项目管理系统英文术语

1、英文术语汉语翻译Accept验收Accepta nee验收Accepta nee Criteria验收标准Acquire Project Team Process获取项目团队Activity活动Activity AttributesOutput/I nput活动属性Activity Code活动编码Activity Defin iti onProcess活动定义Activity Description(AD活动描述Activity Durati on活动历时Activity Durati on Estimat ingProcess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-o n-Arrow(AOAAOA双代号法Activity-o n-Node(AONAON单代号法Activity Resource Estimat ingProcess活动资源估算Activity Seque ncingProcess活动排序Actual Cost(AC实际成本Actual Cost of Work Performed(ACWP已执行工作的实际成本Actual Durati on实际历时Actual Fi nish Date(AF)实际完成日期Actual Start Date(AS)实际开始日期An

3、alogous Estimat ingTech niq ue类比估算Applicati on Area应用领域Apportio ned Effort(AE)分配的工作量Approval批准Approve批准Approved Change Request已批准的变更请求Arrow箭线Arrow Diagrammi ng Method(ADM箭线图As-of Date截止日期Assumptions Output/Input假设Assumpti ons An alysisTech niq ue假设分析:Authority职权Backward Pass逆向推算Bar Chart Tool条形图（甘特图

4、）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 ingTech niq ue自底向上估算Brai nstormi ng Tech niq ue头脑风暴Budget预算Budget at Completion(BAC完工预算Budgeted Cost of Work Performed(BCWP已执行工作的预算成本Budgeted Cost of Work Scheduled(BCWS计划工作的预算成本Buffer缓冲Buyer买方

5、Cale ndar Un it日历单位Cha nge Con trol变更控制Cha nge Con trol Board(CCB变更控制委员会Cha nge Con trol System Tool变更控制系统Change Request变更请求Chart of Acco untsTool账目图表Charter章程（宪章）Checklist Output/I nput检杳单Claim索偿、索赔Close Project Process结项（结束项目）Closi ng ProcessesProcess Group结束（收尾）过程Code of Acco unts Tool账目编码Co-loca

6、ti onTech niq ue同地办公Com mon Cause共同原因Com muni cati on沟通Com muni cati on Man ageme nt Pla n Output/I nput沟通管理计划Com muni cati ons Pla nning Process沟通规划Compe nsati on补偿Comp onent部（组）件Con figuratio n Man ageme nt System Tool配置管理系统Con stra int In put约束（条件）Con ti ngency意外、应急情况Con ti ngency Allowa nee应急余量C

7、on ti ngency Reserve Output/I nput应急储备Con tract Output/I nput合同Con tract Admi nistrati onProcess合同管理Con tract ClosureProcess合同终止/收尾Con tract Man ageme nt Pla n Output/I nput合同管理计划Con tract Stateme nt of Work(SOWOutput/I nput合同工作说明书Con tract Work Breakdow n Structure(CWB)Output/I nput合同工作分解结构Control

8、Technique控制Con trol Accou nt(CA Tool控制帐目Control Account Plan(CAP Tool控制账目计划Con trol Chart Tool控制图Con trol Limits控制围Con trolli ng控制Corrective Action纠正措施Cost成本Cost Baseli ne成本基线Cost Budgeti ng Process成本预算Cost Con trol Process成本控制Cost Estimat ingProcess成本估算Cost Management Plan Output/Input成本管理计划Cost of

9、 Quality(COQ Technique质量成本Cost Performa nee In dex(CPI)成本绩效系数Cost-Plus-Fee(CPF)成本加附加费Cost-Plus-Fixed-Fee(CPFF Con tract成本加固疋附加费合同Cost-Plus-I ncen tive-Fee(CPIF) Con tract成本加奖励合同Cost-Plus-Perce ntage of Cost(CPPC成本加成本比率合同Cost-Reimbursable Con tract成本偿还合同Cost Varia nee(CV成本偏差Crashing Technique压缩、赶工Cre

10、ate WBS (Work Breakdow n Structure ) Process创建工作分解结构Criteria准则/标准Critical Activity关键活动Critical Chain MethodTech ni que关键链法Critical PathOutput/I nput关键路径Critical Path Method(CPM Technique关键路径法Current Finish Date当前结束日期Curre nt 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 al

11、ysisTech niq ue决策树分析Decompose分解Decomposition Technique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德尔非技术Dependency依赖关系Design Review Technique设计评审Develop Project CharterProcess制定项目章程Develop Project ManagementPlan Process制定项目管理计划Develop Project Scope Stateme nt

12、(Preliminary ) Process制定项目围说明书（初步）Develop Project Team Process项目团队建设Direct and Man age Project Executio n Process指导和管理项目执行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 Activity虚活动Duration (DU or DUR)历时Early Fi nish Date(EF)最早结束时间Early Start Date(ES)最早开始时间Earned

13、Value (EV挣值Earned Value Ma nageme nt (EVM挣值管理Earned Value Technique (EVT Technique挣值技术Effort工作量En terprise企业En terpriseEn vir onmen tal FactorsOutput/I nput企业环境因素/事业环境因素Estimate Output/Input估算Estimate at Completion(EACOutput/I nput完工估算Estimate to Complete(ETCOutput/I nput完工尚需估算Eve nt事件Excepti on Rep

14、ort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 Judgment Technique专家判断Failure Mode and Effect An alysis(FMEATech niq ue失效模式和影响分析zast Track ingTech niq ue快速跟进=in ish Date结束日期=ini sh-to-Finish(FF)结束-结束zin ish-to-Start(FS)结

15、束-开始Zirm-Fixed-Price(FFP) Con tract固定总价合同=ixed-Price-l ncen tive-Fee(FPIF )Con tract固定价格加奖励合同Zixed-Price or Lump-Sum Con tract固定价格或总额合同zloat浮动时间Flowchart ing Tech niq ue流程图Forecasts预测、预想Forward Pass正向推算、正推法zree Float(FF)自由浮动时间=un cti onal Man ager职能经理=un cti onal Orga ni zatio n职能型组织Fun ds资金Gan tt C

16、hart甘特图Goods货物、物品、商品Grade等级Ground Rules Tool基本规则、条例Hammock Activity集合活动Historical In formatio n历史信息Human Resource Planning Process人力资源规划mposed Date强制日期n flue nee DiagramTool影响图n flue ncer有影响力的人n formatio n Distributio nProcess信息发布n itiat ing ProcessesProcess Group启动过程、开始过程n itiator发起人n put Process I

17、n put输入n 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 trolProcess整体变更控制nvitation for Bid(IFB)邀标书ssue冋题、争端Kno wledge知识Kno wledge Area Process知识域过程Knowledge Area , Project Management知识域、项目管理ag Tech niq ue滞后ate Finish Date(F)最迟结束时间ate Start Date(LS)最迟开始时间atest Revised E

18、stimate最新修订的估算ead Tech niq ue超前essons Learned Output/Input经验教训ess ons Lear ned Kno wledge Base经验知识库evel of Effort(LOE投入水平eveli ng平衡fe Cycle生命周期og日志Logic逻辑Logic Diagram逻辑图Logical Relati on ship逻辑关系Man age Project Team Process管理项目团队Man age Stakeholders Process管理项目干系人Master Schedule Tool主进度表Materiel物资M

19、atrix Orga ni zati on矩阵型组织Methodology方法论Milest one里程碑Milesto ne Schedule Tool里程碑进度Mon itor监督Monitor and Control Project WorkProcess监督和控制项目工作Mon itori ng监督Monitoring and Controlling 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

20、分析Network Logic网络逻辑Network Loop网络循环Network Open End网络开放端Network Path网络路径Networking Technique人际网Node节点Objective目标、目的Operati ons（日常）运营Opport unity机会Orga ni zati on组织Orga ni zati on ChartTool组织图Orga ni zatio nalBreakdow n 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

21、程资产Original Duration(OD初始历时Output Process Output输出Parametric Estimati ngTech niq ue参数式估算Pareto Chart Tool帕累托图Path Conv erge nee路径会聚Path Diverge nee路径发散Perce nt 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

22、 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Perform ing Orga ni zati on执行组织Phase阶段P|a n Con tracti ngProcess计划签约P|a n Purchases and Acquisiti ons Process计划购买和获取Planned Fi nish Date(PF)计划结束时间Planned Start Date(PS)计划开始时间Planned Value (PV计划值P|a nning Package计划包P|a

23、nning Processes Process Group计划过程Portfolio投资组合Portfolio Man ageme nt Tech niq ue投资组合管理/项目组合管理Positi on Descripti onTool职（岗）位描述Practice惯例Precede nee Diagrammi ng Method (PDM Tech niq ue前导图法Precede nee Relatio nship前导关系Predecessor Activity前置活动Preve ntive Acti on预防措施Probability and Impact MatrixTool概率和

24、影响矩阵Procedure流程Process过程Process Group过程组Procurement Documents Output/Input米购文档Procureme nt Man ageme nt Pla n采购管理计划Output/I nputProduct产品Product Life Cycle产品生命周期Product Scope产品围Product Scope Descripti on产品围描述Program大型项目Program Man ageme nt大型项目管理Program Man ageme nt Office(PMO大型项目管理办公室Progressive Ela

25、borati onTech niq ue渐进明细Project项目Project Cale ndar项目日历Project Charter Output/I nput项目章程Project Com mun icatio ns Man ageme nt Kno wledge Area项目沟通管理Project Cost Man ageme nt Kno wledge Area项目成本管理Project Huma n Resource Man ageme nt Kno wledge Area项目人力资源管理Project In itiati on项目启动Project In tegrati onM

26、an ageme ntKno wledgeArea项目整体管理Project Life Cycle项目生命周期Project Man ageme nt(PM项目管理Project Man ageme nt Body of Kno wledge (PMBOK?项目管理知识体系Project Man ageme nt In formatio n System (PMIS Tool项目管理信息系统Project Man ageme nt Kno wledge Area项目管理知识域Project Ma nageme nt Office(PMO项目管理办公室Project Man ageme nt P

27、la n Output/I nput项目管理计划Project Man ageme nt Process项目管理过程Project Man ageme nt Process Group项目管理过程组Project Ma nageme nt Professio nal(PMP?项目管理专业人员Project Man ageme nt Software Tool项目管理软件Project Man ageme nt System Tool项目管理系统Project Man ageme nt Team项目管理团队Project Man ager(PM项目经理Project Organization C

28、hart Output/Input项目组织章程Project Phase项目阶段Project Process Groups项目过程组Project Procurement ManagementKnowledge Area项目采购管理Project Quality Man ageme ntKno wledgeArea项目质量管理Project Risk Man ageme nt Kno wledge Area项目风险管理Project ScheduleOutput/I nput项目进度Project Schedule Network Diagram Output/I nput项目进度网络图Pr

29、oject Scope项目围Project Scope Man ageme ntK no wledge Area项目围管理Project Scope Man ageme nt Pla n Output/I nput项目围管理计划Project Scope Stateme ntOutput/I nput项目围说明书Project Spon sor项目出资人Project Stakeholder项目干系人Project Summary Work Breakdow n Structure (PSWE) Tool项目概要工作分解结构Project Team项目团队Project Team Direct

30、ory项目团队名录Project Team Members项目团队成员Project Time Management Knowledge Area项目时间管理Project Work项目工作Projectized Orga ni zatio n项目型组织Qualitative Risk An alysisProcess定性风险分析Quality质量Quality Man ageme nt Pla n Output/I nput质量管理计划Quality Pla nningProcess质量规划Quan titative Risk An alysisProcess定量风险分析Regulati o

31、n规章Reliability可靠性Remaining Duration(RD剩余历时Request for In formatio n征集资料/信息Request for Proposal(RFP方案征集书Request for Quotati on(RFQ报价请求Request Seller Resp on ses Process请求卖方回应Requested Change Output/I nput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残余风险Resource资源Resource

32、 Breakdow n Structure(RBS资源分解结构Resource Cale ndar资源日历Resource-C on stra ined Schedule受限于资源的进度Resource Histogram资源图Resource Leveli ngTech niq ue资源平衡Resource-Limited Schedule资源受限的进度Resource Pla nning资源计划Responsibility Assignment Matrix( RAMTool职责分配矩阵Result成果、结果Reta in age保证金Rework返工Risk风险Risk Acceptan

33、ee Technique风险接受Risk Avoida nee Tech niq ue风险规避Risk Breakdown Structure(RBS Tool风险分解结构Risk Category风险类别Risk Database风险数据库Risk Ide ntificati onProcess风险识别Risk Management Plan Output/Input风险管理计划Risk Man ageme nt Pla nning Process风险管理规划Risk Mitigati onTech niq ue风险缓解Risk Mon itori ng and Con trolProces

34、s风险监督和控制Risk Register Output/I nput风险登记表Risk Resp onse Pla nning Process风险响应规划Risk Tran sfere neeTech niq ue风险转移Role角色Rolli ng Wave Pla nningTech niq ue滚动式计划Root Cause An alysisTech 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 Compression Technique进度压缩Schedule Con tr

35、ol Process进度控制Schedule Development Process进度制定Schedule Management Plan Output/Input进度管理计划Schedule Milest one进度里程碑Schedule Model Tool进度模型Schedule Network An alysisTech niq ue进度网络分析Schedule Performa nee In dex(SPI)进度绩效指数Schedule Varia nee(SV)进度偏差Scheduled Fin ish Date(SF)计划结束时间Scheduled Start Date(SS计

36、划开始时间Scope围Scope Baseli ne围基线Scope Change围变更Scope Con trol Process围控制Scope Creep围蔓延Scope Defin iti on Process围定义Scope Planning Process围规划Scope Verificati onProcess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服务Should-Cost Estimate理想成本估算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 nProcess人员配置管理计划Stakeholder项目干系人Sta ndard标准Start Date开始时间Start-to-Fi nish(SF)开始-结束Start-to-Start(SS开始-开始Stateme