项目管理英语参考答案

ProjectManagementProfessionalEnglishExerciseskeyPAGE10PAGE20Chapter1FoundationI.Decidewhetherthefollowingstatementsaretrue(T)orfalse(F)accordingtothepassage.1.T2.F3.F4.T5.F6.T7.F8.F9.F10.TII.ProfessionaltermstranslationstakeholderdeliverablescopemanagementintegrationmanagementprojectmanagerschedulemanagementprojectlifecycleprojectmanagementcommunicationsmanagementprocurementmanagementIII.Fillintheblanks1.defining,planning,executing,closing2.temporary,unique3.execution.4.defining,controlling5.integration6.deliverables7.Project,Management,Body,Knowledge.8.Time,cost,quality9.customer,satisfaction10.scopeIV.Matchthefollowingwordsorexpressionswiththeirmeanings 1.e2.d3.g4.h5.b6.i7.j8.c9.f10.aV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.4——1——5——7——3——6——2VI.Paragraphstranslation项目存在于各种类型的人类事业中。项目包含独特复杂的任务，这些任务可以创造新产品、设施、服务及事件结果；也可以从自然或人为灾难中产生大范围的机构变化或复苏及其他期望的变化或复苏。项目通过几个生命周期阶段来表示在时间和进展方面的起点和终点。人类所有的伟大创举，无论从建造大金字塔到治愈癌症，还是人类登月，都是从项目开始的。项目管理已成为当今一个越来越重要的讨论话题，因为所有组织都在不断地实施新的业务流程、产品、服务或其他计划。每当我们审视组织如何进行变革时，总会涉及到组织一组技术精湛的人员进行工作。项目管理常常是项目经理人的职权和责任。尽管项目经理人很少直接参与那些可以产出结果的活动，他有责任以降低整个失败风险的方式努力维持不同参与方间的进程及有效率的双向互动，并确保项目的成功。从这个角度出发，组织需要更好地了解项目经理人的角色，它有别于技术经理的角色。项目经理人承担着一个将整合者、沟通者及推进者集于一身的角色，这种角色的重要性可以等同或超过技术经理的角色。VII.SentencesTranslationAprojectisaone-offjobundertakentoaccomplishaspecificanticipatedtargetthroughmulti-personcooperationwithinfixedtime,certainresourcesandanticipatedbudgetProjectmanagementisdefinedastheapplicationsofknowledge,skills,tools,techniquestoprojectactivitiestomeetorexceedstakeholders’requirementsandanticipationsfortheprojectTheAmericanStandishGrouphasstudiedmorethan8400ITprojects,whichindicatedthatonly16%oftheprojectssucceeded;50%neededremedying;and34%totallyfailed.Withtheintegrationofglobaleconomy,andthechangingscienceandtechnology,projectmanagement,asaone-offcreativeactivity,hasbecomeoneofthevitaladministrationtoolsthatadapttotheneweconomy.Theknowledgebodyofprojectmanagementisdividedintonineareas:integrationmanagement,scopemanagement,timemanagement,costmanagement,qualitymanagement,humanresourcemanagement,communicationsmanagement,riskmanagement,andprocurementmanagement.Projectscopemanagementconsistsofscopedefining,scopeplanningandscopeadjustmentProjectintegrationmanagementisacomprehensiveandoveralljobandprocesstoensureeachworkinorganiccoordinationforprojectmanagement.Theninemajorknowledgeareasofprojectmanagementareinterrelated,complementary,promotiveandintegratedoneanother.Projectmanagementisanintegrativeapplicationofprojectmanagementprocess,likestartup,plan,implementation,monitoringandcloseout.Projectmanagementisanoptimizedadministrationmodel,andconcentratesoncomprehensivemanagementandtargetmanagementincomparisonwithtraditionaldivisionalmanagement.VIII.DiscussionTopicOne:Forexample,wecancompare“routinemanufactureofafactory”with“buildingaprocessplant”bydiscussionsoastofindoutthesimilaritiesanddifferencesbetweenthem.TopicTwo:1.definingstage:whatarenecessarilyneedtobeconsideredatthisphase?Includingspecifications,objectives,teams,andresponsibilities.2.planningstage:whattheprojectwillentail;whenitwillbescheduled;whomitwillbenefit;whatqualitylevelshouldbemaintained;whatthebudgetwillbe?3.executingstage:Thisstageincludesthreeactivities,andwhataretheyindetail?4.closingstage:Istheprojectonschedule,onbudget,andmeetingspecifications?Whataretheforecastsofeachofthesemeasures?Whatrevisionsorchangesarenecessary?TopicThree:Firstly,theroleofaPMisoneofintegrator,communicatorandfacilitator;itisequalormoreimportantthantheroleofatechnicalmanager.ThePMisalsoresponsiblefortheprojectandaccountabletotheprogrammanagerororganizationdirector.Furthermore,aPMshouldbeequippedwithorganizationcompetencies,peoplecompetencies,personalcompetencies,high-performanceworkpractices,andsoftskills.Chapter2ProjectScheduleManagementI.Decidewhetherthefollowingstatementsaretrue(T)orfalse(F)accordingtothepassage.1.F2.F3.F4.T5.F6.F7.F8.F9.T10.TII.ProfessionaltermstranslationworkbreakdownstructuredurationoptimizationcriticalpathactivitysequencingPERT=ProgramEvaluationandReviewTechniquenetworkdiagramschedulecontrolworkpackageActivityonArrow(AOA)milestoneIII.Fillintheblanks1.Timeline,completion2.WBS(workbreakdownstructure)3.technical,arbitrary4.Duration5.milestone6.Variance,analysis7.arrows8.optimistic，mostlikely，pessimistic9.longest,zero10.Gantt,CPMⅣ.Matchthefollowingwordsorexpressionswiththeirmeanings1.i2.j3.h4.a5.g6.d7.b8.c9.f10.eV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph. 1——5——4——6——2——7——3VI.Paragraphstranslation1.用来定义活动并确定工期及活动顺序的主要工具是工作分解结构。项目管理知识体系将其定义为：“工作分解结构是以可交付成果为导向的工作层级分解，它组织并定义了项目的全部范围。每一下行层级表示对项目内容进行逐层细化说明。项目内容可能为产品或服务”。2.要牢记：网络图表示要完成项目必须进行的活动。网络图不是一场由初结点到末结点的计时赛。为了完成项目，必须完成网络图中的每一个活动。并不是工作分解结构中涉及的每个单一项目都要出现在网络工作图中，只有有依赖关系的活动才需如此，了解这一点也很重要。然而，有些人喜欢有头有尾的里程碑事件，他们倾向于列出每一个活动，这纯属个人喜好。对于有几百个活动的项目，如果网络图中只包含有那些具有依赖关系的活动，尤其在大型项目中，这样就会更简单些。有时候，把汇总任务列在网络图中或者将项目分解为几个较小的网络图就足够了。3.在大型复杂项目中互补运用甘特图和关键路径图，实为精明之举。后者可有效处理一些活动、数据及相关活动间的依赖关系。但是，关键路径图不善于用简单可视化的方式向项目成员展示下一两周内的工作活动。甘特图可由此介入使用。它可以从大小合适的关键路径图中提取一两周内的活动，并提交至相关人员，这就有助于形成清晰、实用和局部的短期展望计划。管理人员仍有责任协调计划制定者间的交界问题。VII.SentencesTranslationProjectschedulemanagementconsistsofactivitydefinition,activitysequencing,activitydurationestimating,scheduleplanningandschedulecontrol.Activitydefinitionisabouteachoftheindispensablespecificactivitiesinwhichprojectdeliverablestobecompletedareidentifiedanddefined,whileactivitysequencingistoidentifyanddefinethelogicalrelationshipordependencyrelationshipamongprojectactivities.Theoutcomeofactivityresourcesestimatingistodeterminethetypesandquantitiesofresourcesusedineveryprojectactivity.Theactivitydurationofcriticalpathdeterminesthecompletionperiodofproject,whichismadeupofthetotalityofallactivityduration.TheWBSisalistforallactivitiesrequiredtoimplementtheproject,andabaseforscheduleplanning,personnelassignment,resourceallocationandbudgetplanning.Projectsaremadeupofkindsofassignments,eachofwhichhasanearly/latestartdate,andanearly/latefinishdate.Iftheearlydateisequaltothelate,itisindicatedasacriticaltask.Duration,costandqualityarethetopthreeobjectivesoftheproject,anddurationorscheduleisthemostessential.Intheprocessofscheduletrackingofprojectmanagement,thewholeprojectscheduleisensuredaslongasthemilestoneeventsaresuretobecompletedontime.Projectscheduleplanningistheleadingprogrammaticdocumenttocontrolprojectscheduleprocess,andabaseaswellasaguidancedocumentofotherprojectplans.Projectschedulecontrollingdoesnotmeantopursuescheduleblindly,butseestotherequirementsofquality,safetyandeconomyatthesametime..VIII.DiscussionTopicOne:Itcontains6stepsaltogether,eachofwhosefunctionshasbeenshowninFig2-1onPage26.TopicTwo:Networkdiagram,itisabeforehandcontrolmethod,andhelpssupervisorsatallleveltoknowtheworkingprocess,responsibilitiesandpriorities,however,itisnotappliedtoallplansandprojectstocontrolduetoitsrestrictioninapplicationfields.Criticalpath,itprovidesgraphicaldisplayforprojectsandrelatedactivitiestoidentifypotentialextensionriskswithinthem,however,certainactivitiesareeasytoomitintheprocessofdraftingctricalpathasaresultofthousandsofactivitiesinvolvedatthesametime;furthermore,deviationoftenoccursduetotheprobabilitydistributionappliedinestimatingthetimingofeachactivity.Ganttchart,itissimple,easytouseandunderstand,anddirectlyperceivedthroughthesenses,however,itcannotsystematicallyexpressthecomplicatedrelationshipamongprojectactivitieswithdifficultyinoptimizingcalculation,analysis,andplanthroughquantitativemethods.TopicThree:Therearethreewaysofopitimizationasfollows:Durationoptimization,itmakesthedraftmoreaccurate,realistic,effective,andefficientbymeansofattackingproblemsCostoptimization,ithelpstofindthemosteconomicalwaytorealizedurationcompression.Resourceoptimization,itfacilitatesthescheduledworkdonewithinresourcelimitsChapter3ProjectCostManagementI.DecidewhetherthefollowingstatementsaretrueTorfalseFaccordingtothepassage.1.F2.T3.F4.T5.T6.F7.T8.F9.F10.FII.ProfessionaltermstranslationContingencyfundManagementreserveCostestimateDefinitiveestimateCostbaselineCostoverrunCostbudgetingEarnedvaluemanagementAnalogousestimatingCostcontrollingIII.Fillintheblanks1.estimating,budgeting,control2.fixed3.Definitive4.achieved,planned5.baseline6.negative7.managementreserve8.summation9.Actual10.VariableIV.Matchthefollowingwordsorexpressionswiththeirmeanings1.c2.j3.h4.f5.a6.b7.i8.d9.g10.eV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.6——3——1——5——7——4——2VI.Paragraphstranslation1.项目成本预算的准确性是一项经常被误解的概念。在绝大多数情况下，都是在详细的计划发生之前将一个原始阶段的粗略估算带进了一个已批准的项目预算。不管怎样，随着更多的与项目相关的具体情况被了解，预算成本的准确性会随着生命周期而改变。成熟的组织意识到这一点并且据此作出决定。需要注意的是，启动阶段预算概算的变化范围很容易达到±100%，对于一个大型的复杂项目来，也许更大。对较小的重复性的项目，变化幅度会小很多。2.第三个动态是一系列落入“未知的未知”这一类别的问题。这些是没有被计划或者预期但是却实际发生的问题。这类意外的事件被称为管理储备，管理储备是为了处理那些在项目周期中未计划的但是却被要求的改变。处理这类事件的管理实践并不没有标准。3.如果你能准确的预测成本和销量，进行盈亏平衡分析就只是一个简单的数学问题。当一个公司总的销售额或收入等于总成本的时候，它就达到了盈亏平衡。在盈亏平衡点上，没有利润也没有亏损。对于任何一个企业所有者来说，进行这样的计算都是很关键的，因为盈亏平衡点是确定组织利润的底线。VII.SentencesTranslation1.Projectcostmanagementconsistsofcostestimating,costbudgetingandcostcontrol2.Projectcostvariancereferstodifferencesbetweenthebudgetcostandtherealcostforworkcompletion.3.Projectcostestimating,asacorejobofprojectcostmanagement,estimatesanddeterminesthecostforeveryprojectactivityaccordingtotheresourcedemandscheduleandeachresourcepricefortheproject.4.Projectcostbudgetingisaprojectmanagementworkwhichisconcernedwithcostdistributionforeachindependentwork,andmakesabaselineforprojectcostcontrol.5.Resourceplanning,asabaseandprerequisiteforprojectcostestimating,hasadefiniteinfluenceonestimatingdetailandaccuracysubjecttothatofresourceplanning.6.Analogousestimating,alsocalledtop-downestimation,isamethodofestimatingcostfornewprojectsbythecomparisonofactualcostamonganalogousprojectscompleted.7.Projectvaluemaximizationistherealgoalandfundamentalofprojectcostmanagement.8.InEVM,thepositivevalueofschedulevarianceindicatesthatitisaheadofschedule;zerorepresentingtheactualscheduleequaltotheoriginal;negativevalueindicatingscheduledelay.9.Therearethreekindsofprojectcost:certaintycost,riskcostanduncertaintycost,thekeyofwhichliesincontrollingtheuncertaintycost.10.Delphitechnique,asasubjectiveandqualitativemethod,hasawideapplicationinbuildingvariousevaluationindexsystems,anddeterminingspecificindicators.VIII.DiscussionTopicOne:SummarizetheexperienceofpreviousprojectsPredictinadvanceAsideacertainpercentageoffundsTopicTwo:Oneofthecorethreeofprojectmanagement.Reducecosts;ManagefundsItiscriticaltothesuccessoftheprojectandtheprojectprofitability.Itisneededbecauseiftherestrictedresources.TopicThree:PlanningtheProjectBudget；KeepingTrackofAllActualCosts；EffectiveTimeManagement；ProjectChangeControl；UseofEarnedValueChapter4ProjectQualityManagementI.Decidewhetherthefollowingstatementsaretrue(T)orfalse(F)accordingtothepassage.1.T2.T3.F4.T5.F6.F7.F8.T9.T10.TII.Professionaltermstranslationqualitymanagement fishbonediagramqualityassurance Paretochartqualitycontrol histogramtotalqualitymanagement checksheetControlchart stratificationIII.Fillintheblanks1.stated,implied2.planning,assurance,control.3.plan4.high5.prevention,inspection,failure,external6.long-term,customer,satisfaction7.cause-and-effect8.frequency9.PDCA10.declineIV.Matchthefollowingwordsorexpressionswiththeirmeanings1.e2.h3.J4.b5.a6.i7.f8.d9.g10.cV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph. 6—3—1—4—5—2VI.Paragraphstranslation1.质量保证是为确保一个产品或服务将满足组织设立的质量标准所必需的一系列计划的系统的活动。质量保证涵盖了从设计，开发，生产，安装，服务，和记录的所有活动。这个角色代表了整个质量管理过程的一个不可或缺的重要组成部分。2.与质量保证对比，质量控制包含测量一个成品或已结束的工序的各种活动。质量控制涉及以测量为导向的活动，比如检查，复查和测试，以共同确保产品的质量。从质量控制的测量活动中，质量控制团队评估一件成品预期内的和预期外的变化。3.一个项目的发起人和赞助人通常对他们期望得到的项目产出的质量有一定的想法。新车模型上的油漆应当维持10年还是15年?在新程序中拼写错误是允许的吗?为了避免失望，这些质量要求应记录在项目质量管理计划中并在一开始就经过赞助人，客户和项目经理的同意。项目质量所需的基本文件是质量管理计划。它是项目计划内的几个附属管理计划之一。PMBOK对质量计划的定义为“......涉及到设定质量目标，然后详细说明实现这些目标所需要的操作过程和资源”。VII.DiscussionTopicone:1.QualityLevels2.QualityStandards3.QualityResponsibilitiesTopictwo:Forexample,anITprojectcanuseCheckSheettofindhowoftenmistakeshavehappened,anduseCause-and-effectDiagramtoanalyzethecauses.Topicthree:TQMisamanagementapproachforanorganization,centeredonquality,basedontheparticipationofallitsmembersandaimingatlong-termsuccessthroughcustomersatisfaction,andbenefitstoallmembersoftheorganizationandtosociety.CustomerSatisfactioninTotalityContinuousImprovementDoItRighttheFirstTimeTotalEmployeeInvolvementandEmpowermentⅧSentencesTranslationQualitymeansfitnessforuse,thatistowhatextentproductsorservicessatisfycustomers.Factorsinfluencingprojectqualityareman,materials,machines,methodsandenvironmentfromtheperspectiveofqualitymanagement.Thelevelofprojectqualitymanagementdeterminesthesuccessoftheproject,hence,projectqualitymanagementisacorecontentofprojectmanagement.Thefundamentalpurposeofprojectqualitymanagementliesinacomprehensiveunderstandingofcustomerdemand,andfulfillmentofclientsatisfactionorabove.Projectqualitymanagementincludesqualityplanning,qualityassuranceandqualitycontrol.TQMisamanagementapproachforanorganizationcenteredonquality,basedontheparticipationofallitsmembersandaimingatcustomersatisfactionandthebenefitoforganizationmembersandsociety.Projectqualitycostconsistsofinternalfailurecost,externalfailurecost,appraisalcostandpreventioncost.PDCAcycleisalogicalworkingprocedureforeffectivelyconductinganyactivity,andespeciallyextensivelyappliedinqualitymanagement.Itisaprimaryissuesettledformodernqualitymanagementthatcustomerdemandshouldberecognizedproperlyandtransformedintosystematicstandardsforproductsandservices.Manyqualitymanagementtoolssuchaschecklist,histogram,Paretochart,scatterdiagram,causeandeffectdiagram,andflowchart,canbegenerallyusedinprojectqualitymanagementandimprovement.Chapter5ProjectHumanResource

ManagementI.DecidewhetherthefollowingstatementsaretrueTorfalseFaccordingtothepassage.1.T2.F3.F4.F5.F6.T7.F8.F9.T10.FII.ProfessionaltermstranslationteambuildingresponsibilityassignmentmatrixstaffacquisitionprojectizedorganizationprojectstakeholdersMaslow’shierarchyofneedsprojectteamdevelopmentprojectcoordinationrolespecificationsmotivationtheoryIII.Fillintheblanks1.planning,acquisition2.functional3.resources,individual4.projectmanager5.forming6.realization7.adjourning8.functional,project9.objective10.centralIV.Matchthefollowingwordsorexpressionswiththeirmeanings1.d2.h3.j4.a5.i6.g7.f8.c9.e10.bV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.7——3——5——4——1——6——2VI.Paragraphstranslation1.每当项目管理计划扩大时，人力资源规划也要进行相应的扩大，尤其是在每个阶段的开始或者结束期间。基于实际招聘工作的员工需求的变化可在员工计划中处理，但也可能要体现在项目管理计划上。2.另一个可供选择的项目组织模式适用于大型的项目，比如说美国宇航局。这一类项目的资源水平是巨大的并且包含多个相关项目的内部视图，由项目经理进行整体的控制。这种组织模式叫做项目式组织，项目经理是整个团队资源的中心职权所在。3.马斯洛的需要层次理论的第一层需要描述的是维持生命基本需求的需要，主要是食物和睡眠。这是某些基本上一无所有并且为基本的生存而挣扎的人的特征。当第一层次需求满足之后，个体开始向上寻求安全的需要。第二层次需要包括工作的安全，资金上或身体上的。此外，除却其他的各种因素，身体上的安全会保持存在。VII.SentencesTranslationProjecthumanresourcemanagementmainlyincludesprojecthumanresourceplanning,teammemberrecruitment,teamtraininganddevelopment,andprojectteammanagement.Becauseprojectworkiscompletedinateam-basedway,therequirementsforprojectteambuildingshouldbefullyconsideredinprojecthumanresourcemanagement,likepersonnelrecruitment,training,appraisal,motivationandetc.Theleadingtaskofprojecthumanresourcemanagementplanningistodetermineanappropriateprojectorganizationstructure.Teammemberdevelopmentmainlyreferstotrainingplanning,performanceappraisalplanningandincentiveplanningforteammembers.Todealwiththeweaknessesoffunctionalorganizationsandprojectizedorganizations,andexerttheirstrengths,peopledesignedanorganizationstructureofprojectmanagementbetweenthetwokindsoforganizations,thatismatrixorganization.Responsibilityassignmentmatrixisadiagramindicatingtherolesorresponsibilitiesofeachprojectmemberineveryworkingunitbyusingresponsibilitymatrix.Projectteamdevelopmentspanconsistsofformingstage,stormingstage,normingstage,performingstageandadjourningstage.EarlymotivationtheoriesincludeMaslow'shierarchyofneeds,Herzberg`stwofactortheoryandMcClelland’sachievementneedtheory.Astudyhasshowedthattheteamcomposedofstaffwithdifferentknowledgeandviewpointsoftenbringsabouthighworkingefficiencyandqualitywhensolvingcomplicatedproblemswithoutmethodsforreference.Mostprojectmanagersbelievethatthehardestchallengetheyfaceistomanagehumanresourceseffectively.VIII.DiscussionTopicOne:Asalltheprojectsareresourceconstrained,humanresourcemanagementhasamajorimpactonprojects’successorfailure.Perfectprojectmanageristheexampleforotheremployeesandhecanmotivatestaff.PeoplemanagetheprojectandimplementoftheprojectPeoplehaveenoughskillsandknowledgeTopicTwo:Dowellinthesefollowingthings:ProjectHumanResourcePlanning;ProjectTeamAcquiring;ProjectTeamTrainingandDevelopment;ProjectTeamManagingTopicThree:Answerwithone’sownexperienceChapter6ProjectCommunication

ManagementI.DecidewhetherthefollowingstatementsaretrueTorfalseFaccordingtothepassage.1.F2.T3.T4.F5.T6.F7.F8.T9.F10.TII.ProfessionaltermstranslationplancommunicationsinformationdistributionperformancereportingcustomerstakeholderscommunicationmatrixstakeholderexpectationmanagementcommunicationchannelsstatusreportingprojectcoordinatortransmissionmediaIII.Fillintheblanks1.sender,receiver2.communicationmatrix.3.Stakeholders4.transmission,information5.perspectives6.Progress7.Executive8.Program9.Status10.collecting,distributingIV.Matchthefollowingwordsorexpressionswiththeirmeanings1.f2.i3.g4.h5.b6.d7.a8.j9.c10.eV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.3——5——2——1——6——4VI.Paragraphstranslation1.每个人都有一个独特的适合他个性特征和环境的沟通方式。有些人刚开始会用一种友好的方式进行沟通过程，然后再转移到内容，但另一些人认为沟通就是大多数内容为数据传递的工作。2.项目利益相关者是那些在完成一个成功的项目产出的过程中有着某种既得利益的个人。这些人可以是执行组织内部的或者是外部的。至关重要的是，他们的责任、从属关系和参与程度是了解他们的项目或商业利益本质的一种手段。3.在项目团队中，信息发布的过程要处理更多的是团队内部需要的与项目的技术方面有关的信息，比如说产品设计结构、技术图和其他为了生产产品所需要的信息。VII.SentencesTranslation1. Projectcommunicationmanagementmainlyconsistsofstakeholderidentification,communicationplanning,informationdistributionandstakeholders’expectationmanagementandperformancereporting.2.Studyhasindicatedthateachfactorrelatingtoprojectsuccessdependsonsoundcommunicationskillsofprojectmanagersandteams.3.Informationdistributionmeanssendinginformationneededtoprojectstakeholdersintime,includingimplementationofcommunicationmanagementplanning,andresponsetoasuddenrequestforinformation.4.Communicationisaprocessoftransmittinginformation,ideasandemotionamongindividualsandgroups,andreachingacommonagreementforthetarget.5.Projectcommunicationplanningisabouttheschemeandarrangementforcommunicationcontent,methods,channelandetc.inthewholeprocessofproject.6.Differentwaysandmethodsofcommunicationneedtobeadoptedfordifferentinformationcommunicationsintheprocessofprojectcommunication.7.Thedevelopment,implementation,operationandcontrolofanyprojectmanagementplanningcannotgowithoutcommunications,whichpermeateeveryaspectofprojectmanagement.8.Thebasicmodelofcommunicationscoverssixfundamentalelements:sender,receiver,content,passage,noiseandfeedback.9.Itisakeyfactortoprojectsuccesstoconfirmstakeholders’informationdemandsanddetermineappropriatewaystomeetthosedemands.10. Moreandmoreorganizationsstarttosetupprojectmanagementoffices,whosefunctionsincludelogistics,guidance,consulting,training,establishingadministrativestandard,developingandupdatingworkingmethodsandprocedures.VIII.DiscussionTopicOne:InternalBusinessPerformanceStakeholdersInternalProjectPerformanceStakeholdersInternalSupportandPart-timePerformanceStakeholdersCustomerStakeholdersVendor/ContractorStakeholdersOtherProjectStakeholdersTopicTwo:Barriers：BreakingtherulesoutlinedinthecommunicationsmodelThephysicalenvironmentLackofrespectfortheother'sviewsMindblockFilteringMisinterpretingelementsoftheconversationwithoutconfirmingLosingsightofthetopicanddigressingtoothers.Achieveeffectiveprojectcommunication：Listenactivelyandeffectively.Question,probeideasandsituationstoensurebetterunderstanding.Educatetoincreaseteam’sknowledgesothattheteammemberscanbemoreeffective.Findfactstoidentifyorconfirminformation.Setandmanageexpectations.Persuadeapersonororganizationtoperformanaction.Negotiatetoachievemutuallyacceptableagreementsbetweenparties.Resolveconflicttopreventdisruptiveimpacts.Summarize,recap,andidentifythenextsteps.TopicThree:Communicationmanagementprovidesthecriticallinksamongpeople,ideas,andinformationthatarenecessaryforprojectmanagementsuccessandisthefuelthatdrivesprojectsuccess.Effectivecommunicationcreatesabridgebetweendiversestakeholdersinvolvedinaproject,connectingvariousculturalandorganizationalbackgrounds,differentlevelsofexpertise,andvariousperspectivesandinterestsintheprojectexecutionoroutcome,whilethemishandlingofthisactivityisoneofthetopreasonswhyprojectsstruggle.Chapter7ProjectProcurement

ManagementI.DecidewhetherthefollowingstatementsaretrueTorfalseFaccordingtothepassage.1.F2.F3.F4.F5.F6.F7.F8.T9.T10.TII.ProfessionaltermstranslationprocurementmanagementthirdpartysuppliersolicitationplanningsubsidiarydocumentrequestsforproposalsevaluationcriteriastatementofworkcontractualobligationcontractadministrationcontractawardIII.Fillintheblankstime，materialsmallsupplier，buyercost-reimbursementmakeorbuyRFPRFQselectioncontractualobligationsWeightedselectioncriteriaContractclosureIV.Matchthefollowingwordsorexpressionswiththeirmeanings1.b2.e3.h4.j5.i6.g7.a8.c9.f10.dV.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.5——2——4——1——7——3——6VI.Paragraphstranslation采购管理代表着从第三方供应商企业中获得一个确定系列用于各种项目活动的产品或服务的过程。在这个过程中隐含着一种业务关系，该关系正式确定了双方的权利与责任。在本文中，我们把采购过程看作一种严格的商业活动，而不是通过非正规的方式去进行的一个活动。对于那些标准的，现货供应并且价格相对较低的产品，报价邀请函是最理想的文本。例如，计划计算机、打印机、应用软件类商品的大量采购，就应当用报价邀请函。报价邀请函用于当重点考虑低成本方案时。一个准备好的合格供应商的名单将会收到报价邀请函。正式的关闭合同是采购过程中的最后一步。在这个过程中，买家需要核实合同中所有的工作和要求是否都顺利完成并且合同结束。一旦这个过程完成，买家需要提供给卖家一份正式的确认函，确认函中需阐明卖家已按照双方协商的时间完成了产品、服务或其他条款责任的履行，并且质量合格。VII.SentencesTranslation1.Projectprocurementprocessincludesprocurementplanning,solicitationplanning,solicitation,sourceselection,contractadministrationandcontractclosure.2.Procurementplanningisthefirststepofprocurementprocess,andaprocurementschedulemadebybuyersfromtheperspectiveoffacilitatingtheprojectafterconsideringtherelationshipbetweenbuyersandsellers.3.Intheprocessofprojectimplementation,procurementcostoftencoversmostoftheprojectcostandgenerallytakesup50%~60%ofallprojectinvestment.4.Projectprocurementmanagementaimsatacquiringexternalresourcesinaneconomical,reasonableandreliablewaytoinsureasuccessfulprojectimplementation.5.CostPlusContracts,alsocalledCostReimbursementContracts,includesCostPlusFixedFeeContracts,CostPlusPercentageFeeContractsandCostPlusIncentiveFeeContracts6.Generally,largeprojectsacquiregoodsandlabourservicesfromsuppliersorcontractorsthroughpublicbiddingandopentender.7.Inrecentyears,softwareoutsourcing,asahottrendintheworldwidesoftwareindustry,keepsarapidgrowthinChina.8.Themanagementofprojectprocurementprocessconcernsnotonlytheproject’squalityscheduleandetc.,butalsotheprojectprofitandstakeholders’economicinterests9.Procurementplanningisageneralschedulefortheoverallprojectprocurementinconsiderationofneeds,materials,quantities,channels,andtimeforpurchase.10. Bidevaluationistopickoutthetendererwithminimumbiddingpricethroughtheappraisalandcomparisonofeachtenderer’sbiddingdocumentaccordi