项目管理《项目管理词典》

项目管理的名词解释1、横道图：一种表示计划信息的图形;在典型的横道图中,活动和其他项目要素的名称从上向下列在图的左边,时间刻度表显示在顶部,活动历时用对应时标轴的横道条表示;横道图也称甘特图：Bar Chart2、完工预算Budget At Completion BAC：估算项目完成时的全部成本;已完成工作预算成本Budgeted Cost of Work Performed国内常使用实现投资额：在规定时间范围内通常是项目目前日期所有完成的活动或活动的一部分批准的成本估算的总和包括任何管理成本分摊;参考挣值;3、计划工作预算成本Budgeted Cost of Work Scheduled或计划投资额：在规定时间范围内通常是项目目前日期,所有计划执行的活动或活动的一部分的批准的成本预算总和;参考挣值法;4、沟通计划编制：Comunications Planning确定项目干系人对信息和沟通的需要;5、要素Component：组成部分,一个元素6、约束Constraint：影响项目绩效的适当的限制;影响活动进度安排的任何因素;7、应急计划编制Contingency Planning：编制一个管理计划,确定当特定风险发生时,用于保证项目成功所采用的替代策略;8、合同Contract：合同是规定卖方履行提供指定产品和买方履行支付义务的双方相互约束的协议;合同通常概括为以下三大类：l 固定总价合同或总价合同：这类合同包含明确定义的产品的固定总价格,也包括为满足或超过既定的项目目标如进度目标所提供的奖励;l 成本补偿合同：这类合同包含按承包商实际成本的支付;成本通常划分为直接成本项目直接发生的成本,如项目人员的工资和间接成本执行机构分摊到项目上的业务成本,如公司管理人员的工资;间接成本通常用直接成本的百分比计算;成本补偿合同通常包含为满足或超过既定的项目目标如进度目标或总成本所提供的奖励;l 单价合同：按单位服务预定单价如专业服务每小时70美元,或运土每立方码美金支付的合同;合同总金额随完成的总工作量变化而变化;9、合同管理Contract Administration：管理与卖方之间的关系;10、合同收尾Contract Close-out：合同完成和纠纷处理,包括所有遗留问题均已解决;11、控制Control：将实际绩效与计划进行比较,分析偏差,评审各种可能的替代方案,并在必要时采取适当的纠正措施的过程;12、控制图Control Chart：就是将过程的结果随时间的变化显示出来,与已建的控制线形成对比图形,确定这个过程是“受控”还是需要调整;13、纠正措施Corrective Action：使项目未来预计绩效与既定计划一致所做的变更;14、成本预算Cost Budgeting：把成本估算分摊到项目的各个子项上;15、成本控制Cost Control：控制项目预算的变化;16、成本估算Cost Estimating：估算完成项目活动所需资源的成本;17、质量成本Cost of Quality：为保证质量所发生的成本,包括质量计划、质量控制、质量保证和返工;18、成本执行指数Cost Performance IndexCPI：预算成本和实际成本的比率BCWP/ACWP;CPI通常用以下公式预测成本可能超支的限度：原始成本估算/CPI＝计划完成成本;参考挣值;19、成本偏差Cost VarianceCV：1活动预算成本和实际成本的任何差额;2在挣值中,BCWP 减去ACWP;20、赶工Crashing：在分析如何以最少的成本最大限度地压缩历时的大量替代方案后,采取措施压缩项目总历时;21、关键活动Critical Activity：处于关键路线上的任何活动;通常由关键路线法确定;尽管有些活动在词典中的含义是“关键的”,但不在关键路线上是‘关键的’,则在项目意义上;22、关键路线Critical Path：项目网络图中,决定项目最早完成日期的活动路线;当某些活动超前和滞后于计划完成时,关键路线通常将随时间的变化而变化;虽然通常是计算整个项目的关键路线,但也可以确定达到一个里程碑或子项目的关键路线;通常按照总时差小于或等于某个指定的值通常是0的活动来确定关键路线;见关键路线法;23、关键路线法Critical Path MethodCPM：通过分析哪个工作序列哪条路线进度安排的灵活性浮动时间最少来预测项目历时的一种网络分析技术;按规定的开始日期用正推法计算各个最早日期;从规定的完成日期通常是正推法计算后得到的项目最早完成日期用逆推法计算各个最晚日期;24、当前完成日期Current Finish Date：当前估计的某活动将要完成的时间点;25、当前开始日期Current Start Date：当前估计的某活动将要开始的时间点;26、虚拟活动Dummy Activity：在双方代号网络中用于表示逻辑关系的工作时间为零的活动;虚拟活动用于当正常的活动箭头已不能全面或正确描述逻辑关系的情况;虚拟活动在图形中用虚线箭头表示;27、最早完成日期Early Finish DateEF：关键路线法中,按网络逻辑关系和进度计划约束,某活动或项目未完成部分最早可能完成的时间点;最早完成日期可以随项目的进展和项目计划的变化而变化;28、最早开始日期Early Start DateES：关键路线法中,按网络逻辑关系和进度计划约束,某活动业或项目未完成部分最早可能开始的时间点;最早开始日期可以随项目的进展和项目计划的变化而变化;29、固定总价Firm Fixed PriceFFP ContractFFP合同：不考虑卖方的成本,由卖方向买方支付按合同规定的一定款项的合同;30、投标邀请书Invitation for BidIFB：一般来说相当于邀请提交建议书,但在某些领域,其含义更窄,更具特指意义;31、主进度计划Master Schedule：确定主要活动和关键里程碑的概括性进度计划;参考里程碑进度计划;32、大型项目Program：一组相互联系协调管理的项目,大型项目常常包含连续工作的成分;33、计划评审技术Program Evaluation and Review TechniquePERT：一种面向时间的网络分析技术,其用途是当各个工作历时/历时估计不确定性很大是估算项目历时;PERT将CPM应用于加权平均历时的估算;34、项目Project：为创造独特的产品或服务而进行的一次性努力;35、项目沟通管理Project Communications Management：是项目管理的一个子集,包括用以保证项目信息能够被正确发布和接收所需要的过程,由沟通计划编制、信息发送、绩效报告和行政收尾构成;36、项目成本管理Project Cost Management：是项目管理的一个子集,包括用以保证在批准预算内完成项目所需要的过程,由资源计划编制、成本估算、成本预算和成本控制构成;37、项目人力资源管理Project Human Resource Management：是项目管理的一个子集,包括用以保证参加项目的人员能被最有效使用所需要的过程,由组织的计划编制、人员获取和队伍组建构成;38、项目管理Project Management：把知识、技能、工具和技术应用于项目各项工作之中,实现或超过项目干系人的要求和期望;39、项目管理专业人员Project Management Professional：项目管理专业人员获得由项目管理学会美国颁发的PMP证书的个人;40、项目管理软件Project Management Software：专门为项目成本和进度的计划编制的控制而编制的一类计算机应用程序;41、项目管理班子Project Management Team：项目队伍中直接参加项目管理工作的成员;对于小型项目,项目管理班子可能包括项目队伍的全部成员;42、项目经理Project Manager：对管理项目负责的个人;43、项目网络图Project Network Diagram：任何表示项目活动逻辑关系的图形,为了反映项目的时间历程,项目网络图总是从左向右画还常于一种主要可交转成果完成时告终;项目网络图经常被错误地叫做“PERT图”44、项目计划Project Plan：指定项目执行和项目控制的正式批准文件;项目计划的主要用途是提供书面化的计划编制假定和决定,以便项目干系人间的沟通,提供书面的有关范围、成本和进度计划的批准基准计划;项目计划可以是综合的,也可以是详细的;45、项目计划制订Project Plan Development：利用其他计划过程的结果,合成一份连贯一致的文件;46、项目计划实施Project Plan Execution：通过进行项目计划规定的活动,项目计划实施;47、项目计划编制Project Planning：编制并维持项目计划;48、项目采购管理Project Procurement Management：是项目管理的一个子集,包括用以从执行机构以外获得物资和服务所需要的过程,由采购计划编制、询价计划编制、询价、供方选择、合同管理和合同收尾构成;49、项目质量管理Project Quality Management：是项目管理的一个子集,包括用以保证项目满足其所执行标准的要求所需要的过程,由质量计划编制、质量保证和质量控制构成;50、项目风险管理Project Risk Management：是项目管理的一个子集,包括用以识别、分析和防范项目风险所需要的过程,由风险识别、风险量化、风险应对措施开发和风险应对措施控制构成;51、项目进度计划Project Schedule：是实施项目各项作业和到达里程碑的计划日期;52、项目范围Project Scope：为了交付具有特定属性和功能的产品而必须完成的工作;53、项目范围管理Project Scope Management：是项目管理的一个子集,包括用以保证项目包含且只包含所有需要完成的工作,以顺利完成项目所需要的所有过程,由启动、范围计划编制、范围定义、范围核实和范围变更控制构成;54、项目队伍成员Project Team Members：直接或间接向项目经理报告工作的人员;55、项目型组织Projectized Organization：项目经理有全权根据轻重缓急安排工作,指挥被分配到项目的人员工作的任何组织结构;56、定性风险分析Qualitative Risk Analysis：为了按优先次序对风险与条件对项目目标造成的影响进行排序而进行的定性分析;它设计项目风险概率及影响的评估,以及利用诸如概率与影响矩阵之类的方法,将风险划分为高风险、中等水平风险与低风险三个级别,以方便优先化的风险应对计划编制;57、定量风险分析Quantitative Risk Analysis：测量风险的概率及后果,并估计他们对项目目标的影响大小;风险用可能结果的概率分布进行表征;这一过程利用了诸如仿真、决策树分析一类的定量分析技术;58、质量保证Quality AssuranceQA：1为了提供项目能够满足有关质量标准的信心,定期全面评估项目绩效的过程；2负有质量保证责任的组织单位;59、质量控制Quality ControlQC：1为了确定特定项目结果是否符合有关质量标准而对其监控,并且确认消除不良事项原因的办法的过程；2负有质量控制责任的组织单位;60、质量计划编制Quality Planning：确定适合于项目的质量标准和如何满足其要求;61、返工Rework：为了保证完全满足合同要求,而一直扣留到合同完成的部分合同款项;62、风险Risk：不确定性事件或状态,它的发生会对项目目标产生积极的或消极的影响;63、风险规避Risk Avoidance：风险规避是指变更项目计划来消除风险或便项目目标免遭风险的影响;它是风险应对计划编制过程的一个工具;64、风险类别Risk Category：是指风险的可能来源,即来自技术、项目管理、组织或外部;65、风险数据库Risk Database：用于风险管理过程的、对数据进行收集、维护并对收集到的数据金乡分析的储存库;经验学习程序用到风险数据库;它是风险监控过程的输出;66、风险事件Risk Event：给项目带来积极或消极影响的随机发生事件;67、风险识别Risk Identification：确定有可能影响项目的风险事件;68、风险管理计划Risk Management Plan：在项目进行期间记录如何实施风险过程的计划;它是风险管理计划编制的输出;69、风险管理计划编制Risk Management Planning：决定如何着手与计划项目的风险管理活动;70、风险转移Risk Mitigation：风险转移谋求将风险概率和/或影响降低到可接受的水平之内;71、风险监控Risk Monitoring and Control：在项目生命周期内,监督残留风险、识别新的风险、执行风险降低计划、评估各种措施的效果;72、风险应对计划Risk Response Planning：详细记录所有识别出的风险的文件,包括简介、原因、发生概率、对后果的影响,建议的应对措施、业主和目前的状态;也称为风险记录;73、风险传递Risk Transference：风险传递是指将风险的影响及应对的所有权转移到第三方;74、询价Solicitation：获取相应的报价、标价、报盘和建议书;75、子项目Subproject：总项目的一个更小的部分;76、权变措施Value EngineeringVE：对不利风险事故的处理;与应急计划的区别是在不利风险事故发生前未对其做出相应的应对措施计划;。

1引论1.1 指南概述和目的项目管理并非新概念，它已存在数百年之久。

项目成果的例子包括：uu吉萨金字塔；u奥林匹克运动会；uu中国长城；uu泰姬陵；uu儿童读物的出版；uu巴拿马运河；uu商用喷气式飞机的发明；uu脊髓灰质炎疫苗；uu人类登陆月球；uu商业软件应用程序；uu使用全球定位系统 (GPS) 的便携式设备；uu地球轨道上的国际空间站。

u这些项目成果是领导者和项目经理在工作中应用项目管理实践、原则、过程、工具和技术的结果。

这些项目经理运用一系列关键技能和知识来满足客户和参与项目或受项目影响的其他人的要求。

二十世纪中期，项目经理开始致力于将项目管理确立为一种职业，其中一个方面就是对知识体系 (BOK) 的内容，即项目管理达成一致意见。

这一知识体系后来称为“项目管理知识体系”(PMBOK)。

项目管理协会 (PMI) 制定了一套有关项目管理知识体系的图表和词汇基准。

项目经理很快意识到，并非一本书就可以包含项目管理知识体系的所有内容。

因此，PMI 制定并发布了《项目管理知识体系指南》（简 称《PMBOK® 指南》）。

PMI 将项目管理知识体系 (PMBOK)定义为描述项目管理专业范围内知识的术语。

项目管理知识体系包括已被验证并广泛应用的传统做法，以及本专业新近涌现的创新做法。

知识体系 (BOK) 包括已发布和未发布的材料。

这一知识体系仍在不断演变发展。

本《PMBOK®指南》 收录项目管理知识体系中被普遍认可为“良好实践”的那一部分。

u所谓“普遍认可”，是指这些知识和做法在大多数时候适用于大多数项目，并且其价值和有效性u已获得一致认可。

u所谓“良好实践”，则指人们普遍认为，在项目管理过程中使用这些知识、技能、工具和技术，u能够达成预期的商业价值和成果，从而提高很多项目成功的可能性。

项目经理与项目团队和其他相关方携手合作，共同确定并采用适用于各个项目且被普遍认可的良好实践。

确定过程、输入、工具、技术、输出和生命周期阶段的恰当组合以管理项目的过程，即指本指南所述知识的“裁剪”应用。

（项目管理）项目管理术语词典项目管理术语词典ABC 基于活动的成本核算ABM 基于活动的管理AbstractResource 抽象资源Abstraction 抽象Acceleration 加速AcceptabilityCriteria 验收标准AcceptableQualityLevelAQL 可接受质量水平Acceptance 验收AcceptanceCriteria 验收标准AcceptanceLetters 验收函AcceptanceNumber 接受数目AcceptanceReview 验收评审AcceptanceTest 验收测试AcquisitionMethods 采购方式AcquisitionNegotiations 采购谈判AcquisitionPlan 采购计划AcquisitionPlanReview 采购计划评审AcquisitionPlanning 采购计划编制AcquisitionProcess 采购过程AcquisitionStrategy 采购策略Action 行动ActionItem 行动项ActionItemFlags 行动项标记ActionPlan 行动计划Activation 激活ActiveListening 积极倾听ActivityArrowNet 活动箭线网络ActivityBasedCosting 基于活动的成本核算ActivityBasedManagement 基于活动的管理ActivityCalendar 活动日历ActivityCode 活动代码ActivityDefinition 活动定义ActivityDescription 活动描述ActivityDuration 活动工期活动持续时间ActivityDurationEstimating 活动工期估算ActivityElaboration 活动详述ActivityFile 活动档案ActivityID 活动识别码ActivityList 活动清单ActivityNodeNet 活动节点网络双代号网络ActivityonArc 弧线表示活动双代号网络ActivityonArrow 箭线表示活动双代号网络ActivityonNode 节点表示活动单代号网络ActivityOriented 面向活动ActivityOrientedSchedule 面向活动的进度计划ActivityProperties 活动属性ActivityQuantities 活动量值ActivityStatus 活动状态ActivityTiming 活动定时Actor 执行者角色Actual 实际的ActualandScheduledProgress 实际进展的与计划进度ActualCost 实际成本ActualCostDataCollection 实际成本汇总ActualCosts 实际费用ActualDates 实际日期ActualDirectCosts 实际直接成本ActualExpenditures 实际的支出ActualFinish 实际完成ActualFinishDate 实际完成日期ActualStart 实际开始ActualStartDate 实际开始日期ACWP 已完成工作实际成本Adaptation 适应AddedValue 附加价值Addendum 附录Adequacy 适当Adjourning 解散Adjustment 调节ADM 箭线图方法ADMProject ADM项目Administration 管理部门Administrative 行政的AdministrativeChange 行政变更AdministrativeManagement 行政管理ADP 自动化数据处理ADR 替代争议解决方案AdvancedMaterialRelease 材料提前发布AFE 开支权AFE 支出申请Affect 影响AffectedParties 受影响方Agency 代理Agenda 议程Aggregation 汇总Agreement 协议Agreementlegal 协议合同ALAP 尽可能晚Algorithm 算法Alignment 排列成行Alliance 联合AllocatedBaseline 分配的基线AllocatedRequirements 分配需求Allocation 分配AllowableCost 允许成本Allowance 预留AlternateResource 替代资源AlternativeAnalysis 替代分析AlternativeDisputeResolution 替代争议解决方案Alternatives 可选方案Ambiguity 含糊不清Amendment 修订AmountatStake 损失量AMR 材料提前公布Analysis 分析AnalysisandDesign 分析与设计AnalysisTime 分析期Analyst 分析员ANDRelationship 与关系Anecdotal 轶事AnticipatedAwardCost 预期中标价AOQ 平均出厂质量AOQL 平均出厂质量限度APMA 项目管理的应用领域ApparentLowBidder 最低投标人Application 应用ApplicationArea 应用领域ApplicationforExpenditure 支出申请ApplicationforExpenditureJustification 支出申请的论证ApplicationPrograms 应用程序AppliedDirectCosts 实际直接成本ApportionedEffort 分摊努力ApportionedTask 分摊任务Appraisal 评估Approach 方法Appropriation 拨款Approval 批准ApprovaltoProceed 批准继续Approve 同意ApprovedBiddersList 批准的投标人清单ApprovedChanges 批准的变更ApprovedProjectRequirements 批准的项目需求APR 采购计划评审AQL 可接受质量水平Arbitrary 随意的Arbitration 仲裁Arc 弧线ArchitecturalBaseline 构架基线ArchitecturalView 构架视图Architecture 构架Architectureexecutable 构架可执行Archive 档案文件ArchivePlan 存档计划AreaofProjectManagementApplication 项目管理的应用领域Arrow 箭线ArrowDiagramMethod 箭线图方法ArrowDiagramming 箭线图方法ArrowDiagrammingMethod 箭线图方法双代号网络图Artifact 制品Artificial 人工的ASAP 尽快As-builtDesign 实际建造设计As-builtDocumentation 实际建造文档As-BuiltSchedule 实际建造进度计划As-Late-As-Possible 尽可能晚As-Needed 恰如所需As-PerformedSchedule 实际进度计划Assembly 组装件AssemblySequence 组装顺序Assessment 评估Assets 资产Assignment 分配委派任务AssociatedRevenue 关联收益Association 关联关系As-Soon-As-Possible 尽快Assumption 假设Assumptions 假设AssumptionsList 假设清单Assurance 保证Attitude 态度Attribute 属性Attrition 损耗Audit 审核审计Authoritarian 独裁的Authoritative 权威的Authority 权威权力AuthorityforExpenditure 开支权Authorization 授权Authorize 批准AuthorizedUnpricedWork 批准的未定价工作AuthorizedWork 批准的工作AuthorizedWorks 批准的工作AutomatedDataProcessing 自动化数据处理AutomaticDecisionEvent 自动决策事件AutomaticGeneration 自动生成AutomaticTestEquipment 自动测试设备AuxiliaryGroundEquipment 辅助场地设备Availability 可用性AverageOutgoingQuality 平均出厂质量AverageOutgoingQualityLimit 平均出厂质量限度AverageSampleSizeCurve 平均样本规模曲线Avoidance 避免Award 授予AwardFee 奖金AwardLetter 中标函BAC 完工预算BackCharge 逆向计费Backcharge 逆向收费BackwardPass 倒推法/反向计算BadDebts 坏帐Balance 余额权衡BalancedMatrix 平衡矩阵BalancedScorecard 平衡记分卡BalancedScorecardApproach 平衡记分卡方法Bank 储备Banking 储备BarChart 横道图Bargaining 讨价还价交涉BargainingPower 讨价还价权力交涉权力Barriers 障碍Base 基础基数Baseline 基线基准BaselineatCompletion 完成/完工基线Baselinebudget 基线预算Baselinebusiness 基线商业BaselineConcept 基线概念BaselineControl 基线控制BaselineCost 基线成本Baselinecostestimate 基线费用估算BaselineDates 基线日期BaselineFinishDate 基线完成日期BaselineManagement 基线管理BaselinePlan 基线计划基准计划BaselineReview 基线评审BaselineSchedule 基线进度计划BaselineStartDate 基线开始日期Baselinetechnical 基线技术BasisofEstimate 估算根据Batch 批量BatchOperation 批运行/批处理BATNA 协议外最佳方案BCM 商业变更经理BCM BCWP 已完工作预算成本BCWS 计划工作的预算成本Behavior 行为/反应BehaviorAnalysis 行为分析Benchmark 基准Benchmarking 标竿管理BeneficialOccupancy/Use 有益的占用/使用Benefits 效益BenefitsFramework 效益框架BenefitsManagement 效益管理BenefitsManagementPlan 效益管理计划BenefitsManagementRegime 效益管理制度BenefitsProfiles 效益简述BenefitsRealizationPhase 效益实现阶段BestAlternativetoNegotiatedAgreement 协议外最佳方案BestandFinalContractOffer 最佳及最终合同报价BestandFinalOffer 最佳及最终报价BestEffortsContract 最大努力合同BestPractices 最佳实践BestValue 最佳值BetaDistribution 贝塔发布BetaTest 贝塔测试Betatesting 贝塔测试Bid 投标BidAnalysis 投标分析BidBond 投标保证金BidCostConsiderations 投标成本补偿费BidDocumentPreparation 招标文件准备BidDocuments 招标文件BidEvaluation 评标BidList 投标人清单BidPackage 标段标块BidProtests 投标抗议/拒付BidQualifications 投标资质BidResponse 投标响应BidTechnicalConsideration 投标技术因素BidTimeConsideration 投标中的时间因素Bid/NoBidDecision 投标/不投标决策Bidder 投标人BiddersConference 投标人会议BiddersList 投标人名单BiddersSourceSelection 投标人来源选择Bidding 投标BiddingStrategy 投标策略Bill 帐单BillofMaterials 材料清单BillsofMaterials 材料清单BlanketPurchaseAgreement 一揽子采购协议BPA Blueprint 蓝图/计划设计图Board 委员会BoilerPlate 样板文件BonaFide 真诚真实Bond 担保Bonus 奖金BonusSchemes 奖励计划BookingRates 预提费率BOOT 建造拥有经营转让BottomUpCostEstimate 自下而上成本估算BottomUpCostEstimating 自下而上成本估算BottomUpEstimating 自下而上估算Boundary 边界BPA 一揽子采购协议BPR 业务流程重组Brainstorming 头脑风暴法BranchingLogic 分支逻辑关系BreachofContract 违约Breadboarding 实验模型BreakEven 盈亏平衡Breakdown 分解BreakdownStructure 分解结构Break-EvenChart 盈亏平衡图Break-EvenCharts 盈亏平衡图Break-EvenPoint 盈亏平衡点Bribe 贿赂BSA 平衡记分卡方法BuckPassing 完全通过/推卸责任Budget 预算BudgetatCompletion 完工预算BudgetCost 预算成本BudgetCosts 预算成本BudgetDecrement 预算消耗BudgetElement 预算要素BudgetEstimate 预算估算BudgetPresentation 预算介绍BudgetRevision 预算修订BudgetUnit 预算单位BudgetaryControl 预算控制Budgeted 已安排预算的BudgetedCostofWorkPerformed 已完工作预算成本BudgetedCostofWorkScheduled 计划工作的预算成本Budgeting 制定预算Budgeting&CostManagement 预算制定与成本管理Build 建设构造BuildOwnOperateTransfer 建造拥有经营转让Buildability 建造能力Building 建筑物BuildingProfessionalism 建设专业化Build-toDocumentation 建成文档Built-inTestEquipment 内置测试设备BulkMaterial 大宗材料Burden 间接费用负担BurdenofProof 举证费Bureaucracy 官僚制度BurnRate 消耗速度BurstNode 分支点BusinessActor 业务参与者/角色BusinessAppraisal 商业评估BusinessArea 业务领域BusinessAssurance 商业保证BusinessAssuranceCoordinator 商业保证协调人BusinessCase 商业案例BusinessChangeManager 商业变更经理BCM BusinessCreation 商业创新BusinessEngineering 商业工程BusinessImperative 商业需要BusinessImprovement 业务改进BusinessManager 商务经理BusinessModeling 业务建模BusinessNeeds 商业需求BusinessObjectives 商业目标BusinessOperations 业务运作BusinessProcess 业务流程BusinessProcessEngineering 业务流程工程BusinessProcessReengineering 业务流程重组BusinessProcesses 业务流程BusinessRisk 商业风险BusinessRule 商业规则BusinessTransitionPlan 业务转换计划BusinessUnit 业务单位Buyer 买方Buyer'sMarket 买方市场Buy-In 支持认同买进Bypassing 回避CAD 计算机辅助设计CalculateSchedule 估算进度安排Calculation 计算Calendar 日历CalendarFile 日历文件CalendarRange 日历范围CalendarSoftware 日历软件CalendarStartDate 日历开始日期CalendarUnit 日历单位Calendars 日历集Calibration 校准CAM 计算机辅助制造Capability 能力CapabilitySurvey 能力调查Capital 资本CapitalAppropriation 资本划拨CapitalAsset 资本资产CapitalCost 资本成本CapitalEmployed 占用的资本CapitalExpansionProjects 资本扩展项目CapitalGoodsProject 资本货物项目CapitalProperty 资本财产Cards-on-the-wallPlanning 墙卡规划法Career 职业CareerPathPlanning 职业路线规划CareerPlanning 职业规划CarryoverType1 结转类型1 CarryoverType2 结转类型2 CascadeChart 层叠图Cash 现金CashFlow 现金流CashFlowAnalysis 现金流分析CashFlowManagement 现金流管理CashFlowNet 现金流净值CashIn 现金流入CashOut 现金支出Catalyst 催化者Catch-upAlternatives 赶上计划的备选方案Causation 起因Cause 动因CCB 变更管理委员会CCDR 承包商成本数据报告CentralProcessingUnit 中央处理单元Centralized 集中的Certain 确定的Certainty 确定性CertificateofConformance 一致性认证Certification 认证Chain 链Challenge 挑战Champion 推动者支持者Change 变更变化变革ChangeControl 变更控制ChangeControlBoard 变更管理委员会ChangeDocumentation 变更文档ChangeinScope 工作范围变化ChangeLog 变更日志ChangeManagement 变更管理ChangeManagementPlan 变更管理计划ChangeNotice 变更通知ChangeOrder 变更通知单ChangedConditions 变更的条款Characteristic 特性Chart 图表ChartofAccounts 会计科目表ChartRoom 图表室Charter 章程Checking 检查Checklist 检查清单Checkpoint 检查点Checkpoints 检查点集ChiefExecutiveOfficer 首席执行官Child 子项ChildActivity 子活动Claim 索赔Clarification 澄清Class 类Classes 类Classification 分类ClassificationofDefects 缺陷的分类ClearanceNumber 净空数Client 客户ClientEnvironment 客户环境ClientQualityServices 客户质量服务ClosedProjects 已收尾的项目Closeout 收尾Closeoutphase 收尾阶段CloseoutReport 收尾报告Closing 终止Closure 收尾CM 施工管理Coaching 教练Code 代码CodeandUnitTest 编码和单元测试CodeofAccounts 帐目编码Coding 编码Collaboration 协作Collapsing 折叠Collective 集体的Combative 好战的Commercial 商务的CommercialItemDescription 商务描述CommissionandHandover 委托和移交Commissioning 试运行CommissionsandBonuses 酬金和奖金Commit 提交Commitment 承诺义务CommitmentDocument 承诺文件CommitmentPackage 承诺包CommitmenttoObjectives 对目标的承诺CommittedCost 已承担成本已承付成本CommittedCosts 已承诺费用CommonCarrier 公众运营商CommunicatingWithGroups 与团队的沟通CommunicatingWithIndividuals 与个人的沟通Communication 沟通CommunicationChannels 沟通渠道CommunicationPlanStrategic 沟通计划策略性的CommunicationPlanTactical 沟通计划--战术性的CommunicationRoom 交流室CommunicationsManagement 沟通管理CommunicationsPlan 沟通计划CommunicationsPlanning 沟通规划编制Community 社团Company 公司Comparison 对比Compatibility 兼容性Compensation 补偿CompensationandEvaluation 补偿和评价Competence 能力Competency 能力Competition 竞争Competitive 竞争的Compile 编译CompileTime 编译时Complete 完成CompletedActivity 已完成的活动CompletedUnits 完工单元Completion 完工CompletionDate 完成日期Complex 复杂的Component 构件组件ComponentIntegrationandTest 组件集成和测试Component-BasedDevelopment 基于构件的开发Components 组件CompoundRisk 复合风险Compromise 折衷Compromisinginnegotiating 折衷谈判Computer 计算机ComputerAidedDesign 计算机辅助设计ComputerAidedDrafting 计算机辅助制图ComputerAidedManufacturing 计算机辅助制造ComputerCostApplications 计算机化的成本管理应用ComputerHardware 计算机硬件ComputerModeling 计算机建模ComputerProgramConfigurationItem 计算机程序配置项ComputerSoftware 计算机软件ComputerSoftwareComponent 计算机软件组件ComputerSoftwareConfigurationItem 计算机软件配置项ComputerSoftwareDocumentation 计算机软件文档ComputerSoftwareUnit 计算机软件单元Computer-Aided 计算机辅助的ComputerizedInformationStorageReferen计算机化的信息存储定位和检索ceandRetrievalConcept 概念ConceptDefinitionDocument 概念定义文档ConceptPhase 概念阶段ConceptStudy 概念研究ConceptionPhase 概念形成阶段Conceptual 概念性的ConceptualBudgeting 概念性预算ConceptualDesign 概念性设计ConceptualDevelopment 概念性开发ConceptualProjectPlanning 概念性项目计划Concession 让步ConcessionMakinginnegotiating 谈判中的让步Conciliatory 调和的Concluding 终决的Conclusions 结论Concurrency 并发性Concurrent 并发事件ConcurrentDelays 并行延迟ConcurrentEngineering 并行工程ConcurrentTasks 并行任务ConditionalRisk 条件风险Conditions 条件条款Conducting 执行ConfidenceLevel 信心等级Configuration 配置ConfigurationAudit 配置审核ConfigurationBreakdown 配置分解ConfigurationControl 配置控制ConfigurationControlBoard 配置控制委员会ConfigurationIdentification 配置识别ConfigurationItemAcceptanceReview 配置项验收评审ConfigurationItemVerification 配置项验证ConfigurationItemVerificationProcedures 配置项验证程序ConfigurationManagement 配置管理ConfigurationManagementBoard 配置管理委员会ConfigurationRelationships 配置关系ConfigurationStatusAccounting 配置状态统计Conflict 冲突ConflictManagement 冲突管理ConflictResolution 冲突解决方案ConformancetoRequirements 与需求的一致性Confrontation 积极面对Consensus 一致同意ConsensusDecisionProcess 集体决策过程Consent 同意Consequences 后果Consideration 对价Considerations 对价需要考虑的事项Consolidate 合并Consortium 联盟Constituents 涉众Constraint 约束条件Constraintprojectconstraint 约束条件对项目的约束Constraints 约束条件Constructability 施工能力Construction 施工构造建造建筑ConstructionContractor 施工承包商ConstructionCost 施工成本ConstructionManagement 施工管理ConstructionManager 施工经理ConstructionStage 施工阶段ConstructionWork 施工工作Construction-Oriented 以施工为导向的ConstructiveChallenge 建设性质询ConstructiveChange 建设性变更Consultant 咨询顾问Consulting 咨询ConsumableResource 可消耗资源Consumables 消费性物资ContemplatedChangeNotice 预期变更通知Contendinginnegotiating 争论在谈判中Content 内容ContentType 内容类型Context 背景Contingencies 不可预见费应急费用Contingency 不可预见费应急费用ContingencyAllowance 应急补助ContingencyBudgetProcedure 不可预见费用预算程序ContingencyPlan 意外事件计划ContractManagement 合同管理ContractNegotiations 合同谈判ContractPackage 合同包ContractPerformanceControl 合同履行控制ContractPlan 合同计划ContractPre-awardMeetings 合同预授予会议ContractQualityRequirements 合同质量要求ContractRequirements 合同要求ContractRisk 合同风险ContractRiskAnalysis 合同风险分析ContractSigning 合同签署ContractStrategy 合同战略ContractTargetCost 合同目标成本ContractTargetPrice 合同目标价格ContractType 合同分类ContractTypes 合同类型ContractWorkBreakdownStructure 合同工作分解结构Contracting 签订合同Contractor 承包商ContractorClaimsRelease 承包商索赔豁免ContractorCostDataReport 承包商成本数据报告ContractorEvaluation 承包商评估ContractorFurnishedEquipment 承包商供应的设备ContractorProjectOffice 承包商项目办公室ContractorShortListing 承包商短列表Contractor'sPerformanceEvaluation 承包商的绩效评价Contractual 合同的ContractualConditions 合同条款ContractualRequirements 合同的要求ContributedValue 贡献价值ContributionAnalysis 贡献分析Control 控制ControlAccount 控制帐目ControlAccountManager 控制帐目经理ControlAccountPlan 控制帐目计划ControlandCoordination 控制和协调ControlChart 控制表ControlCycle 控制周期ControlGate 控制关口控制关卡ControlLoop 控制回路ControlPoint 控制点ControlRequirements 控制必要条件要求ControlSystem 控制系统ControlTheory 控制论ControllableRisks 可控风险Controlling 控制ControllingRelationship 控制关系CoordinatedMatrix 协调型的矩阵Coordination 协调Coordinator 协调员Corporate 公司CorporateAdministrationandFinance 公司行政和财务CorporateBudget 公司预算CorporateBusinessLifeCycle 公司商务生命周期CorporateConstraints 公司限制因素CorporateDataBank 公司数据库CorporateManagement 公司管理CorporateMemory 公司记忆库CorporatePhilosophy 公司价值体系/公司哲学CorporatePlanning 公司计划编制CorporateProjectManagement 公司项目管理CorporateProjectStrategy 公司项目战略CorporateQualityStandards 公司质量标准CorporateResources 公司资源CorporateResponsibilityMatrix 公司责任矩阵CorporateStandards 公司标准CorporateSupervision 公司监管Corporation 公司Correction 纠正CorrectiveAction 纠正措施Correlation 相关性Cost 成本CostAccount 成本帐目CostAccountBreakdown 成本帐目分解CostAccountManager 成本帐目经理CostAccountPlan 成本帐目计划CostAccumulationMethods 成本累加方法CostAnalysis 成本分析CostApplications 成本应用CostAvoidance 成本规避CostBaseline 成本基线CostBenefit 成本效益CostBenefitAnalysis 成本效益分析CostBreakdownStructure 成本分解结构CostBudgeting 成本预算CostCeiling 封顶成本成本上限CostCeilingBracket 成本上限范围CostCenter 成本中心CostCheck 成本检查CostClasses 成本类别CostCode 成本代码CostCodes 成本代码CostControl 成本控制CostControlPoint 成本控制点CostControlSystem 成本控制系统CostCurve 成本曲线CostDistribution 成本分摊CostEffective 成本效率CostElement 成本元素CostEngineering 成本工程CostEnvelope 成本区域CostEstimate 成本估算CostEstimateClassificationSystem 成本估算分类系统CostEstimating 成本估算CostEstimatingRelationship 成本估算关系CostForecast 成本预测CostForecasting 成本预测CostGrowth 成本增长CostIncurred 已发生成本CostIndex 成本指数CostIndices 成本指数表CostInput 成本投入CostManagement 成本管理CostModel 成本模型CostofMoney 资金成本CostofQuality 质量成本CostOverrun 成本超支CostPerformanceBaseline 成本绩效基线CostPerformanceIndex 成本绩效指数CostPerformanceIndicator 成本绩效指数CostPerformanceMeasurementBaseline 成本绩效度量基线CostPerformanceRatio 成本绩效比率CostPerformanceReport 成本绩效报告CostPlan 成本计划CostPlus 成本补偿CostPlusFixedFeeContract 成本加固定费用合同CostPlusIncentiveFeeContract 成本加奖励费用合同CostPlusPercentageofCostContract 成本加成本百分比合同CostReimbursableContract 成本补偿合同费用可偿还合同CostReimbursement 成本补偿CostReimbursementTypeContracts 成本补偿型合同CostReviews 成本评审CostSavings 成本节约CostSharingContract 成本共享合同CostStatus 成本状态CosttoComplete 竣工尚需成本CosttoCompleteForecast 竣工所需成本预测CostTypes 成本类型CostVariance 成本偏差Cost/ScheduleStatusReport 成本/进度状态报告Cost-BenefitAnalysis 成本效益分析CostedWorkBreakdownStructure 带成本信息的工作分解结构Cost-Effectiveness 成本效果分析法Costing 成本核算CostingSystems 成本核算系统Cost-TimeResourceSheet 成本时间资源表Counseling 指导Countermeasures 对策CPI 成本绩效指数CPIF 成本加奖励费用合同CPM 关键路径法CPN 关键路径网络图Craft 技艺CrashCosts 赶工成本CrashDuration 赶工工期Crashing 赶工Creativity 创造力Credit 赊欠信誉CreditedResource 已授予的资源Crisis 危机Criteria 标准指标Criterion 标准指标Critical 关键的CriticalActivity 关键活动CriticalChain 关键链CriticalDefect 关键性缺陷CriticalDefective 有关键缺陷的产品CriticalDesignReview 关键设计评审CriticalEvent 关键事件CriticalFactors 关键因素CriticalPath 关键路径CriticalPathAnalysis 关键路径分析CriticalPathMethod 关键路径法CriticalPathNetwork 关键路径网络图CriticalRatio 临界比关键比率CriticalSequence 关键工序CriticalSequenceAnalysis 关键工序分析CriticalSubcontractor 关键分包商CriticalSuccessFactors 关键的成功因素CriticalTask 关键任务CriticalWorkItem 关键工作项CriticalityIndex 关键指数CrossOrganizational 交叉型组织跨组织的CrossReferences 交叉参照Cross-StagePlan 交叉阶段计划CSCI 计算机软件配置项CTC 合同目标成本CTP 合同目标价格Culture 文化Cultureorganizational 文化组织文化CumulativeCost-to-Date 到目前为止的累计成本CumulativeSCurve 累计S曲线CurrencyConversion 货币兑换CurrentBudget 当前预算CurrentDateLine 当前日期线CurrentFinishDate 当前完成日期CurrentFYBudgetAllocation 当前财政年的预算分配CurrentStartDate 当前开始日期CurrentStatus 当前状态CurrentYear 当年CustomDutyandTax 海关关税Customer 客户CustomerAcceptanceCriteria 客户验收标准CustomerFurnishedEquipment 客户提供的设备CustomerPerspective 客户观点Customer/ClientPersonnel 客户方的职员CutoffDate 移交日期Cutover 移交CWBS 合同工作分解结构Cybernetics 控制论Cycle 周期CycleTime 周期Damages 损害赔偿金Dangle 悬空活动Data 数据DataApplication 数据应用DataBank 数据库DataCollection 数据收集DataDate 数据日期DataEntryClerk 数据录入员DataItemDescription 工作项描述DataProcessing 数据处理DataRefinements 数据改进DataStructureOrganization 数据结构组织DataType 数据类型Database 数据库DatabaseAdministrator 数据库管理员DatabaseManagementSystem 数据库管理系统DateofAcceptance 验收日期DayWorkAccount 日常工作帐户DBMS 数据库管理系统DCF 折现现金流DeactivationPlan 惰性化计划DeactivationProcedures 惰性化流程Debriefing 投标反馈听取情况汇报情况Decentralized 分散的Decision 决策DecisionDocumentation 决策文档DecisionEvent 决策事件DecisionMaking 制定决策DecisionMakingProcess 决策过程DecisionSupportSystem 决策支持系统DecisionTheory 决策论DecisionTree 决策树DecisionTrees 决策树组Decomposing 分解Decomposition 分解Default 违约DefaultValues 默认值Defect 缺陷Defective 缺陷产品Defects-Per-Hundred-Units 每百个单元有缺陷的数量Deficiency 缺陷DeficiencyList 缺陷清单Definition 定义DefinitionPhase 定义阶段Definitive 确定性的DefinitiveEstimate 确定性估算Deflection 风险转移Degradation 降级Delay 延期Delaycompensable 补偿性延期DelayingResource 资源延期Delegating 授权Delegation 授权DeliberateDecisionEvent 预先准备的决策事件Deliverable 可交付成果DeliverableBreakdownStructure 可交付物分解结构DeliverableDeadline 可交付物的终止期限Deliverables 可交付成果可交付物DeliverablesManagement 交付物管理Delivery 交付DelphiTechnique 德尔菲法Demonstrate 演示证明Demonstrated 已证明的DemonstratedPastExperience 已证明的过去经验Demonstration 演示DemonstrationReview 演示评审Department 部门DepartmentalBudget 部门预算Dependability 可靠性Dependencies 依赖关系Dependency 活动之间的依赖关系DependencyArrow 关系箭线DependencyDiagram 网络图前导网络图DependencyLinks 依赖关系DependencyManagement 依赖关系管理Deployment 部署DeploymentLessonsLearnedDocument 部署的经验教训文档DeploymentPlan 部署计划DeploymentProcedures 部署流程DeploymentReadinessReview 部署准备评审DeploymentView 部署视图Depreciation 折旧Descriptive 描述性的Design 设计Design&DevelopmentPhase 设计和开发阶段DesignAlternatives 设计备选方案DesignAppraisal 设计评估DesignAuthority 设计权威DesignBaseline 基准设计DesignBidBuild 设计阶段投标的建立DesignBrief 设计大纲DesignBuild 设计的建立包括设计和构造DesignConcept 设计概念DesignContingency 设计应急费用DesignContract 设计合同DesignControl 设计控制DesignDevelopment 设计开发DesignManagement 设计管理DesignManagementPlan 设计管理计划DesignModel 设计模型DesignofExperiment 试验设计DesignPackage 设计包DesignReview 设计评审DesignSubsystem 设计子系统DesignTime 设计时间DesigntoBudget 按预算设计DesigntoCost 按成本设计Design-toSpecifications 按规范设计DesirableLogic 合意逻辑DetailDocumentation 详细的文档DetailSchedule 详细的进度安排DetailedDesign 详细设计DetailedDesignStage 详细设计阶段DetailedEngineering 详细工程DetailedPlanning 详细计划DetailedPlans 详细的计划DetailedResourcePlan 详细的资源计划DetailedSchedule 详细的进度安排DetailedTechnicalPlan 详细的技术计划Determination 决定决心DetermineLeastCostforMaximumResults 确定可以获得最大收获的最小成Deterministic 确定性的DeterministicNetwork 确定的网络图DevelopedCountry 发达国家Developer 开发人员DevelopingCountry 发展中国家Development 开发Developmentcase 开发案例DevelopmentPhase 开发阶段DevelopmentPlan 开发计划Developmentprocess 开发过程Deviation 偏差DeviationPermit 允许偏差Diagram 图Differences 偏差差异Differentials 差值DifferingSiteConditions 不同的现场环境DirectCost 直接成本DirectCostContingency 直接成本应急费用DirectCosts 直接成本DirectLabor 直接人工DirectProjectCosts 直接项目成本费用Directing 指挥Direction 指导Directive 指示Director 主管总监Discipline 学科DisciplineMaintenance 规矩的维护DiscontinuousActivity 非连续的活动DiscontinuousProcessing 非连续的过程DiscountRate 贴现率折现率Discounting 折现DiscreteEffort 离散工作DiscreteMilestone 离散里程碑DiscreteTask 离散任务Discrimination 歧视Discussion 讨论。

PMI Lexicon of ProjectManagement TermsThe PMI Lexicon of Project Management Terms offers you a standardized set of frequently used project, program and portfolio management terms with clear and concise definitions. Included are 145 terms that have a unique use in the profession and high relevance to its vocabulary. While our Combined Standards Glossary© contained all of the definitions from PMI's global standards, in some instances the definitions differed from standard to standard. The lexicon is the first step toward a consistent…Acceptance CriteriaA set of conditions that is required to be met before deliverables are accepted.ActivityA distinct, scheduled portion of work performed during the course of a project.Actual CostThe realized cost incurred for the work performed on an activity during a specific time period.Analogous EstimatingA technique for estimating the duration or cost of an activity or a project, using historical data from a similar activity or project.Apportioned EffortAn activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. (Note: Apportioned effort is one of three earned value management [EVM] types of activities used to measure work performance.)AssumptionA factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.Backward PassA critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.BaselineThe approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.Bottom-up EstimatingA method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).Budget at CompletionThe sum of all budgets established for the work to be performed.Change ControlA process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.Change Control BoardA formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project and for recording and communicating such decisions.Change Control SystemA set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.Change RequestA formal proposal to modify any document, deliverable, or baseline.Code of AccountsA numbering system used to uniquely identify each component of the work breakdown structure.Communication Management PlanA component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated.ConstraintA limiting factor that affects the execution of a project, program, portfolio, or process.Control AccountA management control point where scope, budget, actual cost, andschedule are integrated and compared to earned value for performance measurement.Corrective ActionAn intentional activity that realigns the performance of the project work with the project management plan.Cost Management PlanA component of a project or program management plan that describes how costs will be planned, structured, and controlled.Cost Performance IndexA measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.Cost VarianceThe amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost.CrashingA technique used to shorten the schedule duration for the least incremental cost by adding resources.Critical Chain MethodA schedule method that allows the project team to place buffers on any project schedule path to account for limited resources andproject uncertainties.Critical PathThe sequence of activities that represents the longest path through a project, which determines the shortest possible duration.Critical Path ActivityAny activity on the critical path in a project schedule.Critical Path MethodA method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.Data DateA point in time when the status of the project is recorded.Decision Tree AnalysisA diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.DecompositionA technique used for dividing and sub-dividing the project scope and project deliverables into smaller, more manageable parts.Defect RepairAn intentional activity to modify a nonconforming product or product component.DeliverableAny unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.Discrete EffortAn activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)Early Finish DateIn the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints.Early Start DateIn the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints.Earned ValueThe measure of work performed expressed in terms of the budget authorized for that work.Earned Value ManagementA methodology that combines scope, schedule, and resource measurements to assess project performance and progress.EffortThe number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks.Enterprise Environmental FactorsConditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.Estimate at CompletionThe expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.Estimate to CompleteThe expected cost to finish all the remaining project work.Fast TrackingA schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.Finish-to-FinishA logical relationship in which a successor activity cannot finish until a predecessor activity has finished.Finish-to-StartA logical relationship in which a successor activity cannot start until a predecessor activity has finished.Forward PassA critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.Free FloatThe amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.Gantt ChartA bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, andactivity durations are shown as horizontal bars placed according to start and finish dates.Human Resource PlanA component of the project or program management plan that describes how the roles and responsibilities, reporting relationships, and staff management will be addressed and structured.LagThe amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.Late Finish DateIn the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints.Late Start DateIn the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints.LeadThe amount of time whereby a successor activity can be advanced with respect to a predecessor activity.Lessons LearnedThe knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performanceLevel of EffortAn activity that does not produce definitive end products and is measured by the passage of time. (Note: Level of effort is one of three earned value management [EVM] types of activities used to measure work performance.)Logical RelationshipA dependency between two activities, or between an activity and a milestone.MilestoneA significant point or event in a project, program, or portfolio.Most Likely DurationAn estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.OpportunityA risk that would have a positive effect on one or more project objectives.Optimistic DurationAn estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.Organizational Breakdown StructureA hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.Organizational Process AssetsPlans, processes, policies, procedures and knowledge bases specific to and used by the performing organization.Organizational Project Management MaturityThe level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.Parametric EstimatingAn estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.Path ConvergenceA relationship in which a schedule activity has more than one predecessor.Path DivergenceA relationship in which a schedule activity has more than one successor.Percent CompleteAn estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.Performing OrganizationAn enterprise whose personnel are the most directly involved in doing the work of the project or program.Pessimistic DurationAn estimate of the longest activity duration, which takes into account all of the known variables that could affect performance.Phase GateA review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program.Planned ValueThe authorized budget assigned to scheduled work.PortfolioProjects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.Portfolio BalancingThe process of optimizing the mix of portfolio components to further the strategic objectives of the organization.Portfolio ManagementThe centralized management of one or more portfolios to achieve strategic objectives.Precedence Diagramming MethodA technique used for constructing a schedule model in whichactivities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.Predecessor ActivityAn activity that logically comes before a dependent activity in a schedule.Preventive ActionAn intentional activity that ensures the future performance of the project work is aligned with the project management plan.Probability and Impact MatrixA grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.Procurement Management PlanA component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization.Product Life CycleThe series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.ProgramA group of related projects, subprograms and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually.Program ManagementThe application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.Program Management OfficeA management structure that standardizes the program-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.Progressive ElaborationThe iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.ProjectA temporary endeavor undertaken to create a unique product, service, or result.Project CalendarA calendar that identifies working days and shifts that are available for scheduled activities.Project CharterA document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.Project Life CycleThe series of phases that a project passes through from itsinitiation to its closure.Project ManagementThe application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.Project Management OfficeA management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.Project Management PlanThe document that describes how the project will be executed, monitored, and controlled.Project ManagerThe person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.Project PhaseA collection of logically related project activities that culminates in the completion of one or more deliverables.Project ScheduleAn output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.Project Schedule Network DiagramA graphical representation of the logical relationships among the project schedule activities.Project ScopeThe work performed to deliver a product, service, or result with the specified features and functions.Project Scope StatementThe description of the project scope, major deliverables, assumptions, and constraints.Quality Management PlanA component of the project or program management plan that describes how an organization's quality policies will be implemented.RequirementA condition or capability that is required to be present in a product, service, or result to satisfy a contract or other formally imposed specification.Requirements Management PlanA component of the project or program management plan that describes how requirements will be analyzed, documented and managed.Requirements Traceability MatrixA grid that links product requirements from their origin to the deliverables that satisfy them.Resource Breakdown StructureA hierarchical representation of resources by category and type.Resource CalendarA calendar that identifies the working days and shifts upon which each specific resource is available.Resource LevelingA technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.Responsibility Assignment MatrixA grid that shows the project resources assigned to each work package.RiskAn uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.Risk AcceptanceA risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.Risk AvoidanceA risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.Risk Breakdown StructureA hierarchical representation of risks that is organized according to risk categories.Risk CategoryA group of potential causes of risk.Risk Management PlanA component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.Risk MitigationA risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.Risk RegisterA document in which the results of risk analysis and risk response planning are recorded.Risk TransferenceA risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.Rolling Wave PlanningAn iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.Schedule BaselineThe approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.Schedule CompressionA technique used to shorten the schedule duration without reducing the project scope.Schedule Management PlanA component of the project or program management plan that establishes the activities for developing, monitoring, and controlling the project or program.Schedule ModelA representation of the plan for executing the project's activities including durations, dependencies and other planning information, used to produce a project schedule along with other scheduling artifacts.Schedule Model AnalysisA process used to investigate or analyze the output of the schedule model in order to optimize the scheduleSchedule Performance IndexA measure of schedule efficiency expressed as the ratio of earned value to planned value.Schedule VarianceA measure of schedule performance expressed as the difference between the earned value and the planned value.Scope BaselineThe approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison.Scope CreepThe uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.Scope Management PlanA component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified.S-Curve AnalysisAn earned value management technique used to indicate performance trends by using a graph that displays cumulative costs over aspecific time period.Secondary RiskA risk that arises as a direct result of implementing a risk response.SponsorA person or group who provides resources and support for the project, program, or portfolio, and is accountable for enabling success.Staffing Management PlanA component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.StakeholderAn individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.Start-to-FinishA logical relationship in which a successor activity cannot finish until a predecessor activity has started.Start-to-StartA logical relationship in which a successor activity cannot start until a predecessor activity has started.Successor ActivityA dependent activity that logically comes after another activity in a schedule.Summary ActivityA group of related schedule activities aggregated and displayed as a single activity.ThreatA risk that would have a negative effect on one or more project objectives.Three-Point EstimateA technique used to estimate cost or duration by applying an average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.To-Complete Performance IndexA measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget.Total FloatThe amount of time that a schedule activity can be delayed or extended from its early start date without delaying the projectfinish date or violating a schedule constraint.Trigger ConditionAn event or situation that indicates that a risk is about to occur.Variance AnalysisA technique for determining the cause and degree of difference between the baseline and actual performance.Variance at CompletionA projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion.WBS DictionaryA document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.What-If Scenario AnalysisThe process of evaluating scenarios in order to predict their effect on project objectives.Work Breakdown StructureA hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.Work PackageThe work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed.WorkaroundA response to a threat that has occurred, for which a prior response had not been planned or was not effective.。

PMP项目管理术语定义及解析大全RACI 矩阵RACI Chart: 责任分配矩阵的一种常见类型，使用执行、负责、咨询和知情等词语来定义相关方在项目活动中的参与状态。

SWOT 分析SWOT Analysis: 对一个组织、项目或备选方案的优势、劣势、机会和威胁的分析。

WBS词典WBS Dictionary: 针对工作分解结构中的每个组件，详细描述可交付成果、活动和进度信息的文件。

报价邀请书Request for Quotation (RFQ): 采购文件的一种，用来向潜在卖方征求对通用或标准产品或服务的报价。

有时可用来代替建议邀请书。

在某些应用领域，其含义可能更狭窄或更具体。

备选方案分析Alternative Analysis:一种对已识别的可选方案进行评估的技术，用来决定选择哪种方案或使用何种方法来执行项目工作。

变更Change:对任何正式受控的可交付成果、项目管理计划组成部分或项目文件的修改。

变更管理计划Change Management Plan: 项目管理计划的一个组成部分，用以建立变更控制委员会，记录其具体权限，并说明如何实施变更控制系统。

变更控制Change Control: 一个过程，用来识别、记录、批准或否决对项目文件、可交付成果或基准的修改。

变更控制工具Change Control Tools: 辅助变更管理和（或）配置管理的手动或自动的工具。

这套工具至少能够支持变更控制委员会的活动。

变更控制委员会Change Control Board (CCB):一个正式组成的团体，负责审议、评价、批准、推迟或否决项目变更，以及记录和传达变更处理决定。

变更控制系统Change Control System: 一套程序，描述了如何管理和控制针对项目可交付成果和文档的修改。

变更请求Change Request: 关于修改文档、可交付成果或基准的正式提议。

变更日志Change Log: 项目过程中所做变更及其当前状态的综合清单。

项目管理讲义第一章概论引言在当今社会的各个领域里，项目管理作为一种科学的管理方法已被广泛应用，但究其具体和准确的定义，可谓仁者见仁，智者见智，有关项目管理的书籍对其解释也不尽相同，可以说至今仍无一个明确的、具体的、唯一的定义。

同时，社会的不断发展和科学技术的不断进步，项目管理的应用范围仍在不断的扩大，因而，这就给项目管理不断地注入了新的内涵。

为此，全面、准确、深刻的理解项目管理的内涵与外延，对了解和掌握项目管理这一科学方法并在实践中充分发挥其作用就具有十分重要的意义。

1.1项目的基本概念“项目”一词的应用十分广泛，在不同的语言和环境里，它具有不同的含义。

例如：在辞海里：在特定目标下的一组任务或活动。

在词典里：事先划分的类别。

在新华字典里：是一件事情或一项任务。

在现代汉语词库里：泛指一些有计划地工程或工作。

在英语里：A project is a finite endeavor (having specific start and completion dates) undertaken to create a unique product or service which brings about beneficial change or added value.此外，一些学术组织鉴于项目在其工作环境所担负的作用，还赋予了它不同的含义。

如：（1）ISO10006定义项目为：具有独特的过程，有开始和结束日期，由一系列相互协调和受控的活动组成，过程的实施是为了达到规定的目标，包括满足时间、费用和资源的约束条件。

（2）世界银行将其定义为同一性质的投资，或同一部门内一系列有关的投资。

（3）美国项目管理协会PMI将项目定义为一个有开始和结束时间的任务，它需要使用一种或多种资源，具有许多为完成该任务所必需完成的互相联系、互相依赖的活动。

（4）现代管理学认为，项目是在一定时间内，为了达到特定的目标而调集到一起的资源组合，是为了取得特定的成果而开展的一系列活动。

1.Coercive power (强制性权利) 这种权利伴随着惩罚团队成员的权利而产生。

强制性权利也称为“惩罚权利”。

强制性权利是指当项目团队成员惧怕项目经理的情况。

2.Collective bargaining agreement(劳资协议) 这是由雇员组、工会或者其他员工组织发起的合同性的协议。

劳资协议可以起到对项目的约束作用。

munication channel formula (沟通渠道公式) 预测项目内部的沟通渠道数目的公式。

这个公式是N(N-1)/2,这里N代表干系人的数目。

munications management plan (沟通管理计划) 这是对项目干系人沟通需要进行组织和记录的计划。

这个计划包括沟通系统、文档、沟通流程、沟通形式、沟通安排、信息反馈以及任何其他项目干系人的沟通需求。

promising(妥协折中)这是一种冲突解决方案，它需要双方都做出一些让步。

最终的决定是冲突双方意见的综合。

由于任何一方都没有完全的获胜，所以这是一个双输的解决方案。

6.Configuration management(配置管理)控制产品或者服务的属性的活动。

配置管理是一个控制任何产品或者服务的特性、属性和技术配置的文档化的过程。

有时会采用严格的变更控制系统（ccs）.7.Constrained optimization method (约束最优化方法)这是一些复杂的数学公式与算法，用来预测项目的成功、项目的变化、符合项目选定投资的趋势。

例子包括线性编程、整数算法以及多目标编程。

8.Consultative decision-making process(协商的决策过程)项目团队和项目经理会谈并一起得到几个可行的解决方案。

然后项目经理可以采用提议的解决方案，并根据对项目最好的原则做出决策。

9.Contingency plan(应急计划)这是一个预先制定的决策，当项目出错时执行。

10.Contingency reserve（应急储备）应急储备是指分配给项目应对项目风险事件的时间或者金钱储备。

项目管理术语中英文对照2011—03—18 13:55:12ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity—On—Arrow 双代号网络图AON Activity—On—Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate （or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish—to—Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish—to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al）Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start—to—Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start—to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差,或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。