Project Management 项目管理

项目管理基础英语词汇一、项目管理基础术语项目（Project）运营、操作（Operation）一般管理（General Management）项目管理（Project Management）大型项目（Program）子项目（Subproject）项目阶段（Project Phase）项目生命周期（Project Life Cycle）阶段出口或终止点（Phase exit or kill point）项目利益相关者/项目干系人（Stakeholder）过程（Process）控制（Control）PDCA（P—Plan，计划；D—Do，执行；C—Check，检查；A—Act，处理）项目管理知识体系（Project Management Body Of Knowledge，PMBOK）二、项目整体管理变更控制委员会（Change Control Board，CCB）综合变更控制（Integrated Change Control）配置管理（Configuration Management）经验教训（Lessons Learned）三、项目范围管理可交付成果（Deliverable）项目章程（Project Charter）产品描述（Product Description）约束（Constraint）假设（Assumptions）项目范围（Project Scope）范围变更（Scope Change）范围定义（ Scope Definition）范围规划（Scope Planning）范围核实（Scope Verification）范围说明书（Scope Statement）工作分解结构（Work Breakdown Structure，WBS）工作包（Work Package）WBS 字典（WBS Dictionary）三、项目时间管理活动（Activity）虚活动（Activity Description, AD）工期（Duration, DU）项目网络图（Network Diagramming）顺序图法（Precedence Diagramming Method，PDM）箭线图法（Arrow Diagramming Method，ADM）计划评审技术（Program Evaluation and Review Technique，PERT）关键路径法（Critical Path Method，CPM）里程碑（Milestone）最早开始日期（Early Start Date，ES）最早完成日期（Early Finish Date，EF）最晚开始日期（Late Start Date，LS ）最晚完成日期（Late Finish Date，LF ）浮动时间（Float）资源平衡（Resource Leveling）四、项目人力资源管理组织规划（Organizational Planning）项目经理（Project Manager）项目团队（Project Team）项目型组织（Projectized Organization ）项目管理办公室（Project Management Office，PMO）人员招募（Staff Acquisition）团队开发（Team Development）组织分解结构（Organizational Breakdown Structure，OBS）人员管理计划（Staffing Management Plan）权力（Power）责任分配矩阵（Responsibility Assignment Matrix，RAM）存在/相互关系/成长发展（Existence/Relatedness/Growth，ERG）五、项目成本管理净现值（Net Present Value，NPV）净现值率（Net Present Value Ratio，NPVR）资源计划（Resource Planning）成本估算（Cost Estimating）成本预算（Cost Budgets）类比估算（Analogous Estimating）应急储备（Contingency Reserve）S 曲线（S-Curve）挣值（Earned Value, EV）挣值管理（Earned Value Management，EVM）计划工作量的预算成本（Budgeted Cost for Work Scheduled，BCWS）已完成工作量的实际成本（Actual Cost for Work Performed，ACWP）已完工作量的预算成本（Budgeted Cost of Work Performed，BCWP）成本执行指数（Cost Performed Index，CPI）成本偏差（Cost Variance，CV）进度执行指数（Schedule Performed Index，SPI）进度偏差（Schedule Variance，SV）竣工预算（Budget At Completion，BAC）完工尚需估算（Estimate to Completion，ETC）完工时估算（Estimate at Completion，EAC）六、项目采购管理合同（Contract）违约（Breach）终止（Termination）询价（Solicitation）工作说明书（Statement Of Work，SOW）方案邀请书（Request for Proposal，RFP）报价邀请书（request for quotation，RFQ）七、项目质量管理项目质量管理（Project Quality Manager，PQM）质量规划（Quality Planning）质量保障（Quality Assurance）质量控制（Quality Control）返工（Rework）质量功能展开（Quality Function Deployment，QFD）过程决策程序图法（Process Decision Program Chart，PDPC）上控制界限（Upper Control Limit，UCL）下控制界限（Lower Control Limit，LCL）中心线（Central Line，CL）八、项目风险管理风险（Risk）风险识别（Risk Identification）敏感性分析（Sensitivity Analysis）蒙特卡罗分析（Monte Carlo Analysis）应急规划（Contingency Planning）风险回避（Risk Avoidance）风险转移（Risk Transference）竞争优势/竞争劣势/机会/威胁（Strength/Weakness/Opportunity/Threat，SWOT）期望货币值（Expected Money Value，EMV）九、项目沟通管理沟通规划（Communication Planning）信息发布（Information Distribution）绩效报告（Performance Reporting）管理收尾（Administrative Closure）绩效测量基准（Performance Measurement Baseline）沟通障碍（Barriers）请注意，以上列出的仅为部分英文术语，仅供参考。

标题：现代社会中的P开头英文单词系统和工具在当今信息时代，各种系统和工具不断涌现，为人们的生活和工作带来了巨大的便利和改变。

其中，以P开头的英文单词系统和工具更是应用广泛，涵盖了从个人生活到企业管理的各个领域。

本文将详细介绍几种代表性的P开头英文单词系统和工具，并就其在现代社会中的应用和意义展开探讨。

一、Project Management（项目管理）Project Management是一种组织度量和项目管理的应用。

它帮助个人或团队规划、执行和完成项目。

在当今的商业环境中，项目管理软件的应用越来越普遍。

通过Project Management系统和工具，管理者可以更好地掌握项目进展情况，提高团队效率，降低项目风险。

特别是在大型跨国公司或者复杂的项目中，Project Management系统和工具更是不可或缺的利器。

二、Payroll System（工资系统）Payroll System是企业用来记录和管理员工工资、奖金以及税务信息的系统。

随着企业规模的扩大和人力资源管理的复杂化，Payroll System的作用愈发重要。

它不仅可以提高工资发放的准确性和效率，还可以帮助公司遵循相关税务法规和规定，减少公司的人力成本和财务风险。

在当今快速发展的商业环境中，Payroll System系统和工具为企业提供了重要的支持和保障。

三、Personalization（个性化）个性化系统和工具是指根据用户的个人喜好和行为习惯，定制化推荐或服务。

在互联网和移动互联网时代，各种个性化系统和工具层出不穷。

个性化推荐算法、个性化购物评台等。

这些个性化系统和工具不仅为用户提供更个性化的体验，还可以帮助企业更好地了解用户需求，提高产品的粘性和用户黏性。

四、Predictive Analytics（预测分析）预测分析是指通过分析数据和模式，预测未来事件可能发生的概率。

在商业领域，Predictive Analytics被广泛应用于市场营销、风险管理、供应链管理等方面。

Project management•Project management --5 steps:• 1.Plan & define the program 计划和确定项目• 2.Product design and development 产品设计和开发• 3.Process design and development 过程设计和开发• 4.Product and process validation 产品和过程验证反馈，，评估和纠• 5.Feedback, assessment & corrective action 反馈正措施Project management Phases 项目管理阶段Phase 1:Plan & Define Program阶段1：计划和定义流程Where do we want to go? 我们的方向是什么？Phase 2: Product Design & Development Verification阶段2：产品设计和开发鉴定Can we design one? 我们有能力设计吗？Phase 3:Process Design & Development Verification阶段3：工艺设计和开发鉴定Can we produce one? 我们有能力制造吗？Phase 4:Product & Process Validation阶段4：产品和工艺确认Proof of Phases 2 and 3. 阶段2和3的成果验证Phase 5:Feedback Assessment & Corrective Action阶段5：反馈评定和纠正Production, Continuous Improvement, Prevent Recurrence生产，不断改进，防止再次发生摘要））Project management (summary) （摘要Project management PlanningPhase 1 –阶段1-Plan & Define Program -determining customer needs, requirements & expectations using tools计划和定义流程-使用工具决定顾客的需求、要求和期望review the entire project planning process to enable the implementation of a project management program how to define & set the inputs & the outputs.对整个项目计划进行评审，执行项目管理流程，如何定义和输入输出。

项目管理1.What is project management？什么是项目管理？Project management is a branch of management science disciplines, refers to the knowledge, skills, tools and methods specially used in project activities, so that the project can be in limited resources with limited conditions, to achieve or exceed the set needs and expectations. Project management is to some and successfully reached a series of goals related to the activities of the whole. This includes the progress plan, schedule and maintenance component project activities.项目管理是管理科学的一个分支学科，指的是知识，技能，特别是用在项目活动的工具和方法，使项目能够在有限资源有限的条件下，达到或超过设定的需求和期望。

项目管理是对一些与成功地达成了一系列的整个活动相关的目标。

这包括进度计划，进度和维修部件的项目活动。

2.The characteristics of project management:项目管理的特点(1) general project management:Project activities as a single and unique social activities and prevalent in our society, and even can be said to be the human existing material and cultural achievements are initially achieved by project way, because the existing operator depends on the facilities and conditions are initially on the activities of the project construction or development the.（1）项目管理的普遍性：项目作为一种一次性和独特性的社会活动而普遍存在于我们人类社会的各项活动之中，甚至可以说是人类现有的各种物质文化成果最初都是通过项目的方式实现的，因为现有各种运营所依靠的设施与条件最初都是靠项目活动建设或开发的。

BSc (Hons) Engineering ManagementModule Number: 3122FModule Title: Project ManagementContents1. Executive Summary (2)2. Introduction of Project and Project management (3)2.1 What project it is (3)2.2 What project management it is (3)3. Feasibility Study of Eco Resort Development (4)3.1 Work Breakdown Structure (WBS) (5)3.2 Project Organization (7)3.3 Responsibility Assignment Matrix (RAM) (8)3.4 Gantt Chart (9)3.5 Scheduling is Critical (10)6. Conclusion (18)7. Reference (19)1. Executive SummaryThis assignment is to plan economic benefits and feasibility study on eco resort to WRM as well as to start the company’s involvement in Singapore’s eco-tourism segment. And discuss how to handle a project and use the MS project to solve the project.2. Introduction of Project and Project management2.1 What project it isA Project is a temporary endeavour undertaken to create a unique product, service orresult. (PMBOK Guide, 3rd Edition, 2004) Project Management Body of Knowledge(PMBOK) is a project management standard developed by the Project ManagementInstitute (PMI).2.2 What project management it isProject Management is the application of knowledge, skills, and techniques to projectactivities in order to meet or exceed stakeholder needs and expectations of a project.It is a holistic management approach to implement change and create newproduct/service/results. And necessity of project management is➢ Expansion of knowledge➢ Demand for new products➢ Worldwide markets➢ Competition – faster, cheaper, better➢ Expanding size of projects, etc.Project Management is effective in accomplishing task that cannot (or very difficult)be done by traditional (product-based) structure and accomplishing one-off activitieswith minimum disruption to routine business and providing a way of controllingresources.3. Feasibility Study of Eco Resort Development❖Green technology used in the resort and amenities need to be understood in terms of its challenges and cost specific for this project.➢The challenges and obstacles in building eco resort➢Building materials will need to be look at as there are specific requirements for eco-constructions.➢Eco designs will need to be incorporated into overall resort amenities.➢Conduct cost benefit studies on the project➢Generate a report on the feasibility study❖Operational readiness➢Criteria and requirement in staff hiring➢Training procedure for staff➢Waste handling procedure and recycling➢Report writing❖Certification for Green Accreditation➢Selection of green accreditation bodies➢Liaising with accreditation body➢Information gathering on accreditation procedureFinally a mock-up model of the eco chalets needs to be constructed for the final presentation.3.1 Work Breakdown Structure (WBS)WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives. And it organizes and defines the total scope of the projectDecomposition Process of WBS:➢Subdivide the major project deliverables into smaller, more manageable components➢Decompose until each item can be appropriately scheduled & budgeted & assigned to a specific organizational unit3.1.1 Indentation Type WBS1 Eco Resort1.1 Feasibility Studies on Eco Resort1.1.1 Challenges1.1.2 Construction Materials1.1.3 Eco Resort Design Concept1.1.4 Cost Benefit Studies1.2 Operational Readiness1.2.1 Requirement for staff hiring1.2.2 Training procedure for staff1.2.3 Waste handling study1.3 Certification process for Green Accreditation1.3.1 Selecting Green Accreditation body1.3.2 Liaise with accreditation body1.4 Mock up presentation1.4.1 Mock up model1.4.2 Final Report1.4.3 Presentation to WRM management 3.1.1 Organization Type WBS3.2 Project Organization➢Each project team is a self-contained unit consisting of members with the required skills➢Members report solely to project leaders, with no functional responsibilities ➢Objective to develop breakthrough initiative & leader acts like entrepreneur starting up a new business➢Suited for developing radically new products3.2.1 Strengths and weaknesses of project organization3.2.2 Project Team Organization3.3 Responsibility Assignment Matrix (RAM)Defines the project organization, key individuals as well as their responsibilities ➢Identifies who will be responsible for completing each of the work packages in the WBS➢Usually only one person or party is assigned the primary responsibility and accountability3.4 Gantt ChartA graphical representation of the duration of tasks against the progression of time.➢Contains Work Breakdown Structure➢Overall schedule – allows you to assess how long a project would take ➢Detailed schedule & sequence – Lays out the order in which tasks need be carried out➢List resources needed➢Progress monitoring tool – can immediately see what should have been achieved at a point in time3.4.1 Gantt Chart (from MS Project)3.5 Scheduling is Critical3.5.1 Establish precedence relationships & Estimate activity duration3.5.2 Activity-on-Node (AON) Diagram✓Nodes represent activities (unit of work defined at any level of WBS). An activity is something that requires time and utilizes resources.✓Arrows represent events and the direction establishes precedence relationships✓ Activities can be sequential or parallel3.5.3 Critical Path Method(CPM)CPM was developed by DuPont in 1957 for chemical plants and it uses a single time estimate for each activity.Analysis of:➢Activities’ earliest & latest start times➢Activities’ earliest & latest finish times➢Activities’ slack➢Critical path3.5.3.1 Earliest & latest start timesBegin at starting event & perform a forward passES is the earliest start time; EF is the earliest finish timeES = 0 for starting activitiesEF = ES + Activity durationES = Maximum EF of all predecessors for non-starting activities3.5.3.2 Earliest & latest finish timesBegin at ending event & perform a backward passLF is the latest finish time; LS is the latest start timeLF = Maximum EF for ending activitiesLS = LF - Activity durationLF = Minimum LS of all successors for non-ending activities Note LF for ending event is the project completion timeTotal Slack (or, Total Float)Amount of time an activity can be delayed without delaying project completion date, assuming no other delays are taking place in the project.Total Slack = LS - ES or LF - EFFree Slack (or, Free Float)Amount of time an activity can be delayed without delaying the early start time of any of its successor activities (tasks immediately following this activity)Free Slack = ES (earliest successor) – EFSet of activities with minimum slack, connecting the START node with the FINISH node.Sum of the completion times for the activities on the critical path is the minimal completion time of the project.The critical path is also the longest path – there can be more than one critical path for the project.3.5.3.3 MS Project schedule6. ConclusionProject management is obvious from the above discussion that a project manager does have options to control a project during its execution. Project managers must be willing to control minor trade-offs as well as major ones. However, the availability of specific options is a function of the particular project environment. Probably the greatest contribution a project manager makes to a project team organization is stability in adverse conditions. Interpersonal relationships have a great deal to do with the alternatives available and their probability of success since team performance will be required. Through a combination of management skill and sensitivity, project managers can make the trade-offs, encourage the team members, and reassure the project sponsor in order to produce a satisfactory project.7. Reference/wiki/Project_management assessed on 12 Jan 2012/Pages/WhatisProjectManagement.aspx assessed on 12 Jan 2012Erik W. Larson, Clifford F. Gray, (2010) Project Management: The Managerial ProcessCynthia Snyder Stackpol (2004) PMBOK Guide, 3rd Edition.Mike Field, Laurie S. Keller(1998), Project Management。

项目管理知识体系项目管理知识体系（Project Management the Body of Knowledge,简称PMBOK）项目管理知识体系的简介项目管理知识体系是项目管理专业领域知识的总称，它是20世纪80年代由美国项目管理协会（PMI）总结了项目管理实践中成熟的理论、方法、工具和技术所提出的。

其后经过数次修订，目前最新版是PMBOK2004。

PMBOK定义了为44个基本的项目管理过程，从过程输入、输出以及采用的工具和技术的角度给出了项目管理过程的详细描述。

这44个项目管理过程基本覆盖了项目管理实践中的基本管理过程，但是，这些项目管理过程必须和产品实现过程结合起来，才能完成整个项目活动。

PMBOK重点从知识领域的角度将项目管理过程组成九个项目管理知识领域：项目范围管理、项目时间管理, 项目成本管理, 项目质量管理, 项目人力资源管理, 项目沟通管理, 项目采购管理, 项目风险管理和项目综合管理，每个知识领域包括数量不等的项目管理过程。

项目管理知识体系的形成目前有两大项目管理的研究体系, 即: 以欧洲为首的体系—国际项目管理协会( IPMA International Project Management Association) 和以美国为首的体系—美国项目管理协会(PMI Project Management Institute) 。

IPMA 有自己的知识体系标准《IPMA Competence Baseline，ICB》即《国际项目管理专业资质标准》，其对项目管理者的素质要求大约有40个方面.。

PMI 卓有成效的贡献是开发了一套项目管理知识体系, 简称为PMBOK ( Project Management Body of Knowledge) 。

在这个知识体系中, 把项目管理划分为9个知识领域（范围管理、时间管理, 成本管理, 质量管理, 人力资源管理, 沟通管理, 采购管理, 风险管理和综合管理）。

马工程管理学名词解释汇总1. 项目管理(Project Management): 是指通过计划、组织、指导和控制资源，以实现特定目标的一系列活动。

马工程管理中，项目管理包括项目计划、进度控制、资源配置等各个环节。

2. 施工管理(Construction Management): 是指协调和监督整个建筑施工过程，以确保项目按照规划、预算和时间表进行，并最终实现高质量的施工结果。

3. 风险管理(Risk Management): 是指通过识别、评估和控制项目风险，以最小化项目的不确定性和投资风险。

马工程管理中，风险管理涉及对工程风险的评估、制定应对策略等活动。

4. 质量管理(Quality Management): 是指通过规划、控制和持续改进，确保项目交付的产品或服务符合预期质量要求的过程。

质量管理包括质量计划、控制和保证，以及与供应商、承包商的合作。

5. 成本管理(Cost Management): 是指通过规划、估算、控制和决策，实现项目预算的管理。

成本管理包括成本估算、预算编制、成本控制和成本分析等活动。

6. 采购管理(Procurement Management): 是指管理与项目采购相关的活动，包括采购计划、供应商选择、合同管理等。

采购管理旨在确保项目能够获得高质量的产品和服务，同时最大限度地节约成本。

7. 通信管理(Communication Management): 是指规划、实施、监督和控制项目中的信息传递和沟通活动。

通信管理涉及确定沟通需求、制定沟通计划、组织沟通活动等。

8. 时间管理(Time Management): 是指规划、安排和控制项目的时间进度，确保项目按照计划完成。

时间管理包括制定项目进度计划、资源分配、进度控制等活动。

9. 范围管理(Scope Management): 是指规划、识别、确认和控制项目的范围，以确保项目目标的实现。

范围管理包括制定项目范围说明书、变更管理、验证和控制等。