Work with MEI specialist to create assembly work instruction for PCB assembly and final assembly for beta build, pilot run and ramp up build step by step, release formal assembly WI before mass production. 和MEI工程师一起创建线路板和成品最终装配生产指导书,并在试生产过程中完善,最后在批量生产前正式发放;Create production line layout, process flowchart, station and labor assignment创建生产线布局,流程图,以及工作站和人员的分配计划Work with facility engineer, test engineer and MIS dept to complete production line layout design, setup, and prepare special tools and jigs for new product if they are necessary.和设施工程师,测试工程师和IT工程师一起完成生产线布局的设计、安装;为生产线准备一些特殊的工具和夹具;Work with qualification engineer to verify local parts before beta build and pilot run和部品认证工程师一起在每次试生产前验证本地产部件;Direct and train cell leader and operator from production dept during beta build, pilot run and ramp up run.在新产品导入期间指导和培训线长和操作人员Take over responsibility to Manufacturing Engineer to in 3 months at most after pilot run.在试生产后最多三个月之内向生产部制造工程师移交所有的职责;Summary daily report for Ramp up创建和汇总爬坡生产的每日报告Provide label information from PLC DB.提供标签信息;Calculate & submit workload Man hour or labor cost before mass production, provide it to BOM maintenance person.计算工作负荷人工小时,人工成本,提供给BOM维护人员;Complete build report after beta build, pilot run and ramp up run. Lead cross function to solve all problem.. 在每次试生产后提交生产问题报告;并领导项目小组成员解决这此问题;Work with platform engineer, test engineer and quality engineer to create DPU report according to quality plan in NPD/NPT DB.和产品工程师、测试工程师和品质工程师一起完成NPD/NPT 数据库中的品质计划;Complete NPD step on time, these step include Operator training, Mfg process Audit, Pilot run Report, Mfg Stand report, etc.完成NPD数据库中要求的文件和步骤,包括操作人员培训,制造流程审核,试生产报告,制造标准报告等;OutputSchedule for all manufacturing preparation task Weekly Report for preparation periodDaily Report for build periodLine Layout & PlanReviewed BOM with correct attributeAssembly Work Instruction MEI/WI DBOperator training plan & NPD DBrecordLabel information for unit & PCBACycle time and UPH reportWorkload Man hour, or Labor costNPD DB Mfg Stand reportDFM Report include Issue logFMEA ReportBeta build Report include Issue logNPD DB Pilot Run Report include Issue logMfg Process Audit NPD DBRamp up daily report5. NPD Buyer NPD Purchasing Coordinator新产品采购新产品采购协调人NPD planner is SCM supply chain management coordinator, he/she should submit material status report weekly during production preparation period, submit material status report daily during each phase production such as beta build, pilot run and ramp up run. Material status report is created according to purchasing / sourcing / transferring material status, should including delivery date, delivery plan and risk parts list with comments.新产品采购是供应链的协调人,他/她应该在新产品准备期间提交每周的物料状态报告,在每次试生产前一周起提交每天的物料状态报告;物料报告应该根据采购/本地化和转移物料的状态产生,包括到达日期,到达计划,和潜在危险物料的清单;Setup schedule for all purchasing items and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal-- delivery plan.在项目开始前为所有采购事宜设定计划时间表,递交报告给新产品领导人;这个计划时间表应当包括可衡量的目标—交货计划;Submit weekly report to NPI Project Leader & NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run.在准备阶段,需要在每个本地周会前按时向新产品领导人和计划员提交进展周报,参与周会时讨论现在的状态;在试生产期间需要提交每天的状态报告;Attend weekly meeting with R&D side出席与研发中心的周会Coordinate purchasing team member to update purchasing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. From 1 week before production period , need update material status daily in time 协调采购团队内部,及时更新材料跟踪表格中的采购部件状态;频率：每次试生产前为每周,在试生产前一周起为每天;Create Cost table for scrapped part and rework parts after ECN implementation, lead old revision parts rework or scrap issue.在ECN执行后为报废和返工材料创建费用表格,领导旧版本物料的返工和报废事宜;Check if there have zero cost material in system, make sure all cost are uploaded in system according to latest PO price or average PO price.检查系统中是否有零价格的物料,确保所有在系统中的价格和最后的订单价格或平均价格一致;OutputSchedule for all purchasing items for beta build/ pilot run and ramp upWeekly Report for preparationDaily Report from 1 week ahead of each buildUpdated Material tracking sheet regularlyCost table for scrapped and reworked parts for ECN Completed cost BOM6. Sourcing & Qualification Coordinator部品认证 /本地化协调人Work with purchasing team and planning team to distinguish parts into “can be localized “ or “ can not be localized” according to BOM Develop localization plan for future和采购与计划一起识别BOM中的元件是否可以本地化制定本地化计划;Setup schedule for all sourcing items and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal. – sourcing plan, sample delivery/ approval plan.在项目开始前为所有部品认证 /本地化事宜设定计划时间表,递交报告给新产品领导人;这个计划时间表应当包括可衡量的目标—本地化计划,样品递交和批准计划;Submit weekly report to NPI Project Leader & NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase productionsuch as beta build, pilot run and ramp up run.在准备阶段,需要在每个本地周会前按时向新产品领导人和计划员提交进展周报,参与周会时讨论现在的状态;在试生产期间需要提交每天的状态报告;Attend weekly meeting with R&D side出席与研发中心的周会Monitor parts release status, push R&D release all parts before pilot run.监控元件的发布状态,推动研发部门在正式试生产前发布所有的元件Coordinate qualification team member to update sourcing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. During production period, need update material status daily in time.协调部品认证/本地化团队内部,及时更新材料跟踪表格中的本地化部件状态;频率：每次试生产前为每周,在试生产前一周起为每天;Coordinate qualification team member on parts verification with NPI manufacturing engineer during pilot run period. After verification, submit CTQ critical dimension/items check list for critical parts to Vendor Improvement department and Quality Assurance department. The check list is baseline of incoming quality check for 1st batch raw material for ramp up. 协调部品认证/本地化团队内部和新产品导入工程师一起在试生产期间确认部品;在确认后,向供应商改善部门和品质保证部门关键部品的关键尺寸/条目检查表;这个检查表是爬坡生产原材料进料检验的依据;Develop tooling plan制定模具计划OutputSourcing & Localization PlanWeekly Report for preparationDaily Report from 1 week ahead of each buildUpdated Material tracking sheetCritical dimension/items check list for critical partsTooling plan7. NPD Planner新产品计划员Work with NPI Project Leader and NPD engineer to set each phase production plan during new product introduction period.和新产品项目领导人/新产品工程师一起制定每个试生产的计划;Release MRS to production line and warehouse before each phase in time during new product introduction period.在每次试生产前发放物料请求清单给生产线和仓库Modify items phantom attribute after alternativeCell BOM copy , If it is necessary如有需要,在cell BOM 复制后修改虚拟阶属性NPD material planner is responsible to do and update material shortage report based on BOM物料计划负责制作物料需求表, 供采购提供物料交货状态NPD material planner will follow up all ECO/ECN and update it into MRS or CBSR Material tracking sheet 物料计划负责跟踪所有的ECO/ECN的变化,并及时更新到物料需求表或缺料表物料跟踪表中Planner will be responsible to do system backflush set up before Pilot and mass production计划负责系统的前期设定,以便生产线做backflushPlanner will be responsible to supply monthly demand based on communication with NPD corp’s planner计划负责提供成品需求计划,以便采购备料.Planner will arrange pilot run schedule based on manpower and material, will coordinate with MFG to finish pilot on time.计划根据生产线人力,物料情况安排试产,并跟催生产的进度OutputPrimary Material Tracking sheet or CBSR, Can build shortage Report for Ramp upNew product manufacturing plan for each buildUpdated Material tracking sheet regarding parts and usageMRS Material Request SheetBack flush routing set upFG weekly and monthly demand8. Test Engineer测试工程师Discuss with R&D and Corp test engineer to determine test fixture / BON Bed of Nail delivery plan.与研发部门和总部的测试工程师一起制定测试设备/测试工装的到达计划Complete DFT Design for testing review with R&D and Corp test engineer during alpha and beta build if it is necessary.如果有需要,与研发部门和总部的测试工程师一起在alpha 和 beta 制造时完成DFT审核;Estimate and improve test capacity估计和改善测试生产能力Set up test fixtures/BONs hardware before pilot run and assist Corp test engineers on test software development during pilot run.在试生产之前安装测试设备、针床等硬件设施,在试生产中辅助总部测试工程师制定和调试测试程序Create Test WI before mass production rump up.在量产前创建测试操作指导书Record Label information into label printing system 在标签打印系统中录入新产品标签信息;Work with Platform engineer & repair technician to gather and analyse any problem during production.和产品平台工程师/维修技术员一起收集和分析问题Work with platform engineer, quality engineer and NPD manufacturing engineer to create DPU report accordingto quality plan in NPD DB.和产品平台工程师,质量工程师,新产品导入工程师一起根据质量计划创建DPU报告;The Microprocessor programming for new project. It including programmer set up and get firmware file from design engineer.为新项目设定微处理器程序,包括编程器的设定和固件文件的设定Check the calibration status of the test equipments and tools for new project before Beta and Pilot run. 在Beta 和试生产前检查测试仪器和工具的校验状态;Complete NPD step on time及时完成NPD数据库中的步骤OutputTest fixture / BON Bed of Nail delivery planLabel information upload in label printing system Test WI & ProcedureNPD DB Cpk analyse report for ICT9. Production Manufacturing Engineer生产部制造工程师He/She will join in NPI team before pilot run at least. 他/她至少应该在试生产前加入新产品导入团队;Assist NPI manufacturing engineer on time study and line balance during pilot run and ramp up run辅助新产品工程师在试生产和量产初期进行时间研究和生产线平衡;Work with whole NPI team on achieving quality target during ramp up build.和整个新产品导入团队一起在爬坡生产期间达成质量目标;Take over product from NPI period to mass production period smoothly.在量产后从新产品导入部门顺利地接收产品;OutputTime study and line balance ReportTake over Plan10. Quality Engineer质量工程师Study product during each phase production such as beta build, pilot run,在每次试生产中研究/学习产品和流程;Develop good/bad visual inspection document during during each phase production such as beta build, pilot run.在每次试生产中制定和完善好/坏目视检测文件;Submit quality report after each phase production such as beta build, pilot run,在每次试生产中递交质量报告Work with platform engineer, test engineer and NPD manufacturing engineer to create DPU report according to quality plan in NPD DB.和产品平台工程师,测试工程师,新产品导入工程师一起根据质量计划创建DPU报告;Using CTQ Critical to Quality, critical dimension/items check list for critical parts to check 1st batch parts from local supplier before ramp up build.在爬坡生产前使用关键部品的关键尺寸或条目检查表来检查本地供应商递交的第一批部品;Check operator’s work according to WI station by station during beginning of ramp up . Gave operator WI understanding certification if he /she understand this station and preceding station.在爬坡生产初期按照操作指导书每一工位对操作工的工作进行检查;如果操作工理解了本工位和前一工位的工作,则颁发操作指导书理解证书;Direct QC to monitor process during each build.指导品管在每次生产时监督流程;OutputQuality Plan, Quality Control point, QualityInspection standard.In Process Quality Check ReportNPD DBDPU Report -11. Regulatory & System Engineer安规和系统工程师Work with R&D to check Regulatory and Compliance status for NP在新产品导入其间协助研发团队检查安规和兼容性Work on transfer SKU’s Regulatory and Compliance identification and application对于转移来的产品进行安规和兼容性鉴别,如有需要进行申请12. Vender Improvement Engineer SQE, Supplier Quality Engineer供应商质量/改善工程师Work with Qualification Engineer to audit/ approve potential or existing supplier, make sure they havegood quality management system.和部品工程师一起审核/批准潜在的或者已存在的供应商,确保他们有好的质量保证体系;Work with qualification engineer to make sure supplier have stable process control to deliver good quality parts to AAA,specially check their process using CTQ critical dimension/items check list for critical parts.和部品工程师一起确保供应商有稳定的制程控制来送达良好质量的部品;特别用关键部品的关键尺寸或条目检查表检查他们的流程;Require local supplier to deliver 1st batch parts with OQC Outcome Quality Check report to AAA for ramp up build.要求本地供应商为爬坡生产递交第一批批量部品时应该附出厂检验报告;.Contact supplier on any parts quality issue during NPI period, push them to solve problem.在新产品导入期间对于任何部品质量问题联系供应商,推动供应商解决问题;13. Platform Engineer产品平台工程师Study product during each phase production such as beta build, pilot run,.在每次试生产中研究/学习产品和流程;Work with quality engineer, test engineer & repair technician to analyse any problem during production. 和质量工程师,测试工程师,新产品导入工程师一起根据质量计划创建DPU报告;Contact R&D to get product diagram etc training material联系研发部门,取得产品图纸等培训材料Train repair technician on product concept, theory, circuit diagram.培训维修技术员,关于产品概念,原理和电路图;OutputProduct Training.NPD DB DPU Report -14. Facility Engineer设施工程师Work with NPD manufacturing engineer on line setup, specially on power supply, pneumatic system and ESD system.和新产品导入工程师一起完成生产线的布局建立,特别是电,气和防静电系统;Work with Equipment SMT/AI Engineer to assist NPD manufacturing engineer to get some tools during NPD period.和设备工程师一起辅助新产品导入工程师采购一些设备和工具;Develop operation/maintenance procedure for conveyor or other special equipmentif it is necessary如有需要,为生产线或特殊设备制定操作/维护程序;OutputLine set up PlanLine maintenance Plan/ Procedure.15. EHS Environment Health Safety Engineer环境健康安全工程师At beginning of NPI period, work with NPI team leader / NPI Engineer / Facility Engineer to identify, evaluate factor of Environment /Health /Safety of new product and related activity, find solution how to reduce the impact of these factor, then update document of Environment and Safety management system in time if it is necessary.在新产品导入初期,和新产品导入项目领导人/新产品工程师/设施工程师一起识别,评估新产品和相关活动带来的环境健康安全因素,寻找到怎样减少这些因素的解决方案;如果需要,及时更新环境和安全体系文件;Implement solution during NPI period and mass production.在新产品导入期间和大规模生产期间执行解决方案;16. Warehouse仓库Warehouse manager may assign relative person as contact window for new product beta build and pilot run during NPD period.仓库经理应该在新产品期间指定相关员工作为联系窗口负责新产品物料;On schedule to issue parts to cell actively according to MRS or any urgent requirement.按照MRS或者紧急要求按时将材料发送到生产线;Actively contact related NPD manufacturing engineer, buyer or qualification engineer to identify unknown parts, or tools.积极联络新产品工程师、采购或本地认证工程师去鉴别未知的物料或工具;Make sure receive all parts for NPD in time.确保新产品项目所需的物料及时收货;Release all parts to cell in time according NPD schedule and NPI Project leader’s instruction.根据新产品的生产计划和新产品项目领导人的指示及时发放物料到生产线;Work with Qualification Engineer / Buyer / Planner /NPD Engineer / QC on old revision parts rework and scrap issue.和部品认证工程师/采购/计划/新产品工程师/品管一起处理旧版本物料的返工和报废;17. Equipment SMT/AI Engineer设备SMIT/AI工程师Prepare common tools on schedule according to list provided by NPD engineer.按时根据新产品导入工程师提供的清单准备普通工具;Develop operation/maintenance procedure for special equipment/jig if it is necessary如有需要,为特殊设备或夹具制定操作/维护程序;Prepare SMT stencil, SMT/AI program on schedule. Purchase any spare parts for NPD.按计划准备SMT印刷模板,SMT/AI程序,准备备件;Make sure SMTed PCB or AIed PCB or W/Sed PCBA have good quality according to IPC-A-610D standard.确保通过SMT/AI /WS后的线路板质量符合IPC-A-610的标准;Adjust and determine reflow and wave soldering machine profile for NPD PCB Assembly.为新产品的线路板调整和制定回流焊/波峰焊温度曲线OutputCommon Tool delivery PlanTools/Jigs maintenance Plan or procedureSNT Stencil, SMT Program, AI Program, SMT setup sheet, AI setup sheetReflow oven profile, Wave soldering machine profile.18. ECO Coordinator AdminECO 协调人管理者Copy Primary BOM if he/she is authorized by R&D or NPI team leader如果得到研发或新产品导入项目领导人的授权,复制工程BOM.Modify attributefor parts in Primary BOM during NPI period according to NPI Eng’s suggestion在新产品导入其间根据新产品工程师的建议修改元件的属性Copy alternative cell BOM according to planner’s suggestion根据计划员的建议复制Cell BOMCreate or modify workload Manhour for each SKU or Subassembly according to NPI Eng’s suggestion.根据新产品工程师的建议为成品或组件创建或修改工作负荷工时Perform cost rollup in Oracle in time for cost check and verification为成本检查和核实及时在Oracle执行成本滚动Copy children BOM of subassembly from BIL if one ECN/ECO introduce new subassembly per NPI Engineer /Planner’s requirement. Assign unavailable parts in CHF in oracle system if it is necessary.如果一个ECN/ECO引入了一个新的组件料号,根据新产品工程师或计划员的要求复制下层物料;如果某个物料在系统中无效,需要分配其到CHF;Review ECO which is submitted for review, with NPI Engineer or MOM Manufacturing Engineer, and then submit it for approval.和新产品导入工程师或生产部制造工程师一起审核已经递交审核的ECO,然后将其递交批准;Work with NPI Engineer or MOM Manufacturing Engineer on ECO implementation &parts attribute modification during 3 month ramp up. 在三个月爬坡生产期间和新产品工程师或生产部制造工程师一起及时完成ECO执行和元件属性修改;OutputCorrect BOMECO/ECO material tracking sheet including implementation plan19. MEI Manufacturing Engineering Instruction Engineer 制造工程指导书工程师Study product with NPI engineer during each phase production such as beta build, pilot run.在各个试生产期间和新产品工程师一起研究产品;Complete MEI using 3D drawing, graph or picture before mass production.在量产前完成MEI文件;Assist NPD manufacturing engineer on WI creation and update, especially on picture & step description.辅助新产品工程完成操作指导书的创建和更新,特别是拍照片和步骤描述OutputMEI MEI/WI DBManufacturing Engineering Instruction AWI Assembly Work MEI/WI DBInstruction20. Manufacturing Operation Manager and Cell Leader 制造部经理和生产线线长MOM should assign Production ME to join in NPI team before pilot run at least.制造部经理应该至少在试生产前分配制造部制造工程师加入新产品导入团队;MOM or Cell leader should provide final staffing planaccording to NPI Engineer’s manpower assignment 制造部经理或生产线线长应该根据新产品工程师的人员分配提供最终的人员计划;Cell Leader should have material handler check material readiness before and during each phase production,report status daily to NPI leader / NPI Engineer/ Planner/ NPI Buyer ;线长应该在每个试生产前指导物料员检查物料准备就绪状态,每日向项目领导人/新产品工程师/计划/新产品导入采购报告状态;Organize production according to direction of NPI Project Leader and NPI engineer.根据新产品组领导人/工程师的指导一起组织生产;Cell leader should assist NPI Engineer on operator training on-line.线长应该协助新产品工程师进行操作工在线培训;Cell Leader may report production status and finding every day during each phase production.线长在试生产期间每天汇报生产状态;Cell leader check operator’s work according to WI station by station during beginning of ramp up . Gave operator WI understanding certification if he /she understand this station and preceding station.线长在爬坡生产初期按照操作指导书每一工位对操作工的工作进行检查;如果操作工理解了本工位和前一工位的工作,。
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。
项目报告模板 英文
项目报告模板英文1. IntroductionThe purpose of this project report is to provide an overview of the project's objectives, scope, and outcomes. The report will also discuss the methodology used, the challenges encountered, and the lessons learned throughout the project. This project aimed to [state the project's objectives].2. ObjectivesThe main objectives of this project were as follows:- Objective 1: [Provide a brief description of the first objective] - Objective 2: [Provide a brief description of the second objective]- Objective 3: [Provide a brief description of the third objective] 3. MethodologyThe project followed a [describe the methodology used, such as Agile, Waterfall, etc.] approach. The project team consisted of [mention the team size and roles]. The project plan was divided into various phases, including planning, analysis, design,implementation, testing, and deployment.During the planning phase, the team conducted a thorough analysis of the project requirements and developed a detailed project plan. The analysis phase involved gathering and documenting the stakeholders' requirements and identifying any potential risks and constraints.In the design phase, the team created a system architecture and designed the various components of the project. The implementation phase focused on coding and integrating the different modules. Testing was carried out in parallel with implementation to ensure the quality and reliability of the system.4. ChallengesThroughout the project, several challenges were encountered, including:- Challenge 1: [Describe the first challenge faced]- Challenge 2: [Describe the second challenge faced]- Challenge 3: [Describe the third challenge faced]These challenges were successfully addressed by [mention thestrategies or solutions implemented].5. Lessons LearnedThe project provided several valuable lessons, including:- Lesson 1: [Highlight the first lesson learned]- Lesson 2: [Highlight the second lesson learned]- Lesson 3: [Highlight the third lesson learned]These lessons will be applied to future projects to improve the overall project management and outcomes.6. ConclusionIn conclusion, this project report has provided an overview of the project's objectives, methodology, challenges, and lessons learned. The project has successfully achieved its objectives, and the outcomes have met the stakeholders' requirements. The project team has gained valuable experience and knowledge throughout the project, which will be beneficial for future initiatives.7. RecommendationsBased on the project's experience, the followingrecommendations are provided for future projects:- Recommendation 1: [Suggest the first recommendation]- Recommendation 2: [Suggest the second recommendation] - Recommendation 3: [Suggest the third recommendation]These recommendations aim to improve the project management and ensure the successful delivery of future projects.8. References[List any references used in the project report]。
结案报告 英文
结案报告英文Closure ReportIntroductionThe closure report documents the outcomes and impacts of a project. It details how the project objectives were achieved and provides an assessment of the project's success. This report will summarize the key findings of the project and provide recommendations for future projects.Project SummaryThe project, titled "Expansion of XYZ Corporation's Services," was launched in January 2020 with the objective of increasing the company's market share in the service industry. The project involved expanding the company's services to new geographic locations and introducing new service offerings. The project duration was 18 months, with a budget of $1.5 million.AchievementsThe project achieved its objectives and delivered the following achievements:1. Expanded services to three new geographic locations, increasing revenue by 20%.2. Introduced new service offerings, resulting in an increase in customer satisfaction by 15%.3. Trained more than 200 employees to deliver the new services.4. Achieved a return on investment of 25%.ChallengesThe project faced several challenges during its implementation, including:1. Delays caused by the COVID-19 pandemic, which resulted in a delay of four months.2. Resistance from employees to adapt to the new service offerings.3. Difficulty in finding qualified staff in some of the new locations.RecommendationsBased on the project's successes and challenges, the following recommendations are made for future projects:1. Develop contingency plans to mitigate the impact of unforeseen events such as the COVID-19 pandemic.2. Ensure that employees are adequately trained and informed about changes in service offerings to reduce resistance to change.3. Conduct thorough research to identify potential staffing challenges in new locations before expanding services.ConclusionThe project was successful in achieving its objectives and delivering significant benefits to the company. The challenges faced during the project provide valuable insights that can be used to improve future projects. The recommendations outlined in this report should be considered in future projects to improve their chances of success.。
信息中心归口信息化项目建设管理流程
信息中心归口信息化项目建设管理流程1.项目启动阶段，需明确项目管理组织结构和责任分工。
In the project initiation phase, it is necessary toclarify the project management organizational structure and division of responsibilities.2.制定项目管理计划，包括项目进度、成本和质量管理。
Develop a project management plan, including project schedule, cost, and quality management.3.确定项目资源需求，包括人力、物资和财务资源。
Identify project resource requirements, including human, material, and financial resources.4.制定信息化项目建设管理流程，明确各项工作流程和标准。
Develop an information center management process for project construction, clarifying work processes and standards.5.制定项目沟通计划，确保信息畅通和沟通高效。
Develop a project communication plan to ensure smooth information flow and efficient communication.6.编制风险管理计划，识别和评估项目风险，并制定应对措施。
Prepare a risk management plan to identify and evaluate project risks and develop response measures.7.确定项目监管和评估机制，确保项目进展符合预期。
软件列表及标识说明
30
《计算机操作手册》
COM
31
《培训文档(计划、内容、记录、报告)》
TD
32
《软件问题报告》
备注:具体文档列表根据项目实际要求而定,详细文档可参考:文档简号说明
文档标识由产品代号、软件标识、文档简号、版本号与密级代号组成,相关描述见下表。
名称
描述
备注
产品代号
由科研部下发(项目经理确认)
软件标识
3
SOW
Statement of work(工作任务说明书)
4
PHB
Process Handbook (项目过程手册)
5
EST
Estimation Sheet (估计记录)
6
PPL
Project Plan (项目计划)
7
CMP
Software Management Plan(配置管理计划)
8
QAP
Software Quality Assurance Plan(软件质量保证计划)
软件文档列表
完整的软件项目涉及到的文档分为项目级与系统级两部分,软件文档列表参见下表。
序号
等级
文档名称
文档简号
1
项目级
《初步设计》
PDD
2
《可行性分析研究报告》
FSR
3
《需求调研报告》
DSR
4
《需求变更管理文档》
RCMD
5
《项目运行概念说明》
POCD
6
《配置管理计划》
CMP
7
《质量保证计划》
QAP
8
Integration Testing plan (集成测试计划)
prince2知识点
prince2知识点摘要：1.Prince2简介2.Prince2核心理念3.Prince2项目阶段4.Prince2管理流程5.Prince2优势6.总结正文：** Prince2简介**Prince2（Projects in Controlled Environments，受控环境下的项目）是一种世界范围内广泛应用的项目管理方法论。
它由英国政府商务部（OGC）开发，旨在为项目管理提供一种统一且实用的框架。
Prince2不仅适用于各种规模和类型的项目，还能适应不同组织和行业的需求。
** Prince2核心理念**Prince2的核心理念是“风险管理、持续监控、适应性计划和基于过程的方法”。
这些理念贯穿在整个项目管理过程中，以确保项目在不断变化的环境中保持可控。
** Prince2项目阶段**Prince2将项目划分为七个阶段，分别为：1.初步阶段（Tier 1：Inception）2.项目准备阶段（Tier 2：Approval）3.项目执行阶段（Tier 3：Delivery）4.项目收尾阶段（Tier 4：Closure）5.项目计划阶段（Tier 5：Control）6.项目审查阶段（Tier 6：Review）7.项目更新阶段（Tier 7：Release）这些阶段相互关联，确保项目在各个阶段都能保持良好的管理和控制。
** Prince2管理流程**Prince2管理流程包括以下几个方面：1.组织与管理：明确项目目标、利益相关者和职责分工。
2.项目计划：制定项目计划，包括进度、预算和资源。
3.风险管理：识别、评估和应对项目风险。
4.质量管理：确保项目输出符合预期质量标准。
5.变更控制：管理项目中的变更请求，确保项目范围和目标不受影响。
6.监控与报告：持续监控项目进展，及时发现问题并进行调整。
7.沟通与协作：确保项目干系人之间的有效沟通与协作。
** Prince2优势**1.结构清晰：Prince2提供了一个统一的项目管理框架，使项目干系人对项目的整体结构有明确的认识。
数据库设计说明书模板
XX产品（项目）数据库设计说明书Database Design DocumentV1.1.3V: product version (产品发布，重大功能变更。
01-99)R: product release (产品发布，小型功能变更/延伸，一般是客户正式变更请求的结果。
01-99)r: revision (内部版本，开发过程中的修正。
01-99)状态：草稿状态流程：草稿 ->评审 -> 批准 -> 完成文档编号：XXX-ZZZ-CCC-99-VVRRrr-YYYMMDDXXX：产品缩写ZZZ：文件类别Software Requirements Specification SRSSoftware Architecture Design SADSoftware High Level Design HLDSoftware Low Level Design LLDSoftware Project Plan SPPSystem Test Plan STPIntegration Test Plan ITPUnit Test Plan UTPProject Closure Report PCRSoftware User Manual SUMCCC：模块识别（根据项目。
由项目组长统一指定）99：序列号（识别模块下的每个文件。
由项目组长统一指定）VVRRrr：版本号YYYYMMDD –文件完成时间，年月日初拟日期：YYYY-MM-DD完成日期：YYYY-MM-DD作者:部门:目录XX产品（项目）数据库设计说明书 (1)Database Design Document (1)目录 (2)引言 (2)修改记录Revisions (3)评审记录Reviews (3)摘要Executive Summary (4)1绪论Introduction (5)1.1目的Objectives (5)1.2背景Background (5)1.3术语、定义、缩写Definitions, Acronyms, Abbreviations (5)1.4参考资料Related Documentation (5)2外部总体设计External Overall Design (6)2.1数据库总述和标识符Database Overview and Identification (6)2.2使用它的程序 (6)2.3约定和限制Assumptions and constrains (6)2.3.1命名规则 (6)2.3.2表中字段的格式定义 (6)2.4专门指导 (6)2.5支持软件 (7)3结构设计Structure Design (7)3.1数据库设计思想Rationale for Database Design (7)3.2概念结构设计Conceptual Structure Design (7)3.3逻辑结构设计Logical Structure Design (8)3.4物理结构设计Physical Structure Design (8)3.4.1表空间的设计 (8)3.4.2Redo Log Files (8)3.4.3回滚段Rollback segments (8)3.4.4临时表空间Temp tablespace (8)3.4.5对象存储参数Storage parameters (8)3.4.6索引存储设计Index Storage (8)3.4.7表及索引数据量估算以及物理存储参数的设置 (8)3.4.8表分割Table partition (8)4运用设计Operational Design (9)4.1数据字典设计Data Dictionary (9)4.2数据初始化设计Data Initializtion Design (9)4.3安全保密设计 (9)4.4功能需求跟踪Requirement Traceability (9)5结论Conclusions (9)引言修改记录Revisions评审记录Reviews摘要Executive Summary本文档对数据库的所有标识、逻辑结构和物理结构作出具体的设计规定，指导设计人员进行数据库设计以及数据库管理员的建库工作（注：此为范文，本文档的编写人员可视具体情况进行修改）。
表示项目各个阶段的英文
表示项目各个阶段的英文项目分为不同的阶段，每个阶段都有相应的英文名称和任务。
以下是常见项目阶段和对应的英文表述。
1. 立项阶段（Initiation Phase）立项阶段是项目启动的第一步。
在该阶段，团队需要确定项目的目标、资源、时间细则、风险等方面的问题。
具体任务包括：- 分析组织需求，制定项目目标（Analyze organizational needs and define project objectives）- 确定项目所需资源，如人力、资金、IT等（Identify necessary resources）- 制定项目时间表，明确各个阶段的交付时间（Develop project timeline）- 评估项目风险，并制定应对方案（Assess project risks and develop risk mitigation strategies）- 编制项目推广计划，为项目得到高层的支持（Develop project proposal and gain executive support）2. 规划阶段（Planning Phase）规划阶段是项目实施的前期准备工作，包括明确项目目标、任务、成本和时间资源，以及项目组成员职责、时间表和项目管理方法。
具体任务包括：- 明确项目目标、任务、里程碑和成果（Define project scope, goals, milestones and deliverables）- 制定项目计划，包括时间表、资源分配和负责人（Develop project plan, including timeline, resource allocation and assigned responsibilities）- 制定项目质量管理计划，确保项目交付物符合规定标准（Develop quality management plan, ensuring project deliverables meet established standards）- 制定项目沟通计划，确保各个项目成员之间的沟通有效（Develop communication plan, ensuring effective communication between project team members）- 制定项目风险管理计划，评估和控制风险（Develop risk management plan, assessing and controlling project risks）3. 实施阶段（Execution Phase）实施阶段是项目正式开始实施和开展工作的阶段。
Project Closure Report
Project Closure ReportProject Name:Department:Focus Area:Product/Process:Prepared ByDocument Owner(s) Project/Organization RoleProject Closure Report Version ControlVersion Date Author Change DescriptionNote For standard sections of the Project Closure Report template that have been excluded from the present document, the section headings have been moved to the Project Closure Report Sections Omitted list at the end.ConfidentialProject Closure ReportTABLE OF CONTENTS1PROJECT CLOSURE REPORT PURPOSE (4)2PROJECT CLOSURE REPORT GOALS (4)3PROJECT CLOSURE REPORT SUMMARY (4)3.1Project Background Overview (4)3.2Project Highlights and Best Practices (5)3.3Project Closure Synopsis (5)4PROJECT METRICS PERFORMANCE (6)4.1Goals and Objectives Performance (6)4.2Success Criteria Performance (6)4.3Milestone and Deliverables Performance (6)4.4Schedule Performance (6)4.5Budget Performance (7)4.6Metrics Performance Recommendations (7)5PROJECT CLOSURE TASKS (8)5.1Resource Management (8)5.2Issue Management (8)5.3Risk Management (8)5.4Quality Management (8)5.5Communication Management (8)5.6Customer Expectation Management (9)5.7Asset Management (9)5.8Lessons Learned (9)5.9Postproject Tasks (9)5.10Project Closure Recommendations (10)6PROJECT CLOSURE REPORT APPROVALS (11)Project Closure Report7APPENDICES (12)7.1Project Closure Report Sections Omitted (12)1 PROJECT CLOSURE REPORT PURPOSEProject Closure Report Purpose[Replace this text with your own statement of purpose, or use the followingsample.]The Project Closure Report is the final document produced for the project and is used by senior management to assess the success of the project, identify best practices for future projects, resolve all open issues, and formally close the project.2 PROJECT CLOSURE REPORT GOALSProject Closure Report Goals[Replace this text with your own statement of goals, or use the followingsample.]This Project Closure Report is created to accomplish the following goals:•Review and validate the milestones and success of the project.•Confirm outstanding issues, risks, and recommendations.•Outline tasks and activities required to close the project.•Identify project highlights and best practices for future projects.3 PROJECT CLOSURE REPORT SUMMARY3.1 Project Background OverviewProject Background Overview[Replace this text with a brief description of the project background.•What were the original goals, objectives, and success criteria?•Refer to project overview statement and/or project charter for this information.]3.2 Project Highlights and Best PracticesProject Highlights and Best PracticesProject Highlights:•[Highlight]•[Highlight]Best Practices:•[Best practice]•[Best practice]3.3 Project Closure SynopsisProject Closure Synopsis[Replace this text with a brief description of why the project is being closed.•Is it being closed because all project objectives and deliverables have been met?•Or is it being closed for other reasons (loss of funding, shift in strategy, etc.)?]4 PROJECT METRICS PERFORMANCE 4.1 Goals and Objectives Performance4.2 Success Criteria Performance4.3 Milestone and Deliverables Performance4.4 Schedule PerformanceProject Schedule Overview:[Replace this text with the overview.]Project Schedule Control Process:[Replace this text with the control process.]Project Schedule Corrective Actions:[Replace this text with the corrective actions.]Project Schedule Integration with Managing Project:[Replace this text with the integration.]4.5 Budget PerformanceBudget PerformanceProject Budget Overview:[Replace this text with the overview.]Project Budget Corrective Actions:[Replace this text with the corrective actions.]4.6 Metrics Performance RecommendationsMetrics Performance Recommendations[Replace this text with an outline of metrics performance recommendations for the future.]5 PROJECT CLOSURE TASKS 5.1 Resource Management5.2 Issue Management5.3 Risk Management5.4 Quality Management5.5 Communication Management5.6 Customer Expectation Management5.7 Asset Management5.8 Lessons Learned5.9 Postproject Tasks5.10 Project Closure RecommendationsProject Closure Recommendations[Replace this text with a list of recommendations arising from review of closuretasks.•The main recommendation would usually be to gain project closure approval from the Project Sponsor, including agreement that the project has fulfilledall of the requirements as documented and that the Project Sponsor issatisfied that all outstanding items have been satisfactorily addressed.]6 PROJECT CLOSURE REPORT APPROVALS Prepared By__________________________________([Job Title])Approved By__________________________________([Job Title])__________________________________([Job Title])__________________________________([Job Title])Approval Date__________________________________7 APPENDICES7.1 Project Closure Report Sections Omitted•[Omitted section]•[Omitted section]。
立项书结项书术语英文翻译以北京大学经济所房地产金融研究中心为例
日期Date：
中心审查意见Comments of the Center
中心管理团队审查意见Comment of Management Team：
会议主持人(签章) Chairman Signature：
日期Date：
中心专家委员会审查意见摘要Summary Comment of Expert Committee：
2
调研差旅费Trip
3
小型会议费Meeting
4
调研业务费用Investigation, Salary
5
咨询费Consultant
6
复印费Copy
7
计算机及辅助设备购置和使用费Machine
8
其他Others
合计SUM
研究方案摘要Project Design Demonstration
1.国内外现状简介
专家委员会秘书（签章）Secretary Signature：
日期Date：
中心主任审查意见Comment of Managing Director：
签章Signature：
日期Date：
□中心内部管理In-Center
■项目独立管理Out-Center
研究工作场所
Research Location
□中心办公室In-Center
■其他工作场所Out-Center
项目预算类型
Budget Classification
□中心内部项目In-Center
□公开项目Open（In-Campus，Out-Center）
项目预算执行情况表Budget Executive Detail
关于全过程项目管管理的文件
5. 项目风险管理计划（Project Risk Management Plan）：项目风险管理计划用于识别 、评估和应对项目风险，包括风险识别、风险评估和风险应对策略等。
2. 项目管理计是整个项目的指导文件 ，包括项目范围、进度、成本、质量、风险等方面的计划。
关于全过程项目管管理的文件
3. 项目需求文档（Project Requirements Document）：项目需求文档记录了项目的需 求和期望结果，包括功能需求、性能需求、用户需求等。
关于全过程项目管管理的文件
6. 项目变更管理文档（Project Change Management Documentation）：项目变更管 理文档用于记录和管理项目的变更请求，包括变更申请、变更评估和变更批准等。
7. 项目执行和监控报告（Project Execution and Monitoring Reports）：项目执行和 监控报告用于记录项目的执行情况和进展，包括项目里程碑、问题和风险状态、资源使用情 况等。
8. 项目收尾报告（Project Closure Report）：项目收尾报告用于总结项目的成果和经验 教训，包括项目目标的实现情况、项目绩效评估和项目团队的反馈等。
关于全过程项目管管理的文件
以上是一些常见的全过程项目管理文件，具体的文件和文档可能会根据项目的特点和需 求而有所不同。在实际项目管理中，合理管理和记录这些文件对于项目的成功和效率至关 重要。
关于全过程项目管管理的文件
全过程项目管理是一种综合性的项目管理方法，强调从项目启动到项目结束的全过程管理 。在全过程项目管理中，有一些关键的文件和文档需要进行管理和记录。以下是一些常见的 全过程项目管理文件：
项目完工报告、总结报告、阶段性验收报告范例模版
项目完工（总结、阶段性验收）报告
目录
1.完工事项Project Closure Milestones (2)
完工事项 (2)
日期 (2)
备注 (2)
负责人 (2)
2.工期分析（计划实际）Performance against Planned Target Time (2)
阶段完成时间 (2)
计划时间 (2)
变化量 (2)
说明/影响 (2)
3.成本分析（实际对计划）Performance against Planned Target Costs (3)
计划 (3)
实际 (3)
说明 (3)
4.项目各目标的达成chievement of the Project Objectives (3)
未达到 (3)
说明 (3)
Comments (3)
5.项目变更审核Approved Project Changes (4)
6.其它问题说明Comments, Other Issues (5)
7.正式认可Approval (5)
1. 完工事项Project Closure Milestones
2. 工期分析（实际对计划）Performance against Planned Target Time
3. 成本分析（实际对计划）Performance against Planned Target Costs
4. 项目各目标的达成chievement of the Project Objectives
5. 项目变更审核Approved Project Changes
6. 其它问题说明Comments, Other Issues 无
7.正式认可Approval。
Project Status Report 项目状态报告 英文版
Project Status Report for Month Ending <month-year> (Notes to author – This is expected to be a short document, regardless of project size. In fact, the report may not be any longer than the template. The primary purpose of this report is to communicate to the readers if the project is on track and to indicate where it is not on track and what is being done about this. It is NOT to provide a record what work the team did and what work the team will do – the focus is on deviations from plan, not writing what about what is going to plan. This makes for a shorter and more focused report. If there is a need to record more detail, then it can be done via an Appendix or attached document).Project name: <project name> Client: <client name>Project manager: <project manager’s name>Project number: <client name>Contract type: <t&m, fixed price, internal, other (explain if other)>Report date: <date status report produced, dd-mmm-yy>Distribution: Getronics-Wang: <name 1, title><name 2, title><client name> <name 1, title><name 2, title>Management SummaryKey Milestones Table (those that represent significant project progress)Progress and Deviations from PlanRisk RegisterThis may be attached to the report if it is tracked in a separate risk database. Make sure that this section, or the attachment, just contains the key project risks. If the risks are documented here, use the following format.Describe any major changes since the previous report, or any other commentary you feel is appropriate. MetricsFinancial StatusDescribe any major changes since the previous report, or any other commentary you feel is appropriate. Change Request HistoryList any amendments made to the original contract and ensure they have a unique identifier. Use the following table: Describe any major changes since the previous report, or any other commentary you feel is appropriate. OtherINTERNAL COMPANY INFORMATIONAll the preceeding information is intended to be deliverable to the client. The following section is for internal company use only, not to be delivered to the client. Write the client report first, then make a copy of the file with a different name for the company internal version. This is to avoid accidentally supplying the client with the compnay internal version.Management SummaryMetricsOther CommentsFinancial ReportIf a fixed price contract, complete the following table (all entries are $):Note: There is no contingency “To date”: contingency either gets spent or converted to additional profit. Describe any major changes since the previous report, or any other commentary you feel is appropriate.。
有关项目收尾的成果的计算机英语
有关项目收尾的成果的计算机英语Project Closure ReportIntroduction:Achievements:1. Implementation of ERP System:2. Streamlined Procurement Process:3. Enhanced Financial Management:4. Improved Customer Relationship Management (CRM):The CRM module within the ERP system has enhanced customer service and satisfaction. The system now enables the recording and analysis of customer interactions, providing insights into customer preferences and needs. This has allowed the organization to personalize its services and build stronger relationships with customers.5. Increased Data Security:The implementation of the ERP system has improved data security within the organization. A centralized database with enhanced access controls and encryption protocols has reduced the risk of unauthorized access or data breaches. Regular data backups and disaster recovery plans have been implemented to ensure the continuity of operations.Lessons Learned:During the project closure phase, several lessons were learned that can be applied to future projects:3. Training and Change Management:The importance of user training and change management cannot be overstated. Proactive training programs and change management strategies should be implemented to facilitate user adoption and mitigate resistance to change.4. Project Documentation:Conclusion:The successful implementation of the ERP system has revolutionized the organization's business processes and operations. The project closure phase has brought significant achievements, including the streamlining of the procurement process, enhancement of financial management, improved customer relationship management, and increased data security. The lessons learned during this project will serve as valuable insights for future projects. Overall, the project closure phase has laid a strong foundation for the organization's continuous improvement and growth.。
pm2
第1题（单选/2分）：工作结果是Work result is ( )为了实现项目目标实行的所有活动的输出Output for all the activities to realize the project target.成功完成项目指标Successfully reach the index for project.客户正式验收项目Customer officially accept the project.完成项目成果的移交Finish the project result transfer.第2题（单选/2分）：在每一个项目结束时，项目团队准备教训总结时，以下（）不应该作为重点When project team is sharing the experience, which of the following should not be regarded as key points? ( )与同一组织中的其他项目队伍分享最好的操做Share with other project team within the organization.警告他人潜在的问题Warn other of potential problems.建议减轻风险，确保成功的方法Advice to decrease the risk to ensure success.为了将来在同一组织的其他地方重复实施，只分享该项目做的好的方面Only share the good side for the project.第3题（单选/2分）：某一个项目中以下1. 2.两件工作分别属于ZTE国际项目管理规程中定义的那个阶段。
1. “机房装修”2. “验收测试” 答The below item belong to which stage for ZTE international project management manual . 1. Site-room decorating and 2. acceptance testing. ( )1 项目启动计划Project kickoff and plan2 项目实施Project implementation1 项目准备Project preparation2 项目收尾. 总结Project preparation1 项目准备Project preparation2 项目实施Project implementation1 项目实施Project implementation2 项目实施Project implementation第4题（单选/2分）：检验项目工作是否完成，需要使用We should use( ) to test whether the project is finished.项目要求Project requirement.项目计划Project plan.项目管理计划Project management plan.WBS第5题（单选/2分）：质量保证应当在( )阶段进行Quality assurance should be done at ( ) stage项目启动、计划阶段Project kickoff and planning.项目准备阶段Project preparation.项目实施阶段Project implementation.项目整个生命周期过程中life cycle for project.第6题（单选/2分）：以下哪项是外部风险的例子? Which of the following is outer risk?( )项目组人员配置不能满足项目实施需求The project member can’t satisfy project execution requirement项目经费的及时到位Project’s outlay to be ready in time通货膨胀Inflation合同变更Contract change第7题（单选/2分）：以下项目信息采集论述不正确的有Which of the following statement for project information collection is not true? （）信息采集的方式也是信息沟通的方式，比如日报. 周报. 邮件. 专题报告等。
项目流程阶段的进入和退出标准
项目流程阶段的进入和退出标准1.项目启动阶段的进入标准是完成项目可行性分析和商业计划书。
The entry standard for the project initiation phase is to complete the project feasibility analysis and business plan.2.项目启动阶段的退出标准是获得项目启动的批准和支持文件。
The exit standard for the project initiation phase is toobtain approval and support documents for project initiation.3.项目规划阶段的进入标准是完成项目规划书和项目进度计划。
The entry standard for the project planning phase is to complete the project plan and project schedule.4.项目规划阶段的退出标准是获得项目规划的批准和资源分配。
The exit standard for the project planning phase is to obtain approval for the project plan and resource allocation.5.项目执行阶段的进入标准是制定项目执行计划和团队组建。
The entry standard for the project execution phase is to develop the project execution plan and team formation.6.项目执行阶段的退出标准是完成项目交付物和验收标准。
The exit standard for the project execution phase is to complete the project deliverables and acceptance criteria.7.项目监控与控制阶段的进入标准是建立项目监控系统和风险管理计划。
Projectsummaryreport
PROJECT SUMMARY REPORTSeptember 18, 2013Bldg.25Rehab Campus Signage Phase I Construction of Phase I of new signage conceptsas presented by architect and approved byPresident Dottavio. CampusWideAW26Rehab Texan Village Northside Drainage Construction phase of A/E design in response toproblematic issues of drainage ditch and waterdrainage located along Frey Street.StreetsSidewalksAW27Replace Water Tank #1Construction phase for the replacement ofirrigation water tank #1.WaterTanksAW28P-9 Phase II Parking Expansion A/E design for a new parking lot to be locatedbetween P-9 Phase I and the original P-9blacktop parking lot across from Hunewell Annex P-9AW29Rehab Parking Lot P-1Take out handicap ramp and widen 6 parkingspaces in parking lot P-1.P-1AW30Install New Salad Bar in Dining Hall Purchase and install a new salad bar, per option3 of attached quote from Performance Interiors.Relocate dish wash conveyor partition to the Dining Hall LS31Construct Tarleton Aquatic Center Contract with Broaddus to develop a program ofrequirements and a budgetary estimate utilizingthe previously developed Rec Facility MasterPlan, to support the presentation to the Board ofRegents. n/a AW32Rehab Admin Annex II Flat Roof Remove deteriorated built up roof with newSarnafil roof. Addresses deferred maintenanceissues for this asset.AdminAnnex IIAW$45,00033Rehab Kinesiology Building West Side HVAC Replace condensing units 2 and 3 and airhandler unit that provides HVAC to the west sideof facility. Project will address deferredmaintenance for this asset.Kinesiology TP$188,00034Rehab Agriculture Center Water Treatment System Replace water chlorination system used to treatwater for potable use for all Agricuture Centerfacilities. Project will address deferredmaintenance for this asset.Ag Center TP $65,00035Rehab Business/Hydrology Chillers Deferred Maintenance TP$370,000 36Rehab Business/Hydrology Heating Deferred Maintenance TP$150,000 37Rehab Hunewell/Hunewell Annex HotWater BoilersDeferred Maintenance TP$80,00038O.A. Grant Data Center Cooling Engineering services to provide a program ofrequirements, with a cost estimate, to providecooling for the existing data center in the O.A. O.A. Grant AW$7,13039Rehab Dining Hall Exterior Louvers andCoilDeferred Maintenance TP$85,000 40Rehab Press Box Rooftop HVAC units Deferred Maintenance TP$48,000 41Rehab Swimming Pool Boiler Deferred Maintenance TP$36,000 42Rehab Traditions Hall Chiller Deferred Maintenance AW$160,00043Rehab Landscape atBusiness/Hydrology Area Utilizing Davey Tree, scope is to remove 8 trees,prune/thin other trees in area. Daveyrecommends an "every other tree" removal inTP47Rehab Meats Lab HVAC Deferred Maintenance Meat Lab &AbatoirTP $90,000。
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Published by Ruanko COE –Technical Document Page 1 of 7 Copyright © Ruankosoft Technologies Co., Ltd.
XX Project Closure Summary Report
Copyright Restricted and No Reproduction Allowed Copyright © Ruankosoft Technologies (Shenzhen) Co., Ltd.
All Rights Reserved
Revision Record
Contents
1. Project Basic Situation (4)
2. Project Acceptance Coverage (4)
2.1 Project progress (4)
2.2 Development environment (4)
2.3 Project Structure (5)
2.4 Application (5)
2.5 Deliverables (6)
3. Project Work Summary (6)
3.1 Code statistics (6)
3.2 Document work summary (6)
4. Lessons learned and Suggestions for Improvement (7)
2.1 Project progress
2.2 Development environment
2.3 Project Structure
1. Project structure design idea
Prompt: describing how to fulfill design of project framework, as well as technology employment (or technological prototyping).
Reference: System Design (sample)
2. Project directory structure
Prompt: adhering project directory screenshot.
Reference: System Design (sample)
2.4 Application
1. Requirement Function X
(1) Functional description
Prompt: describing specific aspects of the function.
Reference: Coding Stage X:
(2) Running screenshot
Prompt: adhering screenshots on running (pass over if not applicable).
(3) Development idea and core code
Prompt: describing functional development idea or development process, with core code to be copied and attached herewith.
2. Requirement Function XX
(1) Functional description
Prompt: describing specific aspects of the function.
Reference: Coding Stage X:
(2) Running screenshot
Prompt: adhering screenshots on running (pass over if not applicable).
(3) Development idea and core code
Prompt: describing functional development idea or development process, with core code to be copied and attached herewith.
3. Requirement Function XXX
Prompt: The same as 1 and 2.
2.5 Deliverables
3. Project Work Summary
3.1 Code statistics
Prompt: counting original codes only, discarding referenced ones, with statistic result to be attached herewith.
Prompt: Comment rate = Comment lines/( Comment lines + Code lines)
3.2 Document work summary
4. Lessons learned and Suggestions for Improvement Lessons about:
1. Software engineering.
2. Technology
3. Work habits
etc.
Suggestions about:
1. Functions.
2. Technology.
3. Work management
etc.。