Critical path-Eng.
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人邮第四辑真题TEST 2 READING PART 3争取暑假出全中级,然后挑战高级的Critical PathWhen David Hayden realised his company was heading for trouble, he took drastic measures to get it back on trackDavid Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didn't understand the product or the sector,' says Hayden. The heads of department didn't communicate and they didn't lead.' But what was worse, Critical Path had lost the goodwill of its investors.Hayden knew that bringing the figures under control would be a vital step in the company's turnaround. 'You've got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn't have bad feelings about me. I told them that I knew I could get the company on its feet again.' He was authorised to make whatever changes were required, and his first act was to find peoplewithin the company he could trust and put them in charge.The next thing Hayden had to tackle was morale. 'Everyone left the office at five on the dot - they couldn't get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.' In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility.But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. 'A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,' is his message. 'Or if youoften have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.'By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. 'One thing that helped save us was that our technology worked,' says Hayden. 'With 20 million email accounts, we never lost a single major client because the product kept on working.' With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. 'It was time to go,' he says. 'I'm not a turnaround specialist. I prefer start-ups.'13 What event coincided with Critical Path becoming a public company?A Hayden became the Executive Director of Critical Path.B Investors hired a replacement team to run Critical Path.C Critical Path launched a successful new product on the market.D Critical Path was floated on the Stock Exchange at 24 cents per share.14 Which of the following situations did Hayden face at Critical Path in 2001?A The employees were worried about job security.B The investors were calling for changes to the company structure.C The management was misleading the staff about the company's position.D The board of directors did not realise the scale of the company's problems.15 One reason Hayden was able to turn Critical Path around was thatA he managed to find new investors.B the financial situation was not as bad as he had thought.C he had built up a good relationship with the management team.D he was given the support that he needed.16 What was Hayden's policy regarding the staff of Critical Path?A He paid overtime to everybody who worked outside office hours.B He reduced the workforce by operating an early retirement scheme.C He gave key staff the opportunity to help him set goals for the company.D He restored motivation by showing willingness to work alongside staff.17 According to Hayden, what could indicate that a business is in trouble?A problems keeping accounts up to dateB suppliers refusing to offer new credit termsC a frequent need to increase the amount borrowedD difficulties in getting payment from customers on time18 Hayden left Critical Path after he had rescued the company becauseA he wanted to develop the technology for a new internet service.B he wanted to concentrate on founding a new enterprise.C he had been offered a job with a major internet company.D he decided to go into partnership with a major client.这篇文章名为《Critical Path》,字面上理解是关键路径,但在此文中是指一个公司的名字。
critical的用法归纳一、Critical的基本含义和用法1. Critical作为形容词,最基本的含义是批评性的、挑剔的,表达对某事物或某人进行严格评判。
例如:The teacher gave me some critical feedback on my essay.(老师对我的文章给出了一些批评性的反馈。
)另外,critical还可以指某种临界状态或至关重要的事物。
2. Critical作为副词,意思是极其重要或决定性地。
例如:The medical team responded to the emergency in a critical manner.(医疗团队以至关重要的方式应对紧急情况。
)二、Critical在不同领域中的具体用法1. 学术研究领域:- 在学术论文中,critical review是指对文献、观点、理论等进行批判性分析和评价。
- Critical thinking是指通过深入观察和分析来推动创新思考和问题解决能力发展的能力。
- Critical theory是社会科学中一种批判性思考方法,通过关注权力结构和社会不平等来审查现有社会秩序。
2. 文学与艺术领域:- Critical response是指读者或观众对文学作品或艺术品的批评性回应。
- Critical analysis是对文学作品、电影、音乐等的深入分析和解释。
3. 商业与管理领域:- Critical path是项目管理中指定最关键、最重要任务的路径,即确定项目完成所需时间最长的路径。
- Critical success factors(CSF)是指实现组织战略目标所必不可少的关键因素。
4. 科技领域:- 在计算机科学中,critical section是一个代码块,在该代码块中任何时候只能被一个进程或线程访问,以保证数据同步和避免竞态条件。
三、Critical在日常生活中的运用1. 糖尿病治疗:对于患有糖尿病的人来说,血糖水平是至关重要的。
critical path解释关键路径是项目管理中用于确定项目最长时间和最短时间的一种方法。
关键路径是指在一个项目网络图中,连接所有项目活动的路径,其总持续时间是最长且没有浮动时间的路径。
具体来说,关键路径是指一个项目的所有关键活动以及这些关键活动之间的前后关系。
关键路径方法由二战期间的奥美赛特公司引入,并在1950年代得到了广泛的应用。
这种方法利用项目网络图来表达和计算项目活动的前后关系,能够帮助项目管理者确定项目的关键活动和关键路径,从而对项目的计划和进展进行有效的控制和管理。
关键路径方法的基本原理是通过构建项目网络图,分析项目活动之间的依赖关系和时间约束,找出能够对整个项目持续时间产生影响的关键活动,进而确定出关键路径。
在关键路径上的活动,其完成时间直接影响整个项目的完成时间。
若关键路径上的任何一个活动延误,整个项目的完成时间都会相应地延误。
关键路径方法的步骤如下:1.确定项目的活动清单:将项目的所有活动进行列举,并标识出它们之间的顺序及依赖关系。
2.创建项目网络图:根据项目的活动清单,构建项目网络图,其中活动用节点表示,节点之间的关系用箭头表示,箭头上标注活动的持续时间。
3.确定活动的前后关系:根据项目活动的依赖关系,确定每个活动的前驱活动和后继活动。
一个活动的后继活动是指它所依赖的前驱活动完成之后才能开始。
4.确定活动的持续时间:根据项目的资源和约束条件,估算每个活动的持续时间。
持续时间是指完成活动所需的时间。
5.计算项目的最早开始时间和最晚开始时间:从起始节点开始,根据活动的前后关系和持续时间,依次计算每个节点的最早开始时间和最晚开始时间。
最早开始时间是指一个活动在没有任何延误的情况下开始的最早时间,最晚开始时间是指一个活动在不影响整个项目完成时间的情况下开始的最晚时间。
6.计算项目的最早完成时间和最晚完成时间:从终止节点开始,根据活动的前后关系和持续时间,依次计算每个节点的最早完成时间和最晚完成时间。
关键路径计算简单例题英文回答:Problem: Calculate the critical path for a simple example.Given:Task A: Duration = 2 days.Task B: Duration = 3 days.Task C: Duration = 4 days.Task D: Duration = 2 days.Task E: Duration = 3 days.Flow of Activities:A precedesB and C.B precedes E.C precedes D.D precedes E.Solution:The critical path is the longest sequence of tasks that must be completed in order to complete the entire project. To calculate the critical path, we can use the following steps:1. Draw a project network diagram. This diagram will show the sequence of tasks and their dependencies.2. Find the early start time (ES) and early finish time (EF) for each task. The ES of a task is the earliest time at which it can start, considering the dependencies of its predecessors. The EF of a task is the earliest time atwhich it can finish, considering its duration and dependencies.3. Find the late start time (LS) and late finish time (LF) for each task. The LS of a task is the latest time at which it can start without delaying the project. The LF of a task is the latest time at which it can finish without delaying the project.4. The critical path is the sequence of tasks with the same ES and LF.In this example, the critical path is:A -> C -> D -> E.The total duration of the critical path is 11 days.中文回答:问题,计算一个简单示例的关键路径。
演讲critical pathCritical path是指项目中最长的路径,其决定了整个项目的完成时间。
在项目管理中,critical path是至关重要的概念,因为它有助于确定项目的最短时间和风险。
在演讲中,critical path也可以被应用。
演讲者可以将自己的演讲视为一个项目,并使用critical path来确定如何最有效地规划和实施演讲。
以下是一些关于如何使用critical path来规划演讲的建议:1. 确定目标:在开始规划演讲之前,必须明确目标。
这包括想要传达的信息、目标听众和期望的反应。
确定这些目标可以帮助演讲者更好地了解自己的任务,并使critical path更加明确。
2. 制定计划:一旦明确了目标,演讲者就可以开始制定计划。
这包括确定需要的资源、时间表和关键任务。
要确定critical path,必须确定哪些任务是关键的,必须按照严格的顺序完成,让演讲顺利进行。
这些任务有可能是创作演讲,收集数据和准备幻灯片等工作。
3. 识别风险:在规划过程中,演讲者还必须识别可能影响最终演讲的项目。
这些风险可能包括技术难度、场地限制、听众问题等。
了解这些风险可以帮助演讲者在必要时采取措施,确保演讲顺利完成。
4. 确定关键路径:一旦计划制定,演讲者就可以开始建立critical path。
这涉及到识别哪个任务需要最长时间,并确定执行这些任务的时间表。
在演讲中,这可能是准备幻灯片或熟悉演讲内容。
当critical path被确定后,就可以创建一个流程图,以确保所有任务被按照正确的顺序完成。
5. 监督进展:演讲者应该监督演讲的进展,以确保它在计划的时间内完成。
如果需要调整critical path来解决问题,演讲者应该及时地对计划进行调整,并确保整个演讲的质量和效果。
在演讲中使用critical path可以让演讲者更好地规划和组织演讲,从而改善演讲的质量和效果。
虽然这需要一些额外的时间和努力,但这是值得的,因为一个完美的演讲可以带来巨大的回报。
UnconstrainedPaths解决办法⽤TimeQuest对DAC7512控制器进⾏时序分析在对某个对象下时序约束的时候,⾸先要能正确识别它,TimeQuest 会对设计中各组成部分根据属性进⾏归类,我们在下时序约束的时候,可以通过命令查找对应类别的某个对象。
TimeQuest对设计中各组成部分的归类主要有cells,pins,nets和ports ⼏种。
寄存器,门电路等为cells;设计的输⼊输出端⼝为ports;寄存器,门电路等的输⼊输出引脚为pins;ports和pins之间的连线为nets。
具体可以参照下图(此图出⾃Altera Time Quest的使⽤说明)。
下⾯我们按照本⽂第⼆部分⽤TimeQuest做时序分析的基本操作流程所描述的流程对DAC7512控制器进⾏时序分析。
建⽴和预编译项⽬的部分相对简单,涉及到的也只是QuartusII的⼀些基本操作,这⾥我们就不再做具体的叙述。
主要介绍如何向项⽬中添加时序约束和如何进⾏时序验证。
⾸先建⽴⼀个名称与项⽬top层名字⼀致的sdc⽂件,然后按照下⾯的步骤添加时序约束。
1. 创建时钟添加时序约束的第⼀步就是创建时钟。
为了确保STA结果的准确性,必须定义设计中所有的时钟,并指定时钟所有相关参数。
TimeQuest⽀持下⾯的时钟类型:a) 基准时钟(Base clocks)b) 虚拟时钟(Virtual clocks)c) 多频率时钟(Multifrequency clocks)d) ⽣成时钟(Generated clocks)我们在添加时序约束的时候,⾸先创建时钟的原因是后⾯其它的时序约束都要参考相关的时钟的。
基准时钟:基准时钟是输⼊到FPGA中的原始输⼊时钟。
与PLLs输出的时钟不同,基准时钟⼀般是由⽚外晶振产⽣的。
定义基准时钟的原因是其他⽣成时钟和时序约束通常都以基准时钟为参照。
很明显,在DAC7512控制器中,CLK_IN是基准时钟。
前言在制程进入深次微米世代之后,晶片(IC)设计的高复杂度及系统单晶片(SOC)设计方式兴起。
此一趋势使得如何确保IC品质成为今日所有设计从业人员不得不面临之重大课题。
静态时序分析(Static Timing Analysis简称STA)经由完整的分析方式判断IC是否能够在使用者指定的时序下正常工作,对确保IC 品质之课题,提供一个不错的解决方案。
在「静态时序分析(Static Timing Analysis)基础及应用(上)」一文中笔者以简单叙述及图例说明的方式,对STA的基础概念做了详尽的说明。
接下来,就让我们藉由实际设计范例来了解STA在设计流程的应用。
设计范例说明设计范例为一个32bit x 32bit的Pipeline乘法器,其架构如图一所示。
Pipeline共分3级,电路之输出输入端皆有暂存器储存运算数值。
图一依据Cell-based设计的方式,首先以硬体描述语言设计图一之电路。
接下来实作此电路,进行合成(Synthesis)及布局与绕线(P&R)。
并在实作的各步骤后进行静态时序分析,确认时序规格是否满足。
实作及验证所用到的软体及设计资料库如下所示:l 合成:Synopsys? Design Compilerl 布局与绕线:Synopsys? Astrol 设计资料库:Artisan? 0.18um Cell Library在接下来的文章中,各位将会看到静态时序分析在实作过程中的应用。
藉由实际产生的数据了解在不同实做步骤上时序分析的差异。
时序限制(Timing Constraint)要作静态时序分析,首先要有时序限制。
此设计范例的时序限制如下所述。
(后为设定时序限制之SDC 指令)1 时脉规格(Clock Specification)1.1 周期:6nscreate_clock -name "MY_CLOCK" -period 6 -waveform {0 3} [get_ports {clk}]1.2 Source Latency:1nsset_clock_latency -source 1 [get_clocks {MY_CLOCK}]1.3 Network Latency:1nsset_clock_latency 1 [get_clocks {MY_CLOCK}]1.4 Skew:0.5nsset_clock_uncertainty 0.5 [get_clocks {MY_CLOCK}]2 周边状况(Boundary Condition)2.1 输入延迟(Input Delay):1.2nsset allin_except_CLK [remove_from_collection [all_inputs] [get_ports clk] ]set_input_delay $I_DELAY -clock MY_CLOCK $allin_except_CLK2.2 输出延迟(Output Delay):1.2nsset_output_delay $O_DELAY -clock MY_CLOCK [all_outputs]2.3 输出负载(Output Loading):0.5pFset_load $O_LOAD 0.5 [all_outputs]3 时序例外(Timing Exception):无合成软体之时序报告当Synopsys? Design Compiler将电路合成完毕后,执行下面指令可以产生时序报告:report_timing -path full -delay max -max_paths 10 -input_pins-nets -transition_time -capacitance > timing_syn.txt时序报告会储存在timing_syn.txt此档案中。
关键路径法(CriticalPathMethod,CPM)1、活动节点描述及计算公式通过分析项⽬过程中哪个活动序列进度安排的总时差最少来预测项⽬⼯期的⽹络分析。
产⽣⽬的:为了解决,在庞⼤⽽复杂的项⽬中,如何合理⽽有效地组织⼈⼒、物⼒和财⼒,使之在有限资源下以最短的时间和最低的成本费⽤下完成整个项⽬。
关键路径是相对的,也可以是变化的。
关键路径可以有多条,关键路径上的活动时差为0。
活动节点图如下:ES:最早开始时间(Earliest Start),是指某项活动能够开始的最早时间,只决定于项⽬计划,只要计划的条件满⾜了就可以开始的时间。
EF:最早结束时间(Earliest Finish),是指某项活动能够完成的最早时间。
其中EF = ES+DU, DU为活动持续时间,顺推法先知道开始时间。
LF:最迟结束时间(Latest Finish),是指为了使项⽬在要求完⼯时间内完成,某项活动必须完成的最迟时间。
往往决定于相关⽅(客户或管理层)的限制。
LS:最迟开始时间(Latest Start),是指为了使项⽬在要求完⼯时间内完成,某项活动必须开始的最迟时间。
其中LS = LF -DU,DU为持续时间,逆推法先知道结束时间。
顺推法:1、任⼀活动的最早开始时间,等于所有前置活动的最早结束时间的最⼤者;2、任⼀活动的最早结束时间,等于该活动的最早开始时间 + 该活动⼯期 ;3、没有前置活动的,ES等于项⽬的开始时间。
EF = ES + DU逆推法:从⽹络图右侧开始,为每项活动制定最迟开始和最迟结束时间,进⾏到⽹络图开始(最左边)。
1、任⼀活动的最迟结束时间,等于所有后续活动的最迟开始时间的最⼩者;2、任⼀活动的最迟开始时间,等于该活动的最迟结束时间 - 该活动⼯期 ;3、没有后续活动的,LF等于项⽬的结束时间或者规定的时间。
LS = LF - DU总浮动时间:TF = LF – EF 或者 LS- ES,活动在TF之间推迟不影响总⼯期(注意如果超出该TF,则关键路径将发⽣变化),TF为0的路径为CP(关键路径)⾃由时差FF = 紧后ES - EF,活动在FF内推迟不影响紧后活动。
perfetto critical path 解析-回复Perfetto是一个用于采集、存储和分析系统性能数据的工具套件。
它可以帮助开发人员和系统工程师识别和解决应用程序和系统性能问题。
其中一个重要的功能是Perfetto critical path(关键路径)解析,它可以提供关键性能指标,帮助开发人员找到应用程序中性能的瓶颈所在。
Perfetto critical path 解析是通过识别系统中的关键事件来帮助开发人员分析和优化应用程序的性能。
在一次完整的执行中,关键路径是指通过系统的所有元件和处理步骤,以实现特定任务所需的最长时间。
因此,了解关键路径是优化应用程序性能的关键。
Perfetto提供了许多工具和功能来帮助开发人员分析和理解关键路径。
下面将介绍Perfetto critical path 解析的详细步骤:1. 安装和配置Perfetto:首先,您需要在系统上安装和配置Perfetto。
Perfetto支持Linux、Android和Chrome OS等操作系统。
您可以从Perfetto的官方网站下载并安装相应的工具。
2. 开始数据采集:在进行关键路径解析之前,您需要先启动数据采集。
Perfetto提供了一个命令行界面,您可以使用该界面来配置和启动数据采集。
您可以选择记录全部系统事件,或者只记录您感兴趣的特定事件。
3. 收集数据:一旦数据采集已经启动,Perfetto会收集系统执行期间的事件数据。
这些事件数据将被保存在一个称为"trace"的文件中。
您可以使用该文件来进行后续的关键路径解析。
4. 解析关键路径:在收集到足够的数据后,您可以使用Perfetto的解析工具来分析关键路径。
Perfetto提供了一个图形用户界面(GUI)和命令行界面(CLI)来解析和可视化关键路径。
5. 可视化性能瓶颈:Perfetto通过图形可视化方式展示关键路径的结果。
您可以看到系统中哪些组件和操作消耗了大量的时间,从而导致性能瓶颈。
关键路径(CriticalPath)引⼊拓扑排序主要是为解决⼀个⼯程能否顺序进⾏的问题,但有时还需要解决⼯程完成需要的最短时间问题。
这时仅仅是拓扑排序是不够的。
通过拓扑排序,可以有效地分析出⼀个有向图是否存在环;若不存在,那它的拓扑排序是什么?另⼀⽅⾯,利⽤求关键路径的算法,可以得到完成⼯程的最短⼯期及关键活动有哪些。
(摘⾃《⼤话数据结构》)定义事件:开始XX事情 | 完成XX事情活动:做XX事情源点:某流程的开始汇点:某流程的结束AOE⽹:在⼀个表⽰⼯程的带权有向图中,⽤顶点表⽰事件,⽤有向边表⽰活动,⽤边上的权值表⽰活动的持续时间,这种有向图的边表⽰活动的⽹,我们称之为AOE⽹(Activity On Edge Network)。
把路径上各个活动所持续的时间之和称为路径长度,从源点到汇点具有最⼤长度的路径叫关键路径,在关键路径上的活动叫关键活动。
(摘⾃《⼤话数据结构》)事件是⼀个点,活动是⼀条线。
举例以炒⼀盘⾁作为⽰例:将炒⼀盘⾁⽐作⼀个⼯程。
⼀位⼤⼈负责厨房的事情,⼀位⼩孩负责从院⼦⾥摘菜并送到厨房。
⼩孩从院⼦⾥摘菜并送到厨房需要1.5分钟。
⼤⼈准备⾁需要7分钟;准备菜需要1.5分钟;炒⾁需要2分钟;炒菜需要1分钟。
问题:这项⼯程的最短时间为多少?显然,该⼯程的流程不是这样:摘菜送到厨房(1.5分钟)->准备⾁(7分钟)->准备菜(1.5分钟)->炒⾁(2分钟)->炒菜(1分钟),共13分钟。
因为⼩孩摘菜的同时⼤⼈可以准备⾁;在炒⾁的后⾯阶段可以将菜放⼊锅⾥⼀起炒,这也符合⽇常实践。
⽽准备菜这个活动⼜受到“摘菜并送到厨房”和“准备⾁”这两个活动的制约:先有菜才能对菜进⾏处理!先处理好⾁才能处理菜吧,厨房⾥只有⼀个⼈。
⽤前⾯的“事件”、“活动”、“源点”和“汇点”来表⽰这个⼯程。
源点:开始准备⾁/开始摘菜送到厨房汇点:完成炒菜/完成炒⾁事件:开始摘菜并送到厨房>完成摘菜并送到厨房开始准备⾁>完成准备⾁开始准备菜>完成准备菜开始炒⾁>完成炒⾁开始炒菜>完成炒菜约束条件:“完成准备⾁”和“完成摘菜并送到厨房”才能“开始准备菜”。
项目范围管理基准计划(baseline)概念开发(conceptual development)配置管理(configuration management)控制系统(control system)成本控制账户(cost control accounts)成本加成合同(cost-plus contracts)可交付成果(deliverable)里程碑(milestone)组织分解结构(organization breakdown structure, OBS)项目收尾(project closeout)项目范围(project scope)责任分配矩阵(responsibility assignment matrix, RAM)范围基准计划(scope baseline)范围蔓延(scope creep)范围管理(scope management)范围报告(scope reporting)范围说明(scope statement)工作说明书(statement of work, SOW)总承包合同(turnkey contracts)工作分解结构代号(WBS codes)工作授权(work authorization)工作分解结构(work breakdown structure, WBS)工作包(work package)项目风险管理可能性和后果分析(analysis of probability and consequences)变更管理(change management)商业风险(commercial risk)应急储备金(contingency reserves)合约/法律风险(contractual/legal risk)控制和文档化(control and documentation)交叉培训(cross-training)执行风险(execution risk)财务风险(financial risk)固定总价合同(fixed-price contract)违约赔偿金(liquidated damage)管理应急金(managerial contingency)指导(mentoring)项目风险(project risk)项目风险分析和管理(project risk analysis and management, PRAM) 风险识别(risk identification)风险管理(risk management)风险缓解策略(risk mitigation strategies)任务应急金(task contingency)技术风险(technical risk)项目团队的建设、冲突和谈判可接近性(accessibility)中止(adjourning)管理上的冲突(administrative conflict)凝聚力(cohesiveness)冲突(conflict)跨职能合作(cross-functional cooperation) 差异化(differentiation)成立阶段(forming stage)挫败(frustration)基于目标的冲突(goal-oriented conflict)互动(interaction)相互依赖(interdependencies)个人之间的冲突(interpersonal conflict)谈判(negotiation)规范化阶段(norming stage)目标(orientation)结果(outcome)实施阶段(performing stage)物理位置上的接近(physical proximity)原则性谈判(principled negotiation)社会心理结果(psychosocial outcomes)中断平衡(punctuated equilibrium)冲突风暴(storming)最高目标(superordinate goals)任务结果(task outcomes)团队建设(team building)信任(trust)虚拟团队(virtual teams)成本估算和预算基于活动的估算(ABC, activity-based costing)自下而上的预算(bottom-up budgeting)应急费用预算(budget contingency)成本估算(cost estimation)赶工(crashing)最终估算(definitive estimates)直接成本(direct costs)加速成本(expedited costs)可行性估算(feasibility estimates)固定成本(fixed costs)间接成本(indirect costs)学习曲线(learning curve)一次性成本(nonrecurring costs)正常成本(normal costs)参数估算(parametric estimation)项目预算(project budget)经常性成本(recurring costs)分阶段预算(time-phased budget)自上而下的预算(top-down budgeting)变动成本(variable costs)项目进度计划:网络、历时估计和关键路径活动,也称任务(activity, or task)双代号网络图法(activity-on-arrow)单代号网络图法(activity-on-node)箭线(Arrow)逆推法(backward pass)β分布(beta distribution)发散活动(burst activity)并行活动(concurrent activities)置信区间(confidence interval)赶工(crashing)关键路径(critical path)关键路径法critical path method ()历时估计(duration estimation)最早开始时间(early start date, ES)事件(event)浮动时差(float, or slack)正推法(forward pass)集合活动(hammock activities)阶梯化活动(laddering activities)最晚开始时间(late start date)汇聚活动(merge activities)网络图(network diagram)节点(node)排好序的活动(ordered activities)路径(path)前置活动(predecessors)计划评审技术(program evaluation and review technique) 项目网络图(project network diagram, PND)项目计划编制(project planning)有限资源进度计划(resource-limited schedule)范围(scope)串行活动(serial activities)后续活动(successors)任务(task)工作分解结构(work breakdown structure)工作包(work package)项目进度计划:滞后、赶工和活动网络活动(也称任务)(activity,也称task)双代号网络图(activity-on-arrow, AOA)单代号网络图(activity-on-node, AON)箭线(Arrow)逆推法(backward pass)赶工(crashing)关键路径(critical path)虚活动(dummy activities)最早开始时间(early start date, ES)事件(event)浮动时差(float, or slack)正推法(forward pass)甘特图(Gantt chart)滞后(lag)最晚开始时间(late start date)汇聚(merge)节点(node)计划评审技术(Program Evaluation and Review Technique, PERT)串行活动(serial activities)后续活动(successors)任务(task,见activity)关键链项目进度计划能力约束缓冲(capacity constraint buffer, CCB)中心极限理论(central limits theorem)普通原因偏差(common cause variation)关键链(critical chain)关键链项目管理(critical chain project management, CCPM)鼓点(drum)鼓点缓冲(drum buffers)多任务处理(multitasking)消极偏差(negative variation)积极偏差(positive variation)特殊原因偏差(special cause variation)学生综合症(student syndrome)约束理论(theory of constraints, TOC)资源管理平衡试探法(leveling heuristics)混合约束型项目(mixed-constraint project)物质约束(physical constraints)资源约束型项目(resource- constrained project)资源约束(resource constraints)资源平衡(resource leveling)资源负载(resource loading)资源负载图(resource-loading charts)资源负载表(resource-loading table)平滑(smoothing)分割活动(splitting activities)时间约束型项目(time-constrained project)项目评估和控制已完成工作实际成本(actual cost of work performed, AC)完工预算(budgeted cost at completion, BAC)控制循环(control cycle)成本绩效指数(cost performance index, CPI)挣值(earned value, EV)挣值管理(earned value management, EVM)里程碑(milestone)计划值(planned value, PV)项目基准计划(project baseline)项目控制(project control)项目S曲线(project S-curve)进度绩效指数(schedule performance index, SPI)进度偏差(schedule variance)跟踪甘特图(tracking Gantt charts)项目收尾和中止仲裁(arbitration)建造-经营-转让(build, operate, transfer, BOT)建造-拥有-经营-转让(build, own, operate, transfer, BOOT)默认索赔(default claims)争议(disputes)提前终止(early termination)特惠索赔(ex-gratia claims)经验教训(lessons learned)自然终止(natural termination)私人主动融资(private finance initiatives, PFIs)项目终止(project termination)附加式终止(termination by addition)绝对式终止(termination by extinction)集成式终止(termination by integration)自灭式终止(termination by starvation)非自然终止(unnatural termination)。
国际工程合同管理必识100关键词英文解释activity - In CPM (Critical Path Method) scheduling, a task or item of work required to complete a project.activity duration - In CPM (Critical Path Method) scheduling, the estimated time required to complete an activity.addendum, addenda (pl.) - Alteration or clarification of the plans or specifications provided to the bidder by the owner or by the owner's representative prior to bid time. An addendum becomes part of the contract documents when the contract is executed.a dvertisement for bids - The published, public notice soliciting bids for construction. Usually, it is required by law that the advertisement be published in newspapers of general circulation in the area, when public funds are to be used for construction.agent - A person authorized by another person to act on the first person's behalf. An architect is frequently the owner's agent.agreement - (1) A meeting of the minds. (2) A promise to perform, between signatories of a document. (3) In construction, the specific documents setting forth the terms of the contracts between architect, owner, engineer, construction manager, contractor, and others.allowance - (1) In bidding, an amount budgeted for an item for which no exact dollar amount is available. (2) A contingency for unforeseen costs. (3) The classification of connected parts or members according to their tightness or looseness.alternate bid - An amount stated in a bid which can be added or deducted by an owner if the defined changes are made to the plans or specifications of the base bid.arbitration - A method of settling disputes between parties of a contract by presenting information to recognized authorities. Parties agree in advance to binding arbitration of disputes, either as a clause in the contract or at the occurrence of a dispute. This method of avoiding litigation can save both time and money.base bid - The amount of money stated in the bid as the sum for which bidder offers to perform the work described in the bidding documents, prior to adjustments for alternate bids which have been submitted.bid - A complete and properly signed proposal to do the work or designated portion thereof for the amount or amounts stipulated therein. A bid is submitted in accordance with the bidding documents.- bid bond A form of bid security executed by the bidder or principal and by a surety to guarantee that the bidder will enter into a contract within a specified time and furnish anyrequired performance bond, and labor and material payment bond. C- bid date The date established by the owner or the architect for receipt of bids.- bid form - A form, furnished to the bidder, on which to submit his bid.- bid opening - The opening and tabulation of bids submitted within the prescribed bid time and in conformity with the prescribed procedures. Bid opening is preferable to bid letting.bidding documents - The advertisement or invitation to bid, instructions to bidders, the bid form, other sample bidding and contract forms, and the proposed contract documents, including any addenda issued prior to receipt of bids.bidding period - The calendar period beginning at the time of issuance of bidding documents and ending at the prescribed bid time.bonding company - A firm providing a surety bond for work to be performed by a contractor payable to the owner in case of default of the contractor. The bond can be for work performance or for payment for materials and labor.building code - The legal minimum requirements established or adopted by a governmental unit pertaining to the design and construction of buildings.business agent - An official of a trade union who represents the union in negotiations and disputes and checks jobs for compliance with union regulations and union contracts.change order - A written order to a contractor with the necessary signatures to make it a legal document and authorizing a change from the original plans, specifications, or other contract documents, as well as a change in the cost.changes in the work - Changes to the original design, specifications, or scope of work requested by the owner. All changes in the work should be documented on change orders.clarification drawing - An illustration, provided by an architect or engineer, to explain in more detail some area or item on the contract documents, or as part of a job change order or modification.clerk of the works - A representative of the architect or owner who oversees construction, handles administrative matters, and ensures that construction is in accordance with the contract documents.closed list of bidders - A list of contractors that have been approved by the architect and owner as the only ones from whom bid prices will be accepted.closed specifications - Specifications stipulating the use of specific or proprietary products or processes without provision for substitution.completion date - The date certified by the architect when the work in a building, or a designated portion thereof, is sufficiently complete, in accordance with the contract documents, so that the owner can occupy the work or designated portion thereof for the use for which it is intended.completion list - The final list of items of work to be completed or corrected by the contractor. Sometimes called a "punch list".comprehensive general liability insurance - A broad form of liability insurance covering claims for bodily injury and property damage which combines under one policy coverage for all liability exposures (except those specifically excluded) on a blanket basis and automatically covers new and unknown hazards that may develop. Comprehensive general liability insurance automatically includes contractual liability coverage for certain types of contracts. Products liability, completed operations liability and broader contractual liability coverage are available on an optional basis. This policy may also be written to include automobile liability.construction documents - Drawings and specifications setting forth in detail the requirements for the construction of a project.contingent agreement - An agreement, generally between an owner and an architect, in which some portion of the architect's compensation is contingent upon the owner's obtaining funds for the project (such as by successful referendum, sale of bonds, or securing of other financing), or upon some other specially prescribed condition.contract documents - (1) The owner-contractor agreement. (2) The conditions of the contract (general, supplementary, and other conditions). (3) The drawings. (4) The specifications. (5) All addenda issued prior to, and all modifications issued after, execution of the contract. (6) Any items that may be specifically stipulated as being included in the contract documents.damages - Usually, per diem amounts specified in a contract and payable only when incurred loss can be proved to have resulted from a contractor's delays or breach of contract.date of agreement - The date shown on the face of an agreement, or the date the agreement is signed. It is usually the date of the award.date of commencement of the work - The date established in the notice to proceed or, in the absence of such notice, the date of the agreement or such other date as may be established therein or by the parties thereto.date of substantial completion - The date certified by the architect when the work or a designated portion thereof is sufficiently complete, in accordance with the contract documents, so that the owner may occupy the work or designated portion thereof for the use for which it is intended.early finish - In CPM (Critical Path Method) terms, the first day on which no work is to be done for an activity, assuming work began on its early start time.early start - In CPM (Critical Path Method) terms, the first day of a project on which work on an activity can begin if all preceding activities are completed as early as possible.employer's liability insurance - Insurance that protects an employer from his employees' claims for damages resulting from sickness or injury sustained during their course of work and based on negligence of common law rather than on liability under workmen's compensation.errors and omissions insurance - Professional liability insurance protecting architects or engineers from claims for damages which may result from alleged professional negligence.extended coverage insurance - Work-site insurance (included in property insurance) against loss or damage caused by wind, hail, riot, civil commotion, aircraft, land vehicles, smoke, and explosion (except steam boiler explosion).extra work - Any work, desired or performed, but not included in the original contract.feasibility study - A thorough study of a proposed construction project to evaluate its economic, financial, technical, functional, environmental, and cultural advisability.final acceptance - The formal acceptance of a contractor's completed construction project by the owner, upon notification from an architect that the job fulfills the contract requirements. Final acceptance is often accompanied by a final payment agreed upon in the contract.final completion - A term denoting that the work has been completed in accordance with the terms and conditions of the Contract Documents.final payment - The payment an owner awards to the contractor upon receipt of the final certificate for payment from the architect. Final payment usually covers the whole unpaid balance agreed to in the contract sum, plus or minus amounts altered by change orders.force account - A term for any work ordered on a construction project without an earlier agreement on its lump sum or unit price cost and performed with the understanding that the contractor will bill the owner according to the cost of labor, materials, equipment, insurance, and taxes plus a certain percentage for overhead and profit.general conditions - The portion of the contract documents in which the rights, responsibilities, and relationships of the involved parties are itemized.general contract - In a single-contract system, the documented agreement between the owner and the general contractor for all the construction for the entire job.general contractor - For an inclusive construction project, the primary contractor who oversees and is responsible for all the work performed on the site, and to whom any subcontractors on the same job are responsible.general foreman - The general contractor's on-site representative, often referred to as the "superintendent" on large construction projects. It is the responsibility of the general to coordinate the work of various trades and to oversee all labor performed at the site.guarantee - A legally enforceable assurance of quality or performance of a product or work, or of the duration of satisfactory performance. Also called "guaranty" and/or "warranty".guaranteed maximum cost - The maximum amount above which an owner and contractor agree that cost for work performed (as calculated on the basis of labor, materials, overhead, and profit) will not escalate.guaranty bond - Each of the four following bonds are types of guaranty bonds: (1) bid bond, (2) labor and material payment bond, (3) performance bond, and (4) surety bond.hold harmless - A clause of indemnification by which an insurance carrier agrees to assume his client's contractual obligation and to assume responsibility in certain situations which otherwise might be the obligation of the other party to the contract.insurance - A contractual obligation by which one person or entity agrees to secure another against loss or damage from specified liabilities for premiums paid.- professional liability - Insurance coverage for the insured professional's legal liability for claims for damages sustained by others allegedly as a result of negligent acts, errors, or omissions in the performance of professional services.- workers' compensation- Insurance covering the liability of an employer to employees for compensation and other benefits required by worker's compensation laws with respect to injury, sickness, disease, or death arising from their employment. Also still known in some jurisdictions as "workmen's compensation insurance".invitation to bid - A portion of the bidding documents soliciting bids for a construction project.labor and material payment bond - A contractor's bond in which a surety guarantees to the owner that the contractor will pay for labor and materials used in the performance of the contract. The claimants under the bond are defined as those having direct contracts with thecontractor or any subcontractor. A labor and material payment bond is sometimes referred to as a payment bond.latent defect - A defect in materials or equipment that could not have been discovered under reasonably careful observation. A latent defect is distinguished from a patent defect, which may be discovered by reasonable observation.latest finish date - In the CPM (Critical Path Method) of scheduling, a completion deadline for a particular activity. Work performed after this deadline will result in project delay.latest start date - In the CPM (Critical Path Method) of scheduling, the deadline for starting a particular activity. A late start will throw off the schedule and delay the project.letter of intent - A letter signifying an intention to enter into a formal agreement, usually setting forth the general terms of the agreement.licensed contractor - A person or entity certified by a governmental authority, where required by law, to engage in construction contracting.l owest responsive bid - The lowest bid that is responsive to and complies with the requirements of the bidding documents.maintenance bond - A contractor's bond in which a surety guarantees to the owner that defects of workmanship and materials will be rectified for a given period of time. A one-year bond is commonly included in the performance bond.maintenance period - The period after completion of a contract during which a contractor is obligated to repair any defects in workmanship and materials that may become evident.mechanic's lien - A lien on real property, created by statute in all states, in favor of persons supplying labor or materials for a building or structure for the value of labor or materials supplied by them. In some jurisdictions a mechanic's lien also exists for the value of professional services. Clear title to the property cannot be obtained until the claim for the labor, materials, or professional services is settled.negligence - Failure to exercise due care under the circumstances. Legal liability for the consequences of an act or omission frequently depends upon whether or not there has been negligence.network - In CPM (Critical Path Method) terminology, a graphic representation of activities showing their interrelationships.notice to bidders - A notice contained in the bidding documents informing prospective bidders of the opportunity to submit bids on a project and setting forth the procedures for doing so.notice to proceed - Written communication issued by the owner to the contractor authorizing the work to proceed and establishing the date of commencement of the work.open bidding - A bidding procedure wherein bids or tenders are submitted by and received from all interested contractors, rather than from a select list of bidders privately invited to compete.partial occupancy - Occupancy by the owner of a portion of a project prior to final completion.penal sum - The amount named on a contract or bond as the penalty to be paid by a signatory thereto in the event that the contractual obligations are not performed.performance bond - (1) A guarantee that a contractor will perform a job according to the terms of the contract, or the bond will be forfeited. (2) A bond of the contractor in which a surety guarantees to the owner that the work will be performed in accordance with the contract documents. Except where prohibited by statute, the performance bond is frequently combined with the labor and material payment bond.principal-in-charge - The architect or engineer in a professional practice firm charged with the responsibility for the firm's services in connection with a given project.professional liability insurance - Insurance coverage for the insured professional's legal liability for claims for damages sustained by others, allegedly as a result of negligent acts, errors, or omissions, in the performance of professional services.project manager - A term frequently used to identify the individual designated by the principal-in-charge to manage the firm's services related to a given project. Normally, these services include administrative responsibilities as well as technical responsibilities.quality control - A system of procedures and standards by which a constructor, product manufacturer, material processor, or the like, monitors the properties of the finished work.record drawings - Construction drawings revised to show significant changes made during the construction process, usually based on marked-up prints, drawings, and other data furnished by the contractor to the architect. Record drawings are preferable to as-built drawings.resident engineer - An engineer employed by the owner to represent the owner's interests at the project site during the construction phase. The term is frequently used on projects in which a governmental agency is involved.retention - A percentage, usually 10%, withheld from a periodic payment to a contractor, in accordance with the owner-contractor agreement, for work completed. The retention is held until all terms of the contract have been fulfilled.schedule of values - A statement furnished by the contractor to the architect reflecting the portions of the contract sum allocated to the various portions of the work and used as the basis for reviewing the contractor's applications for payment.schematic design phase, schematic drawing - The phase of the architect's services in which the architect consults with the owner to ascertain the requirements of the project and prepares schematic design studies, consisting of drawings and other documents illustrating the scale and relationship of the project components to the owner. The architect also submits to the owner a statement of probable construction cost based on current area, volume, or other unit costs.sealed bid - A bid, based on contract documents, that is submitted sealed for opening at a designated time and place.shop drawings - Drawings, diagrams, schedules, and other data specially prepared for the work by the contractor or any subcontractor, manufacturer, supplier, or distributor to illustrate some portion of the work.special conditions - A section of the conditions of the contract, other than general conditions and supplementary conditions, which may be prepared to describe conditions unique to a particular project.specifications - A part of the contract documents contained in the project manual consisting of written requirements for materials, equipment, construction systems, standards, and workmanship. Under the Uniform Construction Index, the specifications comprise sixteen divisions.subsurface investigation - The soil boring and sampling program, together with the associated laboratory tests, necessary to establish subsurface profiles and the relative strengths, compressibility, and other characteristics of the various strata encountered within depths likely to have an influence on the design of the project. Sometimes called "geotechnical investigation". Preferable to soil survey.superintendent - The contractor's representative at the site who is responsible for continuous field supervision, coordination, completion of the work, and, unless another person isdesignated in writing by the contractor to the owner and the architect, for the prevention of accidents.surety - A person or entity who promises in writing to make good the debt or default of another.surety bond - A legal instrument under which one party agrees to answer to another party for the debt, default, or failure to perform of a third party.survey - (1) To do boundary, topographic, and/or utility mapping of the site. (2) To measure an existing building. (3) To analyze a building for the use of space. (4) To determine the owner's requirements for a project. (5) To investigate and report on required data for a project.test pit - An excavation made to examine the subsurface conditions on a potential construction site. Also, a pit excavated to inspect the condition of existing foundations.time - Term defined in reference to a construction contract as time limits or periods stated in the contract. A provision in a construction contract that "time is of the essence of the contract" signifies that the parties consider punctual performance within the time limits or periods in the contract to be a vital part of the performance. Failure to perform on time is a breach for which the injured party is entitled to damages in the amount of loss sustained.unbalanced bid - A contractor's bid based on increased unit costs for tasks to be performed early and decreased unit costs for later tasks. The unbalanced bid is used in an attempt to get money early to finance later parts of the job.value engineering - A process of reviewing plans and specifications for the purpose of reducing the final cost without changing the intended utility or overall appearance.zoning (BOCA) - The reservation of certain specified areas within a community or city for buildings and structures, or of use of land, for certain purposes with other limitations, such as height, lot coverage, and other stipulated requirements.。
criticalpath methodCritical Path Method (CPM) 是一种项目管理技术,主要用于计划和控制项目的进度。
它通过确定项目中关键路径的活动,来预测和控制项目的总持续时间。
关键路径上的活动对项目的完成时间有直接影响,因此,必须按照规定的时间表进行。
CPM 的主要步骤包括:确定项目目标:明确项目的目标,以及实现这些目标所需的活动。
绘制网络图:根据活动之间的逻辑关系,绘制出项目的网络图。
网络图是一个包含所有活动及其相互关系的图表。
确定关键路径:关键路径是从项目开始到结束的一系列活动,这些活动的总时间是项目的总持续时间。
关键路径上的活动不能延误,否则会影响整个项目的完成时间。
制定项目计划:基于关键路径和其他非关键路径的活动,制定项目计划。
项目计划应包括每个活动的开始和结束时间,以及必要的资源和预算。
监控和控制项目进度:根据项目计划,监控和控制项目进度。
如果关键路径上的活动发生延误,需要重新评估整个项目计划。
调整项目计划:在项目执行过程中,可能需要对项目计划进行调整。
这通常是由于关键路径上的活动延误或其他未预见的问题。
CPM 的优点包括:资源优化:通过识别关键路径上的活动,可以更有效地分配资源。
预测和控制:CPM 可以预测项目的总持续时间,并在项目执行过程中进行有效的控制。
风险管理:通过识别关键路径,可以预见潜在的问题并采取措施防止或减轻风险。
然而,CPM 也有一些局限性。
例如,它主要关注时间管理,而可能忽略其他重要的项目管理要素,如成本、质量和风险。
此外,确定关键路径的主观性也可能影响结果的准确性。