项目管理系统英文术语

1、英文术语汉语翻译Accept验收Acceptance验收Acceptance Criteria验收标准Acquire Project Team Process获取工程团队Activity活动Activity AttributesOutput/I nput活动属性Activity Code活动编码Activity Definition Process活动定义Activity Description( AD)活动描述Activity Durati on活动历时Activity Durati on Estimati ng Process活动历时估算Activity Ide ntifier活动标识符A

2、ctivity ListOutput/I nput活动列表Activity-on-Arrow( AOA)AOA、双代号法Activity-on-Node(AON )AON、单代号法Activity Resource Estimati ng Process活动资源估算Activity Seque ncing Process活动排序Actual Cost ( AC)实际本钱Actual Cost of Work Performed(ACW) P已执行工作的实际本钱Actual Durati on实际历时Actual Finish Date( AF)实际完成日期Actual Start Date(

3、AS )实际开始日期An alogous Estimati ng Tech niq ue类比估算Application Area应用领域1 1 'Apportioned Effort( AE)分配的工作量Approval批准Approve批准1 1Approved Cha nge Request已批准的变更请求Arrow箭线Arrow Diagramming Method(ADM )箭线图As-of Date截止日期Assumpti ons Output/I nput假设1L11JAssumpti ons An alysis Tech niq ue假设分析Authority职权Back

4、ward Pass逆向推算Bar Chart Tool条形图甘特图Baseli ne基线Baseli ne Finish Date基线完成日期Baseli ne Start Date基线开始日期Bill of Materials( BOM )材料单Bottom-up Estimat ing Tech niq ue自底向上估算Brain storm ing Tech niq ue头脑风暴Budget预算Budget at Completion( BAC)完工预算Budgeted Cost of Work Performed( BCW) P已执行工作的预算本钱Budgeted Cost of Wo

5、rk Scheduled( BCW) S方案工作的预算本钱Buffer缓冲Buyer买方Cale ndar Unit日历单位Cha nge Con trol变更控制Change Control Board( CCB)变更控制委员会Change Con trol System Tool变更控制系统Change Request变更请求Chart of Acco unts Tool账目图表Charter章程宪章Checklist Output/ In put检查单Claim索偿、索赔Close Project Process结项结束工程Clos ing Processes Process Group

6、结束收尾过程Code of Acco unts Tool账目编码Co-locati on Tech ni que同地办公Com mon Cause共同原因Communi cati on沟通Communi cati on Man ageme nt Pla n Output/I nput沟通管理方案Com mun icatio ns Pla nning Process沟通规划LJCompe nsati on补偿Comp onent部组件Con figurati on Man ageme nt System Tool配置管理系统Con stra in t I nput约束条件Con ti ngenc

7、y意外、应急情况Con ti ngency Allowa nee应急余量Con ti ngency Reserve Output/ In put应急储藏Co ntract Output/I nput合同Con tract Admi nistratio nProcess合同管理Con tract Closure Process合同终止/收尾Con tract Man ageme nt Pla n Output/ In put合同管理方案Con tract Stateme nt of Work( SOW)Output/I nput合同工作说明书Con tract Work Breakdow n S

8、tructure (CWB ) S Output/I nput合同工作分解结构Con trol Tech niq ue控制Control Accou nt(CA) Tool控制帐目Control Account Plan( CAP) Tool控制账目方案Con trol Chart Tool控制图Con trol Limits控制围Con trolli ng控制Corrective Actio n纠正措施Cost本钱Cost Baseli ne本钱基线Cost Budgeti ng Process本钱预算Cost Con trol Process本钱控制Cost Estimat ing Pro

9、cess本钱估算Cost Man ageme nt Pla n Output/I nput本钱管理方案Cost of Quality(COQ ) Technique质量本钱Cost Performanee Index ( CPI)本钱绩效系数Cost-Plus-Fee (CPF)本钱加附加费Cost-Plus-Fixed-Fee (CPFF )Con tract本钱加固定附加费合同Cost-Plus-I nee ntive-Fee(CPIF ) Con tract本钱加奖励合同Cost-Plus-Percentage of Cost( CPPC )本钱加本钱比率合同Cost-Reimbursa

10、ble Con tract本钱归还合同Cost Varianee( CV )本钱偏差Crashi ng Tech niq ue压缩、赶工Create WBS(Work Breakdow n Structure )Process创立工作分解结构Criteria准那么/标准Critical Activity关键活动Critical Cha in MethodTech ni que关键链法Critical Path Output/I nput关键路径Critical Path Method( CPM ) Technique关键路径法Curre nt Fin ish Date当前结束日期Current

11、 Start Date当前开始日期Customer顾客、客户Data Date ( DD)数据时期Date时期、日期Decisi on Tree An alysis Tech niq ue决策树分析Decompose分解Decompositi on Tech niq ue分解Defect缺陷Defect Repair缺陷修复Deliverable Output/I nput可交付物Delphi Tech nique Tech niq ue德尔菲技术Dependency依赖关系Desi gn Review Tech niq ue设计评审Develop Project Charter Proces

12、s制定工程章程Develop Project Man ageme ntP Ian Process制定工程管理方案Develop Project Scope Stateme nt (Preliminary ) Process制定工程围说明书初步Develop Project Team Process工程团队建设Direct and Man age Project Executi on Process指导和管理工程执行Discipli ne学科、专业Discrete Effort离散工作量Docume nt文档Docume nted Procedure总结并记录下来的流程Dummy Activit

13、y虚活动Duration ( DU or DUR )历时Early Finish Date( EF)最早结束时间Early Start Date( ES)最早开始时间Earned Value ( EV )挣值Earned Value Management( EVM )挣值管理Earned Value Technique ( EVT) Technique挣值技术Effort工作量En terprise企业En terprise En vir onmen tal Factors Output/ In put企业环境因素/事业环境因 素Estimate Output/I nput估算Estimate

14、 at Completion( EAC)Output/I nput完工估算Estimate to Complete ( ETC)Output/Input完工尚需估算Eve nt事件Excepti on Report异常报告Execute执行Executi ng执行Executi ng Processes Process Group执行过程Executi on执行Expected Monetary Value( EMV)Analysis期望货币值分析Expert Judgme nt Tech niq ue专家判断Failure Mode and Effect An alysis(FME失效模式和

15、影响分析Fast Track ing Tech niq ue快速跟进Fin ish Date结束日期Finish-to-Finish( FF)结束-结束Finish-to-Start( FS)结束-开始Firm-Fixed-Price ( FFP)Con tract固定总价合同Fixed-Price-Incentive-Fee( FPIF)Con tract固定价格加奖励合同Fixed-Price or Lump-Sum Con tract固定价格或总额合同Float浮动时间Flowchart ing Tech ni que流程图L1JForecasts预测呎预想Forward Pass正向推

16、算、正推法Free Float ( FF)自由m浮动时间Fun cti onal Man ager职能经理Fun cti onal Organi zation职能型组织=un ds资金Gantt Chart甘特图Goods货物、物品、商品Grade等级Ground Rules Tool根本规那么、条例Hammock Activity集合活动Historical In formati on历史信息Huma n Resource Pla nning Process人力资源规划mposed Date强制日期n flue nee Diagram Tool影响图n flue ncer有影响力的人In f

17、ormati on Distributi on Process彳言息发布In itiati ng Processes Process Group启动过程、开始过程nitiator发起人n put Process In put输入In specti on Tech niq ue审查n tegral整体构成整体所必须的n tegrated整体的n tegrated Change Con trol Process整体变更控制Invitation for Bid( IFB)邀标书ssue冋题、争端Kno wledge知识Kno wledge Area Process知识域过程Kno wledge Ar

18、ea ,Project Man ageme nt知识域、工程管理Lag Tech niq ue滞后WZ L1J'.ate Finish Date( LF)最迟结束时间.ate Start Date( LS)最迟开始时间Latest Revised Estimate最新修订的估算.ead Tech ni que超前.ess ons Lear ned Output/I nput经验教训.ess ons Lear ned Kno wledge Base经验知识库Level of Effort( LOE)投入水平.eveli ng平衡fe Cycle生命周期JLog日志Logic逻辑Logic

19、 Diagram逻辑图Logical Relati on ship逻辑关系Man age Project Team Process管理工程团队Man age Stakeholders Process管理工程干系人Master Schedule Tool主进度表Materiel物资Matrix Orga ni zati on矩阵型组织Methodology方法论Milest one里程碑Milestone Schedule Tool里程碑进度Mon itor监督Mon itor and Con trol Project Work Process监督和控制工程工作Mon itori ng监督Mon

20、 itori ng and Con trolli ng Processes Process Group监督和控制过程Mon te Carlo An alysis蒙特卡洛分析Near-Critical Activity近关键路径/次关键路径Network网络Network An alysis网络分析Network Logic网络逻辑Network Loop网络循环Network Ope n End网络开放端Network Path网络路径Network ing Tech niq ue人际网Node节点Objective目标、目的Operati ons日常运营Opport un ity时机Orga

21、 ni zati on组织Orga ni zati on Chart Tool组织图Organizational Breakdown Structure( OBS)Tool组织分解结构Orga ni zati onal Process Assets Output/I nput组织过程财富/组织过程资 产Original Duration( OD)初始历时Output Process Output输出Parametric Estimati ng Tech niq ue参数式估算Pareto Chart Tool帕累托图Path Con verge nee路径会聚Path Diverge nee路

22、径发散Percent Complete ( PC or PCT )完成百分率Perform Quality Assuranee( QA) Process执行质量保证Perform Quality Control( QC) Process执行质量控制Performa nee Measureme nt Baseli ne绩效测量基线Performa nee Report ing Process绩效报告Performa nee Reports Output/I nput绩效报告Performi ng Orga ni zati on执行组织Phase阶段Pla n Con tract ing Proc

23、ess方案签约Pla n Purchases and Acquisiti ons Process方案购置和获取Planned Finish Date ( PF)方案结束时间Planned Start Date ( PS)方案开始时间Pla nned Value(PV)方案值Pla nning Package方案包Pla nning Processes Process Group方案过程Portfolio投资组合Portfolio Man ageme nt Tech niq ue投资组合管理/工程组合管Position Description Tool理岗位描述Practice惯例Precede

24、 nee Diagrammi ng Method( PDM )Tech niq ue前导图法Precede nee Relati on ship前导关系Predecessor Activity前置活动Preve ntive Actio n预防措施Probability and Impact MatrixTool概率和影响矩阵Procedure流程Process过程Process Group过程组 1Procurement Documents Output/Input米购文档Procurement Man agement Plan采购管理方案output/l nputProduct产品Produ

25、ct Life Cycle产品生命周期Product Scope产品围Product Scope Descripti on产品围描述Program大型工程Program Man ageme nt大型工程管理Program Management Office( PMO)大型工程管理办公室Progressive Elaborati on Tech niq ue渐进明细Project工程Project Cale ndar工程日历Project Charter Output/I nput工程章程Project Communi cati ons Man ageme nt Kno wledge Area工

26、程沟通管理Project Cost Man ageme nt Kno wledge Area工程本钱管理Project Huma n Resource Man ageme nt Kno wledge Area工程人力资源管理Project In itiati on工程启动Project In tegrati on Man ageme ntK no wledge Area工程整体管理Project Life Cycle工程生命周期Project Management( PM)工程管理Project Man ageme nt Body of Kno wledge (PMBOK) ?工程管理知识体系

27、Project Man ageme nt In formati on System (PMIS) Tool工程管理信息系统Project Man ageme nt Kno wledge Area工程管理知识域Project Management Office( PMO )工程管理办公室Project Man ageme nt Pla n Output/ In put工程管理方案Jla11JProject Man ageme nt Process工程管理过程Project Man ageme nt Process Group工程管理过程组Project Man ageme nt Professi

28、 onal工程管理专业人员(PMP Project Man ageme nt Software Tool工程管理软件JLJProject Man ageme nt System Tool工程管理系统Project Man ageme nt Team工程管理团队JwProject Manager ( PM)工程经理Project Orga ni zati on Chart Output/I nput工程组织章程Project Phase工程阶段Project Process Groups工程过程组Project Procureme nt Man ageme ntK no wledge Area工

29、程采购管理Project Quality Man ageme nt Kno wledge Area工程质量管理Project Risk Man ageme nt Kno wledge Area工程风险管理Project Schedule Output/I nput工程进度Project Schedule Network Diagram Output/I nput工程进度网络图Project Scope工程围Project Scope Man ageme ntK no wledge Area工程围管理Project Scope Man ageme nt Pla n Output/I nput工程

30、围管理方案Project Scope Stateme nt Output/ In put工程围说明书Project Spon sor工程出资人Project Stakeholder工程干系人Project Summary Work Breakdow n Structure (PSWB ) S Tool工程概要工作分解结构Project Team工程团队Project Team Directory工程团队名录Project Team Members工程团队成员Project Time Man ageme nt Kno wledge Area工程时间管理Project Work工程工作Projec

31、tized Orga ni zati on工程型组织Qualitative Risk An alysisProcess定性风险分析Quality质量Quality Man ageme nt Plan Output/I nput质量管理方案dla11JQuality Pla nning Process质量规划Quan titative Risk An alysis Process定量风险分析yljRegulati on规章Reliability可靠性Remaining Duration( RD)剩余历时Request for In formati on征集资料/信息1Request for Pr

32、oposal ( RFP)方案征集书Request for Quotation( RFQ)报价请求Request Seller Resp on ses Process请求卖方回应Requested Change Output/ In put已申请的变更Requireme nt需求Reserve预留Reserve An alysis Tech niq ue预留分析Residual Risk剩余风险Resource资源Resource Breakdown Structure( RBS )资源分解结构Resource Cale ndar资源日历Resource-C on stra ined Sche

33、dule受限于资源的进度Resource Histogram资源图Resource Leveli ng Tech niq ue资源平衡Resource-Limited Schedule资源受限的进度Resource Pla nning资源方案Resp on sibility Assig nment Matrix(RA职责分配矩阵Result成果、结果Reta in age保证金Rework返工Risk风险Risk Accepta nee Tech niq ue风险接受Risk Avoida nee Tech niq ue风险躲避Risk Breakdown Structure( RBS) To

34、ol风险分解结构Risk Category风险类别Risk Database风险数据库Risk Identification Process风险识别Risk Ma nageme nt Pla n Output/I nput风险管理方案Risk Man ageme nt Pla nning Process风险管理规划Risk Mitigation Technique风险缓解Risk Mon itori ng and Con trol Process风险监督和控制LJRisk Register Output/I nput风险登记表Risk Resp onse Pla nning Process风险

35、响应规划17 1JRisk Transference Technique风险转移Role角色Rolli ng Wave Pla nning Tech niq ue滚动式方案Root Cause An alysis Tech niq ue根本原因分析Schedule进度、进度表Schedule Activity进度活动Schedule An alysis进度分析Schedule Compressi on Tech niq ue进度压缩Schedule Con trol Process进度控制Schedule Developme nt Process进度制定Schedule Man ageme n

36、t Pla n Output/ In put进度管理方案Schedule Milest one进度里程碑Schedule Model Tool进度模型Schedule Network An alysis Tech niq ue进度网络分析Schedule Performanee Index( SPI)进度绩效指数Schedule Varianee ( SV)进度偏差Scheduled Fi nish Date (SF)方案结束时间Scheduled Start Date ( SS)方案开始时间Scope围Scope Baseli ne围基线Scope Change围变更Scope Con tr

37、ol Process围控制Scope Creep围蔓延Scope Definition Process围定义Scope Pla nning Process围规划Scope Verificati on Process围验证S-CurveS曲线Sec on dary Risk二次风险Select Sellers Process卖方供方选择Seller卖方、供方Sen sitivity An alysis敏感度灵敏度分析Service效劳Should-Cost Estimate理想本钱估算Simulatio n模拟Skill技能Slack松弛量Special Cause特定原因Specificati on规格说明书Specification Limits规格限定Sponsor出资人、出资方Staffi ng Man ageme nt Pla n Process人员配置管理方案Stakeholder工程干系人Sta ndard标准Start Date开始时间Start-to-Finish( SF)开始-结束Start-to-Start