项目专业术语

1、项目范围管理 基准计划( baseline )概念开发( conceptual development )配置管理( configuration management )控制系统( control system )成本控制账户( cost control accounts )成本加成合同( cost-plus contracts )可交付成果( deliverable )里程碑( milestone )组织分解结构( organization breakdown structure, OBS )项目收尾( project closeout )项目范围( project scope )责任分配矩

2、阵( responsibility assignment matrix, RAM)范围基准计划( scope baseline )范围蔓延( scope creep )范围管理( scope management )范围报告( scope reporting )范围说明( scope statement )工作说明书( statement of work, SOW )总承包合同( turnkey contracts )工作分解结构代号( WBS codes)工作授权( work authorization )工作分解结构( work breakdown structure, WBS )工作包(

3、work package )项目风险管理可能性和后果分析(analysis of probability and consequences)变更管理(change management)商业风险(commercial risk)应急储备金(contingency reserves)合约 / 法律风险(contractual/legal risk)控制和文档化 (control and documentation)交叉培训(cross-training)执行风险(execution risk)财务风险(financial risk)固定总价合同(fixed-price con tract)违约赔

4、偿金(liquidated damage)管理应急金(managerial contingency)指导(me ntori ng)项目风险(project risk)项目风险分析和管理(project risk analysis and management, PRAM)风险识别(risk identification)风险管理(risk management)风险缓解策略(risk mitigation strategies)任务应急金(task contingency)技术风险(technical risk)项目团队的建设、冲突和谈判 可接近性(accessibility )中止(adjo

5、urning )管理上的冲突(administrative conflict)凝聚力(cohesiveness)冲突(con flict)跨职能合作(cross-functional cooperation) 差异化(differentiation)成立阶段(forming stage)挫败(frustrati on)基于目标的冲突(goal-oriented conflict)互动(in teracti on)相互依赖(interdependencies)个人之间的冲突(interpersonal conflict)谈半U (negotiation)规范化阶段(norming stage)目

6、标(orie ntati on)结果(outcome)实施阶段(performing stage)物理位置上的接近(physical proximity) 原则性谈判(principled negotiation) 社会心理结果(psychosocial outcomes) 中断平衡(punctuated equilibrium)冲突风暴(storming)最高目标(superordinate goals)任务结果(task outcomes)团队建设(team building)信任(trust)虚拟团队(virtual teams)成本估算和预算基于活动的估算(ABC, activity-

7、based costing )自下而上的预算(bottom-up budgeting)应急费用预算(budget contingency)成本估算(cost estimation)赶工(crashi ng)最终估算(definitive estimates)直接成本(direct costs)加速成本(expedited costs)可行性估算(feasibility estimates)固定成本(fixed costs)间接成本(indirect costs)学习曲线(learning curve)一次性成本(nonrecurring costs)正常成本(normal costs)参数估算

8、(parametric estimation)项目预算(project budget)经常性成本(recurring costs)分阶段预算(time-phased budget) 自上而下的预算 (top-down budgeting) 变动成本 (variable costs) 项目进度计划：网络、历时估计和关键路径 活动，也称任务 (activity, or task) 双代号网络图法 (activity-on-arrow) 单代号网络图法 (activity-on-node) 箭线 (Arrow) 逆推法 (backward pass)B 分布(beta distribution)发散

9、活动 (burst activity)并行活动 (concurrent activities)置信区间 (confidence interval)赶工 (crashing)关键路径 (critical path)关键路径法 critical path method () 历时估计 (duration estimation) 最早开始时间 (early start date, ES) 事件 (event)浮动时差 (float, or slack)正推法 (forward pass)集合活动 (hammock activities) 阶梯化活动 (laddering activities) 最晚

10、开始时间 (late start date) 汇聚活动 (merge activities)网络图(network diagram)节点(node)排好序的活动(ordered activities)路径(path)前置活动(predecessors)计戈U评审技术 (program evaluation and review technique) 项目网络图(project network diagram, PND)项目计划编制(project planning)有限资源进度计划(resource-limited schedule)范围(scope)串行活动(serial activitie

11、s)后续活动(successors)任务(task)工作分解结构(work breakdown structure)工作包(work package)项目进度计划：滞后、赶工和活动网络 活动(也称任务)(activity, 也称task) 双代号网络图(activity-on-arrow, AOA ) 单代号网络图(activity-on-node, AON ) 箭线(Arrow)逆推法(backward pass)赶工(crash ing)关键路径(critical path )虚活动(dummy activities )最早开始时间(early start date, ES)事件(eve

12、nt)浮动时差(float, or slack)正推法(forward pass)甘特图(Gantt chart )滞后(lag )最晚开始时间(late start date)汇聚(merge)节点(no de)计划评审技术(Program Evaluation and Review Technique, PERT )串行活动(serial activities )后续活动(successors)任务(task,见 activity )关键链项目进度计划能力约束缓冲(capacity constraint buffer, CCB )中心极限理论(central limits theorem

13、)普通原因偏差(com mon cause variation )关键链(critical chain)关键链项目管理(critical chain project management, CCPM )鼓点(drum)鼓点缓冲(drum buffers )多任务处理(multitask ng)消极偏差(negative variation)特殊原因偏差( special cause variation )学生综合症( student syndrome )约束理论( theory of constraints, TOC )资源管理平衡试探法( leveling heuristics)混合约束型项

14、目( mixed-constraint project )物质约束( physical constraints)资源约束型项目( resource- constrained project )资源约束( resource constraints )资源平衡( resource leveling )资源负载( resource loading )资源负载图( resource-loading charts )资源负载表( resource-loading table )平滑( smoothing )分割活动( splitting activities )时间约束型项目( time-constra

15、ined project )项目评估和控制已完成工作实际成本( actual cost of work performed, AC)完工预算( budgeted cost at completion, BAC )控制循环( control cycle )成本绩效指数( cost performance index, CPI )挣值( earned value, EV )挣值管理( earned value management, EVM )里程碑( milestone ) 计划值( planned value, PV )项目基准计划( project baseline )项目控制( proje

16、ct control )项目 S 曲线( project S-curve )进度绩效指数( schedule performance index, SPI)进度偏差( schedule variance )跟踪甘特图( tracking Gantt charts)项目收尾和中止仲裁( arbitration )建造经营转让( build, operate, transfer, BOT ) 建造拥有经营转让( build, own, operate, transfer, BOOT ) 默认索赔( default claims )争议( disputes )提前终止( early termination )特惠索赔( ex-gratia claims )