项目管理工具与方法中英文版
工程项目管理双语教材(3篇)
第1篇IntroductionEngineering project management is a critical discipline that involves the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. This bilingual textbook aims to provide a comprehensive and practical guide for students and professionals in the field of engineering project management. The content is presented in both English and Chinese, catering to the diverse linguistic backgrounds of learners and ensuring a broader reach.Table of Contents1. Introduction to Engineering Project Management2. Project Life Cycle and Phases3. Project Planning- 3.1 Project Scope Management- 3.2 Project Schedule Management- 3.3 Project Cost Management- 3.4 Project Quality Management- 3.5 Project Resource Management- 3.6 Project Communication Management- 3.7 Project Risk Management4. Project Execution- 4.1 Project Team Management- 4.2 Stakeholder Management- 4.3 Contract Management5. Project Monitoring and Control- 5.1 Project Performance Measurement- 5.2 Change Management- 5.3 Conflict Resolution6. Project Closure7. Case Studies8. BibliographyChapter 1: Introduction to Engineering Project Management1.1 Definition and ImportanceEngineering project management refers to the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. It is essential for the successful delivery of projects within the constraints of time, cost, and quality.1.2 Key Concepts- Project: A unique set of activities designed to produce a product, service, or result with a defined beginning and end.- Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.- Project Manager: The person responsible for leading the project, managing resources, and ensuring the successful completion of the project.1.3 Objectives of Engineering Project Management- Scope: Define and manage the project scope to ensure that the project meets the specified requirements.- Time: Control the project schedule to ensure that the project is completed on time.- Cost: Manage the project budget to ensure that the project is completed within the allocated budget.- Quality: Ensure that the project deliverables meet the specified quality standards.- Risk: Identify, analyze, and manage project risks to minimize their impact on the project.Chapter 2: Project Life Cycle and Phases2.1 Project Life CycleThe project life cycle consists of four phases: initiation, planning, execution, and closure.2.2 Initiation PhaseThe initiation phase is the first phase of the project life cycle. It involves defining the project objectives, identifying stakeholders, and obtaining approval to proceed.2.3 Planning PhaseThe planning phase involves defining the project scope, developing a project schedule, estimating costs, identifying resources, and developing a project management plan.2.4 Execution PhaseThe execution phase is where the project plan is implemented. This phase involves managing resources, monitoring progress, and controlling changes to the project scope.2.5 Closure PhaseThe closure phase is the final phase of the project life cycle. It involves completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 3: Project PlanningThis chapter delves into the various aspects of project planning, including scope, schedule, cost, quality, resources, communication, and risk management.3.1 Project Scope ManagementProject scope management involves defining and controlling what is andis not included in the project. It includes activities such as scope planning, scope definition, scope verification, and scope control.3.2 Project Schedule ManagementProject schedule management involves developing a project schedule, managing the schedule, and controlling changes to the schedule. It includes activities such as schedule planning, schedule development, schedule control, and schedule change control.3.3 Project Cost ManagementProject cost management involves estimating, budgeting, financing, funding, managing, and controlling costs throughout the project life cycle. It includes activities such as cost estimation, cost budgeting, cost control, and cost variance analysis.3.4 Project Quality ManagementProject quality management involves planning, implementing, and controlling quality to meet project requirements. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.3.5 Project Resource ManagementProject resource management involves acquiring, developing, and managing the resources needed for the successful completion of the project. It includes activities such as resource planning, resource acquisition, resource management, and resource control.3.6 Project Communication ManagementProject communication management involves planning, executing, and controlling the project communications according to the communications management plan. It includes activities such as communication planning, information distribution, stakeholder management, and communication control.3.7 Project Risk ManagementProject risk management involves identifying, analyzing, and responding to project risks. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Chapter 4: Project ExecutionThis chapter focuses on the execution phase of the project life cycle, covering topics such as project team management, stakeholder management, and contract management.4.1 Project Team ManagementProject team management involves forming, leading, and managing the project team to achieve project objectives. It includes activities such as team building, team leadership, and team performance management.4.2 Stakeholder ManagementStakeholder management involves identifying, analyzing, and managing stakeholders' needs and expectations throughout the project life cycle. It includes activities such as stakeholder identification, stakeholder analysis, stakeholder engagement, and stakeholder communication.4.3 Contract ManagementContract management involves managing the contractual relationships between the project organization and its stakeholders. It includes activities such as contract planning, contract administration, and contract closure.Chapter 5: Project Monitoring and ControlThis chapter discusses the monitoring and control phase of the project life cycle, focusing on project performance measurement, change management, and conflict resolution.5.1 Project Performance MeasurementProject performance measurement involves monitoring and controlling the project to ensure that it is progressing according to the project management plan. It includes activities such as performance reporting, variance analysis, and corrective actions.5.2 Change ManagementChange management involves managing changes to the project scope, schedule, cost, and quality. It includes activities such as change request management, change control, and configuration management.5.3 Conflict ResolutionConflict resolution involves identifying, analyzing, and resolving conflicts among project stakeholders. It includes activities such as conflict analysis, negotiation, and mediation.Chapter 6: Project ClosureThis chapter covers the closure phase of the project life cycle, focusing on completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 7: Case StudiesThis chapter includes real-world case studies that illustrate the application of project management principles and techniques in various engineering projects.Chapter 8: BibliographyThis chapter provides a list of references for further reading on engineering project management.ConclusionThis bilingual textbook on engineering project management aims to provide a comprehensive and practical guide for students and professionals in the field. By covering the essential concepts, tools, and techniques of project management, this textbook will help readers develop the skills and knowledge necessary to successfully manage engineering projects.第2篇前言随着全球经济的快速发展和国际合作的日益加深，工程项目管理作为一门综合性的学科，其重要性不言而喻。
项目管理中英文--成本估算
Operating staff.
运行人员费用。
Labor and material for maintenance and repairs.
维修和保养的劳动力和材料费用。
Periodic renovations.
周期性翻新费用。
Insurance and taxes.
保险和税费。
Financing costs.
没有用掉的不可预见费用在工程末期可以退回业主方，或者用于项目新增部分的建设。
Approaches to Cost Estimation
成本估算的方法
Cost estimating is one of the most important steps in project management. A cost estimate establishes the base line of the project cost at different stages of development of the project. A cost estimate at a given stage of project development represents a prediction provided by the cost engineer or estimator on the basis of available data. According to the American Association of Cost Engineers, cost engineering is defined as that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles and techniques to the problem of cost estimation, cost control and profitability. Virtually all cost estimation is performed according to one or some combination of the following basic approaches.
项目管理一整套表单中英文版
未交付结果undeliverables：
交付结果（差异）分析deliverables（discrepancy）analysis：
三、项目经验、教训总结III、Project experience/lessons sum-up
签字signature
日期date
III、Meeting attenders (to list the meeting attenders, and theirtitles orprojectroles)
四、发放材料（列出会议讨论的所有项目资料）
IV、Materials distributed（tolist the project materials tobe discussed at the meeting）
Risk responseplan
责任人
Risk owner
开放/关闭
Open/closed
1
2
3
4
5
6
7
8
9
10
11
12
13
14
05项目沟通计表
ProjectCommunicationPlan
一、项目基本情况I. Project Basic Info
项目名称project name：
项目编号projectcode：
04项目风险管表
Project Risk Management
一、项目基本情况I. Project Basic Info
项目名称project name：
项目编号projectcode：
制作人preparedby：
审核人reviewedby：
项目管理的主要工具和技术
项目管理的主要工具和技术项目管理是对项目进行规划、组织、指导和控制的过程。
为了实现项目目标，项目经理需要运用各种工具和技术来管理项目的进度、成本、质量和风险等方面。
下面将介绍一些项目管理的主要工具和技术。
1. 关键路径法（Critical Path Method，CPM）关键路径法是一种用于确定项目进度计划的技术。
它通过对项目活动的时间估算和依赖关系进行分析，确定项目的关键路径和关键活动。
项目经理可以根据关键路径上的活动，合理安排资源，以确保项目能够按时完成。
2. 甘特图（Gantt Chart）甘特图是一种以时间为基准的图表，用于表示项目活动的开始时间、结束时间和持续时间。
通过甘特图，项目经理可以清晰地了解项目的进度安排，以便及时调整资源和任务分配。
3. 工作分解结构（Work Breakdown Structure，WBS）工作分解结构将项目分解为可管理的工作任务，帮助项目经理将项目范围细化为具体的工作包和活动。
WBS提供了项目组织的结构框架，是有效管理和控制项目的关键工具之一。
4. 里程碑（Milestone）里程碑是项目中的重大事件或阶段性目标。
设立里程碑有助于项目团队明确项目的进展，使得项目进度和成果得到可视化的展示。
里程碑能够提供项目进展的重要参考点，帮助项目组织在项目执行过程中做出必要的调整。
5. 风险管理（Risk Management）风险管理是项目管理的重要部分。
项目经理需要使用一系列的工具和技术来识别、评估和应对项目风险。
这包括风险概率和影响评估矩阵、风险登记册、风险转移和风险控制等工具和技术。
6. 成本管理（Cost Management）成本管理涉及项目预算的制定、成本估算、成本控制和成本分析等方面。
项目经理可以使用工具和技术如成本估算技术、成本绩效指数和成本流程图等，来跟踪项目的成本，并及时作出调整。
7. 质量管理（Quality Management）质量管理是确保项目交付符合预期要求的关键过程。
工程项目管理_中英文
IntroductionEngineering project management is a critical discipline that involvesthe planning, execution, and control of engineering projects. It encompasses a wide range of activities, from the initial concept and design stages to the construction, commissioning, and maintenance phases. Effective project management ensures that projects are completed on time, within budget, and meet the specified quality standards. This article provides an in-depth overview of engineering project management,including its key principles, methodologies, and challenges.Key Principles of Engineering Project Management1. Project Scope: The project scope defines the boundaries andobjectives of the project. It includes the deliverables, tasks, and activities that need to be completed. Clear definition of the scope is crucial to avoid scope creep, which can lead to delays and increased costs.2. Project Schedule: A well-defined project schedule outlines the sequence of activities, timelines, and milestones. It helps in tracking progress and ensuring that the project stays on track. Tools like Gantt charts and critical path method (CPM) are commonly used to manageproject schedules.3. Cost Management: Effective cost management involves estimating, budgeting, and controlling project costs. This includes identifying cost drivers, tracking actual expenses, and making adjustments as needed to stay within budget.4. Quality Management: Ensuring that the project meets the specified quality standards is essential. This involves implementing qualitycontrol processes, conducting inspections, and addressing any issuesthat arise.5. Risk Management: Identifying, analyzing, and mitigating risks is a critical aspect of project management. This includes identifyingpotential risks, assessing their impact, and developing strategies to manage them.6. Resource Management: Efficient allocation and management of resources, including human resources, materials, and equipment, is crucial for project success. This involves identifying resource requirements, managing resource conflicts, and optimizing resource utilization.7. Communication Management: Effective communication is essential for project success. This includes conveying project objectives, progress, and issues to stakeholders, and ensuring that everyone is aligned and informed.Project Management MethodologiesThere are various methodologies that can be used in engineering project management, each with its own set of tools and techniques. Some of the most commonly used methodologies include:1. Waterfall: The waterfall model is a linear, sequential approach where each phase of the project is completed before moving on to the next. It is suitable for projects with well-defined requirements and minimal changes expected.2. Agile: Agile methodologies, such as Scrum and Kanban, are iterative and flexible. They focus on delivering small, incremental pieces of work and adapt to changing requirements throughout the project lifecycle.3. PRINCE2 (Projects IN Controlled Environments): PRINCE2 is a process-based project management methodology that provides a structured approach to project management. It is widely used in the UK and internationally.4. PMBOK (Project Management Body of Knowledge): The PMBOK is a comprehensive guide to project management practices. It provides a framework for managing projects effectively and efficiently.Challenges in Engineering Project ManagementDespite the best efforts of project managers, there are several challenges that can impact the success of engineering projects. Some of the common challenges include:1. Complexity: Engineering projects are often complex, involvingmultiple stakeholders, disciplines, and variables. Managing this complexity can be challenging.2. Uncertainty: The engineering environment is often uncertain, with changing requirements, unforeseen risks, and technical challenges. Managing uncertainty requires flexibility and adaptability.3. Resource Constraints: Limited resources, including budget, time, and personnel, can constrain project progress and lead to delays and cost overruns.4. Communication: Effective communication is crucial for project success, but it can be challenging to ensure that all stakeholders are informed and aligned.5. Quality Control: Ensuring that the project meets the specifiedquality standards is a continuous challenge, especially as the project progresses and requirements evolve.ConclusionEngineering project management is a complex and dynamic discipline that requires a comprehensive understanding of project principles, methodologies, and tools. Effective project management ensures that projects are completed successfully, delivering value to stakeholdersand contributing to the organization's objectives. By addressing the key principles, adopting appropriate methodologies, and navigating the challenges, project managers can enhance the likelihood of project success.中文工程项目管理概述引言工程项目管理是一个涉及工程项目的规划、执行和控制的关键学科。
项目管理PMP精要（中英文对照）
ESSENCE OF PMBOK & PMP EXAM 考试串讲教材))PMBOK及PMP考试精要考试精要((考试串讲教材PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系 (2)项目生命周期及过程组 (10)PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPSSCOPE范围管理 (10)HUMAN RESOURCE人力资源管理 (11)COMMUNICATIONS沟通管理 (14)TIME时间管理 (16)COST成本管理 (17)RISK风险管理 (20)QUALITY质量管理 (22)PROCUREMENT采购管理 (22)INTEGRATION整体管理 (19)PROFESSIONAL RESPONSIBILITIES职业道德 (19)POSSIBLE EXAM QUESTIONS考点 (20)1 PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系Knowledge Areas知识体系Primary Inputs输入Tools & Techniques工具及技术Primary Outputs输出INTEGRATION整体整体制定项目章程 Develop Project Charter 1.合同(如果适用) Contract(When applicable) 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 1.项目选择方法 Project selection methods 2.项目管理方法论项目管理方法论 Project management methodology 3.项目管理信息系统项目管理信息系统 Project management information system 4.专家判断专家判断 Expert judgment 1.项目章程 Project charter 制定项目初步范围说明书制定项目初步范围说明书 1.项目章程 Project charter 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目初步范围说明书项目初步范围说明书Preliminary project scope statement 制定项目管理计划制定项目管理计划 Develop Project management Plan 1.项目初步范围说明书 Preliminary project scope statement 2.项目管理各过程 Project management processes 3.事业环境因素 Enterprise environmental factors 4.组织过程生产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目管理计划 Progece management plan 指导与管理项目执行 Direct and Manage Project Execution 1.项目管理计划 Progece management plan 2.批准的纠正措施 Approved corrective actions 3.批准的预防措施 Approved preventive actions 4.批准的变更申请 Approved change requests 5.批准的缺陷补救 Approved defect repair 6.确认的缺陷补救 Validated defect repair 7.行政收尾程序 Administrative closure procedure 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 1.可交付成果 Deliverables 2.请求的变更 Requested changes 3.实施的变更请求 Implementde change requests 4.实施的纠正措施 Implementde corrective actions 5.实施的预防措施 Implementde preventive actions 6.实施的缺陷补救 Implementde defect repair 7.工作绩效信息 Work performance information 监控项目工作 Monitor and Control Project Work 1.项目管理计划 Progece management plan 2. 工作绩效信息 Work performance information 3.否决的变更请求否决的变更请求 Rejected change requests 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.实现价值技术实现价值技术 Eamed value technique(EVT) 4.专家判断 Expert judgment 1.推荐的纠正措施推荐的纠正措施Recommended corrective action 2.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 3.预测预测 Forecasts 4.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 5.请求的变更 Requested changes 整体变更控制 Integrated Change Control 1.项目管理计划项目管理计划 Progece management plan 2.请求的变更请求的变更 Requested changes 3.工作绩效信息工作绩效信息 Work performance information 4.推荐的纠正措施 Recommended corrective action 5.推荐的预防措施推荐的预防措施 Recommended preventive action 6.推荐的缺陷补救推荐的缺陷补救 Recommended defect repair 7.可交付成果可交付成果 Deliverables 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.批准的变更申请 Approved change requests 2.否决的变更请求 Rejected change requests 3.项目管理计划(更新) Project management plan(updates) 4.项目范围说明书(更新) Project scope statement(updates) 5.批准的纠正措施 Approved corrective actions 6.批准的预防措施 Approved preventive actions 7.批准的缺陷补救 Approved defect repair 8.确认的缺陷补救 Validated defect repair 9.可交付成果 Deliverables 项目收尾 Close Project 1.项目管理计划 Progece management plan 2.合同文件 Contract documentation 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.行政收尾程序 Administrative closure procedure 2.合同收尾程序合同收尾程序 Contract closure procedure 3.最终产品最终产品,服务或成果 Final product,service or result 4.组织过程资产组织过程资产(更新) 2 information 6.可交付成果 Deliverables Organizational process assets(updates) SCOPE范围范围规划范围规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目章程 Project charter 4.项目初步范围说明书 Preliminary project scope statement 5.项目管理计划 Project management plan 1.专家判断 Expert judgment 2.样板样板,表格与标准表格与标准Templates,forms,standards 1.项目范围管理计划 Project scope management plan 范围定义范围定义范围定义 1.组织过程资产 Organizational process assets 2.项目章程 Project charter 3.项目初步范围说明书 Preliminary project scope statement 4.项目范围管理计划 Project scope management plan 5.批准的变更申请 Approved change requests 1.产品分析 Product analysis 2.其他方案识别 Alternatives identification 3.专家判断 Expert judgment 4.利害关系者分析 Stakeholder analysis 1.项目范围说明书Project scope statement 2.请求的变更 Requested changes 3.项目范围管理计划 Project scope management plan 制作工作分解结构 Create WBS 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书 Project scope statement 3.项目范围管理计划 Project scope management plan 4.批准的变更申请 Approved change requests 1.工作分解结构模板 Work breakdown structure templates 2.分解分解 Decomposition 1.项目范围说明书(更新) Project scope statement(updates)_ 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.范围基准 Scope baseline 5.项目范围管理计划(更新) Project scope management plan(updates) 6.请求的变更 Requested changes Scope Verification范围核实1.项目范围说明书Project scope statement 2.工作分解结构词汇表 WBS dictionary 3.项目范围管理计划 Project scope management plan 4.可交付成果 Deliverables 1.检查 Inspection 1.验收的可交付成果 Accepted deliverables 2.请求的变更请求的变更 Requested changes 3. 推荐的纠正措施推荐的纠正措施Recommended corrective actions 范围控制 Scope Control 1.项目范围说明书Project scope statement 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.项目范围管理计划 Project scope management plan 5.绩效报告 Performance reports 6.批准的变更申请 Approved change requests 7.工作绩效信息 Work performance information 1.变更控制系统 Change control system 2.偏差分析偏差分析 Variance analysis 3.补充规划补充规划 Replanning 4.配置管理系统配置管理系统 Configuration management system 1.项目范围说明书(更新) Project scope statement(updates) 2.工作分解结构(更新) Work breakdown structure(updates) 3.工作分解结构词汇表(更新) WBS dictionary(updates) 4.范围基准(更新) Scope baseline(updates) 5.请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) TIME进度活动定义 Activity Definition 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan 1.分解 Decomposition 2.样板 Templates 3.滚动式规划 Rolling wave planning 4.专家判断 Expert judgment 5.规划组成部分 Planning componet 1.活动清单Activity list 2.活动属性 Activity attributes 3.里程碑清单 Milestone list 4.请求的变更 Requested changes 活动排序 Activity Sequencing 1.项目范围说明书项目范围说明书 Project scope statament 2.活动清单活动清单 Activity list 3.活动属性活动属性 Activity attributes 4.里程碑清单里程碑清单 Milestons list 1.紧前关系绘图法(PDM) Precedence Diagramming Method(PDM) 2.箭线绘图法箭线绘图法(ADM) Arrow Diagramming Method(ADM) 1.项目进度网络图 Project schedule network diagrams 2.活动清单活动清单(更新) Activity list (updates) 3 5.批准的变更请求批准的变更请求 Approved change requesta 3.进度网络样板进度网络样板 Schedule network tempiates 4.确定依赖关系确定依赖关系 Dependency determination 5.利用时间提前量与滞后量利用时间提前量与滞后量 Applying leads and lags 3.活动属性活动属性(更新) Activity attributes(updates) 4.请求的变更请求的变更 Requesaed changes 活动资源估算Activity Resource Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.活动清单Activity list 4.活动属性Activity attributes 5.资源可利用情况 Resouce availability 6.项目管理计划Project management l 1.专家判断 Expert judgment 2.多方案分析 Alternatives analysis 3.出版的估算数据 Published estimating data 4.项目管理软件 Project management sortware 5.自上而下的估算 Bottom estimating 1.活动资源要求 Activity resource requirements 2.活动属性(更新) Activity attributes(updates) 3.资源分解结构 Resource breakdown structure 4.资源日历(更新)Resource calendars 5.请求的变更 Requested changes 活动持续时间估算Activity Duration Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产组织过程资产Organizational process assets 3.项目范围说明书项目范围说明书 Project scops statement 4.活动清单活动清单 Activity list 5.活动属性活动属性 Activity attributes 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.项目管理计划项目管理计划 Project management plan ●风险登记册●风险登记册 Risk register ●活动费用估算●活动费用估算 Activity cost estimates 1.专家判断 Expert judgment 2.类比估算 Analogous estimating 3.参数估算 Parametric estimating 4.三点估算 Three-point estimates 5.后备分析 Reserve analysis 1.活动持续时间估算 Activity duration estimates 2.活动属性 Activity attributes(updates) 制定进度表Schedule Development 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书Project scope statement 3.活动清单活动清单 Activity list 4.活动属性活动属性 Activity attributes 5.项目进度网络图项目进度网络图 Project schedule network diagrams 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.活动持续时间估算活动持续时间估算 Activity duration estimates 9.项目管理计划项目管理计划 Project management plan ●风险登记册 Risk register 1.进度网络分析 Schedule network analysisi 2.关键路线法 Critical path method 3.进度压缩 Schsdule compression 4.假设情景分析What-if scenario analysis 5.资源平衡 Resource leveling 6.关键链法 Critical chain method 7.项目管理软件 Project management software 8.应用日历 Applying calendars 9.调整时间提前滞后量 Adjusting leads and lags 10.进度模型 Schedule model 1.项目进度表项目进度表 Project schedule 2.进度模型数据进度模型数据 Schedule model data 3.进度基准进度基准 Schedule baseline 4.资源要求资源要求 Resource requirements(updates) 5.活动属性活动属性(更新) Activity attributes(updates) 6.项目日历项目日历(更新)Project calendar 7.请求的变更请求的变更 Requesaed changes 8.项目管理计划项目管理计划(更新) Project management plan(updates) ●进度管理计划(更新) Schedule management plan(updates) 进度控制 Schedule Control 1.进度管理计划 schedule management plan 2.进度基准进度基准 Schedule baseline 3.绩效报告绩效报告 Performance reports 4.批准的变更要求批准的变更要求 Approved change requests 1.进度报告进度报告 Progress reporting 2.进度变更控制系统进度变更控制系统 Schedule change control system 3.绩效衡量绩效衡量 Performance measurement 4.项目管理软件项目管理软件 Project management software 5.偏差分析偏差分析 Variance analysisi 6.进度比较横道图进度比较横道图 Schedule comparison bar chars 1. 进度模型数据(更新) Schedule model data(updates) 2. 进度基准(更新) Schedule baseline(updates) 3. 绩效衡量 Performance measurements 4. 请求的变更 Requesaed changes 5.推荐的纠正措施Recommended corrective action 6.组织过程资产(更新) Organizational process assets(updates) 7.活动清单(更新) Activity list(updates) 8.活动属性(更新) Activity attributes(updates) 9.项目管理计划(更新) Project management plan(updates) COST费用费用估算Cost Estimating 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4. 工作分解结构 Work breakdown structure 1.类比估算 Analogous estimating 2.确定资源费率 Determine resource cost rates 3.自上而下估算 Bottom-up estimating 4.参数估算 Parametric estimating 5.项目管理软件 Project management 1.活动费用估算 Activity cost estimates 2.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 3.请求的变更请求的变更 Requested 4 5 5.工作分解结构词汇表 WBS dictionary 6.项目管理计划 Progece management plan ●进度管理计划●进度管理计划 Schedule management plan ●人员配备管理计划Staffing management plan ●风险登记册 Risk registor software 6.供货商投标分析 Vendor bid analysis 7.准备金分析 Reserve analysis 8.质量成本 Cost of quality changes 4.费用管理计划(更新) Cost management plan(updates) 费用预算 Cost Budgeting 1.项目范围说明书Project scope statement 2.工作分解结构工作分解结构 Work breakdown structure 3.工作分解结构词汇表工作分解结构词汇表 WBS dictionary 4.活动费用估算活动费用估算 Activity cost estimates 5.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 6.项目进度项目进度 Project schedule 7.资源日历资源日历 Resource calendars 8.合同合同 Contract 9.费用管理计划费用管理计划 Cost management plan 1.费用汇总费用汇总 Cost aggregation 2.储备基金分析储备基金分析 Reserve analysis 3.参数估算参数估算 Parametric esrimating 4.资金限制平衡资金限制平衡 Funding limit reconciliation 1.费用基准 Cost baseline 2.项目资金要求 Project funding requirements 3.项目管理计划(更新) Project management plan(updates) 4.请求的变更 Requested changes 费用控制Cost Control 1.费用基准 Cost baseline 2.项目资金要求项目资金要求 Project funding requirements 3.绩效报告绩效报告 Performance reports 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.项目管理计划 Project management plan 1.费用变更控制系统 Cost change control system 2.绩效衡量分析绩效衡量分析 Performance measurements analysis 3.预测预测 Forecasting 4.项目绩效审核项目绩效审核 Project performance reviews 5.项目管理软件 Project management software 6.偏差管理 Variance management 1.费用估算(更新) Cost estimates(update) 2.费用基准(更新) Cost baseline(update) 3.绩效衡量绩效衡量 Performance measurements 4.预测完工预测完工 5.请求的变更请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) RISK 风险风险管理规划 Risk Management Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.项目管理计划 Progece management plan 1.规则会议和分析 Planning meeting and analysis 1.风险管理计划 Risk Management Plan 风险识别Risk Identification 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书 Project scope statement 4. 风险管理计划 Risk Management Plan 5. 项目管理计划 Project management plan 1.文件审查文件审查 Documentation reviews 2.信息搜索技术信息搜索技术 Information gathering techniques 3.核对表分析核对表分析 Checklist analysis 4.假设分析假设分析 Assumptions analysis 5.图解技术图解技术 Diagiamming techniques 1.风险登记册 Risk register Qualitative Risk Analysisi 风险定性分析风险定性分析1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 1.风险概率与影响评估 Risk probability and impact assessment 2.概率和影响矩阵概率和影响矩阵 Probablity and impact matrix 3.风险数据质量评估风险数据质量评估 Risk data quality assessment 4.风险分类风险分类 Risk categorization 5.风险紧迫性评估风险紧迫性评估 Risk urgency assessment 1.风险登记册(更新) Risk register(updates) 定量风险分析 Quantitative Risk Analysis 1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 5. 项目管理计划 Project management plan ●项目进度管理计划 Project schedule management plan ●项目费用管理计划 Project cost management plan 1.数据收集和表示技术 Data gathering and representation techniques 2.定量风险分析和模型技术 Quantitative risk analysis and modeling techniques 1.风险登记册(更新) Risk register(updates) 风险应对规划 Risk Response Planning 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 1.消极风险或威胁的应对策略 Strategies for negative risk or threats 2.积极风险或机会的应对策略积极风险或机会的应对策略 Strategies for 1.风险登记册(更新) Risk register(updates) 2.项目管理计划(更新) Project positive risk or opportunities 3.威胁或机会的应对策略威胁或机会的应对策略 Strategies for both threats and opprtunities 4.应急应对策略应急应对策略 Contingent response strategy management plan(updates) 3.与风险有关的合同协议与风险有关的合同协议 Risk-related contractual agreements 风险监控 Risk Monitoring and Control 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 3.批准的变更申请 Approved change requests 4.工作绩效信息 Work performance information 5.绩效报告 Performance reports 1.风险再评估 Risk reassessment 2.风险审计风险审计 Risk audits 3.变差和趋势分析变差和趋势分析 Variance and trend analysis 4.技术绩效分析技术绩效分析 Technical performance measurement 5.储备金分析储备金分析Reserve analysis 6.状态审查会状态审查会 Status meetings 1.风险登记册(更新) Risk register(updates) 2.请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施Recommended corrective action 4.推荐的预防措施推荐的预防措施Recommended preventive action 5.组织过程资产(更新) Organizational process assets(updates) 6.项目管理计划(更新) Project management plan(updates) QUALITY质量质量规划 Quality Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan 1.成本效益分析成本效益分析 Cost-benefit analysis 2.基准对照基准对照 Benchmarking 3.试验设计试验设计 Design of experiments 5.质量成本质量成本(COQ) Cost of quality (COQ) 6.其他质量规划工具其他质量规划工具 Additional quality planning tools 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.过程改进计划过程改进计划 Process improvement plan 5.质量基准质量基准 Quality baseline 6.项目管理计划项目管理计划(更新) Project management plan(updates) 实施质量保证Perform Quality Assurance 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.过程改进计划过程改进计划 Process improvement plan 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.质量控制衡量 Quality control measurnments 7.实施的变更请求 Implementde change requests 8.实施的纠正措施 Implementde corrective actions 9.实施的缺陷补救 Implementde defect repair 10.实施的预防措施 Implementde preventive actions 1.质量规划工具与技术质量规划工具与技术 Quality planning tools and techniques 2.质量审计质量审计 Quality audits 3.过程分析过程分析 Process analysis 4.质量控制工具与技术质量控制工具与技术 Quality control tools and techniques 1.请求的变更请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 3.组织过程资产(更新) Organizational process assets(updates) 4.项目管理计划(更新) Project management plan(updates) 实施质量监控 Perform Quality Control 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance information 6.批准的变更请求批准的变更请求 Approved change requests 7.可交付成果可交付成果 Deliverables 1.因果图因果图 Cause and effect diagram 2.控制图控制图 Control charts 3.流程图流程图 Flowcharting 4.直方图直方图 Histogram 5.帕雷托图帕雷托图 Pareto chart 6.趋势图趋势图 Run chart 7.散点图散点图 Scatter diagram 8,统计抽样统计抽样 Statistical sampling 9.检查检查 Inspection 10.缺陷补救审查缺陷补救审查 Defect repair review 1.质量控制衡量质量控制衡量 Quality control measurnments 2.确认的缺陷补救确认的缺陷补救 Validated defect repair 3.质量基准质量基准(更新) Quality baseline(updates) 4.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 5.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 6.请求的变更 Requested changes 7.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 8.组织过程资产 Organizational process assets 9.确认的可交付成果 Validated deliverables 10.项目管理计划(更新) Project management plan(updates) HUMAN RESOURCE人力资源人力资源规划人力资源规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 1.组织机构图和岗位描述组织机构图和岗位描述 Organization charts and position descriptions 2.交际交际 Networking 3.组织理论组织理论 Organization theory 1.角色与职责角色与职责 roles and responsibilities 2.项目组织图项目组织图 Projece organization chares 6 7 3.项目管理计划 Progece management plan ●活动资源需求 Activity resource requirements 3.人员配备管理计划人员配备管理计划 Staffinf management plan 项目团队组建 Acquire Project Team 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.角色与职责 roles and responsibilities 4.项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 招聘惯例招聘惯例 1.预分派预分派 Pre-assignment 2.谈判谈判 Negotiation 3.招募招募 Acquisition 4.虚拟团队虚拟团队Virtual teams 1.项目人员分派到位项目人员分派到位 Project staff assignments 2.资源可利用情况资源可利用情况 Resource availability 3.人员配备管理计划人员配备管理计划(更新) Staffinf management plan(updates) 项目团队建设 Develop Project Team 1.项目人员分派 Project staff assignments 2.人员配备管理计划人员配备管理计划 Staffinf management plan 3.资源可利用情况 Resource availability 1.通用管理技能通用管理技能 General management skills 2.培训培训 Training 3.团队建设活动团队建设活动 Team-building activities 4.规则规则 Ground rules 5.集中办公集中办公 Co-location 6.奖励与表彰奖励与表彰 Recognition and rewards 1.团队绩效评估 Team performance assessment 项目团队管理 Manage Project Team 1.组织过程资产组织过程资产 Organizational process assets 2.项目人员分派项目人员分派 Project staff assignments 3.角色与职责角色与职责 roles and responsibilities 4.项目组织图项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 6.团队绩效考核 Team performance assessment 7.工作绩效信息 Work performance information 8.绩效报告 Performance reports 1.观察与交谈观察与交谈 Observation and conversation 2.项目绩效评估项目绩效评估 Project performance appraisals 3.冲突管理冲突管理 Conflict management 4.问题登记薄问题登记薄 Lssue log 1.请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施Recommended corrective action 3.推荐的预防措施推荐的预防措施Recommended preventive action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) COMMUNICATIONS 沟通Communications Planning 沟通规划沟通规划1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan ● 制约因素 Constraints ● 假设 Assumptions 1.沟通需求分析沟通需求分析 Communications requirements analysls 2.沟通技术沟通技术 Communications technology 1.沟通管理计划 Communications management plan Information Distribution 信息发布发布1. 沟通管理计划 Communications management plan 1.沟通技能 Communications skills 2.信息收集和检索系统 Information gathering and retrieval system 3.信息发布系统 Information distribution methods 4.经验教训总结过程 Lessons learned process 1. 组织过程生产(更新) Organizational process assets(updates) 2. 请求的变更请求的变更 Requested changes Performance Reporting 绩效报告报告1.工作绩效信息 Work performance information 2.绩效衡量 Performance measurements 3.完工预测 Forecasted completion 4.质量控制衡量 Quality control measurnments 5.项目管理计划 Project management plan ●绩效衡量分析 Performance measurements baseline 6.批准的变更申请 Approved change requests 7.可交付成果 Deliverables 1.信息演示工具 Information presentation tools 2.绩效信息收集和汇总 Performance information gathering and compilation 3.状态审查会 Status review meetings 4.工时汇报系统Time reporting systems 5.费用汇报系统Cost reporting systems 1.绩效报告 Performance reports 2.预测 Forecasts 3.请求的变更 Requested changes 4.推荐的纠正措施推荐的纠正措施Recommended corrective action 5.组织过程资产(更新) Organizational process assets(updates) 利害关系者管理 Manage Stakeholders 1.沟通管理计划 Communications management plan 2. 组织过程资产 Organizational process assets 1.沟通方法 Communications methods 2.问题登记薄 lssue logs 1.问题得以解决Resolved issues 2.批准的变更申请 Approved change requests 3.批准的纠正措施 Approved corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) PROCUREMENT采购采购规划 Plan Purchases and Acquisitions 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements ●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.自制或外购分析自制或外购分析 Make-or-buy analysls 2.专家判断专家判断 Expert judgment 3.合同类型合同类型 Contract types 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策 Maker-or-buy changes 4.请求的变更 Requested changes 发包规划 Plan Contracting 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策自制或外购决策 Maker-or-buy changes 4.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements ●资源要求●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.标准表格标准表格 Standard forms 2.专家判断专家判断 Expert Judgment 1.采购文件 Procurement documents 2.评估标准 Evaluation criteria 3.合同工作说明书(更新) Contract statement of work(updates) 询价Request Seller Responses 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.采购文件 Procurement documents 1.招标人会议招标人会议 Bldder conferences 2.刊登广告刊登广告 Advertising 3.制定合格卖方清单制定合格卖方清单 Develop qualifid sellers list 1.合格卖方清单 Qualified sellers list 2.采购文件包采购文件包 Procurement document package 3.建议书建议书 Proposals 卖方选择Select Sellers 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.评估标准 Evaluation criteria 4.采购文件包 Procurement document package 5.建议书 Proposals 6.合格卖方清单 Qualified sellers list 7.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements 1.加权系统加权系统 Weighting system 2.独立估算独立估算 Independent estimates 3.筛选系统筛选系统 Screening system 4.合同谈判合同谈判 negotiation 5.卖方评级系统卖方评级系统 Seller rating systens 6.专家判断专家判断 Expert judgment 7.建议书评估技术建议书评估技术 Proposal evaluation techniques 1.选中的卖方 Selected sellers 2.合同合同 Contract 3.合同管理计划合同管理计划 Contract management plan 4.资源可利用情况资源可利用情况 Resource availability 5.采购管理计划采购管理计划(更新) Procurement management plan(updates) 6.请求的变更请求的变更 Requested changes 合同管理 Contract Administration 1.合同合同 Contract 2.合同管理计划合同管理计划 Contract management plan 3.选中的卖方选中的卖方 Selected sellers 4.绩效报告 Performance reports 5.批准的变更申请 Approved change requests 6.工作绩效信息 Work performance information 1.合同变更控制系统 Contract change control system 2.买方进行的绩效审核买方进行的绩效审核 Buyer-conducted per-formance review 3.检验和审计检验和审计 Inspections and audits 4.绩效报告绩效报告 Performance reporting 5.支付系统支付系统 Payment system 6.索赔管理索赔管理 Claims administration 7.合同档案管理系统合同档案管理系统 Records management system 8.信息技术 Information technology 1.合同文件合同文件 Contract documentation 2.请求的变更请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) ●采购管理计划 Procurement management plan ●合同管理计划 Contract management plan 合同收尾 Contract Closure 1.采购管理计划 Procurement management plan 2.合同管理计划 Contract management plan 3.合同文件 Contract documentation 4.合同收尾程序 Contract closure procedure 1.采购审计采购审计 Procurement audits 2.合同档案管理系统合同档案管理系统 Records management system 1.合同收尾Contract closures 2.组织过程资产组织过程资产(更新) Organizational process assets(updates) 8 。
项目管理术语表中英文对照
实际成本2. ACWP已完工作实际成本3. BAC完工预算4. CCB变更控制委员会5. COQ质量成本6. CPAF成本加奖励费用合同7. CPFF成本加固定费用合同8. CPI成本绩效指数9. CPIF成本加激励费用合同10. CPM关键路径法11. CV成本偏差12. EAC完工估算13. EF最早完成日期14. EMV预期货币价值15. ES最早开始日期16. ETC完工尚需估算17. EV挣值18. EVM挣值管理19. FF完成到完成20. FFP固定总价合同21. FMEA失效模式与影响分析22. FP-EPA总价加经济价格调整合同总价加激励费用合同24. FS完成到开始25. IFB投标邀请书26. LF最晚完成日期27. LOE支持型活动28. LS最晚开始日期29. OBS组织分解结构30. PDM紧前关系绘图法31. PMBOK项目管理知识体系32. PV计划价值33. QFD质量功能展开34. RACIRACI：责任分配矩阵的一种常见类型，使用执行、负责、咨询和知情等词语来定义干系人在项目活动中的参与状态。
35. RAM责任分配矩阵36. RBS风险分解结构37. RFI信息邀请书38. RFP建议邀请书39. RFQ报价邀请书40. SF开始到完成41. SOW工作说明书42. SPI进度绩效指数43. SS开始到开始44. SV进度偏差45. SWOT优势、劣势、机会与威胁46. TM工料47. WBS工作分解结构48. SWOT AnalysisSWOT分析对一个组织、项目或备选方案的优势、劣势、机会和威胁的分析。
49. Performance Reporting报告绩效见“工作绩效报告”。
50. Reporting Systems报告系统用于从一个或多个信息管理系统中生成或合并报告，并向项目干系人发送报告的设施、过程和程序。
51. Request for Quotation (RFQ)报价邀请书采购文件的一种，用来向潜在卖方征求对通用或标准产品或服务的报价。
项目管理英文对照
项目管理术语中英文对照项目管理术语中英文对照ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity-On-Arrow 双代号网络图AON Activity-On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to-Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish-to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al) Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
xiex 最新资料，WORD文档，可下载编辑！目录TABLE OF CONTENTS背景Background了解本指南Understanding This Guide八模块企业发展阶梯The 8 Module Business Development Ladder模块一：了解你的企业Module 1: Understanding What Business You Are In概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块一程序Typical Module 1 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块二:了解顾客、市场和产品Module 2: Understanding the Customers，Markets and Products概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives (30)工具Tools .............................................................................................................................................典型模块二程序Typical Module 2 Program.......................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块三:确定商业模式Module 3: Defining the Business Model概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块三程序Typical Module 3 Program...................................................................................需完成的任务Tasks to Be Completed.................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块四:员工授权Module 4: Team Empowerment46对企业业绩进行管理Managing Organisational Performance ............................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块五:市场营销战略计划Module 5: Strategic Marketing Plan概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块五程序Typical Module 5 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块六:企业系统化Module 6: Business Independence 114概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools ........................................................................................................... 错误!未定义书签。
典型的模块六程序Typical Module 6 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块七:组织结构，知识，环境管理和技术应用战略Module 7: Organisational Structure，Knowledge，Environmental Management and Technology Strategies概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块七程序Typical Module 7 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块八:反馈和持续改善Module 8: Feedback and Continuous Improvement概述Overview (158)学习目标Learning Objectives..............................................................................................................工具Tools .............................................................................................................................................典型的模块八程序Typical Module 8 Program...................................................................................需完成的任务Tasks to Be Completed.................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 注Notes注Notes注Notes注Notes182背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法，使他们能够成功地为中小企业提供咨询服务。