updating the project management bodies of knowledge

pmp项目英语资料英文回答：The Project Management Professional (PMP) certification is a globally recognized credential that demonstrates a project manager's knowledge, skills, and experience. It is offered by the Project Management Institute (PMI), a professional organization dedicated to advancing the practice of project management.To obtain the PMP certification, candidates must meet certain eligibility requirements, including:A bachelor's degree or equivalent.At least 3 years of project management experience.35 hours of formal project management education.4,500 hours of project management experience leadingand directing projects.The PMP exam is a multiple-choice test that covers a wide range of project management topics, including:Initiation.Planning.Execution.Monitoring and Controlling.Closing.Once a candidate has met the eligibility requirements and passed the exam, they are awarded the PMP certification. The certification is valid for 3 years and can be renewedby completing 60 professional development units (PDUs)every 3 years.The benefits of obtaining the PMP certification arenumerous. For individuals, it can increase earning potential, enhance credibility, and provide access toglobal project management opportunities. For organizations, it can improve project success rates, increase productivity, and enhance risk management.中文回答：项目管理专业人士 (PMP) 认证是一项全球认可的资质，证明了项目经理的知识、技能和经验。

光学遥感图像小样本舰船目标识别光学遥感图像小样本舰船目标识别摘要：舰船识别在海上安全和海洋经济中具有重要意义。

然而，由于舰船外观的差异性和目标数量的复杂性，舰船目标识别存在着一定的难度。

光学遥感图像中舰船目标种类较多，通常需要大量的数据进行训练，但现实中获取大量舰船图像数据的难度很大。

因此，如何在小样本下实现舰船目标识别便成为了研究的热点。

本文提出了一种基于卷积神经网络（CNN）的小样本舰船目标识别方法。

该方法采用了一种基于注意力机制的循环学习机制，用于进一步提高模型的泛化能力。

经过实验验证，本文提出的方法在光学遥感图像中实现小样本舰船目标识别效果较好，方法准确率达到95.86%。

关键词：光学遥感图像，小样本，舰船目标识别，卷积神经网络，注意力机制，循环学习机制Abstract:Ship identification is of great significance in maritime safety and maritime economy. However, due to the differences in the appearance of ships and the complexity of the number of targets, ship identification has certain difficulties. There aremany types of ship targets in optical remote sensing images, and usually a large amount of data is required for training, but it is difficult to obtain a large number of ship image data in reality. Therefore, how to achieve ship target identification under small samples has become a research hotspot. This paper proposes a small sample ship target identification method based on convolutional neural network (CNN). This method uses a cycle learning mechanism based on attention mechanism to further improve the model's generalization ability. After experimental verification, the method proposed in this paper has a good effect in small sample ship target identification in optical remote sensing images, and the method accuracy reaches 95.86%.Keywords: optical remote sensing, small sample, ship target identification, convolutional neural network, attention mechanism, cycle learning mechanismOptical remote sensing has become an important toolfor maritime security and fishery management. However, identifying ships in optical remote sensing images with a small sample size is a challenging task. In order to address this issue, this paper proposes a ship target identification method based on a convolutional neural network (CNN) with attentionmechanism and cycle learning mechanism.First, the CNN is trained with a small number of samples to improve its generalization ability. Then, an attention mechanism is introduced to enable the network to focus on important features and suppress irrelevant noise. The cycle learning mechanism is employed to further enhance the model's ability to generalize by iteratively updating the model with samples from previous iterations.Experimental results demonstrate that the proposed method achieves a high accuracy of 95.86% in ship target identification in optical remote sensing images with a small sample size. Compared with traditional CNN models, the proposed method can effectively improve the identification accuracy and reduce false positives.Overall, the proposed method provides a practical solution for ship target identification in optical remote sensing images with limited training samples. It demonstrates the potential of deep learning techniques in solving challenging problems in remote sensing applicationsIn addition to ship target identification, deep learning techniques have shown promising results in various remote sensing applications such as land use classification, vegetation mapping, and object detection. However, there are still challenges in applying deep learning to remote sensing data, particularly due to the high dimensionality andlimited availability of labeled samples. Therefore, developing effective deep learning algorithms that can handle small sample sizes and exploit domain-specific features is crucial for advancing remote sensing research.One potential direction for future work is to explore transfer learning methods that transfer pre-trained models from other domains to remote sensing datasets. Transfer learning can help overcome the limitations of limited labeled samples by leveraging knowledge learned from other datasets. For example, pre-trained models on natural images can be fine-tuned on the remote sensing data to improve accuracy and reduce training time. Another promising direction is to investigate more advanced network architectures such as attention-based models that can learn to focus on salient regions of the image and reduce noise interference. Additionally, exploring the integration of multi-source information such as radar and LiDARdata, which have complementary strengths to optical remote sensing data can further enhance the performance of deep learning-based methods.Overall, the application of deep learning techniques to remote sensing data has shown great potential for improving various applications. With the continued development of new algorithms and the availability of more high-quality training data, deep learning will play an increasingly important role in facilitating remote sensing research and applicationsOne area where deep learning has demonstrated significant potential in remote sensing is in land cover and land use classification. These applications are particularly important for environmental management and monitoring, as they provide information on changes in land use patterns, which can affect ecosystem health, urbanization, and agricultural production. Deep learning algorithms have been applied to various remote sensing data sources, including optical and synthetic aperture radar (SAR), to extract features and classify land cover and land use types.In addition to land cover and land use classification, deep learning has also been used to estimate biophysical variables, such as leaf area index,vegetation water content, and biomass. These variables are critical for understanding ecosystem health and productivity and are used in various ecological models. Deep learning techniques, such as convolutional neural networks (CNNs) and recurrent neural networks (RNNs), have been shown to outperform traditional approaches, such as linear regression and decision trees, in estimating these biophysical variables from remote sensing data.Another application of deep learning in remote sensing is in object detection and segmentation. These applications are important in various domains,including environmental monitoring, urban planning, disaster response, and military surveillance. Deep learning algorithms such as region-based CNNs andfully convolutional networks (FCNs) have been developed to automatically detect and segment objects, such as buildings, roads, and water bodies, fromaerial imagery and satellite data. These algorithms have demonstrated high accuracy compared totraditional object detection algorithms, making them ideal for large-scale object detection and segmentation tasks.Finally, deep learning has shown promise in enhancing the performance of remote sensing data fusion. Datafusion involves combining data from multiple sensorsto provide more accurate and comprehensive information. Deep learning techniques such as multilayerperceptrons (MLPs) and deep belief networks (DBNs)have been used to fuse data from different remote sensing sources, including optical, SAR, and LiDAR data. The use of deep learning has enhanced the performance of data fusion algorithms, enabling improved accuracy in classification and estimation tasks.In conclusion, the application of deep learning techniques to remote sensing data has shownsignificant potential for enhancing various applications, including land cover and land use classification, estimation of biophysical variables, object detection and segmentation, and data fusion. With the continued development of new algorithms and training data, deep learning will continue to play a critical role in advancing remote sensing research and applications综上所述，将深度学习技术应用于遥感数据显示出显著的潜力，包括地表覆盖和土地利用分类、生物物理变量估算、目标检测和分割以及数据融合等各种应用。

P roject Management InstituteP RACTICE STANDARDFOR PROJECT RISK MANAGEMENTISBN: 978-1-933890-38-8Published by:Project Management Institute, Inc.14 Campus BoulevardNewtown Square, Pennsylvania 19073-3299 USA.Phone: +1-610-356-4600Fax: +1-610-356-4647E-mail: customercare@Internet: ©2009 Project Management Institute, Inc. All rights reserved.“PMI”, the PMI logo, “PMP”, the PMP logo, “PMBOK”, “PgMP”, “Project Management Journal”, “PM Network”, and the PMI Today logo are registered marks of Project Management Institute, Inc. The Quarter Globe Design is a trademark of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department.PMI Publications welcomes corrections and comments on its books. Please feel free to send comments on typographical, formatting, or other errors. Simply make a copy of the relevant page of the book, mark the error, and send it to: Book Editor, PMI Publications, 14 Campus Boulevard, Newtown Square, PA 19073-3299 USA.To inquire about discounts for resale or educational purposes, please contact the PMI Book Service Center.PMI Book Service CenterP.O. Box 932683, Atlanta, GA 31193-2683 USAPhone: 1-866-276-4764 (within the U.S. or Canada) or +1-770-280-4129 (globally)Fax: +1-770-280-4113E-mail: bookorders info@.Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher.The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48—1984).10 9TABLE OF CONTENTSC HAPTER1-I N TRODUCTION (1)1.1 Purpose of the Practice Standard for Project Risk Management (2)1.2 Project Risk Management Defi nition (4)1.3 Role of Project Risk Management in Project Management (4)1.4 Good Risk Management Practice (5)1.5 Critical Success Factors for Project Risk Management (6)1.6Conclusion (7)C HAPTER 2 - P RINCIPLES AND CONCEPTS (9)2.1Introduction (9)2.2Defi nition of Project Risk (9)2.3 Individual Risks and Overall Project Risk (10)2.4 Stakeholder Risk Attitudes (10)2.5Iterative Process (11)2.6 Communication (11)2.7 Responsibility for Project Risk Management (12)2.8 Project Manager’s Role for Project Risk Management (12)C HAPTER 3 - I NTRODUCTION TO PROJECT RISK MANAGEMENT PROCESSES (13)3.1 Project Risk Management and Project Management (13)3.2 Project Risk Management Processes (14)C HAPTER 4 - P LAN RISK MANAGEMENT (19)4.1 Purpose and Objectives of the Plan Risk Management Process (19)4.2 Critical Success Factors for the Plan Risk Management Process (21)4.2.1 I dentify and Address Barriers to Successful Project (21)RiskManagement4.2.2 Involve Project Stakeholders in Project Risk Management (22)4.2.3 Comply with the Organization’s Objectives, Policies, and Practices (22)4.3 Tools and Techniques for the Plan Risk Management Process (22)4.3.1Planning Sessions (22)4.3.2Templates (23)4.4 Documenting the Results of the Plan Risk Management Process (23)C HAPTER 5 - I DENTIFY RISKS (25)5.1 Purpose and Objectives of the Identify Risks Process (25)5.2 Critical Success Factors for the Identify Risks Process (25)5.2.1Early Identifi cation (25)5.2.2Iterative Identifi cation (26)5.2.3Emergent Identifi cation (26)5.2.4Comprehensive Identifi cation (26)5.2.5Explicit Identifi cation of Opportunities (26)5.2.6Multiple Perspectives (26)5.2.7 Risks Linked to Project Objectives (26)5.2.8 Complete Risk Statement (26)5.2.9 Ownership and Level of Detail (27)5.2.10Objectivity (27)5.3 Tools and Techniques for the Identify Risks Process (27)5.3.1Historical Review (28)5.3.2Current Assessments (28)5.3.3Creativity Techniques (28)5.4 Documenting the Results of the Identify Risks Process (29)C HAPTER 6 - P ERFORM QUALITATIVE RISK ANALYSIS (31)6.1 P urpose and Objectives of the Perform Qualitative Risk Analysis Process (31)6.2 C ritical Success Factors for the Perform Qualitative Risk Analysis Process (31)6.2.1 Use Agreed-Upon Approach (32)6.2.2 Use Agreed-Upon Defi nitions of Risk Terms (32)6.2.3 Collect High-Quality Information about Risks (33)6.2.4 Perform Iterative Qualitative Risk Analysis (33)6.3 T ools and Techniques for the Perform Qualitative Risk Analysis Process (33)6.3.1 Select Risk Characteristics that Defi ne Risks’ Importance (34)6.3.2 Collect and Analyze Data (34)6.3.3 Prioritize Risks by Probability and Impact on Specifi c Objectives (34)6.3.4 Prioritize Risks by Probability and Impact on Overall Project (34)6.3.5 Categorize Risk Causes (35)6.4 Documenting the Results of the Perform Qualitative Risk Analysis Process (35)TABLE OF CONTENTSC HAPTER 7 - P ERFORM QUANTITATIVE RISK ANALYSIS (37)7.1 P urpose and Objectives of the Perform Quantitative Risk Analysis Process (37)7.2 C ritical Success Factors for the Perform Quantitative Risk Analysis Process (38)7.2.1 Prior Risk Identifi cation and Qualitative Risk Analysis (39)7.2.2 Appropriate Project Model (39)7.2.3 Commitment to Collecting High Quality Risk Data (39)7.2.4Unbiased Data (39)7.2.5 Overall Project Risk Derived from Individual Risks (39)7.2.6 Interrelationships Between Risks in Quantitative Risk Analysis (40)7.3 T ools and Techniques for the Perform Quantitative Risk Analysis Process (40)7.3.1 Comprehensive Risk Representation (40)7.3.2 Risk Impact Calculation (40)7.3.3 Quantitative Method Appropriate to Analyzing Uncertainty (40)7.3.4 Data Gathering Tools (40)7.3.5 Effective Presentation of Quantitative Analysis Results (41)7.3.6 Iterative Quantitative Risk Analysis (42)7.3.7 Information for Response Planning (42)7.4 D ocumenting the Results of the Perform Quantitative Risk Analysis Process (42)C HAPTER 8 - P LAN RISK RESPONSES (43)8.1 Purpose and Objectives of the Plan Risk Responses Process (43)8.2 Critical Success Factors for the Plan Risk Responses Process (44)8.2.1Communicate (44)8.2.2Clearly Defi ne Risk-Related Roles and Responsibilities (45)8.2.3 Specify Timing of Risk Responses (45)8.2.4 Provide Resources, Budget, and Schedule for Responses (45)8.2.5 Address the Interaction of Risks and Responses (45)8.2.6 Ensure Appropriate, Timely, Effective, and Agreed-Upon Responses (46)8.2.7 Address Both Threats and Opportunities (46)8.2.8 Develop Strategies before Tactical Responses (46)8.3 Risk Response Strategies (46)8.3.1 Avoid a Threat or Exploit an Opportunity (47)8.3.2 Transfer a Threat or Share an Opportunity (47)8.3.3 Mitigate a Threat or Enhance an Opportunity (47)8.3.4 Accept a Threat or an Opportunity (47)8.3.5 Applying Risk Response Strategies to Overall Project Risk (47)TABLE OF CONTENTS8.4 Tools and Techniques for the Plan Risk Responses Process (47)8.4.1Response Identifi cation (48)8.4.2Response Selection (48)8.4.3Action Planning (48)8.4.4 Ownership and Responsibility Assignment (48)8.5 Documenting the Results of the Plan Risk Responses Process (50)8.5.1 Add Risk Responses to the Risk Register (50)8.5.2 Add Corresponding Risk Responses to the Project (50)ManagementPlan8.5.3 Review and Document Predicted Exposure (50)C HAPTER 9 - M ONITOR AND CONTROL RISKS (51)9.1 Purpose and Objectives of the Monitor and Control Risks Process (51)9.2 Critical Success Factors for the Monitor and Control Risks Process (53)9.2.1 Integrate Risk Monitoring and Controlwith Project Monitoring and Control (53)9.2.2 Continuously Monitor Risk Trigger Conditions (54)9.2.3 Maintain Risk Awareness (54)9.3 Tools and Techniques for the Monitor and Control Risks Process (54)9.3.1 Managing Contingency Reserves (54)9.3.2 Tracking Trigger Conditions (55)9.3.3 Tracking Overall Risk (55)9.3.4Tracking Compliance (55)9.4 Documenting the Results of the Monitor and Control Risks Process (55)APPEN DICES (57)APPENDIX A - GUIDELINES FOR A PMI PRACTICE STANDARD (57)A.1 Introduction (57)APPENDIX B - EVOLUTION OF PMI’S PRACTICE STANDARD FOR PROJECT RISK MANAGEMENT (59)B.1 Pre-Project (59)B.2 Preliminary Work (60)B.3 Scope Changes (60)TABLE OF CONTENTSAPPENDIX C - CONTRIBUTORS AND REVIEWERS OF THE PRACTICE STANDARD FOR PROJECT RISK MANAGEMENT (61)C.1 Practice Standard for Project Risk Management Project Core Team (61)C.2 Signifi cant Contributors (61)C.3 Practice Standard for Project Risk Management Team Members (62)C.4 Final Exposure Draft Reviewers and Contributors (65)C.5 PMI Standards Member Advisory Group (MAG) (66)C.6 Staff Contributor (67)APPENDIX D - TOOLS, TECHNIQUES AND TEMPLATES FOR PROJECT RISK MANAGEMENT (69)D.1 Techniques, Examples and Templates for Risk Management Planning(Chapter4) (69)D.1.1 Techniques (69)D.2 Techniques, Examples and Templates for Identify Risks (Chapter 5) (72)D.2.1 Techniques (76)D.3 Techniques, Examples and Templates for Qualitative Risk Analysis(Chapter (86)6)D.3.1 Techniques for Perform Qualtitative Risk Analysis (86)D.4 Techniques, Examples and Templates for Quantitative Risk Analysis(Chapter (91)7)D.4.1 Techniques for Perform Quantitative Risk Analysis (91)D.5 Techniques, Examples, and Templates for Plan Risk Responses (Chapter 8) (96)D.5.1 Techniques for Plan Risk Response (96)D.6 T echniques, E xamples and Templates for Monitor and Control Risks(Chapter 9) (101)D.6.1 Techniques for Monitor and Control Risks Process (101)APPENDIX E – REFERENCES (107)1C HAPTER1I NTRODUCTIONP roject Management Institute (PMI) practice standards are guides to the use of a tool, technique, or process identified in A Guid e to the Project Management Bod y of Knowled ge(P MBOK®G uide– Fourth E dition) or other PMI standards. Practice standards are targeted at audiences who participate in the management of projects. This includes project managers, project personnel, contract personnel, supervisors, and other project stakeholders.A PMI practice standard describes processes, activities, inputs, and outputs for a specifi c Knowledge Area. It provides information on what the signifi cant process, tool, or technique is, what it does, why it is signifi cant, when it should be performed or executed, and, if necessary for further clarifi cation, who should perform the process. A practice standard does not prescribe how the process is to be implemented, leaving that subject for other forums such as handbooks, manuals, and courses.T his chapter includes the following sections:1.1 Purpose of the Practice Standard for Project Risk Management1.2 Project Risk Management Defi nition1.3 Role of Project Risk Management in Project Management1.4 Good Risk Management Practice1.5 Critical Success Factors for Project Risk Management1CHAPTER 1 − INTRODUCTION 1.1 Purpose of the Practice Standard for Project Risk ManagementT he purpose of the P ractice Standard for Project Risk Management is to ( a) provide a standard for project management practitioners and other stakeholders that defi nes the aspects of Project Risk Management that are recognized as good practice on most projects most of the time and ( b) provide a standard that is globally applicable and consistently applied. This practice standard has a descriptive purpose rather than one used for training or educational purposes.T he P ractice Standard for Project Risk Management covers risk management as it is applied to single projects only. Like the P MBOK®G uide– Fourth Edition, this practice standard does not cover risk in programs or portfolios of projects.C hapter 11 of the P MBOK®G uide –Fourth Edition, is the basis for the P ractice Standard for Project Risk Management. This practice standard is consistent with that chapter, emphasizing the concepts and principles relating to Project Risk Management. It is aligned with other PMI practice standards.F igure 1-1 compares the purposes of this practice standard to those of the P MBOK®G uide– Fourth Edition and textbooks, handbooks, and courses.F igure 1-1. Hierarchy of PMI Project Risk Management Resources1 CHAPTER 1 − INTRODUCTIONT his practice standard is organized in three main sections:1.I ntroductory material including the framework, purpose, principles, context of, and introduction toProject Risk Management processes as defi ned in the P MBOK®G uide – Fourth Edition.2.P rinciples underlying the six Project Risk Management processes in the P MBOK ®G uide– FourthEdition. The six processes are as follows:•P lan Risk Management,•I dentify Risks,P erform Qualitative Risk Analysis,••P erform Quantitative Risk Analysis,•P lan Risk Responses, andM onitor and Control Risks.•E ach of these six processes is described in a chapter that addresses the following four topics:( a) purpose and objectives of the process; ( b) critical success factors for the process; ( c) tools andtechniques for the process; and ( d) documenting the results of the process.3.A glossary of terms which are used in this practice standard.T his practice standard emphasizes those principles that are fundamental to effective, comprehensive, and successful Project Risk Management. These principles can and should be stated at a general level for several reasons:1.P rinciples are expected to be agreed upon now and to be valid in the future. While tools andtechniques are constantly evolving, the principles have more stability and persistence.2.D ifferent projects, organizations, and situations will require different approaches to Project RiskManagement. In particular, risk management is a discipline that contains a series of processes toapply to both large and small projects. Risk management will be more effective if its practice istailored to the project and congruent with the organizational culture, processes and assets. Thereare many different ways of conducting risk management that may comply with the principles ofProject Risk Management as presented in this practice standard.3.T he principles are applicable to projects carried out in a global context, reflecting the manybusiness and organizational arrangements between participants, for example, joint venturesbetween commercial and national companies, government and non-government organizations,and the cross-cultural environment often found on these project teams.T he principles described herein can be used as a check for an organization’s processes. Practitioners can establish processes specifi c to their particular situation, project, or organization and then compare them with these principles, thus validating them against good Project Risk Management practice.1CHAPTER 1 − INTRODUCTION 1.2 Project Risk Management Defi nitionT he defi nition of Project Risk Management, as defi ned in the P MBOK®G uide– Fourth Edition, is the basis for this practice standard: “Project Risk Management includes the processes concerned with conducting risk management planning, identifi cation, analysis, responses, and monitoring and control on a project.” The P MBOK®G uide –Fourth Edition also states: “The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of negative events in the project.” In the P MBOK®G uide– Fourth Edition, “project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.” Project objectives include scope, schedule, cost, and quality.P roject Risk Management aims to identify and prioritize risks in advance of their occurrence, and provide action-oriented information to project managers. This orientation requires consideration of events that may or may not occur and are therefore described in terms of likelihood or probability of occurrence in addition to other dimensions such as their impact on objectives.1.3 Role of Project Risk Management in Project ManagementP roject Risk Management is not an optional activity: it is essential to successful project management. It should be applied to all projects and hence be included in project plans and operational documents. In this way, it becomes an integral part of every aspect of managing the project, in every phase and in every process group.M any of the project management processes address planning the project, from concept to fi nal design and from procurement through daily management of execution and close-out. These processes often assume an unrealistic degree of certainty about the project and, therefore, they need to include treatment of project risks.P roject Risk Management addresses the uncertainty in project estimates and assumptions. Therefore, it builds upon and extends other project management processes. For instance, project scheduling provides dates and critical paths based on activity durations and resource availability assumed to be known with certainty. Quantitative risk analysis explores the uncertainty in the estimated durations and may provide alternative dates and critical paths that are more realistic given the risks to the project.P roject Risk Management is not a substitute for the other project management processes. On the contrary, Project Risk Management requires that these project management processes (e.g. scheduling, budgeting, and change management) be performed at the level of the best practices available. Project Risk Management adds the perspective of project risk to the outputs of those other processes and adds to their value by taking risk into account. For instance, risk management provides the basis upon which to estimate the amount of cost and schedule contingency reserves that are needed to cover risk response actions to a required level of confi dence for meeting project objectives.1 CHAPTER 1 − INTRODUCTIONT here is a paradox about project risk that affects most projects. In the early stages of a project, the level of risk exposure is at its maximum but information on the project risks is at a minimum. This situation does not mean that a project should not go forward because little is known at that time. Rather, there may be different ways of approaching the project that have different risk implications. The more this situation is recognized, the more realistic the project plans and expectations of results will be.A risk management approach is applicable throughout a project’s life cycle. The earlier in the project lifecycle that the risks are recognized, the more realistic the project plans and expectations of results will be. Risk management continues to add value as project planning progresses and more information becomes available about all aspects and components of the project and its environment, such as stakeholders, scope, time, and cost, as well as the corresponding assumptions and constraints. The balance between project fl exibility and knowledge about project risk needs to be reviewed regularly and optimized as the plans develop.I t is true that as the project plan becomes set with fundamental decisions, agreements, and contracts inplace, the options for making substantial changes to capture opportunities or mitigate threats are reduced.During project execution, risk management processes monitor the changes the project undergoes for new risks that may emerge so that appropriate responses to them can be developed, as well as check for existing risks that are no longer plausible. Project Risk Management plays a role in providing realistic expectations for the completion dates and cost of the project even if there are few options for changing the future.F inally, throughout the project and during project closure, risk-related lessons are reviewed in order tocontribute to organizational learning and support continuous improvement of Project Risk Management practice.1.4 Good Risk Management PracticeP roject Risk Management is a valuable component of project management and it enhances the value of the other project management processes. As with all of these processes, Project Risk Management should be conducted in a manner consistent with existing organizational practices and policies. In addition, like the other processes involved in project management, Project Risk Management should be conducted in a way that is appropriate to the project. Project Risk Management should recognize the business challenges as well as the multi-cultural environment associated with an increasingly global environment including many joint venture projects and customers, suppliers, and workforces spread around the globe.C hanges in the project management plan that result from the Project Risk Management process mayrequire decisions at the appropriate level of management to reassign personnel, establish or modify budgets, make commitments to others outside the project, interact with regulators, and comply with the rules of accounting and law. Project Risk Management should be conducted in compliance with these internal and external requirements.1CHAPTER 1 − INTRODUCTIONP roject Risk Management should always be conducted on an ethical basis, in keeping with the Project Management code of ethics or conduct. Honesty, responsibility, realism, professionalism and fair dealing with others are among the characteristics of successful Project Risk Management. E ffective Project Risk Management benefi ts from robust communication and consultation with stakeholders. This enables agreement among stakeholders that Project Risk Management in general, and risk identifi cation, analysis, and response, in particular, should be carried out in a realistic and objective way and should not be subject to political or other unreasonable infl uences.P roject Risk Management should be conducted on all projects. The degree, level of detail, sophistication of tools, and amount of time and resources applied to Project Risk Management should be in proportion to the characteristics of the project under management and the value that they can add to the outcome. Thus, a large project that provides value to an important customer would theoretically require more resources, time, and attention to Project Risk Management than would a smaller, short-term, internal project that can be conducted in the background with a fl exible deadline.E ach of the Project Risk Management processes should be scaled to be appropriate to the project under management during the Plan Risk Management process and reviewed periodically to determine if the decisions made in that process remain appropriate.1.5 Critical Success Factors for Project Risk ManagementF igure 1-2. Critical Success Factors for Project Risk Management1 CHAPTER 1 − INTRODUCTIONS pecifi c criteria for success of each Project Risk Management process are listed in the chapters dealing with those processes. The general criteria for success include:• Recognize the Value of Risk Management—P roject Risk Management should be recognized as a valuable discipline that provides a positive potential return on investment for organizationalmanagement, project stakeholders (both internal and external), project management, and teammembers.• Ind ivid ual Commitment/Responsibility—P roject participants and stakeholders should all accept responsibility for undertaking risk-related activities as required. Risk management is everybody’sresponsibility.• Open and Honest Communication—E veryone should be involved in the Project Risk Management process. A ny actions or attitudes that hinder communication about project risk reduce the effectivenessof Project Risk Management in terms of proactive approaches and effective decision-making.• Organizational Commitment—O rganizational commitment can only be established if risk management is aligned with the organization’s goals and values. Project Risk Management mayrequire a higher level of managerial support than other project management disciplines becausehandling some of the risks will require approval of or responses from others at levels above theproject manager.• Risk Effort Scaled to Project—P roject Risk Management activities should be consistent with the value of the project to the organization and with its level of project risk, its scale, and other organizationalconstraints. In particular, the cost of Project Risk Management should be appropriate to its potentialvalue to the project and the organization.• Integration with Project Management—P roject Risk Management does not exist in a vacuum, isolated from other project management processes. Successful Project Risk Management requiresthe correct execution of the other project management processes.T hese critical success factors for Project Risk Management are illustrated in Figure 1-2.1.6ConclusionT he principles of Project Risk Management described in this practice standard should be appropriately applied based on the specifi cs of a project and the organizational environment. Project Risk Management provides benefits when it is implemented according to good practice principles and with organizational commitment to taking the decisions and performing actions in an open and unbiased manner.2C HAPTER2P RINCIPLES AND CONCEPTS2.1IntroductionT his chapter introduces the key ideas required to understand and apply Project Risk Management to projects following the approach described in Chapter 11 of the P MBOK®G uide– Fourth Edition. These principles and concepts are generally consistent with other approaches to Project Risk Management commonly used although the terminology may differ in some details.T he execution of the Project Risk Management process is dealt with in subsequent chapters of this practice standard and so is not discussed here.2.2Defi nition of Project RiskT he word “risk” is used in many ways in everyday language and in various specialist disciplines. Its use in the P MBOK®G uide– Fourth E dition is consistent with other risk management standards and process descriptions. The defi nition of project risk given in the P MBOK®G uide– Fourth Edition is as follows:P roject risk is an uncertain event or condition that, if it occurs, has a positive or a negativeeffect on a project’s objectives.T his defi nition includes two key dimensions of risk: uncertainty and effect on a project’s objectives. When assessing the importance of a project risk, these two dimensions must both be considered. The uncertainty dimension may be described using the term “probability” and the effect may be called “impact” (though other descriptors are possible, such as “likelihood” and “consequence”).T he defi nition of risk includes both distinct events which are uncertain but can be clearly described, and more general conditions which are less specifi c but also may give risk to uncertainty. T he defi nition of project risk also encompasses uncertain events which could have a negative effect on a project’s objectives, as well as those which could have a positive effect. These two types of risk are called, respectively, threats and opportunities. It is important to address both threats and opportunities within a unifi ed Project Risk Management process. This allows for the gain of synergies and effi ciencies such as addressing both in the same analyses and coordinating the responses to both if they overlap or can reinforce each other.。

说明：(1) 本模拟测试共有200 道单项选择题，测试时间4小时；(2) 本模拟试卷尽可能地覆盖PMP考试的题型，请学员朋友能集中精力在4个小时以内完成，达到全真的模拟效果；(3) 模拟考试过程中，完全转变思维，揣摩考题的意图；考试结束后，认真总结。

1. A manager is assigned one project under program A and one project under program B. Program A is critical to the organization’s success. Program B is managed by the project manager’s direct supervisor, who requires that the project manager spend more time on program B. However, program B is struggling because many of the same resources are used for program A. What should the project manager do next?A. Meet with the sponsors or program A and B to review project priorities.B. Submit a change request to extend program B’s timeline.C. Ask for project management office (PMO) support in the reprioritization of resources for both projects.D. Execute both projects according to their approved project management plan.项目经理被任命管理一个项目群A中的项目和一个项目群B中的项目。

项目管理的英文作文英文：Project management is an essential aspect of any successful business. It involves planning, organizing, and executing projects from start to finish. As a project manager, I have to ensure that all aspects of the project are completed on time, within budget, and to the satisfaction of the client.One of the most important skills for a project manager is communication. I have to communicate with my team members, stakeholders, and clients to ensure that everyone is on the same page and that the project is progressing as planned. This involves active listening, asking questions, and providing feedback.Another critical aspect of project management is risk management. I have to identify potential risks and develop strategies to mitigate them. For example, if a projectinvolves working with a new technology, I have to ensure that my team has the necessary skills and training to use it effectively.In addition, project management requires flexibility and adaptability. Projects can change at any time, and I have to be prepared to adjust my plans accordingly. This involves being open to feedback and willing to make changes as necessary.Overall, project management is a challenging but rewarding field. It requires a combination of technical and interpersonal skills, as well as the ability to think critically and problem-solve.中文：项目管理是任何成功企业的重要方面。

全程工程咨询服务详解英文版Comprehensive Explanation of Full-Service Engineering ConsultingIn this document, we will delve into the detailed services offered under full-service engineering consulting. This comprehensive package covers a wide range of services aimed at providing clients with expert guidance and support throughout the entire engineering project.Initial ConsultationThe process begins with an initial consultation where the client's needs and project requirements are discussed. This phase is crucial in understanding the scope of the project and setting clear objectives for the consulting services.Project Planning and DesignOnce the initial consultation is complete, the consulting team will proceed with project planning and design. This phase involvesdeveloping a detailed project plan that outlines the timeline, budget, and resources required for successful project completion.Technical ExpertiseOne of the key aspects of full-service engineering consulting is access to a team of technical experts. These professionals bring their specialized knowledge and skills to the project, ensuring that all technical aspects are handled with precision and efficiency.Regulatory ComplianceNavigating the complex landscape of regulatory requirements can be challenging for any engineering project. Full-service consulting includes support in ensuring that the project meets all relevant regulations and standards set by governing bodies.Project ManagementEffective project management is essential for the success of any engineering project. The consulting team will provide project management services to oversee the implementation of the project plan, monitor progress, and address any challenges that may arise.Quality AssuranceMaintaining high-quality standards throughout the project is a top priority in full-service engineering consulting. Quality assurance measures are put in place to ensure that the project meets all specified requirements and delivers the desired outcomes.Ongoing SupportEven after the project is completed, clients can expect ongoing support from the consulting team. This may include assistance with maintenance, troubleshooting, or any other post-project needs that may arise.ConclusionFull-service engineering consulting offers a comprehensive solution for clients seeking expert guidance and support throughout the entire project lifecycle. By leveraging a team of technical experts, project management services, and quality assurance measures, clients can rest assured that their engineering project is in good hands.。

学校代码：学号：本科毕业设计说明书（外文文献翻译）学生姓名：学院：建筑学院系别：城市规划系专业：城市规划专业班级：指导老师：二〇一三年六月外文文献1题目：城市的共同点简要说明：美国是一个幅员辽阔的大陆规模的国家，国土面积大，增加人口或国内生产总值明显。

美国的趋势，乡村的经济发展的时候，例如考虑如何美国新城市规划的已经席卷英国，特别是在约翰·普雷斯科特满腔热情地通过了。

现在，在欧洲，我们有一个运动自愿自下而上的地方当局联合会，西米德兰兹或大曼彻斯特地区的城市，这意味着当地政府的重新组织。

因此，在大西洋两侧的，这可能是一个虚假的黎明。

这当然是一个看起来不成熟的凌乱与现有的正式的政府想违背的机构。

但是，也许这是一个新的后现代的风格，像我们这样的社会管理自己的事务的征兆。

有趣的是，在法国和德国的类似举措也一起萌生，它们可以代表重大的东西的开端。

出处：选自国外刊物《城市和乡村规划》中的一篇名为《城市的共同点》的文章。

其作者为霍尔·彼得。

原文：That long-rehearsed notion of American exceptionlism tends to recur whenever yo u seriously engage withevents in that country. For one thing, the United States is a vast continental-scale country--far larger in area, although not of course inopulation or GDP, than our European Union, let alone our tiny island or the even tinier strip of denselyrbanised territory that runs from the Sussex Coast to the M62. For another--an associated (but too oftengnored)thing--the United States has a federal system of government, meaning that your life (and even, if youappen to be a murderer, your death) is almost totally dependent on the politics of your own often-obscure Stateapitol, rather than on those of far-distant Washington, DC.And, stemming from those two facts, America is an immensely Iocalised and even islatednation. Particularlyif you happen to live in any of the 30 or so states that form its deep interior heartland, from an Americanvantage point the world--even Washington, let alone Europe or China--really is a very long way away.Although no-one seems exactly to know, it appears that an amazingly small number of Americans have apassport: maybe one in five at most. And since I was reliably told on my recent visit that many Americans thinkthey need one to visit Hawaii, it's a fair bet that even fewer have ever truly ventured abroad.That thought recurred repeatedly on the flight back, when in the airport bookstall I picked up a best-sellingpiece of the higher journalism in which America excels, What's the Matter with Kansas?, by Thomas Frank. Anative of Kansas, Frank poses the question: why in 2000 (and again in 2004) did George W. Bush sweep somuch of his home state--as of most of the 'red America' heartland states--when the people who voted for himwere voting for their own economic annihilation? For Frank convincingly shows that they were denying theirown basic self-interests--sometimes to the degree that they were helping to throw themselves out of work.The strange answer is that in 21st-century America, the neo-conservatives have succeeded in fighting electionson non-economic, so-called moral issues--like abortion, or the teaching of intelligent design in the publicschools. And the people at the bottom of the economic pile are the most likely to vote that way.Well, we're a long way behind that curve--or ahead of it, you might say. But American trends, howeverimplausible at the time, have an alarming way of arriving in the UK one or two decades later (just look at trashTV). Who knows? Maybe by 2016, orearlier, our own home-grown anti-evolutionists will be busily engaged inmass TV burnings of 10 [pounds sterling] notes--assuming of course that by then the portrait of Darwin hasn't been replaced by a Euro-bridge. Meanwhile, vive la difference.Yet, despite such fundamental divides, the interesting fact is that in academic or professional life the intellectualcurrents and waves tend to respect no frontiers. Considerfor instance how the American New Urbanismmovement has swept the UK, particularly after John Prescott so enthusiastically adopted it and made it aLeitmotif of his Urban Summit a year ago. And now, as Mike Teitz shows in his piece in this issue of Town&Country Planning, there's yet another remarkable development: apparently in complete independence, acityregionmovement is spring up over there, uncannily similar in some ways to what's happening here.Just compare some parallels.Here, we had metropolitan counties from 1973, when a Tory government created them, to 1986, when a Torygovernment abolished them. There, they had a movement for regional 'councils of governments'--but they wereweak and unpopular, and effectively faded away.Now, we have a movement for city-regions as voluntary bottom-up federations of local authorities in certainareas, like the West Midlands or Greater Manchester, but without any suggestion that this means localgovernment re-organisation. And there, they have what Mike Teitz calls regionalism by stealth: in California'slarger metropolitan areas, such as Los Angeles or the San Francisco Bay Area, there is a new movement thatmakes no attempt to create new regional agencies, but instead uses any convenient existing agency in order toinvolve local governments closely in updating their land use plans to reflect regional goals.There's one significant feature of the Californian model that maybe has no parallel on this side: it usesincentives, such as the availability of federal transportation improvement funds, to win local collaboration. Butina sense, you could argue that a major new initiative from our Department for Transport—regionalprioritysation, whereby the new regional planning bodies set their own priorities for investment--could work inthe same way: these bodies, all of which are producing new-style regional spatial strategies, are now having torelate these to their planned investments in roads or public transport.Of course, there are huge differences. First, ours is a typical top-down initiative, a kind of downward devolutionby order of Whitehall, and it remains unclear whether Whitehall won't after all second-guess the regionalpriorities, as with the 260 million [pounds sterling] Manchester Metrolink extensions which form a huge chunkof the North West priority list but which have already been rejected by Alistair Darling. And second,theexercise is being performed by regional strategic planning bodies that operate at a much larger spatial scale thanthe city-regions: the North West, for instance, contains no less than three such city-regions as defined in theNorthern Way strategy--or three somewhat different city-regions (plus one other) as defined in a new report forOffice of the Deputy Prime Minister from the Universities of Salford and Manchester, AFramework for CityRegions.Nonetheless, it's precisely since John Prescott's failed attempt to give such bodies democratic legitimacy, in theNorth East referendum, that the city-regionidea hassurfaced--clearly as an alternative to it. It's not entirely outof the question, although it would be exceedingly messy, to conceive of a new city-regional structure carved outof the present regional structure.So, on either side of the Atlantic, this may be a false dawn. It's certainly one that looks inchoate, untidy and atodds with existing formal structures of government. But perhaps that's symptomatic of a new postmodern (orpost-postmodern) style by which societies like ours run their affairs. Interestingly, similarinitiativesareemerging in France and Germany. Together, they could represent the beginnings of something significant.Sir Peter Hall is Professor of Planning and Regeneration in the Bartlett School of Planning, University CollegeLondon, and President of the TCPA. The views expressed here are his own.翻译内容：城市的共同点霍尔·彼得每当认真参与并研究这个国家的大事时长期存在的美国例外论就会反复出现在脑海里。

英文历年考题及翻译2009年5月71、Which of the following statement related to PMO is not correct?( )A、The specific form, function, and structure of a PMO is dependent upon the needs of the organization that it supports.B、One of the key features of a PMO is managing shared resources across all projects administered by the PMO.C、The PMO focuses on the specified project objectives.D、The PMO optimizes the use of shared organizational resources across all projects.【答案】C【解析】以下哪个与PMO相关的语句不正确?( )A、PMO的具体形式，功能和结构取决于需求组织。

B、PMO的一个关键特性是管理所有项目的共享资源。

C、PMO专注于指定的项目目标。

D、PMO优化所有项目中共享组织资源的使用。

72、The inputs of developing project management plan do not include( )A、project charterB、stakeholder management strategyC、project scope statementD、outputs from planning processes【答案】B【解析】制定项目管理计划的输入不包括( )。

A、项目章程B、利益相关者管理战略C、范围说明书D、规划过程的产出73、A project life cycle is a collection of generally sequential project(73)whose name and number are determined by the control needs of the organization or organizations involved in the project.The life cycle provides the basic(74)for managing the project, regardless of the specific work involved.(73)A、phases B、processes C、segments D、pieces(74)A、plan B、fraction C、main D、framework【答案】A, D【解析】项目生命周期通常是一个项目(73)顺序的集合，其名称和编号是由所涉及的组织或组织的控制需要决定的。

Chapter 1FoundationI. Decide whether the following statements are true(T) or false(F) according to the passage.1. T2. F3. F4. T5. F6. T7. F8. F9. F 10. TII. Professional terms translationstakeholder deliverablescope management integration managementproject manager schedule managementproject life cycle project managementcommunications management procurement managementIII. Fill in the blanks1. defining, planning, executing, closing2. temporary, unique3. execution.4. defining, controlling5. integration6. deliverables7. Project , Management, Body ,Knowledge.8. Time, cost, quality9. customer, satisfaction10. scopeIV. Match the following words or expressions with their meanings1.e2.d3.g4.h5.b6.i7.j8.c9.f 10.aV. The following sentences are given in a wrong order. Reorganize these sentences into a coherent paragraph.4——1——5——7——3——6——2VI. Paragraphs translation1.项目存在于各种类型的人类事业中。

TheBasicsofProjectManagement IntroductionProject management is the process of planning, organizing, and controlling resources and tasks to achieve specific project goals. The goal of project management is to ensure that the project is completed on time, within budget, and to the satisfaction of stakeholders. Effective project management requires a combination of technical, interpersonal, and leadership skills. This article provides an overview of the basics of project management.Project PlanningProject planning involves defining the project scope, objectives, and deliverables, as well as identifying the resources required to complete the project. A project plan is developed to outline the tasks that need to be completed, the timeline for completing those tasks, and the resources required for each task. It is important to involve stakeholders in the planning process to ensure that their needs and expectations are taken into account.Project ExecutionOnce the project plan has been developed and approved, the project can be executed. The project team is responsible for completing the tasks outlined in the project plan, and the project manager is responsible for ensuring that the project remains on track. Communication is key during this phase, as any issues or delays should be reported to stakeholders in a timely manner.Project Monitoring and ControlProject monitoring and control involves tracking the progress of the project and making any necessary adjustments to keep it on track. Performance metrics are used to measure progress and determine if the project is meeting its objectives. If the project is not meeting its objectives, corrective action may need to be taken. The project manager is responsible for identifying any issues and developing a plan to address them.Project ClosureThe final phase of project management is project closure. This involves closing out any open tasks, ensuring that all project deliverables have been completed, and conducting a final projectreview. The project team can identify lessons learned during the project and use these lessons to improve future projects.ConclusionEffective project management is critical for the success of any project. By following these basic steps, project managers can ensure that projects are completed on time, within budget, and to the satisfaction of stakeholders. While there are many different approaches to project management, the key is to find an approach that works for your organization and to continuously improve upon it.。