6._Time_management_and_Project_Management
项目管理
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Project Management Phases 项目管理阶段
Six Sigma Project Management Phases: 6 Sigma项目管理阶段：
Phase 1 – Project Charter 阶段一：项目定义
理
Team work report
活动报告
计划
可视性 Visible
过 程
Project Management process
Plan
Project completion
实际结果
项目结束
详细数据报告
Detailed data report
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Phase 1 – Project Charter 阶段一：项目定义
duration. 可根据以往经验预测所需时间
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Phase 2 – Project Planning 阶段二：项目计划
After the tasks and durations has is been, identified the next trap is to sequence the tasks and identify resources. 确认了任务和时间之后，就该排出任务的顺序，并确 认资源
3
Project Management 项目管理
Chapter 1: 第1章
Project Management Plan 项目管理计划
Define > Plan > Manage > Carry out the plan 定义 > 策划 > 管理 > 执行
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!。
Project Management 课件(part2)
SEG5790 Project and TechnologyManagement•Part I: Project Management–Overview.–Project screening and selection.–Multiple-criteria methods for evaluation.–Project structuring–Project scheduling–Budgeting and resource management.–Life-cycle costing.–Project control.–Computer support for project management.•Part II Technology Management–Strategic and operational considerations oftechnology–Forecasting of technology–Management of R&D projectsChapter 3. Multiple-criteria Methods forProject Selection§3.1 Project selection by using utility functions§3.2 Project selection under multiple criteria§3.1 Project selection by using utilityfunctions•Suppose you are asked to choose between two lotteries, L1 and L2, asfollows:• If you choose L1, you are guaranteed to get $10,000.• If you choose L2, your expected return is $15,000.• Which lottery would you like to choose ?L2L11/21/21$30,000$0$10,000§3.1 Project selection by using utilityfunctions• Although L2 has a larger expected return than L1, many people prefer L1 to L2.• The reason is, L1 offers the certainty to win.• In other words, we prefer L1 to L2, since L1 involves less risk than L2.L2L11/21$30,000$0$10,000How to measure the risk ?•Different people have different perception on risk.•Some people may be more risk averse, but some people may be more risk seeking.•How to measure the risk ? And how to evaluate and represent the degree of your acceptance to risk, if you are the decision maker ?•Your attitude toward risk will affect your decision to choose a project proposal.•Utility theory allows one to build his utility function to represent his attitude toward risk, and therefore to make the decision which he thinks right in situations involving uncertainties.Utility functions•Our goal is to determine a method that a person can use to choose between lotteries (alternatives) involving risks.•Suppose that she must choose to play L1 and L2 but not both.•We write– L1 i L2 if she is indifferent between L1 and L2.– L1 p L2 if she prefers L1 to L2.– L2 p L1 if she prefers L2 to L1.•We also say that L1 and L2 are equivalent lotteries, ifL1 i L2 .U (M )M M MU (M )U (M )(a ) Risk averse (b ) Risk seeker (c ) Risk neutral Utility functionsUtility functions•For a given lottery L=(p1, r1; p2, r2; …; p n, r n), define the expected utility of the lottery L, written E(U for L), byi=nE(U for L)= Σ p i u(r i).i=1•Fundamental Property ofUtility Function: Fundamental Property of Utility Function:Two lotteries are indifferent if they have the same expected utility.An approach to Generate utilityvalues1)Given three monetary values: M1, X, M2 (M1 < X < M2). Let u (M1) = 0, u (M2) = 1. Find u (X).2)Choose p so that the following two lotteries are indifferent :a. Get X with probability 1.b. Get M2 with probability p and M1 with probability (1-p ).Then u (X) = p . (Think about why ? )L2L1p 1-p1M2X M1§3.1 Project selection by using utilityfunctions•Example -- How to rank the following lotteries:L4L10.50.021-$10,000$0$10,000L31$00.98L20.5$500$30,000§3.1 Project selection by using utilityfunctions•The utility theory suggests to rank these lotteries as follows:–(1) Identify the most favorable ($30,000) and theleast favorable (-$10,000) outcomes that canoccur.–(2) For all possible outcomes r i (r1=$10,000,r2=500, and r3=$0), the decision maker is askedto determine a probability p i such that she isindifferent between:p i$30,0001r i1-p i-$10,000§3.1 Project selection by using utilityfunctionsSuppose that for r1=$10,000, the decision maker is indifferent between:0.90$30,0001$10,0000.10-$10,000§3.1 Project selection by using utilityfunctionsFor r2=$500, the decision maker is indifferent between:0.60$30,0001$00.40-$10,0000.62$30,0001$5000.38-$10,000For r3=$0, the decision maker is indifferent between :§3.1 Project selection by using utilityfunctionsTherefore, we can see:0.50$30,0001$10,0000.50L1L2”(i)0.90$30,0000.10-$10,000L1’0.50$30,0000.50$0L2$30,000-$10,0000.40.6(i)§3.1 Project selection by using utilityfunctions0.50$30,0000.50L2”-$10,000$30,0000.40.6 0.80$30,0000.20-$10,000L2’• • L’’ is a compound lottery.•It yields a chance of 0.5+0.5(0.6) =0.8 at $30,000,and a chance of 0.4(0.6)=0.2 at -$10,000. • Since L2 i L2” and L2” i L2’, we know L2 i L2’.(i)§3.1 Project selection by using utilityfunctions0.02$30,0000.98L4’’-$10,000-$10,0000.380.62 0.6076$30,0000.3924-$10,000L4’(i)1$0L30.60$30,0000.40L3’-$10,000(i)§3.1 Project selection by using utilityfunctions0.6076$30,0000.3924-$10,000L4’0.90$30,0000.10L1’-$10,0000.60$30,0000.40L3’-$10,0000.80$30,0000.20L2’-$10,000• We can see that L1’ p L2’ p L4’ p L3’.• Since L1 i L1’, L2 i L2’, L3 i L3’, and L4 i L4’ , we conclude that L1 p L2 p L4 p L3.§3.1 Project selection by using utilityfunctions•Generally, the utility of the reward r i , written u(r i ), is the number q i such that the decision maker isindifferent between the following two lotteries:Most favorable outcome11- q iLeast favorable outcomer iq i • That is, u(r i ) = q i .• The definition forces u(least favorable outcome)=0and u(most favorable outcome)=1.§3.1 Project selection by using utilityfunctions•So, for our possible payoffs of $30,000, -$10,000, $0, $500, and $10,000, we have: u($30,000)=1, and u(-$10,000)=0.•From 0.90$30,0001$10,0000.10-$10,000we have u($10,000)=0.90.§3.1 Project selection by using utilityfunctions•From:0.60$30,0001$00.40-$10,0000.62$30,0001$5000.38-$10,000• From :we have u($500)=0.62.we have u($0)=0.60§3.1 Project selection by using utilityfunctions•For a given lottery L=(p1, r1; p2, r2; …; p n, r n), define the expected utility of the lottery L, written E(U for L), byi=nE(U for L)= Σ p i u(r i).i=1• Thus, in our example,E(U for L1) = 1(0.9) =0.9E(U for L2) = 0.5(1) + 0.5(0.6) = 0.8E(U for L3) = 1(0.6) =0.6E(U for L4) = 0.02(0) + 0.98(0.62)=0.6076.§3.1 Project selection by using utilityfunctions•From the example above, we can see that:E(U for L)Most favorable outcomeLi’1- E(U for L)Least favorable outcome• So, we know Li p Lj, if E(U for Li) > E(U for Lj)§3.1 Project selection by using utilityfunctions•More specifically,Li p Lj, if and only if E(U for Li) > E(U for Lj)Lj p Li, if and only if E(U for Lj) > E(U for Li)Li i Lj, if and only if E(U for Li) = E(U for Lj)Estimating an individual‘s utilityfunction•(1) We begin by assuming that the least favorable outcome (say, -$10,000) has a utility zero and the most favorable outcome (say, $30,000) has a utility one.•(2) Next we identity the number x1/2 having u(x1/2)=1/2.To determine x1/2, we ask the decision maker (DM) for the number x1/2 that makes her indifferent between:1/2$30,0001x1/21/2-$10,000 Suppose the DM states that x1/2=-$3400.Estimating an individual‘s utilityfunction•(3) Using x1/2 and the least favorable outcome (-$10,000) as the possible outcomes, we can construct a lottery that can be used to determine x1/4 (that is, u(x1/4)=1/4). The point x1/4 must be such that the DM is indifferent between1/2x1/2=-$34001x1/41/2-$10,000Suppose the DM states that x1/4=-$8000. This gives another point on the DM’s utility function.Estimating an individual‘s utilityfunction•(4) We can now use x1/2 and the most favorable outcome ($30,000) as the possible outcomes to construct a lottery that yields x3/4 with u(x3/4)=3/4. Again, the point x4/4 must be such that the DM is indifferent between1/2$30,0001x3/41/2x1/2=-$3400Suppose the DM states that x3/4= $8000. This gives one more point on the DM’s utility function.Estimating an individual‘s utilityfunction•(5) Gradually, we have a number of points:(-$10,000,0), (x1/8, 1/8), (x1/4 , 1/4), …, ($30,000, 1).•(6) The DM’s utility function can be approximated by drawing a smooth curve joining these points. (See below for the example).Chapter 3. Multiple-criteria Methods forProject Selection§3.1 Project selection by using utility functions§3.2 Project selection under multiple criteria§3.2 Project selection under multiplecriteria•In this section, we discuss the extension of utility theory to situations in which more than one attribute (criterion) affects the decision maker’s preferences and attitude toward risk.•When more than one attribute affects a decision maker’s preferences, her utility function is called a multi-attribute utility function.•In the following we restrict our discussion to multi-attribute functions with only two attributes.§3.2 Project selection under multiplecriteria•Suppose a decision maker’s preferences and attitude toward risk depend on two attributes, and letx i=level of attribute i, i=1,2.•Then,u(x1,x2)= utility associated with level x1 and x2.•How can we find a utility function u(x1,x2) such that choosing a lottery or alternative that maximizes the expected value of u(x1,x2) will yield a decision consistent with the decision maker’s preferences and attitude toward risk ?§3.2 Project selection undermultiple criteria•In general, determination of u(x1,x2) (or, in case of n attributes, determination of u(x1,x2,…, x n) is a difficult matter.•However, under certain conditions, the assessment of a utility function can be greatly simplified.§3.2.1 Properties of multi-attributeutility functions •Definition - Attribute 1 is utility independent (ui) of attribute 2 if preferences for lotteries involving different levels of attribute 1 do not depend on the level of attributes 2.§3.2.1 Properties of multi-attributeutility functions•Example - The Wivco Toy Co. is to introduce a new product (a gobot) and must determine the price to charge for each gobot. Two factors (market share and profits) will affect Wivco’s pricing decision. Let:x1 = Wivco’s market sharex2 = Wivco’s profits (million of dollars)§3.2.1 Properties of multi-attribute utilityfunctions •Suppose that Wivco is indifferentbetween: L11/230%, $20L1’11/216%, $2010%, $20• If attribute 1 (market share) is ui of attribute 2 (profit), Wivco would also be indifferent betweenL11/230%, $5L1’11/216%, $510%, $5§3.2.1 Properties of multi-attribute utilityfunctions•In short, if market share is ui of profit, then for any level of profits, a 1/2 chance at a 10% market share and a 1/2 chance at a 30% market share has a certainty equivalent of a 16% market share.§3.2.1 Properties of multi-attributeutility functions•Definition - If attribute 1 is ui of attribute 2, and attribute 2 is ui of attribute 1, then attributes 1 and 2 are mutually utility independent (mui).§3.2.1 Properties of multi-attributeutility functions•Theorem 3.2.1 -- Attributes 1 and 2 are mui if and only if the decision maker’s utility function u(x1,x2) is a multi-linear utility function of the following form:u(x1,x2)=k1u1(x1) + k2u2(x2) +k3u1(x1)u2(x2),where k1, k2 and k3 are constants andu1(x1) and u2(x2) are utility functions of x1 and x2 , respectively.§3.2.1 Properties of multi-attribute utilityfunctions•Let x 1(best) or x 2(best) be the most favorable level of attribute 1 or 2 that can occur. Also, let x 1(worst) or x 2(worst) be the least favorable level of attribute 1 or 2 that can occur.•Definition - A decision maker’s utility function exhibits additive independence if the decisionmaker is indifferent between:L11/2L21/21/21/2x 1(best), x 2(worst)x 1(worst),x 2(worst)x 1(worst),x 2(best)x 1(best), x 2(best)§3.2.1 Properties of multi-attribute utilityfunctions•Corollary 3.2.1 -- If attributes 1 and 2 are mui and the decision maker’s utility function exhibits additive independence, then k3=0 and u(x1,x2)=k1u1(x1) + k2u2(x2).§3.2.1 Properties of multi-attribute utilityfunctions •Justification:–We can scale u1(x1) and u2(x2) so that u1(x1(best))=1,u1(x1(worst))=0, u2(x2(best))=1, and u2(x2(worst))=0.–So u(x1,x2)=k1u1(x1) + k2u2(x2) + k3u1(x1)u2(x2) implies: u(x1(best), x2(best))= k1 + k2 + k3, u(x1(worst),x2(worst))=0,u(x1(best), x2(worst))= k1, u(x1(worst), x2(best))= k2.–Then additive independence implies that(1/2)(k1 + k2 + k3)+(1/2)(0)=(1/2) k1 +(1/2) k2This gives us k3 =0.§3.2.2 Assessment of multi-attributeutility functions•We have known that, if attributes 1 and 2 are mui, then u(x1,x2)=k1u1(x1) + k2u2(x2) + k3u1(x1)u2(x2).•Now the question is, how can we determine u1(x1),u2(x2), k1, k2 and k3, so as to determine u(x1,x2) ?•To find u1(x1), u2(x2), we can use the technique for assess single-attribute utility functions as introduced in §3.1.•To find k1, k2 and k3, we begin by rescaling u1(x1), u2(x2) and u(x1, x2) so thatu(x1(best), x2(best))=1, u(x1(worst), x2(worst))=0,u1(x1(best))=1, u1(x1(worst))=0,u2 (x1(best))=1, u2(x2(worst))=0.§3.2.2 Assessment of multi-attributeutility functions•Now, u(x 1, x 2)=k 1u 1(x 1) + k 2u 2(x 2) +k 3u 1(x 1)u 2(x 2) yieldsu(x 1(best), x 2(worst))= k 1(1)+ k 2(0)+ k 3(0)= k 1•Thus, k 1 can be determined from the fact that the decision maker is indifferent between L2L11- k 11x 1(worst),x 2(worst)x 1(best), x 2(worst)k 1x 1(best), x 2(best)§3.2.2 Assessment of multi-attributeutility functions•Similarly, u(x 1, x 2)=k 1u 1(x 1) + k 2u 2(x 2) + k 3u 1(x 1)u 2(x 2) yieldsu(x 1(worst), x 2(best))= k 1(0)+ k 2(1)+ k 3(0)= k 2•Thus, k 2 can be determined from the fact that the decision maker is indifferent between L2L11- k 21x 1(worst),x 2(worst)x 1(worst), x 2(best)k 2x 1(best),x 2(best)§3.2.2 Assessment of multi-attributeutility functions•To determine k 3, observeu(x 1(best), x 2(best)) = u 1(x 1(best))=u 2 (x 1(best))=1. •So, from u(x 1, x 2)=k 1u 1(x 1) + k 2u 2(x 2) + k 3u 1(x 1)u 2(x 2), we have1= u(x 1(best), x 2(best)) = k 1(1)+ k 2(1)+ k 3(1)= k 1 + k 2+ k 3•Thus, k 3= 1- k 1 - k 2•Of course, if the decision maker’s utility function exhibits additive independence, then k 3= 0.§3.2.2 Assessment of multi-attributeutility functions•The procedure to assess a multi-attribute utility function:–Step 1. Check if attributes 1 and 2 are mui. If yes, go to Step 2. (If no, see Keeney and Raiffa, DecisionMaking with Multiple Objective, Wiley, Section 5.7,1976).–Step 2. Check for additive independence.–Step 3. Assess u1(x1) and u2(x2).–Step 4. Determine k1, k2 and (if there is no additiveindependence) k3.–Step 5. Check if the assessed utility function is reallyconsistent with the decision maker’s preferences. Todo this, set up several lotteries and use the expectedutility of each lottery to rank the lotteries. If theassessed assessed utility function is consistent withthe decision maker’s preferences, the ranking underthe assessed utility function should be closelyassemble the decision maker’s ranking of lotteries.§3.2.2 Assessment of multi-attributeutility functions•Example 1a - Assume the current year is 1998. Fruit Computer Company is certain that during the next year 1999 its market share will be between 10 and 50 percent of the microcomputer market. Fruit is also sure that its profits during 1999 will be between $5 million and $30 million. Assess Fruit’s multi-attribute utility function u(x1, x2), wherex1 = Fruit’s market share during 1999x2 = Fruit’s profits during 1999 (in millions of dollars)§3.2.2 Assessment of multi-attributeutility functions•Step 1 - We begin by checking for mui. To check if attribute 1 is ui of attribute 2, we set x2 at different levels, and see whether the lottery w.r.t. x1 is affected or not. Similar experiments can be conducted to check if attribute 2 is ui of attribute 1. Assume that we have found that in this example attributes 1 and 2 are (at least approximately) mui.§3.2.2 Assessment of multi-attribute utility functions •Step 2 - To check for additive independence. We must determine if Fruit is indifferentbetweenL11/2L21/21/21/250%, $510%, $510%, $3050%, $30• Suppose that Fruit is not indifferent between these lotteries. Then Fruit’s utility function will not exhibit additive independence.• We now know that u(x 1, x 2) takes the following form: u(x 1, x 2)=k 1u 1(x 1) + k 2u 2(x 2) + k 3u 1(x 1)u 2(x 2).§3.2.2 Assessment of multi-attributeutility functions•Step 3 - We now assess u1(x1) and u2(x2). Suppose we obtain the results as shown in the following figures.。
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Information Technology Project Management, Fourth Edition
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Project Time Management Processes
Activity definition: Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. Activity sequencing: Identifying and documenting the relationships between project activities. Activity resource estimating: Estimating how many resources a project team should use to perform project activities. Activity duration estimating: Estimating the number of work periods that are needed to complete individual activities. Schedule development: Analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. Schedule control: Controlling and managing changes to the project schedule.
项目管理专业英语-管理环境及计划与计划管理
Project Management Context项目管理环境Project management exists in a broader context that includes program management, portfolio management and project management office. Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject, in which a program consisting of several associated projects will contribute to the achievement of a strategic plan.项目管理处于广泛的环境之中，包括计划管理、综合行动和项目管理办公室。
战略计划、综合行动、计划、项目与子项目经常组成为多层次的系统，其中由若干项目联系的项目组成的计划有助于战略计划的实现。
Programs and Program Management计划与计划管理A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program. For example:计划是经过协调统一管理以便获取单独管理时无法取得的效益和控制的一组互相联系的项目。
项目管理英语
项目管理英语(总39页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Manual 项目手册Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Oriented 以项目为导向的Project Output 项目输出Project Performance 项目绩效Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures 项目流程Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status 项目状态Project Status Report 项目状态报告Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team 项目团队Project Team Members 项目团队成员Project Teamwork 项目团队协作Project Technical Plan 团队技术计划Project Termination 项目终止Project Time Frame 项目时间框架Project Time Management 项目时间管理Project Users 项目用户Project Valuation 项目估价Project Visibility 项目可见性Project Vision 项目远景Project Vision Statement 项目远景说明书Project Web Site 项目网站Project/Program Methodology 项目方法论Project-Based Management 基于项目的管理Enterprise Project ManagementProjectized 项目化Projectized Organization 项目型组织Proposal 建议书Proposal Form 建议书格式Proposal Project Plan 建议书项目计划Proprietary Information 所有者信息产权信息Prorated Cost 比例成本Prospectus 计划书说明书Protection 保护Prototype 原型Prototype Model 原型模型Prototype, software 软件原型Prototyping 原型制作Provisional Sum 补贴总额补助金PRTProduct Realization TeamPSPlanned Start DatePSAProfessional Services Agreement PSOProgram Support OfficePSPProfessional Services Provider Public 公众Public Relations 公共关系Public Sources 公共资源Public Speaking 公众演讲技巧Publications 出版物Published Model [MOF] 已发布的模型Punch List 剩余工作清单Punishment of the Innocent 无辜受罚Purchase 购买采购Purchase Order 采购订单Purchasing 采购Purchasing Strategy 采购策略Pure Risk 纯风险Insurable RiskPurpose 意图PVPrice VariancePVWAPlanned value for Work AccomplishedPVWSPlanned value for Work ScheduledQAQuality AssuranceQCQuality ControlQualification 合格证明Qualifications: Contractor 承包商资格证明Qualified Product 合格产品Qualified Product List ("OPL") 合格产品清单Qualitative 定性的Qualitative Risk Analysis 定性风险分析Quality 质量Quality Assurance 质量保证质量保证部门Quality Assurance Plan 质量保证计划Quality Assurance Policy 质量保证方针Quality Assurance Program 质量保证程序Quality Assurance Representative ("OAR") 质量保证代表Quality Assurance) ("QA") 质量保证Quality Audit 质量审核Quality Conformance 质量合格Quality Control ("QC") 质量控制质量控制部门Quality Criteria 质量准则Quality Evaluation Methods 质量评估方法Quality File 质量文件Quality Function Deployment 质量功能部署Quality Grade 质量等级Quality Guide 质量指南Quality Improvement 质量改进Quality Improvement Program 质量改进计划Quality Inspection 质量检查Quality Inspection Procedures 质量检查程序Quality Loop; Quality Spiral 质量环质量螺旋线Quality Management 质量管理Quality Management Function 质量管理职能Quality Plan 质量计划Quality Planning 质量计划编制Quality Policy 质量方针Quality Process Review 质量过程评审Quality Program Requirement 质量计划需求Quality Review 质量评审Quality Standards 质量标准Quality Surveillance 质量监督Quality System 质量体系Quality System Review 质量体系评审Quantitative 定量的Quantity Take-Off 工料估算Quantum 定额Queue 排队等待Quick Reaction Capability 快速反应能力RAMResponsibility/Accountability MatrixResponsibility Assignment MatrixRAMPRisk Analysis and Management for ProjectsRandom Observation 随机抽样观察Random Sample 随机抽样Range 范围Rank 等级Ranked Positional Weight Method ("RPWM") 重要位置排序法Ranking 排序Rapid Implementation 快速实施Fast TrackingRationale 原理说明RBSResource Breakdown StructureRDBMSRelational DataBase Management SystemReadiness Assessment 准备情况评估Real Property 地产房地产Real Time 实时Real World 现实世界Realization 实现Re-baseline 重定基线Rebaselining 重定基线Re_BaseliningRe-baselining 重定基线Recognized Profession 公认职业Recommend 推荐(动词) 建议Recommendation 推荐(名词) 建议Reconditioned 再修复Record 记录Record Drawings 图纸记录Record Retention 记录保留Recording Facts 记录事实Records 记录Records Management 记录管理Recruitment, Selection and Job Placement 招聘挑选和工作安排Recurring Costs 复发性费用Recurring Task 复发性任务周期性任务Reduced Inspection 精简检查Reduction in Force 缩编Redundancy 冗余多余人员Reengineering 重组再设计Reference Group 咨询小组Referent Power 威望权力Refinement, Schedule Refinement 改善进度改善Regression Analysis 回归分析Regulations 规则Regulatory 调整Regulatory Personnel 纪检人员Reimbursable Expenditure 可退还经费Reinforcement Theory 强化理论Rejected 被拒绝Rejection Number 遭拒底数Related Base 关联基Relationship 关系Relationship Float 关系浮动时间Release 发布发布版本Release Claims 发布声明Release Manager 发布经理Reliability 可靠性Reliability Assurance 可靠性保证Remaining Available Resource 剩余可用资源Remaining Duration 剩余工期Remaining Float ("RF") 剩余浮动时间Re-measurement 再测量Repetitive Work Sequence 重复工作系列Replacement Theory 替代理论重置理论Replacement value重置价值Replan 再计划Replanning 再次制定计划Report 汇报报告Report Specification File 报告规范文件Reporting 报告编写报告Reporting by Responsibility 根据职责汇报Repository 储存库Re-profiling 重新规划Reprogramming 重新计划Reputation 名誉Request for Appropriation ("RFA") 经费申请Capital Appropriation RequestRequest for Change ("RFC") 变更申请Request for Information 信息申请Request for Proposal 建议书邀请函征求建议书Request for Proposals 建议书邀请函征求建议书Request for Quotation 报价邀请函Request for Quotations 报价邀请函Requirement 需求Requirement Attribute 需求特征Requirement Specification 需求规范Requirement Type 需求类型Requirements 需求Requirements Definition 需求定义Requirements Flowdown 需求分解Requirements Management 需求管理Requirements of Society 社会需求Requirements Traceability 需求的可追溯性Requirements Traceability Matrix 需求的追溯模型Requirements Tracing 需求跟踪Requirements Workflow 需求工作流Reschedule 重定进度Rescheduling 重定进度Research 研究Research and Development 研究和开发Reserve 储备金Reserve For Scope Changes 范围变更储备金Residential Construction 民用建筑住宅建设Residual Risks 剩余风险Residual value残值Residue File 剩余资源文件Resolution 解决Resource 资源Resource Accumulation 资源累计Resource Aggregation 资源总和Resource Allocation 资源分配Resource Allocation Process 资源分配过程Resource Analysis 资源分析Resource Assignment 资源分配Resource Availability 资源可用性Resource Availability Date 资源可用日期Resource Availability Pool 资源可用库Resource Breakdown Structure ("RBS") 资源分解结构Resource Calendar 资源日历Resource Category 资源目录Resource Code 资源代码Resource Constraint 资源制约条件(约束) Resource De script ion 资源描述Resource Driven Task Durations 资源驱动的任务工期Resource Effort 资源工作量Resource Group 资源工作组Resource Histogram 资源柱状图Resource Identification 资源鉴别Resource Level 资源水平Resource Leveling 资源平衡Resource AllocationResource Limited Scheduling 资源受限的进度规划Resource LevelingResource List 资源清单Resource Management 资源管理Resource Needs 资源需求Resource Offset 资源偏移量资源互补Resource Optimization 资源优化Resource Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM ) Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次)Result 结果Results 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revamp 改进Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间Remaining FloatRFA 经费申请Request for AppropriationRFC 变更申请Request for ChangeRFP 建议书邀请函Request for ProposalRFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理( RAMP )Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 风险评估Risk Assessment Tables 风险评估表Risk Assumption 风险假设条件Risk Avoidance 风险回避Risk Brainstorming 风险头脑风暴Risk Custodian 风险监督人Risk Data Applications 风险数据应用Risk Deflection 风险转移Risk Diary 风险日志Risk Evaluation 风险评价Risk Event 风险事件Risk Event Status 风险事件状态Risk Factor 风险因素Risk Identification 风险识别Risk Management 风险管理Risk Management Budget ("RMB")风险管理预算( RMB )Risk Management Plan 风险管理计划Risk Matrix 风险矩阵Risk Mitigation 风险减轻Risk Mitigation Strategy 风险减轻战略Risk Prioritizing 风险排序Risk Probability 风险概率Risk Process Manager 风险过程经理Risk Quantification 风险量化Risk Ranking 风险分级Risk Reduction 风险降低Risk Response 风险响应Risk Response Control 风险响应控制Risk Response Development 风险响应计划制定Risk Response Plan 风险响应计划Risk Response Planning 风险响应计划编制Risk Response System 风险响应系统Risk Review 风险评审Risk Sharing 风险共担Risk Transfer 风险转移Risk Treatment 风险处理Risk value风险值Risk, close-down report 风险结束报告Risk, process plan 风险过程计划Risk, project risk 风险项目风险Risks 风险Role 角色workerRoles 角色Roll Up 总成Rolling Wave 滚动计划Rolling Wave Concept 滚动计划概念Rolling Wave Planning 滚动计划规划Rough Order of Magnitude Estimate ("ROM") 粗数量级估计( ROM ) Royalties 特许使用费版税Rubber Baselining 橡皮基线Rule of Thumb 经验法则Rules 规则Rules of Evidence 证据规则Run Time 运行时间Runaway Project 失控项目S Curve S 曲线S Curve Tracking S 曲线跟踪Safety 安全措施Safety Plan 安全计划Salary Administration 薪酬管理Sales 销售Salvage 残值Sample 样品Sample Plan, Multiple 多次抽样计划Sample Size 抽样规模Sample Unit 抽样单元Sample, Representative 典型抽样Sampling 抽样Sampling Frequency ("f") 抽样频率Sampling Plan 抽样计划Sampling Plan, double 二次抽样计划Sampling Plan, multi-level 多层次抽样计划Sampling Plan, sequential 顺序抽样计划Sampling Plan, single 单次抽样计划Sampling Plan, single-level 单层次抽样计划Sampling, biased 有歧视性抽样SARSubsequent Application ReviewSatisfaction 满意SCScheduled CostScanning 扫描式检查Scenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleSchedule Analysis 进度分析Network AnalysisSchedule Compression 进度压缩Duration CompressionSchedule Control 进度控制Schedule Dates 进度日期Schedule Development 进度安排Schedule Management 进度管理Schedule Performance Index ("SPI") 进度绩效指数Schedule Refinement 进度调整Schedule Revision 进度修正Schedule Risk 进度风险Schedule Status 进度状态Scope ReportingSchedule Update 进度更新Schedule Variance ("SV") 进度偏差("SV")Schedule Work Unit 进度工作单元Scheduled Cost ("SC") 计划成本Scheduled Cost of Work 工作的计划成本Budgeted Cost of Work ScheduledScheduled Finish ("SF") 计划完成点("SF")Scheduled Finish Date ("SF") 计划完成日期("SF")Scheduled Network 时间表/进度网络图Scheduled Performance Indicator ("SPI") 进度绩效指数Scheduled Performance Ratio ("SPR") 进度绩效比Scheduled Performance IndicatorScheduled Start ("SS") 计划开始点Scheduled Start Date ("SSD") 计划开始日期Scheduling 进度安排Scheduling Techniques 进度安排技巧Scientific Wild Anatomical Guess ("SWAG") 科学粗略剖析性猜测Scope 范围Scope Allowance 范围允许量Scope Baseline 范围基线另BaselineScope Baseline Approval 范围基线核准Scope Boundaries 范围边界Scope Change 范围变更Scope Change Control 范围变更控制Scope Changes 范围变更Scope Constraints 范围约束Scope Cost 范围成本Scope Creep 范围蔓延Scope Criteria 范围标准Scope Definition 范围定义Scope De script ion 范围描述Scope Interfaces 范围界面Scope Management 范围管理Scope of Work 工作范围Scope Performance/Quality 范围性能/质量Scope Quality 范围质量Scope Reporting 范围报告Scope Risk 范围风险Scope Risk Limits 范围风险限度Scope Schedule 范围进度Scope Statement 范围说明Scope Verification 范围验证范围确认Score 评分Scoring a Project's Contribution 项目贡献评分Scoring Plan 评分计划SCR 系统概念评审System Concept ReviewScrap 废料Screening 筛选法Screening Inspection 筛选检查SDL 软件开发库Software Development LibrarySDR 系统设计评审System Design ReviewSDWT 自我指导工作团队Self Directed Work TeamsSealed Bidding 封标Second Source 第二货源Secondary Float ("SF") 次要浮动时间Secondary Risk 次级风险Secondary Risks 次级风险Secondment Matrix 借调矩阵型Sector 部分扇区Sectors 部门Security 安全Security Acceptance Letter 安全许可证/函Security Plan 安全计划Segment 部分Selection 选择Self Directed Work Teams ("SDWT") 自我指导工作团队Self-Inspection 自检Self-Insurance 自我保险Seller 卖方Seller's Market 卖方市场Selling 销售Semantics 语义学Semi-Time-Scaled Logic Drawing 半时标逻辑图Senior Technical 高级技术人员Senior User 高级用户Sensitivity 敏感性Sensitivity Analysis 敏感性分析Sequence 序列Service and Support Personnel 服务和支持人员Service Contract 服务合同Service Liability 服务责任Product LiabilityServices 服务Setup 安装SFLevel Finish/ScheduleScheduled FinishSecondary FloatScheduled Finish DateShall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Short Term PlanShould-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Field ClarificationSite Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction CapabilitySlack 时差浮动时间FloatSlack Time 时差/浮动时间Slip Chart 趋势图Slippage 偏移SLVAR 差异分析报告汇总Summary Level Variance Analysis Reporting Smoothing 缓和平滑Social 社交的社会的Social Factors 社会因素Social Loafing 懒散地工作Socioeconomic 社会经济学的Soft Project 软项目Soft Skills 软技能Software 软件Computer SoftwareSoftware Architecture 软件构架Software Development 软件开发Software Development Library ("SDL") 软件开发库Software Development Plan 软件开发计划Software Engineering 软件工程Software Product Specification 软件产品规范Software Project 软件项目Software Quality Assurance 软件质量保证Software Specification Review 软件规范评审Sole Source 唯一供方Sole Sourcing 唯一供方的采购Solicitation 询价Solicitation Planning 询价计划制定Solution Selection 方案选择Solving 解决Source 来源Source Code 源代码Source List 供方目录Source Selection 供方选择Source Selection, in procurement 供方选择, 在采购过程中Sourcing 决定供方SOW 工作说明书Statement of WorkSpan ActivityHammocksSpecial Conditions 特殊条款Special Requirements 特殊需求Special ConditionsSpecialist 专家Specific 明确的Specification 规范Specification 规范Specification Change Notice 规范变更通知Specification Control 规范控制Specify 详细说明Speed Reading 快速阅读Spending Estimate 支出估算Spending Forecast 支出预测Spending Limit 支出限度Spending Plan 支出计划Spending Plan Adjustments Form 支出计划调整表格Spent Cost 已消费成本Actual Cost of Work PerformedSPI 进度绩效指数Schedule Performance IndexScheduled Performance IndicatorSpiral 螺旋线Split 分割Split Task 分割任务Splittable Activity 可分割的活动Splitting 分割Sponsor 发起人赞助者Sponsor, executive sponsor and project sponsor 发起人主管经理发起人和项目发起人SPR 进度绩效比率Scheduled Performance RatioSRR 系统需求评审System Requirements ReviewSS 进度制定的开始See Scheduled StartSSD 进度制定的开始时间Scheduled Start DateStability 稳定性Stabilization 稳定化Staff 人员Line and StaffStaff Acquisition 人员招募Staff Personnel 辅助人员Staffing 人员配给Staffing Effort 人员工作投入Staffing Effort Limit 人员工作投入限度Stage 阶段Project StageStage Assessment 阶段评估End-Stage Assessment 和 Mid-Stage Assessment Stage File 阶段文件Stage Manager 阶段经理Stage Payment 阶段付款Stage Resource Plan 阶段资源计划Stage Teams 阶段团队Stage Technical Plan 阶段技术计划Stakeholder 项目干系人项目利益相关者Stakeholder Expectations 项目干系人的期望Stakeholder Need 项目干系人的需要Stakeholder Request 项目干系人的请求Stakeholder Requirements 项目干系人的需求Stakeholder Satisfaction 项目干系人的满意Stakeholders 项目干系人项目利益相关者Stand Alone 独立的系统Standard 标准Standard Construction Technologies 标准构造技术Standard Cost 标准成本Standard Costing 标准成本核算Standard Definitions 标准定义Standard Deviation 标准偏差Standard Operating Procedure 标准操作流程Standard Procedure 标准流程Standard Project Cost Accounting 标准项目成本会计Standard Proposal Schedule 标准建议进度表Standard Time 标准时间Standards 标准Start to Finish 开始-完成Logical Relationship.Start to Start 开始-开始Logical RelationshipStart to Start Lag 开始-开始滞后时间Starting Activity 开始活动Startup 启动Startup Team Leader 负责启动的团队领导State Machine 状态机Statement of Work 工作说明书Static Artifact 静态制品Statistical Project Stock Control 项目库存统计控制Statistical Quality Control 统计质量控制Statistics 统计学Status 状况状态Status Date 状态日期Time NowStatus Review 状况评审Status System 状况系统Statusing 进展状况Steering Committee 指导委员会Steering Group 指导小组Step 步骤Stochastic Model 随机模型Monte Carlo SimulationStop Work Order 停止工作指示Storage Quality Control 仓库质量控制Storming 震荡Strategic Dissonance 战略不协调Strategic Framework 战略框架Strategic Plan 战略计划Strategic Projects 战略项目Strategic Risk 战略风险Strategic Systems Plan 战略性的系统计划Strategy 战略Strategy Management Plan 战略管理计划Project Management PlanStrawman 稻草人版文档Stretching 延伸Structure 结构Study 研究Style 风格Subassembly 子组件部件组件Subcontract Administrator 分包合同管理人Subcontract Plan 分包计划Subcontractor 分包商Sub-Critical Activity 次关键活动Subnet 子网Subnetwork 子网络SubnetSub-Network 子网络SubnetworkSub-Optimization 局部优法Subproject 子项目Subproject Work Breakdown 子项目工作分解Subsequent Application Review ("SAR") 跟踪应用评审Substantial Completion 实质性完成Substantial Performance 实质绩效Subsystem 子系统Subtask 子任务Subtier Contractor 下家承包商Success Criteria 成功标准Key Success IndicatorsSuccess Factors 成功因素Success, project 项目成功Successful Project 成功项目Successor 后续活动Successor Activity 后续活动Successor Task 后续任务Successor Work Item 后续工作项Summary Level Variance Analysis Reporting ("SLVAR") 差异分析报告汇总Summary Schedule 简明进度表Summary Task 汇总型任务总成活动Summative Quality Evaluation 总结性质量评估Sunk Costs 沉没成本Super-Critical Activity 超关键活动Supervision 监管Supervisor 监督员Supplemental Agreement 补充协议Supplementary Agreement 补充协议Supplementary Conditions 附加条件Supplementary Information 辅助信息Supplier 供应商Supplier Default 供应商违约Supplier Expediting 供应商促进措施Supplier Ranking 供应商排序Supplies 供给Supply 供应量Supply Chain 供应链Support 支持Support Services 支持服务Support Team 支持团队Surplus/Deficit 盈余/赤字Surprise 惊奇Surveillance 监视监理Survey 勘察调查Survey, Product Oriented 调查以产品为导向Suspension of Work 工作中断SVSchedule VarianceSWAGScientific Wild Anatomical GuessSWOT Analysis SWOT 分析Synergy 统合综效Synthesis 综合合成System 系统System Acceptance 系统验收System Acceptance Letter 系统验收函System Analysis 系统分析System Analysis and Design 系统分析和设计System Architecture Development 系统构架开发System Concept Review ("SCR") 系统概念评审System Decomposition 系统分解System Deployment Procedures 系统部署步骤System Design Review ("SDR") 系统设计评审System Development 系统开发System Development Project 系统开发项目System Engineer 系统工程师System Hierarchical Structure 系统等级体系System Integration 系统集成System Integration and Testing 系统集成和测试System Integration Plan 系统集成计划System Library 系统库System O&M Project 系统运营维护项目System Performance Report 系统性能报告System Requirements document系统需求文档System Requirements Review ("SRR") 系统需求评审System Specification 系统规范System Test Plan 系统测试计划System User 系统用户System Validation 系统确认System Validation Procedures 系统确认步骤System Verification 系统验证System Verification Procedures 系统验证步骤Systems Administration 系统管理Systems Analysis 系统分析Systems Analyst 系统分析员Systems and Procedures 系统和程序Systems Approach 系统方法Systems Architect 系统构架师Systems document ation 系统文档Systems Management 系统管理Systems Programmer 系统程序员Systems Scope De script ion 系统范围描述T&MTime and Material ContractT&ETest and EvaluationTABTotal Allocated BudgetTactics 战术TAETotal Anticipated ExpendituresTakeoff 估计量Talent 人才才能Target 目标Target Completion Date ("TC") 目标完成日期Target Cost 目标成本Contract Target Cost 和Contract Budget Base. Target Date 目标日期Target Finish Date 目标完成日期Target Finish, activity 活动的目标完成日期Target Finish, project 项目的目标完成日期Target Plan 目标计划Target Reporting 目标报告Target Schedule 目标进度计划BaselineTarget Start Date 目标开始日期Target Start, activity 活动的目标开始Target Start, project 项目的目标开始Target, for test 目标用于测试Task 任务Task Force 行动小组Task Manager 任务经理Task Types 任务类型TBATo Be AdvisedTBDTo Be DeterminedTCTarget Completion DateTCCCTransfer of Care, Custody and ControlTCP/IPTransmission Control Protocol/Internet Protocol TCPITo Complete Performance IndexTeam 团队Team Building 团队建设Team Decision Making 团队决策Team Development 团队发展Team BuildingTeam Development Plan 团队发展计划Team Leader 团队领导组长Team Leadership 团队领导力Team Management 团队管理Team Meeting 团队会议Team Members 团队成员Project Team MembersTeam Membership Reassessment 团队成员重估Team Motivation 团队激励Team Reward System 团队奖励系统Teamwork 团队协作Technical 技术的Technical Assurance 技术保证Technical Assurance Coordinator 技术保证协调员Technical Authority 技术权威Technical Base Management 技术基础管理Technical De script ion 技术描述Technical document ation 技术文档Technical Exception 技术例外Technical Feasibility 技术可行性研究Technical File 技术文件Technical Guide 技术指南Technical Management 技术管理Technical Manual 技术手册Technical Performance Measurement 技术绩效管理Technical Performance Status 技术绩效状况Scope ReportingTechnical Products 技术产品Technical Quality Administration 技术质量管理Technical Quality Specifications 技术质量规范Technical Quality Support 技术质量支持Technical Specifications 技术规范集Technical Support 技术支持Technical Training 技术培训Technique 技术方法Technological 技术的Technology 技术Technology Development Plan 技术发展计划Technology Management 技术管理Telecommunication 远程通信电信Telecommunications 电信学Teleconferencing 远程会议Template 模板Tender 投标标书Tender and Award Stage 招标和合同授予阶段Tender document投标文件Tendering 投标Termination 终止Termination for Convenience 为方便而终止Termination for Default 由于疏怠职责而终止Termination Phase 终止阶段Termination Team 终止团队Terminology 术语Terms of Reference ("ToR") 职责范围Test 测试Test and Evaluation ("T&E") 测试和评估Test Case 测试用例Test Coverage 测试覆盖Test Criteria 测试标准Test Plan 测试计划Test Procedure 测试步骤Test Procedures 测试步骤Test Readiness Review ("TRR") 测试准备情况评审Testing 测试Tetrad Trade-off 四维平衡TFTotal FloatThe Plan 计划Theoretical Minimum Cost 理论最小成本Theory 理论Theory of Constraints ("TOC") 约束理论Third Party Claim 第三方声明Three Duration Technique 三点估算法Thresholds 门限值阀值Tied Activities 受束缚的活动群Tied Activity 受束缚的活动Tiger Team 老虎团队Time 时间Time ManagementTime Analysis 时间分析Time and Material Contract ("T&M") 时间和材料合同Time and Motion Study 时间和动作研究Time Based Network 基于时间的网络图Time Box 时间限制Time Compression 时间压缩Time Delay Claim 时间延误声明Time Extension 时间延长Time Lapse Factor 时间延误因子Time Limited Resource Scheduling 资源受时间限制的进度计划制定Resource SmoothingTime Limited Scheduling 受时间限制的进度计划制定Tim-Limited Resource SchedulingTime Limits 时间限制Time Line 时间线Time Management 时间管理Time Management Techniques 时间管理技术Time Now 当前时间Time Now Date 当前时间日期Time Now 和Progress DateTime Now Line 当前时间线Status LineTime Oriented 以时间为导向Time Phasing 时间阶段Time Recording 时间记录Time Recording Software 时间记录软件Time Remaining 剩余时间Time Schedules 时间进度计划Time Scheduling 时间进度制定Time Sheet 出勤时间记录表Time Standard 时间标准Time to Complete 完成尚需时间Time value of Money 货币的时间价值Time-Limited Resource Scheduling 受时间限制的资源计划法Time-Limited Scheduling 受时间限制的进度制定Time-Phased Budget 分阶段预算按时间段分配的预算Time-Scaled Logic Drawing 时标逻辑图Time-Scaled Network Diagram 时标网络图Timing 定时计时To Be Advised ("TBA") 有待完善To Be Determined ("TBD") 有待确定To Be Resolved 有待解决To Complete Performance Index ("TCPI") 尚需绩效指数待完成绩效指数TOCTheory of ConstraintsTolerability 容忍度Tolerance 容忍Tools 工具Top Down 自上而下Top Down Cost Estimating 自上而下成本估算Top Down Estimating: 自上而下估算Parametric Cost EstimatingTop Management 高层管理Top Management Support 高层管理支持Topical Review 专题评审ToRTerms of ReferenceTotal Allocated Budget ("TAB") 全部分配预算Total Anticipated Expenditures ("TAE") 全部预测支出Total Certainty 完全确定Total Cost 完全成本总成本Total Expenditure to Date 截止到当前日期的全部支出Total Float ("TF") 总浮动时间See also Float.FloatTotal Network 整体网络图Total Performance 整体绩效。
IT项目管理课程-项目管理复习
Chapter 1 Introduction to project management1.项目是“为了创造一个特定的产品、服务或者成果而采取的临时性努力”。
2.项目管理是指“在项目活动中运用专门的知识、技能、工具和技术以满足项目需求“。
3.项目属性a)有特定目的b)是临时性的c)通过不断完善细节而逐步展开的d)需要不同领域的资源e)有一个主要客户或发起者（sponsor提供方向和资金）f)含有不确定性4.项目约束（triple constrains）a)范围scopeb)时间timec)成本cost5.项目经理a)项目管理知识体系b)应用领域知识、标准和规则c)项目环境知识d)基本管理技能e)人际关系能力f)区分硬技能与软技能（hard and soft skills）i.硬技能：智力水平、业务经验、管理技术、逻辑能力等。
ii.软技能：情感控制、人际处理、冲突解决、危机应对等。
6.项目管理工作室（Project Management Office,PMO）负责协调整个组织中的项目管理功能。
7.项目管理协会（Project Management Institute,PMI）项目管理专业协会，成员可以在各自领域中交流项目管理经验。
8.项目管理师（Project Management Professional,PMP）PMI提供的项目管理师认证，需要有足够的项目经验，同意遵守PMI职业规范，通过PMP考试来证明项目管理知识。
9.项目的成功：a)达到了三项约束的目标b)满足了客户或发起人c)项目结果达到了主要目标10.九大知识领域a)项目综合管理b)项目范围管理c)项目成本管理d)项目时间管理e)项目质量管理f)项目人力资源管理g)项目沟通管理h)项目采购管理i)项目干系人管理Chapter 2 Project Management and Information Technology Context1.组织结构Organization Structurea)职能型Functional职能经理或者一些特定领域的专职副总裁报告给CEO，各部门人员在相应专业方面都有专门的技能。
九大项目知识点之二项目时间管理 (NXPowerLite)
用节点表示活动（单代号网络图AON 前导图PDM)
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D
4
单代号网络图的绘制规则
在单代号网络图中，常常引入两个持续时间为零 的虚活动，作为网络的起始节点和终止节点。
网络图中不允许有循环回路。 除了起始节点和中止节点外，不允许有中断点。 同一张网络图中不允许有编号相同的节点。
单代号网络图
资源以做出项目进度计划。 5、进度计划控制--控制项目进度变化。
活动定义(Activity Definition)
活动定义：确定WBS中为交付成果或半成品而必须 进行的具体活动。
输入
WBS 范围说明书 历史信息 约束条件
假定
工具和方法
•层次分解 •原型法 （平台法）
输出
活动清单 详细背景资料
WBS更新
输出
项目网络图 活动清单更新
工作关系表示的工具和方法
➢ 项目活动排序的工具主要是网络计划技术，其主要类型有：
➢关键路径法 CPM (critical path method)
➢计划评审技术 PERT (program evaluation and review technique)
活动之间的关系分类
描述 挖掘 打地基 承重墙施工 封顶 安装外部管道 安装内部管道 外墙施工 外部上漆 电路铺设 竖墙板 铺地板 内部上漆 安装外部设备 安装内部设备
紧前活动 —— A B C C E D E， G C F ，I J J H K，L
估计工期（周） 2 4 10 6 4 5 7 9 7 8 4 5 2 6
地框
X
地框
X
基架
施 基架
X
图 图 ·· 工 施 施 ·· 施
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• Inability to reliably estimate your ownalertness due to above symptoms
Are you working you’re A’s off?
How would prioritize this list of daily tasks?
Decreased Sleep
• Cumulative sleep loss can lead to decreased waking alertness, impaired performance and worsened mood. – Bonnett, 1985; Broughton and Ogilvie, 1992 • Decreased performance related to sleep loss has been implicated in some major disasters. – Exxon Valdez • Sleep deprivation is equivalent to the effects of alcohol intoxication – Fatigue Among Clinicians & the Safety of Patients, David M. Gaba, MD and Steven K. Howard, MD, New England Journal Med; Vol.347 No 16; 10/17/02 • 24 hrs of sustained wakefulness is equivalent to 0.10 % Blood Alcohol Concentration. – Dawson and Reid , 1997 • “Surgeons awake all night had 20% more errors and took 14% longer to complete the task than those who had a full night’s sleep.” – Lancet, 1998
“C” Fever
• Have you ever noticed?
– That the videos must be alphabetized before you can settle in to review for a test. – That rumpled pile of clothes left in the corner since Thursday night just has to get folded and put away before you can start that English essay.
Write the underlined word of the tasks which would be on your
“A” List “B” List “C” List
Buy washing powder. Write a eight page essay for English. Prepare for a Biology quiz. Dust the videos on the bookcase. Review for midterm test that counts for 50% of grade. Schedule an appointment with a Professor. Complete a journal entry. Email a high school friend on another campus. Shop for a new pair of athletic shoes. “Armor-al” the dashboard of the car.
To understand the value of time
• • • • • •
•
• •
Author Unknown To realize the value of one year: Ask a student who has failed a final exam. To realize the value of one month: Ask a mother who has given birth to a premature baby. To realize the value of one week: Ask an editor of a weekly newspaper. To realize the value of one hour: Ask the lovers who are waiting to meet. To realize the value of one minute: Ask the person who has missed the train, bus or plane. To realize the value of one second: Ask a person who has survived an accident. To realize the value of one millisecond: Ask the person who has won a silver medal in the Olympics. Time waits for no one. Treasure every moment you have. You will treasure it even more when you can share it with someone special.
– – – – Chat Listening to CD’s Watching tv Daydreaming
• What others can you think of?
Exercise: Finding your LQ
• Keep a close record each day of how much time you spend on leisure activities. Divide this number by 960* minutes to get your “LQ”. – *960 minutes equals 16 waking hours per day. – Leisure activities are important to help you recharge, but too much can be detrimental.
Or is it more like…
• We need to manage time because:
– ? – ? – ?
• What is your reason?
Understand your time
• Time is your most valuable resource.
– Analyze your time to understand the most efficient way to use it.
Time management and Project Management
Outline
• Time Management
• Project Management
Why manage your time?
Is thits you in your normal state?
Taken from: /
Value Every Minute
Calculate
• Calculate the cost of your time*
1.5 annualsalary cost per hour working hours per year
• D – Decide
– What will you actually do? – Are you overloaded? Delete, delegate, delay, diminish (to shorter tasks)
• E – Execute your plan
– Do not procrastinate, do not do things perfectly
Symptoms
• Feeling tired; not rested • Mood changes
– Irritability – Affective liability
• Impaired Cognitive Functioning
– – – – Poor concentration and memory Decreased attention Calculation problems Difficulty in making quick, correct decisions
• Calculate one of my minutes
cost per hour cost per minute 60
– My salary (secret): $75,000.00 – My hours per year (10 months): 1500
• $75 per hour, $1.25 per minute
•
The WADE Method
• W – Write it down
– Record everything you have to do – Use a planner or to-do pad
• A – Add it up
– Estimate how long your tasks will take • Best, Worst, typical?
*Taken from [1]
What’s your “LQ”
Leisure Quotient?
• Sometimes we just don’t realize how much time we spent in non productive ways.