PMBOK第5版输入输出(中文排序)_图文

1、变更请求Changerequests 17 O Plan Procurement Management规划采购管理P A formal proposal to modifyany document, deliverable,or baseline.关于修改任何文档、可交付成果或基准的正式提议。O Direct and Manage Project Work指导与管理项目工作 EO Perform Quality Assurance实施质量保证 EO Manage Project Team管理项目团队 EO Conduct Procurements实施采购 EO Manage Stakehold

2、er Engagement管理干系人参与 EO Monitor and Control Project Work监控项目工作MO Validate Scope确认范围MO Control Scope控制范围MO Control Schedule控制进度MO Control Costs控制成本MO Control Quality控制质量MO Control Communications控制沟通MO Control Risks控制风险MO Control Procurements控制采购MO Control Stakeholder Engagement控制干系人参与MI Perform Integ

3、rated Change Control实施整体变更控制M变更日志Change log 2 O Perform Integrated Change Control实施整体变更控制M A comprehensive list ofchanges made during theproject. This typicallyincludes dates of thechange and impacts interms of time, cost, and risk. 一份记录了项目过程中所做变更的综合清单,通常包括变更日期和变更对时间、成本及风险的影响。I Manage Stakeholder En

4、gagement管理干系人参与 E采购工作说明书Procurementstatement ofwork2 O Plan Procurement Management规划采购管理P Describes the procurementitem in sufficient detail toallow prospective sellers todetermine if they arecapable of providing theproducts, services, orresults.对似采购项的详细描述,以便潜在卖方确定他们是否有能力提供这些产品、服务或成果。I Conduct Procu

5、rements实施采购 E采购管理计划 Procurementmanagementplan2 O Plan Procurement Management规划采购管理P A component of the projector program managementplan that describes how aproject team will acquiregoods and services from项目或项目集管理计划的组成部分,说明项目团队将如何从执行组织外部获取货物和服务。I Conduct Procurements实施采购 Eoutside the performing organ

6、ization.采购文件Procurementdocuments 6 O Plan Procurement Management规划采购管理P The documents utilized inbid and proposal activities,which include the buyersInvitation for Bid, Invitationfor Negotiations, Requestfor Information, Request forQuotation, Request forProposal, and sellersresponses.在招投标活动中使用的文件,包括

7、买方的投标邀请书、谈判邀请书、信息邀请书、建议邀请书,以及卖方的应答。I Identify Stakeholders识别干系人II Identify Risks识别风险PI Conduct Procurements实施采购 EI Control Procurements控制采购MI Close Procurements结束采购 C成本管理计划Costmanagementplan5 O Plan Cost Management规划成本管理P A component of a project orprogram management planthat describes how costswill

8、 be planned, structured,and controlled.项目或项目集管理计如何规划、安排和控制成本。I Estimate Costs估算成本PI Determine Budget制定预算PI Identify Risks识别风险PI Perform Quantitative Risk Analysis实施定量风险分析P成本基准Cost baseline 1 O Determine Budget制定预算P The approved version of thetime-phased project budget,excluding any managementreserve

9、s, which can bechanged only throughformal change controlprocedures and is used asa basis for comparison toactual results. 经过批准的、按时间段分配的项目预算,不包括任何管理储备,只有通过正式的变更控制程序才能进行变更,用作与实际结果进行比较的依据。成本预测Cost forecasts 2 O Control Costs控制成本MI Monitor and Control Project Work监控项目工作M范围管理计划Scopemanagementplan4 O Plan

10、 Scope Management规划范围管理P A component of the projector program managementplan that describes how thescope will be defined,developed, monitored,controlled, and verified.项目或项目集管理计划的组成部分,描述将如何定义、制定、监督、控制和确认项目范围。I Collect Requirements收集需求PI Define Scope定义范围PI Create WBS创建WBS P范围基准 Scope baseline 6 O Crea

11、te WBS创建WBS P The approved version of ascope statement, workbreakdown structure (WBS,and its associated WBS 经过批准的范围说明书、工作分解结构(WBS和相应的WBS词典,只有通过I Define Activities定义活动P I Estimate Costs估算成本P I Determine Budget制定预算PI Identify Risks识别风险P dictionary, that can bechanged only throughformal change controlp

12、rocedures and is used asa basis for comparison. 正式的变更控制程序才能进行变更,用作比较的依据。I Perform Qualitative Risk Analysis实施定性风险分析P风险登记册Risk register 12 O Identify Risks识别风险P A document in which theresults of risk analysis andrisk response planning arerecorded.记录风险分析和应对规划的结果的文件。I Estimate Activity Resources估算活动资源P

13、I Estimate Activity Durations估算活动持续时间PI Develop Schedule制定进度计划PI Estimate Costs估算成本PI Determine Budget制定预算PI Plan Quality Management规划质量管理PI Perform Qualitative Risk Analysis实施定性风险分析PI Perform Quantitative Risk Analysis实施定量风险分析PI Plan Risk Responses规划风险应对PI Plan Procurement Management规划采购管理PI Contro

14、l Risks控制风险M风险管理计划 Riskmanagementplan5 O Plan Risk Management规划风险管理P A component of the project,program, or portfoliomanagement plan thatdescribes how riskmanagement activities willbe structured andperformed.项目、项目集或项目组合管理计划的组成部分,说明将如何安排与实施风险管理活动。I Identify Risks识别风险PI Perform Qualitative Risk Analys

15、is实施定性风险分析PI Perform Quantitative Risk Analysis实施定量风险分析PI Plan Risk Responses规划风险应对P干系人登记册Stakeholderregister8 O Identify Stakeholders识别干系人I A project documentincluding the identification,assessment, andclassification of projectstakeholders.记录项目干系人识别、评估和分类结果的项目文件。I Collect Requirements收集需求PI Plan Qu

16、ality Management规划质量管理PI Plan Communications Management规划沟通管理PI Plan Risk Management规划风险管理PI Identify Risks识别风险PI Plan Procurement Management规划采购管理PI Plan Stakeholder Management规划干系人管理P干系人管理计划 Stakeholdermanagementplan3 O Plan Stakeholder Management规划干系人管理P The stakeholdermanagement plan is asubsidi

17、ary plan of theproject management plan项目管理计划的子计划,基于对干系人需求、利益和潜在影响I Collect Requirements收集需求PI Manage Stakeholder Engagement管理干系人参与 Ethat defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs

18、, interests, and potential impact. 的分析,定义用于有效调动干系人参与项目决策和执行的过程、程序、工具和技术。工作绩效报告Workperformancereports6 O Monitor and Control Project Work监控项目工作M The physical or electronicrepresentation of workperformance informationcompiled in projectdocuments, intended togenerate decisions, actions,or awareness.从各控

19、制过程中收集并结合相关背景和跨领域关系,进行整合分析而得到的绩效数据。I Manage Project Team管理项目团队 EI Manage Communications管理沟通 EI Perform Integrated Change Control实施整体变更控制MI Control Risks控制风险MI Control Procurements控制采购M工作绩效数据 Workperformancedata10 O Direct and Manage Project Work指导与管理项目工作 E The raw observations andmeasurements identi

20、fiedduring activities beingperformed to carry out theproject work.在执行项目工作的过行的活动中收集到的原始观察结果和测量值。I Validate Scope确认范围MI Control Scope控制范围MI Control Schedule控制进度MI Control Costs控制成本MI Control Quality控制质量MI Control Communications控制沟通MI Control Risks控制风险MI Control Procurements控制采购MI Control Stakeholder E

21、ngagement控制干系人参与M工作绩效信息Workperformanceinformation10 O Validate Scope确认范围M The performance datacollected from variouscontrolling processes,analyzed in context andintegrated based onrelationships across areas.从各控制过程中收集并结合相关背景和跨领域关系,进行整合分析而得到的绩效数据。O Control Scope控制范围MO Control Schedule控制进度MO Control Co

22、sts控制成本MO Control Quality控制质量MO Control Communications控制沟通MO Control Risks控制风险MO Control Procurements控制采购MO Control Stakeholder Engagement控制干系人参与MI Monitor and Control Project Work监控项目工作M供方选择标准 Sourceselectioncriteria2 O Plan Procurement Management规划采购管理P A set of attributes desiredby the buyer whic

23、h a selleris required to meet orexceed to be selected for acontract.买方提出的一套标超过这些标准,才有可能被授予合同。I Conduct Procurements实施采购 E沟通管理计划Communications managementplan3 O Plan Communications Management规划沟通管理P A component of the project,program, or portfoliomanagement plan thatdescribes how, when, andby whom in

24、formation aboutthe project will beadministered anddisseminated.项目、项目集或项目组合管理计划的组成部分,描述了项目信息将如何、何时、由谁来进行管理和传播。I Manage Communications管理沟通 EI Manage Stakeholder Engagement管理干系人参与 E估算依据Basis ofestimates 2 O Estimate Costs估算成本P Supporting documentationoutlining the details used inestablishing projectest

25、imates such asassumptions, constraints,level of detail, ranges, andconfidence levels.概述项目估算所用依据的支持性文件,如假设条件、制约因素、详细级别、估算区间和置信水平。I Determine Budget制定预算P过程改进计划 Processimprovementplan2 O Plan Quality Management规划质量管理P A subsidiary plan of theproject management plan. Itdetails the steps foranalyzing pro

26、cesses toidentify activities thatenhance their value.项目管理计划的子计划。详细说明进行过程分析的步骤,以识别增值活动。I Perform Quality Assurance实施质量保证 E核实的可交付成果 Validateddeliverables1 O Control Quality控制质量M核实的可交付成果Verifieddeliverables1 I Validate Scope确认范围M Deliverables that are resultof executing quality controlprocess to determ

27、inecorrectness.经过控制质量过程的捡查,证实为正确的已完成的可交付成果。活动成本估算Activity costestimates5 O Estimate Costs估算成本P The projected cost of theschedule activity thatincludes the cost for allresources required toperform and complete the进度活动的预计成本,包括执行和完成该活动所需的全部资源的成本,包括全部的成本类型和成本元素。I Estimate Activity Resources估算活动资源PI Dete

28、rmine Budget制定预算PI Identify Risks识别风险PI Plan Procurement Management规划采购管理Pactivity, including all cost types and cost components.活动持续时间估算Activity durationestimates3 O Estimate Activity Durations估算活动持续时间P A quantitative assessmentof the likely amount oroutcome for the duration ofan activity.对活动持续时间的可

29、能量或结果的定量评估。I Develop Schedule制定进度计划PI Identify Risks识别风险P活动清单Activity list 5 O Define Activities定义活动P A documented tabulation ofschedule activities thatshows the activitydescription, activityidentifier, and a sufficientlydetailed scope of workdescription so project teammembers understand whatwork is

30、 to be performed. 一份记录进度活动的表格,包含活动描述、活动标识及足够详细的工作范围描述,以便项目团队成员了解所需执行的工作。I Sequence Activities排列活动顺序P I Estimate Activity Resources估算活动资源P I Estimate Activity Durations估算活动持续时间P I Develop Schedule制定进度计划P活动属性Activityattributes 5 O Define Activities定义活动P Multiple attributesassociated with eachschedule

31、activity that canbe included within theactivity list. Activityattributes include activitycodes, predecessoractivities, successoractivities, logicalrelationships, leads andlags, resourcerequirements, imposeddates, constraints, andassumptions.进度活动所具备的多种属性,可以包含在活动清单中。活动属性包括活动编码、紧前活动、紧后活动、逻辑关系、提前量与滞后量、资

32、源要求、强制日期、制约因素和假设条件。I Sequence Activities排列活动顺序PI Estimate Activity Resources估算活动资源PI Estimate Activity Durations估算活动持续时间PI Develop Schedule制定进度计划P活动资源需求 Activityresourcerequirements5 O Estimate Activity Resources估算活动资源P The types and quantities ofresources required for eachactivity in a work package

33、.工作包中的每个活动所需的资源类型和数量。I Estimate Activity Durations估算活动持续时间PI Develop Schedule制定进度计划PI Plan Human Resource Management规划人力资源管理PI Plan Procurement Management规划采购管理P结束的采购Closedprocurements1 O Close Procurements结束采购 C Project contracts or otherprocurement agreementsthat have been formallyacknowledged by

34、the由授权代表正式声明终结并签署终结证书的合同或其他采购协议。being finalized and signed off.进度管理计划Schedulemanagementplan8 I Define Activities定义活动P A component of the projectmanagement plan thatestablishes the criteria andthe activities for developing,monitoring, and controllingthe schedule.项目管理计划的组成部分,为编制、监督和控制项目进度建立准则和明确活动。I S

35、equence Activities排列活动顺序PI Estimate Activity Resources估算活动资源PI Estimate Activity Durations估算活动持续时间PI Develop Schedule制定进度计划PI Identify Risks识别风险PI Perform Quantitative Risk Analysis实施定量风险分析PO Plan Schedule Management规划进度管理P进度基准 Schedulebaseline 1 O Develop Schedule制定进度计划P The approved version of asc

36、hedule model that can bechanged only throughformal change controlprocedures and is used asa basis for comparison toactual results.经过批准的进度模型,只有通过正式的变更控制程序才能进行变更,用作与实际结果进行比较的依据。进度数据Schedule data 2 O Develop Schedule制定进度计划P The collection of informationfor describing andcontrolling the schedule. 用以描述和控

37、制进度计划的信息集合。I Control Schedule控制进度M进度预测Scheduleforecasts 2 O Control Schedule控制进度M Estimates or predictions ofconditions and events in theprojects future based oninformation and knowledgeavailable at the time theschedule is calculated.根据测算进度时已有的信息和知识,对项目未来的情况和事件所进行的估算或预计。I Monitor and Control Project

38、 Work监控项目工作M可交付成果Deliverables 2 I Direct and Manage Project Work指导与管理项目工作 E Any unique and verifiableproduct, result, or capabilityto perform a service that isrequired to be produced tocomplete a process, phase,or project.在某一过程、阶段或项目完成时,必须产出的任何独特并可核实的产品、成果或服务能力。I Control Quality控制质量M里程碑清单 Milestone

39、list 2 O Define Activities定义活动P A list identifying all projectmilestones and normallyindicates whether themilestone is mandatory oroptional.列出全部项目里程碑的清单,其中通常会指出里程碑是强制性或选择性的。I Sequence Activities排列活动顺序P卖方建议书 Sellerproposals1 I Conduct Procurements实施采购 E Formal responses fromsellers to a request forpr

40、oposal or otherprocurement documentspecifying the price,commercial terms of sale,and technical specificationsor capabilities the seller willdo for the requestingorganization that, ifaccepted, would bind theseller to perform theresulting agreement.卖方对建议邀请书或其他采购文件的正式应答,规定了价格、商务销售条款,以及技术规范或卖方将为买方建成的能力,

41、一旦被接受,将形成有约束力的协议。批准的变更请求 Approvedchangerequests4 O Perform Integrated Change Control实施整体变更控制M A change request that hasbeen processed through theintegrated change controlprocess and approved.经整体变更控制过程处理并批准的变更请求。I Direct and Manage Project Work指导与管理项目工作 EI Control Quality控制质量MI Control Procurements控制

42、采购M其他过程的输出 Outputs fromotherprocesses1 I Develop Project Management Plan制定项目管理计划P确认的变更 Validatedchanges2 O Control Quality控制质量MI Monitor and Control Project Work监控项目工作M人力资源管理计划Humanresourcemanagementplan6 O Plan Human Resource Management规划人力资源管理P A component of the projectmanagement plan thatdescrib

43、es how the roles andresponsibilities, reportingrelationships, and staffmanagement will beaddressed and structured.项目管理计划的组成部分,描述将如何安排项目的角色与职责、报告关系和人员配备管理。I Estimate Costs估算成本PI Identify Risks识别风险PI Acquire Project Team组建项目团队 EI Develop Project Team建设项目团队 EI Manage Project Team管理项目团队 E商业论证Business ca

44、se 1 I Develop Project Charter制定项目章程I A documented economicfeasibility study used toestablish validity of thebenefits of a selectedcomponent lackingsufficient definition and thatis used as a basis for theauthorization of further 文档化的经济可行性研究报告,用来对尚缺乏充分定义的所选方案的收益进行有效性论证,是启动后续项目管理活动的依据。activities.事业环境因

45、素Enterpriseenvironmentalfactors27 I Develop Project Charter制定项目章程I Conditions, not under theimmediate control of theteam, that influence,constrain, or direct theproject, program, orportfolio.团队不能直接控制的,将对项目、项目集或项目组合产生影响、限制或指导作用的各种条件。I Identify Stakeholders识别干系人II Develop Project Management Plan制定项目管理

46、计划PI Create WBS创建WBS PI Plan Schedule Management规划进度管理PI Define Activities定义活动PI Sequence Activities排列活动顺序PI Estimate Activity Resources估算活动资源PI Estimate Activity Durations估算活动持续时间PI Develop Schedule制定进度计划PI Plan Cost Management规划成本管理PI Estimate Costs估算成本PI Plan Quality Management规划质量管理PI Plan Human

47、 Resource Management规划人力资源管理PI Plan Communications Management规划沟通管理PI Plan Risk Management规划风险管理PI Identify Risks识别风险PI Perform Qualitative Risk Analysis实施定性风险分析PI Perform Quantitative Risk Analysis实施定量风险分析PI Plan Procurement Management规划采购管理PI Plan Stakeholder Management规划干系人管理PI Direct and Manage

48、Project Work指导与管理项目工作 EI Acquire Project Team组建项目团队 EI Manage Communications管理沟通 EI Monitor and Control Project Work监控项目工作MI Plan Scope Management规划范围管理PI Perform Integrated Change Control实施整体变更控制M事业环境因素更新Enterpriseenvironmentalfactors updates2 O Develop Project Team建设项目团队 EO Manage Project Team管理项目

49、团队 E团队绩效评价 Teamperformanceassessments2 O Develop Project Team建设项目团队 EI Manage Project Team管理项目团队 E问题日志Issue log 4 O Manage Stakeholder Engagement管理干系人参与 EI Manage Project Team管理项目团队 E A project document used todocument and monitorelements under discussionor in dispute betweenproject stakeholders. 用来

50、记录和监督项目干系人之间的讨论事项或争议事项的项目文件。I Control Communications控制沟通M I Control Stakeholder Engagement控制干系人参与M项目范围说明书 Project scopestatement5 O Define Scope定义范围P The description of theproject scope, majordeliverables, assumptions,and constraints.对项目范围、主要可交付成果、假设条件和制约因素的描述。I Create WBS创建WBS PI Sequence Activitie

51、s排列活动顺序PI Estimate Activity Durations估算活动持续时间PI Develop Schedule制定进度计划P项目工作说明书 Projectstatement ofwork1 I Develop Project Charter制定项目章程I See statement of work. 见“工作说明书”。项目沟通Projectcommunications 2 O Manage Communications管理沟通 EI Control Communications控制沟通M项目管理计划Projectmanagementplan24 O Develop Proje

52、ct Management Plan制定项目管理计划P The document thatdescribes how the projectwill be executed monitored,and controlled.说明项目将如何执行、监督和控制的文件。I Plan Scope Management规划范围管理PI Plan Schedule Management规划进度管理PI Plan Cost Management规划成本管理PI Plan Quality Management规划质量管理PI Plan Human Resource Management规划人力资源管理PI Pl

53、an Communications Management规划沟通管理PI Plan Risk Management规划风险管理PI Plan Procurement Management规划采购管理PI Plan Stakeholder Management规划干系人管理PI Direct and Manage Project Work指导与管理项目工作 EI Monitor and Control Project Work监控项目工作MI Perform Integrated Change Control实施整体变更控制MI Validate Scope确认范围MI Control Scop

54、e控制范围MI Control Schedule控制进度MI Control Costs控制成本MI Control Quality控制质量MI Control Communications控制沟通MI Control Risks控制风险M I Control Procurements控制采购M I Control Stakeholder Engagement控制干系人参与M I Close Project or Phase结束项目或阶段 C I Close Procurements结束采购 C项目管理计划更新Projectmanagementplan updates19 O Develop

55、Schedule制定进度计划PO Plan Risk Responses规划风险应对PO Direct and Manage Project Work指导与管理项目工作 EO Perform Quality Assurance实施质量保证 EO Acquire Project Team组建项目团队 EO Manage Project Team管理项目团队 EO Manage Communications管理沟通 EO Conduct Procurements实施采购 EO Manage Stakeholder Engagement管理干系人参与 EO Monitor and Control Project Work监控项目工作MO Perform Integrated Change Control实施整体变更控制MO Control Scope控制范围MO Control Sched