項目管理術語英中對照表

1、項目管理術語英/中對照表英文術語中文翻譯定義Accept驗收The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete.Acceptance驗收See acceptAcceptance Criteria驗收標準Those criteria, including performance requirements and essential conditions, which must be met before proje

2、ct deliverables are accepted.Acquire Project TeamProcess組建項目團隊The process of obtaining the human resources needed to complete the project.Activity活動A component of work performed during the course of a project. See also schedule activity.Activity AttributesOutput/Input活動屬性Multiple attributes associat

3、ed with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.Activity Code活動編碼One or mo

4、re numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.Activity DefinitionProcess活動定義The process of identifying the specific schedule activities that need to be performed to

5、 produce the various project deliverables.Activity Description (AD)活動描述A short phrase or label for each schedule activity used in conjunction with an activity identifier to differentiate that project schedule activity from other schedule activities. The activity description normally describes the sc

6、ope of work of the schedule activity.Activity Duration活動歷時The time in calendar units between the start and finish of a schedule activity. See also actual duration, original duration,and remaining duration.Activity Duration Estimating Process活動歷時估算The process of estimating the number of work periods

7、that will be needed to complete individual schedule activities.Activity Identifier活動標識符A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity* from other activities. Typically unique within any one project schedule network diagram.Acti

8、vity ListOutput/Input活動列表A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.Activity-on-Arrow (AOA)AOA、雙代號法See arrow diagramming

9、 method.Activity-on-Node (AON)AON、單代號法See precedence diagramming method.Activity Resource Estimating Process活動估算The process of estimating the types and quantities of resources required to perform each schedule activity.Activity SequencingProcess活動排序The process of identifying and documenting dependen

10、cies among schedule activities.Actual Cost (AC)實際成本Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all co

11、sts including indirect costs. Also referred to as the actual cost of work performed (ACWP). See also earned value management and earned value technique.Actual Cost of Work Performed (ACWP)已執(zhí)行工作的實際成本See actual cost (AC).Actual Duration實際歷時The time in calendar units between the actual start date of th

12、e schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.Actual Finish Date (AF)實際完成日期The point in time that work actually ended on a schedule activity.(Note: In some application areas,

13、 the schedule activity is considered “finished” whenwork is “substantially complete.”)Actual Start Date (AS)實際開始日期The point in time that work actually started on a schedule activity.Analogous EstimatingTechnique類比估算An estimating technique that uses the values of parameters, such as scope, cost, budg

14、et, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity. It is frequently used to estimate a parameter when there is a limited amount of detailed information about the

15、 project (e.g., in the early phases). Analogous estimating is a form of expert judgment. Analogous estimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.Application Area應

16、用領域A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e., by similar technologies or production methods) or the type of customer (i.e., internal versus

17、 external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies). Application areas can overlap.Apportioned Effort (AE)分配的工作量Effort applied to project work that is not readily divisible into discrete efforts for that work, but which is re

18、lated in direct proportion to measurable discrete work efforts. Contrast with discrete effort.Approval批準See approveApprove批準The act of formally confirming,sanctioning, ratifying, or agreeing to something.Approved Change Request已批準的變更請求A change request that has been processed through the integrated c

19、hange control process and approved. Contrast with requested change.Arrow箭線The graphic presentation of a schedule activity in the arrow diagramming method or a logical relationship between schedule activities in the precedence diagramming method.Arrow Diagramming Method (ADM)箭線圖A schedule network dia

20、gramming technique in which schedule activities are represented by arrows. The tail of the arrow represents the start, and the head represents the finish of the schedule activity. (The length of the arrow does not represent the expected duration of the schedule activity.) Schedule activities are con

21、nected at points called nodes (usually drawn as small circles) to illustrate the sequence in which the schedule activities are expected to be performed.See also precedence diagramming method.As-of Date截止日期See data dateAssumptionsOutput/Input假設Assumptions are factors that, for planning purposes, are

22、considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process. Assumptions

23、 generally involve a degree of risk.Assumptions AnalysisTechnique假設分析A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.Authority職權The right to apply project resources*, expend funds, make decisio

24、ns, or give approvalsBackward Pass逆推法The calculation of late finish dates andlate start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the projects end date. The end date may be calculated in a forward pass or se

25、t by the customer or sponsor. See also schedule network analysis.Bar Chart Tool甘特圖（條形圖）A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, a

26、nd activity durations are shown as date-placed horizontal bars.Also called a Gantt chart.Baseline基準（基線）The approved time phased plan (for a project, a work breakdown structure component, a work package, or a schedule activity), plus or minus approved project scope, cost, schedule, and technical chan

27、ges. Generally refers to the current baseline, but may refer to the original or some other baseline. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline, technical baseline). See also performance measurement baseline.Baseline Finish Date基線完成日期The fi

28、nish date of a schedule activity in the approved schedule baseline. See also scheduled finish date.Baseline Start Date基線開始日期The start date of a schedule activity in the approved schedule baseline. See also scheduled start date.Bill of Materials (BOM)材料單A documented formal hierarchical tabulation of

29、the physical assemblies, subassemblies, and components needed to fabricate a product.Bottom-up EstimatingTechnique自底向上估算A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more d

30、etailed pieces of work, and these estimates are thenaggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels. Generally smaller work scopes increase the accuracy of the estimates.B

31、rainstormingTechnique頭腦風暴A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members orsubject-matter experts. Typically, a brainstorming session is structured so that each participants ideas are recorded for la

32、ter analysis.Budget預算The approved estimate for the project or any work breakdown structure component or any schedule activity. See also estimate.Budget at Completion (BAC)完工預算The sum of all the budget values established for the work to be performed on a project or a work breakdown structure componen

33、t or a schedule activity. The total planned value for the project.Budgeted Cost of Work Performed (BCWP)已執(zhí)行工作的預算成本See earned value (EV).Budgeted Cost of Work Scheduled (BCWS)計劃工作的預算成本See planned value (PV).Buffer緩沖See reserve.Buyer買方The acquirer of products, services, orresults for an organization.C

34、alendar Unit日歷The smallest unit of time used in scheduling the project. Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts, or even in minutes.Change Control變更Identifying, documenting, approving or rejecting, and controlling changes to the project

35、 baselines*.Change Control Board (CCB)變更委員會A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with alldecisions and recommendations being recorded.Change Control SystemTool變更系統(tǒng)A collection of formal documented

36、 procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas the change control system is a subset of the configuration management system.Change Request變更請求Requests to expand or reduce the project scope, modify policies, proc

37、esses, plans, or procedures, modify costs or budgets, or revise schedules. Requests for a change can be direct or indirect, externally or internally initiated, and legally or contractually mandated or optional. Only formally documented requested changes are processed and only approved change request

38、s are implemented.Chart of Accounts Tool賬目圖表Any numbering system used to monitor project costs* by category (e.g., labor, supplies, materials, and equipment). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization.Contrast with code

39、 of accounts.Charter章程（）See project charter.Checklist Output/Input檢查單Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appropriately and not forgotten. An example is a list of items to be inspected that is created during quality planning a

40、nd applied during quality control.Claim索償、索賠A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.Close Project Process結束項目The process of finalizin

41、g all activities across all of the project process groups to formally close the project or phase.Closing Processes收尾過程Those processes performed to formallyProcess Groupterminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.Code of Ac

42、counts Tool賬目編碼Any numbering system used to uniquely identify each component of the work breakdown structure. Contrast with chart of accounts.Co-location Technique同地辦公An organizational placement strategy where the project team members are physically located close to one another in order to improve c

43、ommunication, working relationships, and productivity.Common Cause共同A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is ind

44、icated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.CommunicationA process through which information is exchanged amongs using a common system of symbols, signs, or behaviors.Communication Management Plan Output/Input管理計劃The d

45、ocument that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal o

46、r informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.Communications Planning Process編制管理計劃The process of determining the information and communi

47、cations needs of the project stakeholders: who they are, what is their level of interest and influence on the project, who needs whatinformation, when will they need it, and how it will be given to them.Compensation補償Something given or received, a payment or recompense, usually something monetary or

48、 in kind for products, services, or results provided or received.Component部（組）件A constituent part, element, or piece of a complex whole.Configuration Management System Tool配置管理系統(tǒng)A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply tec

49、hnical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of t

50、he products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. In most application areas, the configuration management system includes the change control system

51、.Constraint Input約束（條件）The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process. For example, a schedule constraint is an

52、y limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such as funds available over time. A project resource const

53、raint is any limitation or restraint placed on resource usage, such as what resourceskills or disciplines are available and the amount of a given resource available during a specified time frame.Contingency意外、應急情況See reserve.Contingency Allowance應急余量See reserve.Contingency ReserveOutput/Input應急儲備The

54、 amount of funds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.Contract Output/Input合同A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result

55、 and obligates the buyer to pay for it.Contract AdministrationProcess合同管理The process of managing the contract and the relationship between the buyer and seller, reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for futu

56、re relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of the project.Contract ClosureProcess合同終止/收尾The process of completing and settling the contract, including resolution of any open items and closing each contract.Contract Management Plan Output/Input合同管理計劃The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements. A contract management plan can be formal or informal, h