Project Management

项目管理pmp项目管理（Project Management，简称PM）是指通过规划、组织、领导和控制资源，以达成特定目标的临时性工作过程。

它在各个行业和领域得到广泛应用，并成为组织实现其战略目标的关键工具之一。

项目管理专业人士通常通过获得项目管理专业资格认证（Project Management Professional，简称PMP）来证明其在该领域的专业能力。

PMP是由国际项目管理协会（Project Management Institute，简称PMI）所设立的专业认证。

获得PMP认证的项目经理被广泛认可为具备管理和领导项目的专业技能和知识。

PMP认证考试是世界范围内最具权威性的项目管理资格认证之一。

通过PMP认证，可以增加项目管理者的职业竞争力，提升项目管理工作的专业水准。

PMP认证考试主要基于项目管理知识体系，该体系由PMI发布的《项目管理知识体系指南》（Project Management Body of Knowledge，简称PMBOK）进行指导。

PMBOK大纲涵盖了项目管理的五个过程组，十个知识领域和四个项目管理领域。

考生需要了解这些内容，并根据自己的实践经验进行复习。

PMP认证考试难度较高，需要考生具备丰富的项目管理实践经验，并且通过考试来证明自己具备项目管理的专业知识和技能。

考试内容包括项目整合管理、范围管理、时间管理、成本管理、质量管理、资源管理、沟通管理、风险管理、采购管理和相关方人事管理等知识领域。

为了帮助考生更好地备考和应对考试，PMI提供了丰富的培训和准备资源，包括官方教材、模拟试题和培训课程等。

考生可以根据自己的需求选择适合自己的学习方式和资料，提高自己的备考效果。

项目管理作为一门独立的学科和职业，不仅仅在企业中得到广泛应用，也逐渐走入了学术界。

越来越多的大学开始开设项目管理相关的课程和专业，以培养更多的专业人才。

项目管理不仅需要理论知识，还需要实践经验和良好的沟通、领导和决策能力。

第1篇Introduction:Project management is a critical skill for engineers, as it enables them to successfully lead and deliver projects on time, within budget, and with high-quality outcomes. This book aims to provide a comprehensive guide to project management for engineers, covering essential concepts, methodologies, and tools. Whether you are a beginner or an experienced project manager, this book will help you enhance your skills and knowledge to excel in your projects.Chapter 1: Understanding Project Management1.1 Definition and Importance of Project Management1.2 Key Components of a Project1.3 Project Lifecycle and Phases1.4 Roles and Responsibilities in Project ManagementChapter 2: Project Planning2.1 Project Initiation2.2 Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Schedule Development2.5 Resource Allocation2.6 Budget Estimation2.7 Risk ManagementChapter 3: Project Execution3.1 Team Management3.2 Communication and Collaboration3.3 Change Management3.4 Quality Management3.5 Progress Monitoring and ControlChapter 4: Project Monitoring and Control4.1 Key Performance Indicators (KPIs)4.2 Earned Value Management (EVM)4.3 Variance Analysis4.4 Corrective Actions4.5 Lessons LearnedChapter 5: Project Closure5.1 Completion of Deliverables5.2 Finalization of Contracts5.3 Project Handover5.4 Evaluation of the ProjectChapter 6: Agile Project Management6.1 Agile Methodologies6.2 Scrum and Kanban6.3 Iterative and Incremental Development6.4 Agile Tools and TechniquesChapter 7: Project Management Tools and Techniques 7.1 Gantt Charts7.2 Critical Path Method (CPM)7.3 PERT (Program Evaluation and Review Technique)7.4 Risk Management Tools7.5 Quality Management ToolsChapter 8: Soft Skills in Project Management8.1 Leadership and Communication8.2 Team Building and Conflict Resolution8.3 Time Management8.4 Problem-Solving and Decision-MakingChapter 9: Case Studies and Best Practices9.1 Real-World Project Management Examples9.2 Best Practices in Project Management9.3 Lessons Learned from Successful ProjectsChapter 10: Continuous Improvement and Professional Development10.1 Continuous Improvement Techniques10.2 Continuous Learning and Professional Development10.3 Certifications and AccreditationsConclusion:Effective project management is essential for engineers to ensure successful project delivery. This book provides a comprehensive guide to project management, covering key concepts, methodologies, and tools. By following the principles and practices outlined in this book, engineers can enhance their project management skills and contribute to the success of their projects. Remember, project management is a continuous learning process, and staying updated with the latest trends and techniques will help you excel in your career.Note: This outline provides a structure for a comprehensive book on engineering project management. Each chapter can be expanded into adetailed section, containing relevant examples, case studies, and practical exercises. The book can also include additional chapters on specific topics such as stakeholder management, sustainability inproject management, and international project management.第2篇IntroductionEngineering projects are complex endeavors that require meticulous planning, execution, and control. Effective project management iscrucial to the success of any engineering project, ensuring that it is completed on time, within budget, and meets the required specifications. This book serves as a comprehensive guide to engineering project management, providing readers with the knowledge and tools necessary to navigate the challenges of managing engineering projects successfully.Chapter 1: The Basics of Engineering Project ManagementThis chapter introduces the fundamental concepts of engineering project management. It defines what a project is, the importance of project management, and the key components of a project. Readers will learn about the project life cycle, the roles and responsibilities of project managers, and the importance of stakeholder management.1.1 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, and is typically characterized by specific objectives, constraints, and resources.1.2 The Importance of Project ManagementEffective project management ensures that projects are completed successfully. It helps in:- Reducing risks and uncertainties- Optimizing resource allocation- Enhancing communication and collaboration- Improving project performance- Ensuring customer satisfaction1.3 Key Components of a ProjectA project consists of several key components, including:- Objectives: The desired outcome of the project- Scope: The work that needs to be done to achieve the objectives- Resources: The people, equipment, and materials required to complete the project- Schedule: The timeline for completing the project activities- Budget: The financial resources allocated to the projectChapter 2: The Project Life CycleThe project life cycle is a framework that outlines the stages through which a project progresses. This chapter discusses the five stages of the project life cycle: initiation, planning, execution, monitoring and controlling, and closing.2.1 InitiationThe initiation stage involves identifying and defining the project. This includes:- Conducting feasibility studies- Identifying stakeholders- Establishing project objectives- Developing a project charter2.2 PlanningThe planning stage involves developing a detailed project plan. This includes:- Defining project scope- Identifying project activities- Sequencing activities- Estimating resources and durations- Developing a project schedule- Identifying risks and developing mitigation strategies2.3 ExecutionThe execution stage involves carrying out the project plan. This includes:- Assigning resources- Managing stakeholders- Controlling project activities- Implementing risk mitigation strategies2.4 Monitoring and ControllingThe monitoring and controlling stage involves tracking the project's progress and making adjustments as necessary. This includes:- Collecting project performance data- Comparing actual performance against the plan- Taking corrective actions- Managing changes to the project scope2.5 ClosingThe closing stage involves completing the project and transitioning the deliverables to the customer or owner. This includes:- Conducting a project review- Documenting lessons learned- Closing contracts and agreements- Celebrating the project's successChapter 3: Project Management Tools and TechniquesThis chapter discusses the various tools and techniques used in engineering project management. These tools and techniques help in planning, executing, and controlling projects effectively.3.1 Project Management SoftwareProject management software is a valuable tool that helps in managing projects efficiently. Some popular project management software tools include:- Microsoft Project- Primavera P6- Asana- Trello3.2 Agile Project ManagementAgile project management is an iterative and incremental approach to managing projects. It focuses on flexibility, adaptability, and collaboration. Agile techniques include:- Scrum- Kanban- Lean3.3 Risk Management TechniquesRisk management is a critical aspect of project management. This chapter discusses various risk management techniques, such as:- Risk identification- Risk analysis- Risk mitigation- Risk monitoringChapter 4: Stakeholder ManagementEffective stakeholder management is essential for the success of any project. This chapter discusses the importance of stakeholder management and provides strategies for engaging and communicating with stakeholders.4.1 Identifying StakeholdersIdentifying stakeholders is the first step in stakeholder management. Stakeholders can be internal (e.g., team members, project managers) or external (e.g., customers, vendors, regulatory agencies).4.2 Engaging StakeholdersEngaging stakeholders involves understanding their needs, concerns, and expectations. This can be achieved through:- Regular communication- Stakeholder meetings- Surveys and feedback4.3 Managing Stakeholder ExpectationsManaging stakeholder expectations is crucial for maintaining project momentum. This involves:- Setting realistic goals- Communicating effectively- Being transparent about project progressChapter 5: Leadership and Team ManagementLeadership and team management are critical skills for project managers. This chapter discusses the importance of leadership and provides strategies for building and managing effective project teams.5.1 Leadership SkillsLeadership skills include:- Communication- Decision-making- Conflict resolution- Motivation5.2 Team ManagementTeam management involves:- Assigning roles and responsibilities- Fostering collaboration- Encouraging continuous improvement- Addressing team conflictsConclusionEffective project management is essential for the success of engineering projects. This book has provided a comprehensive guide to engineering project management, covering the basics, the project life cycle, tools and techniques, stakeholder management, and leadership and team management. By applying the knowledge and skills gained from this book, readers will be well-equipped to manage engineering projects successfully and deliver high-quality results.AppendicesThe appendices of this book provide additional resources and references for further reading. These include:- Glossary of project management terms- Templates for project management documents- Case studies of successful engineering projects- Links to online resources and training programsReferences[References to relevant books, articles, and websites on engineering project management]---This outline provides a framework for a comprehensive guide to engineering project management. The actual book would need to be expanded with detailed content, examples, and case studies to meet the 2500-word requirement.第3篇Introduction:Project management is a critical skill required in the field of engineering. Whether you are a project manager, team leader, or simply an engineer, understanding the principles and techniques of effective project management can greatly enhance your ability to deliver successful projects. This book aims to provide a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools that will help you navigate the complexities of managing engineering projects.Chapter 1: Introduction to Project Management1.1 Definition and Importance of Project Management1.2 Project Management Processes1.3 Project Management Knowledge Areas1.4 Project Management FrameworksChapter 2: Project Planning2.1 Project Initiation2.2 Project Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Project Schedule2.5 Resource Planning2.6 Risk Management Plan2.7 Quality Management Plan2.8 Communication Management Plan2.9 Procurement Management PlanChapter 3: Project Execution3.1 Project Team Management3.2 Project Monitoring and Control3.3 Change Management3.4 Conflict Resolution3.5 Project Documentation3.6 Stakeholder Engagement3.7 Project Status ReportingChapter 4: Project Monitoring and Control 4.1 Monitoring Project Progress4.2 Performance Measurement4.3 Variance Analysis4.4 Corrective Actions4.5 Project CloseoutChapter 5: Quality Management5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control5.4 Continuous ImprovementChapter 6: Risk Management6.1 Risk Identification6.2 Risk Analysis6.3 Risk Response Planning6.4 Risk Monitoring and ControllingChapter 7: Communication Management7.1 Communication Planning7.2 Communication Channels7.3 Communication Techniques7.4 Conflict ManagementChapter 8: Project Procurement Management8.1 Procurement Planning8.2 Solicitation Process8.3 Contract Management8.4 Contract TerminationChapter 9: Project Leadership and Team Management 9.1 Leadership Styles9.2 Team Building9.3 Conflict Resolution9.4 Motivation and IncentivesChapter 10: Project Management Tools and Techniques10.1 Project Management Software10.2 Critical Path Method (CPM)10.3 Program Evaluation and Review Technique (PERT)10.4 Agile Project Management10.5 Six SigmaChapter 11: Case Studies and Best Practices11.1 Case Study 1: Construction Project11.2 Case Study 2: Software Development Project11.3 Best Practices in Engineering Project ManagementConclusion:Effective project management is essential in the field of engineering to ensure successful project delivery. This book provides a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools. By following the principles and techniques outlined in this book, you will be better equipped to manage engineering projects efficiently and effectively, delivering high-quality outcomes within the constraints of time, budget, and resources.Note: This outline is a brief summary of the content that can be expanded into a full-length book. Each chapter can be further elaborated upon, providing detailed explanations, real-world examples, andpractical guidance for engineering project management.。

项目管理知识英语作文Title: Project Management Knowledge: Key Concepts and Applications。

Project management is a critical discipline that encompasses various principles, methodologies, and tools to effectively plan, execute, and control projects. In this essay, we will delve into key project management knowledge areas, their significance, and their application in real-world scenarios.1. Project Initiation: The initiation phase marks the beginning of a project, where its feasibility and alignment with organizational objectives are assessed. It involves defining the project scope, objectives, and stakeholders' expectations. This phase sets the foundation for the entire project lifecycle.2. Project Planning: Planning is a comprehensive process that involves defining project activities,resources, timelines, and risks. It encompasses creating a detailed project plan, work breakdown structure (WBS), and allocating resources efficiently. Effective planningensures clarity of objectives and minimizes uncertainties during project execution.3. Scope Management: Scope management involves defining, controlling, and managing project scope to ensure that all required work is included and unnecessary work is excluded. It includes processes such as scope identification, scope verification, and scope control to prevent scope creep and ensure project deliverables meet stakeholders' expectations.4. Time Management: Time management focuses on scheduling project activities, estimating activity durations, and developing project timelines. Techniquessuch as critical path method (CPM) and program evaluation and review technique (PERT) are employed to identifycritical tasks and optimize project schedules. Effective time management is crucial for meeting project deadlinesand ensuring timely delivery.5. Cost Management: Cost management involves estimating, budgeting, and controlling project costs throughout the project lifecycle. It includes processes such as cost estimation, cost budgeting, and cost control to ensure that the project remains within budget constraints. Effectivecost management is essential for maximizing project value and minimizing financial risks.6. Quality Management: Quality management aims toensure that project deliverables meet stakeholders' quality requirements and expectations. It includes processes suchas quality planning, quality assurance, and quality control to identify and address quality issues proactively. Emphasizing quality management enhances customersatisfaction and project success.7. Risk Management: Risk management involvesidentifying, assessing, and mitigating project risks to minimize their impact on project objectives. It includes processes such as risk identification, risk analysis, and risk response planning to anticipate and address potential threats and opportunities. Effective risk managementenhances project resilience and enables proactive decision-making.8. Communication Management: Communication management focuses on establishing effective communication channelsand disseminating project information to stakeholders. It includes processes such as communication planning, distribution, and performance reporting to ensure timelyand accurate communication. Effective communication management fosters collaboration, reduces misunderstandings, and enhances project transparency.9. Procurement Management: Procurement management deals with acquiring goods and services from external vendors to meet project requirements. It includes processes such as procurement planning, solicitation, and contract management to ensure that procurement activities are conducted efficiently and in compliance with relevant regulations. Effective procurement management minimizes procurementrisks and maximizes value for the project.10. Stakeholder Management: Stakeholder managementinvolves identifying, analyzing, and engaging stakeholders throughout the project lifecycle. It includes processes such as stakeholder identification, stakeholder analysis, and stakeholder engagement to address their needs and expectations effectively. Effective stakeholder management enhances project support, reduces conflicts, and promotes project success.In conclusion, project management knowledge encompasses various interconnected areas that are essential for successful project execution. By understanding and applying these key concepts, project managers can effectively navigate complexities, mitigate risks, and deliver value to stakeholders. Embracing a systematic and disciplined approach to project management is crucial for achieving project objectives and driving organizational success.。

工程管理英文作文1. Project management is all about ensuring that a project is completed on time, within budget, and to the required standard. It involves planning, organizing, and controlling resources to achieve specific goals and objectives. Effective project management requires a range of skills, including leadership, communication, problem-solving, and decision-making.2. One of the key challenges in project management is managing risk. Risks can arise from a range of sources, including changes in scope, budget, or schedule, as well as external factors like market conditions or political instability. To manage risk effectively, project managers need to identify potential risks, assess their likelihood and impact, and develop strategies to mitigate or avoid them.3. Another important aspect of project management is stakeholder management. Projects involve a range ofstakeholders, including customers, suppliers, team members, and other interested parties. Effective stakeholder management involves identifying and engaging with stakeholders, understanding their needs and expectations, and communicating with them throughout the project lifecycle.4. Project management also involves managing resources effectively. This includes managing budgets, schedules, and personnel, as well as ensuring that the project has the necessary equipment, materials, and infrastructure to succeed. Effective resource management requires careful planning, monitoring, and control to ensure that resources are used efficiently and effectively.5. Finally, project management involves continuous improvement. Projects are complex and dynamic, and there is always room for improvement. Project managers need to be constantly evaluating their performance, identifying areas for improvement, and implementing changes to improveproject outcomes. This requires a commitment to learningand development, as well as a willingness to adapt to changing circumstances.。

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

第24 章项目管理英语知识项目管理英语词汇考点梳理常用的项目管理英语词汇Projects ——项目。

PMBOK ——Project Management Body Of Knowledge ，项目管理知识系统。

Operations ——运作。

Process ——过程。

Activity——活动。

Activity Description ——活动描绘。

Activity Definition ——活动定义。

Activity Description ——活动描绘/说明。

Activity List ——活动清单。

Phases ——-阶段。

Approve ——允许。

Product Life Cycle ——产品生命周期。

PMO ——Project Management Office ，项目管理办公室。

Project Charter ——项目章程。

Project Manager ——项目经理。

Project Sponsor ——项目倡始人。

Project Stakeholder ——项目关连人。

Project Management Plan ——项目管理计划。

Project Team ——项目团队。

Functional Organization ——职能组织。

Matrix Organization ——矩阵型组织。

Project Organization ——项目型组织。

PMIS ——-Project Management Information System，项目管理信息系统。

Project Management Process Group ——项目管理过程组。

Initiating Process ——- 启动过程组。

Planning Process ——- 计划过程组。

Executing Process ——履行过程组。

Controlling Process ——控制过程组。

Closing Process ——扫尾过程组。

Project Location 项目地点Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP"?) 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Manual 项目手册Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Oriented 以项目为导向的Project Output 项目输出Project Performance 项目绩效Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures 项目流程Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status 项目状态Project Status Report 项目状态报告Project Strategy 项目策略Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team 项目团队Project Team Members 项目团队成员Project Teamwork 项目团队协作Project Technical Plan 团队技术计划Project Termination 项目终止Project Time Frame 项目时间框架Project Time Management 项目时间管理Project Users 项目用户Project Valuation 项目估价Project Visibility 项目可见性Project Vision 项目远景Project Vision Statement 项目远景说明书Project Web Site 项目网站Project/Program Methodology 项目方法论Project-Based Management 基于项目的管理Enterprise Project ManagementProjectized 项目化Projectized Organization 项目型组织Proposal 建议书Proposal Form 建议书格式Proposal Project Plan 建议书项目计划Proprietary Information 所有者信息产权信息Prorated Cost 比例成本Prospectus 计划书说明书Protection 保护Prototype 原型Prototype Model 原型模型Prototype, software 软件原型Prototyping 原型制作Provisional Sum 补贴总额补助金PRTProduct Realization TeamPSPlanned Start DatePSAProfessional Services Agreement PSOProgram Support OfficePSPProfessional Services ProviderPublic 公众Public Relations 公共关系Public Sources 公共资源Public Speaking 公众演讲技巧Publications 出版物Published Model [MOF] 已发布的模型Punch List 剩余工作清单Punishment of the Innocent 无辜受罚Purchase 购买采购Purchase Order 采购订单Purchasing 采购Purchasing Strategy 采购策略Pure Risk 纯风险Insurable RiskPurpose 意图PVPrice VariancePVWAPlanned value for Work Accomplished PVWSPlanned value for Work Scheduled QAQuality AssuranceQCQuality ControlQualification 合格证明Qualifications: Contractor 承包商资格证明Qualified Product 合格产品Qualified Product List ("OPL") 合格产品清单Qualitative 定性的Qualitative Risk Analysis 定性风险分析Quality 质量Quality Assurance 质量保证质量保证部门Quality Assurance Plan 质量保证计划Quality Assurance Policy 质量保证方针Quality Assurance Program 质量保证程序Quality Assurance Representative ("OAR") 质量保证代表Quality Assurance) ("QA") 质量保证Quality Conformance 质量合格Quality Control ("QC") 质量控制质量控制部门Quality Criteria 质量准则Quality Evaluation Methods 质量评估方法Quality File 质量文件Quality Function Deployment 质量功能部署Quality Grade 质量等级Quality Guide 质量指南Quality Improvement 质量改进Quality Improvement Program 质量改进计划Quality Inspection 质量检查Quality Inspection Procedures 质量检查程序Quality Loop; Quality Spiral 质量环质量螺旋线Quality Management 质量管理Quality Management Function 质量管理职能Quality Planning 质量计划编制Quality Policy 质量方针Quality Process Review 质量过程评审Quality Program Requirement 质量计划需求Quality Review 质量评审Quality Standards 质量标准Quality Surveillance 质量监督Quality System 质量体系Quality System Review 质量体系评审Quantitative 定量的Quantity Take-Off 工料估算Quantum 定额Queue 排队等待Quick Reaction Capability 快速反应能力RAMResponsibility/Accountability MatrixResponsibility Assignment MatrixRAMPRisk Analysis and Management for Projects Random Observation 随机抽样观察Random Sample 随机抽样Range 范围Rank 等级Ranked Positional Weight Method ("RPWM") 重要位置排序法Ranking 排序Rapid Implementation 快速实施Fast TrackingRationale 原理说明RBSResource Breakdown StructureRDBMSRelational DataBase Management System Readiness Assessment 准备情况评估Real Property 地产房地产Real Time 实时Real World 现实世界Realization 实现Re-baseline 重定基线Rebaselining 重定基线Re_BaseliningRe-baselining 重定基线Recognized Profession 公认职业Recommend 推荐(动词) 建议Recommendation 推荐(名词) 建议Reconditioned 再修复Record 记录Record Drawings 图纸记录Record Retention 记录保留Recording Facts 记录事实Records 记录Records Management 记录管理Recruitment, Selection and Job Placement 招聘挑选和工作安排Recurring Costs 复发性费用Recurring Task 复发性任务周期性任务Reduced Inspection 精简检查Reduction in Force 缩编Redundancy 冗余多余人员Reengineering 重组再设计Reference Group 咨询小组Referent Power 威望权力Refinement, Schedule Refinement 改善进度改善Regression Analysis 回归分析Regulations 规则Regulatory 调整Regulatory Personnel 纪检人员Reimbursable Expenditure 可退还经费Reinforcement Theory 强化理论Rejected 被拒绝Rejection Number 遭拒底数Related Base 关联基Relationship 关系Relationship Float 关系浮动时间Release 发布发布版本Release Claims 发布声明Release Manager 发布经理Reliability 可靠性Reliability Assurance 可靠性保证Remaining Available Resource 剩余可用资源Remaining Duration 剩余工期Remaining Float ("RF") 剩余浮动时间Re-measurement 再测量Repetitive Work Sequence 重复工作系列Replacement Theory 替代理论重置理论Replacement value重置价值Replan 再计划Replanning 再次制定计划Report 汇报报告Report Specification File 报告规范文件Reporting 报告编写报告Reporting by Responsibility 根据职责汇报Repository 储存库Re-profiling 重新规划Reprogramming 重新计划Reputation 名誉Request for Appropriation ("RFA") 经费申请Capital Appropriation RequestRequest for Change ("RFC") 变更申请Request for Information 信息申请Request for Proposal 建议书邀请函征求建议书Request for Proposals 建议书邀请函征求建议书Request for Quotation 报价邀请函Request for Quotations 报价邀请函Requirement 需求Requirement Attribute 需求特征Requirement Specification 需求规范Requirement Type 需求类型Requirements 需求Requirements Definition 需求定义Requirements Flowdown 需求分解Requirements Management 需求管理Requirements of Society 社会需求Requirements Traceability 需求的可追溯性Requirements Traceability Matrix 需求的追溯模型Requirements Tracing 需求跟踪Requirements Workflow 需求工作流Reschedule 重定进度Rescheduling 重定进度Research 研究Research and Development 研究和开发Reserve 储备金Reserve For Scope Changes 范围变更储备金Residential Construction 民用建筑住宅建设Residual Risks 剩余风险Residual value残值Residue File 剩余资源文件Resolution 解决Resource 资源Resource Accumulation 资源累计Resource Aggregation 资源总和Resource Allocation 资源分配Resource Allocation Process 资源分配过程Resource Analysis 资源分析Resource Assignment 资源分配Resource Availability 资源可用性Resource Availability Date 资源可用日期Resource Availability Pool 资源可用库Resource Breakdown Structure ("RBS") 资源分解结构Resource Calendar 资源日历Resource Category 资源目录Resource Code 资源代码Resource Constraint 资源制约条件(约束) Resource De script ion 资源描述Resource Driven Task Durations 资源驱动的任务工期Resource Effort 资源工作量Resource Group 资源工作组Resource Histogram 资源柱状图Resource Identification 资源鉴别Resource Level 资源水平Resource Leveling 资源平衡Resource AllocationResource Limited Scheduling 资源受限的进度规划Resource LevelingResource List 资源清单Resource Management 资源管理Resource Needs 资源需求Resource Offset 资源偏移量资源互补Resource Optimization 资源优化Resource Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM ) Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次) Result 结果Results 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revamp 改进Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间Remaining FloatRFA 经费申请Request for Appropriation RFC 变更申请Request for ChangeRFP 建议书邀请函Request for ProposalRFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理( RAMP )Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 风险评估Risk Assessment Tables 风险评估表Risk Assumption 风险假设条件Risk Avoidance 风险回避Risk Brainstorming 风险头脑风暴Risk Custodian 风险监督人Risk Data Applications 风险数据应用Risk Deflection 风险转移Risk Diary 风险日志Risk Evaluation 风险评价Risk Event 风险事件Risk Event Status 风险事件状态Risk Factor 风险因素Risk Identification 风险识别Risk Management 风险管理Risk Management Budget ("RMB")风险管理预算( RMB )Risk Management Plan 风险管理计划Risk Matrix 风险矩阵Risk Mitigation 风险减轻Risk Mitigation Strategy 风险减轻战略Risk Prioritizing 风险排序Risk Probability 风险概率Risk Process Manager 风险过程经理Risk Quantification 风险量化Risk Ranking 风险分级Risk Reduction 风险降低Risk Response 风险响应Risk Response Control 风险响应控制Risk Response Development 风险响应计划制定Risk Response Plan 风险响应计划Risk Response Planning 风险响应计划编制Risk Response System 风险响应系统Risk Review 风险评审Risk Sharing 风险共担Risk Transfer 风险转移Risk Treatment 风险处理Risk value风险值Risk, close-down report 风险结束报告Risk, process plan 风险过程计划Risk, project risk 风险项目风险Risks 风险Role 角色workerRoles 角色Roll Up 总成Rolling Wave 滚动计划Rolling Wave Concept 滚动计划概念Rolling Wave Planning 滚动计划规划Rough Order of Magnitude Estimate ("ROM") 粗数量级估计( ROM ) Royalties 特许使用费版税Rubber Baselining 橡皮基线Rule of Thumb 经验法则Rules 规则Rules of Evidence 证据规则Run Time 运行时间Runaway Project 失控项目S Curve S 曲线S Curve Tracking S 曲线跟踪Safety 安全措施Safety Plan 安全计划Salary Administration 薪酬管理Sales 销售Salvage 残值Sample 样品Sample Plan, Multiple 多次抽样计划Sample Size 抽样规模Sample Unit 抽样单元Sample, Representative 典型抽样Sampling 抽样Sampling Frequency ("f") 抽样频率Sampling Plan 抽样计划Sampling Plan, double 二次抽样计划Sampling Plan, multi-level 多层次抽样计划Sampling Plan, sequential 顺序抽样计划Sampling Plan, single 单次抽样计划Sampling Plan, single-level 单层次抽样计划Sampling, biased 有歧视性抽样Subsequent Application Review Satisfaction 满意SCScheduled CostScanning 扫描式检查Scenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleSchedule Analysis 进度分析Network AnalysisSchedule Compression 进度压缩Duration Compression Schedule Control 进度控制Schedule Dates 进度日期Schedule Development 进度安排Schedule Management 进度管理Schedule Performance Index ("SPI") 进度绩效指数Schedule Refinement 进度调整Schedule Revision 进度修正Schedule Risk 进度风险Schedule Status 进度状态Scope ReportingSchedule Update 进度更新Schedule Variance ("SV") 进度偏差("SV") Schedule Work Unit 进度工作单元Scheduled Cost ("SC") 计划成本Scheduled Cost of Work 工作的计划成本Budgeted Cost of Work ScheduledScheduled Finish ("SF") 计划完成点("SF") Scheduled Finish Date ("SF") 计划完成日期("SF") Scheduled Network 时间表/进度网络图Scheduled Performance Indicator ("SPI") 进度绩效指数Scheduled Performance Ratio ("SPR") 进度绩效比Scheduled Performance IndicatorScheduled Start ("SS") 计划开始点Scheduled Start Date ("SSD") 计划开始日期Scheduling 进度安排Scheduling Techniques 进度安排技巧Scientific Wild Anatomical Guess ("SWAG") 科学粗略剖析性猜测Scope 范围Scope Allowance 范围允许量Scope Baseline 范围基线另BaselineScope Baseline Approval 范围基线核准Scope Boundaries 范围边界Scope Change 范围变更Scope Change Control 范围变更控制Scope Changes 范围变更Scope Constraints 范围约束Scope Cost 范围成本Scope Creep 范围蔓延Scope Criteria 范围标准Scope Definition 范围定义Scope De script ion 范围描述Scope Interfaces 范围界面Scope Management 范围管理Scope of Work 工作范围Scope Performance/Quality 范围性能/质量Scope Quality 范围质量Scope Reporting 范围报告Scope Risk 范围风险Scope Risk Limits 范围风险限度Scope Schedule 范围进度Scope Statement 范围说明Scope Verification 范围验证范围确认Score 评分Scoring a Project's Contribution 项目贡献评分Scoring Plan 评分计划SCR 系统概念评审System Concept Review Scrap 废料Screening 筛选法Screening Inspection 筛选检查SDL 软件开发库Software Development Library SDR 系统设计评审System Design ReviewSDWT 自我指导工作团队Self Directed Work TeamsSealed Bidding 封标Second Source 第二货源Secondary Float ("SF") 次要浮动时间Secondary Risk 次级风险Secondary Risks 次级风险Secondment Matrix 借调矩阵型Sector 部分扇区Sectors 部门Security 安全Security Acceptance Letter 安全许可证/函Security Plan 安全计划Segment 部分Selection 选择Self Directed Work Teams ("SDWT") 自我指导工作团队Self-Inspection 自检Self-Insurance 自我保险Seller 卖方Seller's Market 卖方市场Selling 销售Semantics 语义学Semi-Time-Scaled Logic Drawing 半时标逻辑图Senior Technical 高级技术人员Senior User 高级用户Sensitivity 敏感性Sensitivity Analysis 敏感性分析Sequence 序列Service and Support Personnel 服务和支持人员Service Contract 服务合同Service Liability 服务责任Product LiabilityServices 服务Setup 安装SFLevel Finish/ScheduleScheduled FinishSecondary FloatScheduled Finish DateShall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Short Term PlanShould-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Field ClarificationSite Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction Capability Slack 时差浮动时间。