項(xiàng)目管理系統(tǒng)英文術(shù)語(yǔ)

1、英文術(shù)語(yǔ)漢語(yǔ)翻譯Accept驗(yàn)收Accepta nee驗(yàn)收Accepta nee Criteria驗(yàn)收標(biāo)準(zhǔn)Acquire Project Team Process獲取項(xiàng)目團(tuán)隊(duì)Activity活動(dòng)Activity AttributesOutput/I nput活動(dòng)屬性Activity Code活動(dòng)編碼Activity Defin iti onProcess活動(dòng)定義Activity Description(AD活動(dòng)描述Activity Durati on活動(dòng)歷時(shí)Activity Durati on Estimat ingProcess活動(dòng)歷時(shí)估算Activity Ide ntifier活動(dòng)標(biāo)識(shí)符A

2、ctivity ListOutput/I nput活動(dòng)列表Activity-o n-Arrow(AOAAOA雙代號(hào)法Activity-o n-Node(AONAON單代號(hào)法Activity Resource Estimat ingProcess活動(dòng)資源估算Activity Seque ncingProcess活動(dòng)排序Actual Cost(AC實(shí)際成本Actual Cost of Work Performed(ACWP已執(zhí)行工作的實(shí)際成本Actual Durati on實(shí)際歷時(shí)Actual Fi nish Date(AF)實(shí)際完成日期Actual Start Date(AS)實(shí)際開(kāi)始日期An

3、alogous Estimat ingTech niq ue類(lèi)比估算Applicati on Area應(yīng)用領(lǐng)域Apportio ned Effort(AE)分配的工作量Approval批準(zhǔn)Approve批準(zhǔn)Approved Change Request已批準(zhǔn)的變更請(qǐng)求Arrow箭線(xiàn)Arrow Diagrammi ng Method(ADM箭線(xiàn)圖As-of Date截止日期Assumptions Output/Input假設(shè)Assumpti ons An alysisTech niq ue假設(shè)分析:Authority職權(quán)Backward Pass逆向推算Bar Chart Tool條形圖（甘特圖

4、）Baseli ne基線(xiàn)Baseli ne Finish Date基線(xiàn)完成日期Baseli ne Start Date基線(xiàn)開(kāi)始日期Bill of Materials(BOM材料單Bottom-up Estimat ingTech niq ue自底向上估算Brai nstormi ng Tech niq ue頭腦風(fēng)暴Budget預(yù)算Budget at Completion(BAC完工預(yù)算Budgeted Cost of Work Performed(BCWP已執(zhí)行工作的預(yù)算成本Budgeted Cost of Work Scheduled(BCWS計(jì)劃工作的預(yù)算成本Buffer緩沖Buyer買(mǎi)方

5、Cale ndar Un it日歷單位Cha nge Con trol變更控制Cha nge Con trol Board(CCB變更控制委員會(huì)Cha nge Con trol System Tool變更控制系統(tǒng)Change Request變更請(qǐng)求Chart of Acco untsTool賬目圖表Charter章程（憲章）Checklist Output/I nput檢杳單Claim索償、索賠Close Project Process結(jié)項(xiàng)（結(jié)束項(xiàng)目）Closi ng ProcessesProcess Group結(jié)束（收尾）過(guò)程Code of Acco unts Tool賬目編碼Co-loca

6、ti onTech niq ue同地辦公Com mon Cause共同原因Com muni cati on溝通Com muni cati on Man ageme nt Pla n Output/I nput溝通管理計(jì)劃Com muni cati ons Pla nning Process溝通規(guī)劃Compe nsati on補(bǔ)償Comp onent部（組）件Con figuratio n Man ageme nt System Tool配置管理系統(tǒng)Con stra int In put約束（條件）Con ti ngency意外、應(yīng)急情況Con ti ngency Allowa nee應(yīng)急余量C

7、on ti ngency Reserve Output/I nput應(yīng)急儲(chǔ)備Con tract Output/I nput合同Con tract Admi nistrati onProcess合同管理Con tract ClosureProcess合同終止/收尾Con tract Man ageme nt Pla n Output/I nput合同管理計(jì)劃Con tract Stateme nt of Work(SOWOutput/I nput合同工作說(shuō)明書(shū)Con tract Work Breakdow n Structure(CWB)Output/I nput合同工作分解結(jié)構(gòu)Control

8、Technique控制Con trol Accou nt(CA Tool控制帳目Control Account Plan(CAP Tool控制賬目計(jì)劃Con trol Chart Tool控制圖Con trol Limits控制圍Con trolli ng控制Corrective Action糾正措施Cost成本Cost Baseli ne成本基線(xiàn)Cost Budgeti ng Process成本預(yù)算Cost Con trol Process成本控制Cost Estimat ingProcess成本估算Cost Management Plan Output/Input成本管理計(jì)劃Cost of

9、 Quality(COQ Technique質(zhì)量成本Cost Performa nee In dex(CPI)成本績(jī)效系數(shù)Cost-Plus-Fee(CPF)成本加附加費(fèi)Cost-Plus-Fixed-Fee(CPFF Con tract成本加固疋附加費(fèi)合同Cost-Plus-I ncen tive-Fee(CPIF) Con tract成本加獎(jiǎng)勵(lì)合同Cost-Plus-Perce ntage of Cost(CPPC成本加成本比率合同Cost-Reimbursable Con tract成本償還合同Cost Varia nee(CV成本偏差Crashing Technique壓縮、趕工Cre

10、ate WBS (Work Breakdow n Structure ) Process創(chuàng)建工作分解結(jié)構(gòu)Criteria準(zhǔn)則/標(biāo)準(zhǔn)Critical Activity關(guān)鍵活動(dòng)Critical Chain MethodTech ni que關(guān)鍵鏈法Critical PathOutput/I nput關(guān)鍵路徑Critical Path Method(CPM Technique關(guān)鍵路徑法Current Finish Date當(dāng)前結(jié)束日期Curre nt Start Date當(dāng)前開(kāi)始日期Customer顧客、客戶(hù)Data Date (DD數(shù)據(jù)時(shí)期Date時(shí)期、日期Decisi on Tree An al

11、ysisTech niq ue決策樹(shù)分析Decompose分解Decomposition Technique分解Defect缺陷Defect Repair缺陷修復(fù)Deliverable Output/I nput可交付物Delphi Tech nique Tech niq ue德?tīng)柗羌夹g(shù)Dependency依賴(lài)關(guān)系Design Review Technique設(shè)計(jì)評(píng)審Develop Project CharterProcess制定項(xiàng)目章程Develop Project ManagementPlan Process制定項(xiàng)目管理計(jì)劃Develop Project Scope Stateme nt

12、(Preliminary ) Process制定項(xiàng)目圍說(shuō)明書(shū)（初步）Develop Project Team Process項(xiàng)目團(tuán)隊(duì)建設(shè)Direct and Man age Project Executio n Process指導(dǎo)和管理項(xiàng)目執(zhí)行Discipli ne學(xué)科、專(zhuān)業(yè)Discrete Effort離散工作量Docume nt文檔Docume nted Procedure總結(jié)并記錄下來(lái)的流程Dummy Activity虛活動(dòng)Duration (DU or DUR)歷時(shí)Early Fi nish Date(EF)最早結(jié)束時(shí)間Early Start Date(ES)最早開(kāi)始時(shí)間Earned

13、Value (EV掙值Earned Value Ma nageme nt (EVM掙值管理Earned Value Technique (EVT Technique掙值技術(shù)Effort工作量En terprise企業(yè)En terpriseEn vir onmen tal FactorsOutput/I nput企業(yè)環(huán)境因素/事業(yè)環(huán)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異常報(bào)告Execute執(zhí)行Executi ng執(zhí)行Executi ng Processes Process Group執(zhí)行過(guò)程Executi on執(zhí)行Expected Monetary Value(EMV Analysis期望貨幣值分析Expert Judgment Technique專(zhuān)家判斷Failure Mode and Effect An alysis(FMEATech niq ue失效模式和影響分析zast Track ingTech niq ue快速跟進(jìn)=in ish Date結(jié)束日期=ini sh-to-Finish(FF)結(jié)束-結(jié)束zin ish-to-Start(FS)結(jié)

15、束-開(kāi)始Zirm-Fixed-Price(FFP) Con tract固定總價(jià)合同=ixed-Price-l ncen tive-Fee(FPIF )Con tract固定價(jià)格加獎(jiǎng)勵(lì)合同Zixed-Price or Lump-Sum Con tract固定價(jià)格或總額合同zloat浮動(dòng)時(shí)間Flowchart ing Tech niq ue流程圖Forecasts預(yù)測(cè)、預(yù)想Forward Pass正向推算、正推法zree Float(FF)自由浮動(dòng)時(shí)間=un cti onal Man ager職能經(jīng)理=un cti onal Orga ni zatio n職能型組織Fun ds資金Gan tt C

16、hart甘特圖Goods貨物、物品、商品Grade等級(jí)Ground Rules Tool基本規(guī)則、條例Hammock Activity集合活動(dòng)Historical In formatio n歷史信息Human Resource Planning Process人力資源規(guī)劃mposed Date強(qiáng)制日期n flue nee DiagramTool影響圖n flue ncer有影響力的人n formatio n Distributio nProcess信息發(fā)布n itiat ing ProcessesProcess Group啟動(dòng)過(guò)程、開(kāi)始過(guò)程n itiator發(fā)起人n put Process I

17、n put輸入n specti on Tech niq ue審查n tegral整體（構(gòu)成整體所必須的）n tegrated整體的n tegrated Change Con trolProcess整體變更控制nvitation for Bid(IFB)邀標(biāo)書(shū)ssue冋題、爭(zhēng)端Kno wledge知識(shí)Kno wledge Area Process知識(shí)域過(guò)程Knowledge Area , Project Management知識(shí)域、項(xiàng)目管理ag Tech niq ue滯后ate Finish Date(F)最遲結(jié)束時(shí)間ate Start Date(LS)最遲開(kāi)始時(shí)間atest Revised E

18、stimate最新修訂的估算ead Tech niq ue超前essons Learned Output/Input經(jīng)驗(yàn)教訓(xùn)ess ons Lear ned Kno wledge Base經(jīng)驗(yàn)知識(shí)庫(kù)evel of Effort(LOE投入水平eveli ng平衡fe Cycle生命周期og日志Logic邏輯Logic Diagram邏輯圖Logical Relati on ship邏輯關(guān)系Man age Project Team Process管理項(xiàng)目團(tuán)隊(duì)Man age Stakeholders Process管理項(xiàng)目干系人Master Schedule Tool主進(jìn)度表Materiel物資M

19、atrix Orga ni zati on矩陣型組織Methodology方法論Milest one里程碑Milesto ne Schedule Tool里程碑進(jìn)度Mon itor監(jiān)督Monitor and Control Project WorkProcess監(jiān)督和控制項(xiàng)目工作Mon itori ng監(jiān)督Monitoring and Controlling Processes Process Group監(jiān)督和控制過(guò)程Mon te Carlo An alysis蒙特卡洛分析Near-Critical Activity近關(guān)鍵路徑/次關(guān)鍵路徑Network網(wǎng)絡(luò)Network An alysis網(wǎng)絡(luò)

20、分析Network Logic網(wǎng)絡(luò)邏輯Network Loop網(wǎng)絡(luò)循環(huán)Network Open End網(wǎng)絡(luò)開(kāi)放端Network Path網(wǎng)絡(luò)路徑Networking Technique人際網(wǎng)Node節(jié)點(diǎn)Objective目標(biāo)、目的Operati ons（日常）運(yùn)營(yíng)Opport unity機(jī)會(huì)Orga ni zati on組織Orga ni zati on ChartTool組織圖Orga ni zatio nalBreakdow n Structure (OBS:Tool組織分解結(jié)構(gòu)Orga ni zati onal Process Assets Output/I nput組織過(guò)程財(cái)富/組織過(guò)

21、程資產(chǎn)Original Duration(OD初始?xì)v時(shí)Output Process Output輸出Parametric Estimati ngTech niq ue參數(shù)式估算Pareto Chart Tool帕累托圖Path Conv erge nee路徑會(huì)聚Path Diverge nee路徑發(fā)散Perce nt Complete (PC or PCT)完成百分率Perform Quality Assuranee (QA Process執(zhí)行質(zhì)量保證Perform Quality Control(QC Process執(zhí)行質(zhì)量控制Performa nee Measureme nt Baseli

22、 ne績(jī)效測(cè)量基線(xiàn)Performa nee Report ing Process績(jī)效報(bào)告Performa nee Reports Output/I nput績(jī)效報(bào)告Perform ing Orga ni zati on執(zhí)行組織Phase階段P|a n Con tracti ngProcess計(jì)劃簽約P|a n Purchases and Acquisiti ons Process計(jì)劃購(gòu)買(mǎi)和獲取Planned Fi nish Date(PF)計(jì)劃結(jié)束時(shí)間Planned Start Date(PS)計(jì)劃開(kāi)始時(shí)間Planned Value (PV計(jì)劃值P|a nning Package計(jì)劃包P|a

23、nning Processes Process Group計(jì)劃過(guò)程Portfolio投資組合Portfolio Man ageme nt Tech niq ue投資組合管理/項(xiàng)目組合管理Positi on Descripti onTool職（崗）位描述Practice慣例Precede nee Diagrammi ng Method (PDM Tech niq ue前導(dǎo)圖法Precede nee Relatio nship前導(dǎo)關(guān)系Predecessor Activity前置活動(dòng)Preve ntive Acti on預(yù)防措施Probability and Impact MatrixTool概率和

24、影響矩陣Procedure流程Process過(guò)程Process Group過(guò)程組Procurement Documents Output/Input米購(gòu)文檔Procureme nt Man ageme nt Pla n采購(gòu)管理計(jì)劃Output/I nputProduct產(chǎn)品Product Life Cycle產(chǎn)品生命周期Product Scope產(chǎn)品圍Product Scope Descripti on產(chǎn)品圍描述Program大型項(xiàng)目Program Man ageme nt大型項(xiàng)目管理Program Man ageme nt Office(PMO大型項(xiàng)目管理辦公室Progressive Ela

25、borati onTech niq ue漸進(jìn)明細(xì)Project項(xiàng)目Project Cale ndar項(xiàng)目日歷Project Charter Output/I nput項(xiàng)目章程Project Com mun icatio ns Man ageme nt Kno wledge Area項(xiàng)目溝通管理Project Cost Man ageme nt Kno wledge Area項(xiàng)目成本管理Project Huma n Resource Man ageme nt Kno wledge Area項(xiàng)目人力資源管理Project In itiati on項(xiàng)目啟動(dòng)Project In tegrati onM

26、an ageme ntKno wledgeArea項(xiàng)目整體管理Project Life Cycle項(xiàng)目生命周期Project Man ageme nt(PM項(xiàng)目管理Project Man ageme nt Body of Kno wledge (PMBOK?項(xiàng)目管理知識(shí)體系Project Man ageme nt In formatio n System (PMIS Tool項(xiàng)目管理信息系統(tǒng)Project Man ageme nt Kno wledge Area項(xiàng)目管理知識(shí)域Project Ma nageme nt Office(PMO項(xiàng)目管理辦公室Project Man ageme nt P

27、la n Output/I nput項(xiàng)目管理計(jì)劃Project Man ageme nt Process項(xiàng)目管理過(guò)程Project Man ageme nt Process Group項(xiàng)目管理過(guò)程組Project Ma nageme nt Professio nal(PMP?項(xiàng)目管理專(zhuān)業(yè)人員Project Man ageme nt Software Tool項(xiàng)目管理軟件Project Man ageme nt System Tool項(xiàng)目管理系統(tǒng)Project Man ageme nt Team項(xiàng)目管理團(tuán)隊(duì)Project Man ager(PM項(xiàng)目經(jīng)理Project Organization C

28、hart Output/Input項(xiàng)目組織章程Project Phase項(xiàng)目階段Project Process Groups項(xiàng)目過(guò)程組Project Procurement ManagementKnowledge Area項(xiàng)目采購(gòu)管理Project Quality Man ageme ntKno wledgeArea項(xiàng)目質(zhì)量管理Project Risk Man ageme nt Kno wledge Area項(xiàng)目風(fēng)險(xiǎn)管理Project ScheduleOutput/I nput項(xiàng)目進(jìn)度Project Schedule Network Diagram Output/I nput項(xiàng)目進(jìn)度網(wǎng)絡(luò)圖Pr

29、oject Scope項(xiàng)目圍Project Scope Man ageme ntK no wledge Area項(xiàng)目圍管理Project Scope Man ageme nt Pla n Output/I nput項(xiàng)目圍管理計(jì)劃Project Scope Stateme ntOutput/I nput項(xiàng)目圍說(shuō)明書(shū)Project Spon sor項(xiàng)目出資人Project Stakeholder項(xiàng)目干系人Project Summary Work Breakdow n Structure (PSWE) Tool項(xiàng)目概要工作分解結(jié)構(gòu)Project Team項(xiàng)目團(tuán)隊(duì)Project Team Direct

30、ory項(xiàng)目團(tuán)隊(duì)名錄Project Team Members項(xiàng)目團(tuán)隊(duì)成員Project Time Management Knowledge Area項(xiàng)目時(shí)間管理Project Work項(xiàng)目工作Projectized Orga ni zatio n項(xiàng)目型組織Qualitative Risk An alysisProcess定性風(fēng)險(xiǎn)分析Quality質(zhì)量Quality Man ageme nt Pla n Output/I nput質(zhì)量管理計(jì)劃Quality Pla nningProcess質(zhì)量規(guī)劃Quan titative Risk An alysisProcess定量風(fēng)險(xiǎn)分析Regulati o

31、n規(guī)章Reliability可靠性Remaining Duration(RD剩余歷時(shí)Request for In formatio n征集資料/信息Request for Proposal(RFP方案征集書(shū)Request for Quotati on(RFQ報(bào)價(jià)請(qǐng)求Request Seller Resp on ses Process請(qǐng)求賣(mài)方回應(yīng)Requested Change Output/I nput已申請(qǐng)的變更Requireme nt需求Reserve預(yù)留Reserve An alysis Tech niq ue預(yù)留分析Residual Risk殘余風(fēng)險(xiǎn)Resource資源Resource

32、 Breakdow n Structure(RBS資源分解結(jié)構(gòu)Resource Cale ndar資源日歷Resource-C on stra ined Schedule受限于資源的進(jìn)度Resource Histogram資源圖Resource Leveli ngTech niq ue資源平衡Resource-Limited Schedule資源受限的進(jìn)度Resource Pla nning資源計(jì)劃Responsibility Assignment Matrix( RAMTool職責(zé)分配矩陣Result成果、結(jié)果Reta in age保證金Rework返工Risk風(fēng)險(xiǎn)Risk Acceptan

33、ee Technique風(fēng)險(xiǎn)接受Risk Avoida nee Tech niq ue風(fēng)險(xiǎn)規(guī)避Risk Breakdown Structure(RBS Tool風(fēng)險(xiǎn)分解結(jié)構(gòu)Risk Category風(fēng)險(xiǎn)類(lèi)別Risk Database風(fēng)險(xiǎn)數(shù)據(jù)庫(kù)Risk Ide ntificati onProcess風(fēng)險(xiǎn)識(shí)別Risk Management Plan Output/Input風(fēng)險(xiǎn)管理計(jì)劃Risk Man ageme nt Pla nning Process風(fēng)險(xiǎn)管理規(guī)劃Risk Mitigati onTech niq ue風(fēng)險(xiǎn)緩解Risk Mon itori ng and Con trolProces

34、s風(fēng)險(xiǎn)監(jiān)督和控制Risk Register Output/I nput風(fēng)險(xiǎn)登記表Risk Resp onse Pla nning Process風(fēng)險(xiǎn)響應(yīng)規(guī)劃Risk Tran sfere neeTech niq ue風(fēng)險(xiǎn)轉(zhuǎn)移Role角色Rolli ng Wave Pla nningTech niq ue滾動(dòng)式計(jì)劃Root Cause An alysisTech niq ue根本原因分析Schedule進(jìn)度、進(jìn)度表Schedule Activity進(jìn)度活動(dòng)Schedule An alysis進(jìn)度分析Schedule Compression Technique進(jìn)度壓縮Schedule Con tr

35、ol Process進(jìn)度控制Schedule Development Process進(jìn)度制定Schedule Management Plan Output/Input進(jìn)度管理計(jì)劃Schedule Milest one進(jìn)度里程碑Schedule Model Tool進(jìn)度模型Schedule Network An alysisTech niq ue進(jìn)度網(wǎng)絡(luò)分析Schedule Performa nee In dex(SPI)進(jìn)度績(jī)效指數(shù)Schedule Varia nee(SV)進(jìn)度偏差Scheduled Fin ish Date(SF)計(jì)劃結(jié)束時(shí)間Scheduled Start Date(SS計(jì)

36、劃開(kāi)始時(shí)間Scope圍Scope Baseli ne圍基線(xiàn)Scope Change圍變更Scope Con trol Process圍控制Scope Creep圍蔓延Scope Defin iti on Process圍定義Scope Planning Process圍規(guī)劃Scope Verificati onProcess圍驗(yàn)證S-CurveS曲線(xiàn)Sec on dary Risk二次風(fēng)險(xiǎn)Select Sellers Process賣(mài)方（供方）選擇Seller賣(mài)方、供方Sen sitivity An alysis敏感度（靈敏度）分析Service服務(wù)Should-Cost Estimate理想成本估算Simulatio n模擬Skill技能Slack松弛量Special Cause特定原因Specificati on規(guī)格說(shuō)明書(shū)Specification Limits規(guī)格限定Sponsor出資人、出資方Staffi ng Man ageme nt Pla nProcess人員配置管理計(jì)劃Stakeholder項(xiàng)目干系人Sta ndard標(biāo)準(zhǔn)Start Date開(kāi)始時(shí)間Start-to-Fi nish(SF)開(kāi)始-結(jié)束Start-to-Start(SS開(kāi)始-開(kāi)始Stateme