《{项目管理项目报告}项目管理PMP精要中英文对照V2》由会员分享，可在线阅读，更多相关《{项目管理项目报告}项目管理PMP精要中英文对照V2（41页珍藏版）》请在金锄头文库上搜索。
1、项目管理项目报告项目管理 PMP 精要中英文对照 V2 项目管理项目报告项目管理 PMP 精要中英文对照 V2 ESSENCE OF PMBOK completion is measured against the project plan.为交付产品而必须完 成的工作，通过计划来评价通过计划来评价。 Product Scope 产品范围产品范围 - features and functions that are to be included in a product; completion is measured against the requirements.产品或服务所 包含的特征或性
2、能，通过需求来评价通过需求来评价。 Design Scope 范围计划编制范围计划编制 contain the detailed project requirements (used for FP contract)包含详细的项目要求（用于固定价合同）包含详细的项目要求（用于固定价合同） Scope Definition 范围定义范围定义 subdividing major project deliverables.细分主要项目可交付成果 Decomposing 分解分解 subdividing project work packages into smaller, more manageab
3、le components (activities/action steps). The heuristic (rule of thumb) used in project decomposition is 80 hours. 将项目分解为更小的更易管理的工作包（活动或工作步骤）。首选的项目分解原则（大拇指原 则）为 80 小时 Scope Management Plan 范围管理计划范围管理计划 - describes how scope will be managed and how changes will be integrated into project; also include
4、s assessment of expected stability of project scope. (e.g. project manager would refer to the Scope Management Plan to make a change)描述项目范 围如何被管理及项目范围变更如何被集成到项目中去，也包括对项目范围预测稳定性的评估。（例如，项目管理者应依据范围管理计划去进行变更） Stakeholder Management 干系人管理干系人管理 the project manager must identify the stakeholders, determine
5、 their needs and expectations, then manage and influence expectations to ensure project success.项目管理者必须识别干系人，确定他们的需求及期望，管理并影响这些期望以确保项目成功。 Configuration Management 配置管理配置管理 - a means of monitoring and controlling emerging project scope against the scope baseline; its purpose is to control change thro
6、ughout the project. It is any documented procedures used to apply technical and administrative direction and surveillance to audit the items and system to verify conformance requirements. . It documents the physical characteristics of formal project documents and steps required to control changes to
7、 them (e.g. would be used by a customer who wishes to expand the project scope after the performance measurement baseline has been established). When more than one individual has sign a Charter, you have to be concerned with competing needs and requirements impacting your efforts on configuration ma
8、nagement 一种对基于范围基线所形成项目范围的监控方法； 它的用途是控制项目的全部变更。配置管理是任何成文的程序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一 致。识别一个工作项或系统的物理特性和功能特性并形成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后 扩大项目范围的客户）当多于一个个体签署协议，你必须关注于与配置管理当多于一个个体签署协议，你必须关注于与配置管理 WBS 工作分解结构工作分解结构 - subdividing project deliverables into smaller, more manageab
9、le components. It is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. It is a communication tool and it describes what needs to be done and what skills are required. Anything missing in the WBS should be added. The 1st level should be the
10、 project life-cycle (not product). The WBS is created by the team (helps to get buy-in) and it is used to make certain that all the work is covered. It provides a basis for estimating the project and helps to organize the work. Its purpose is to include the total project scope of all the work that m
11、ust be done to complete the project. Defines the projects scope baseline. 将项目可交付成果分解为更小的更易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做 什么技术是必须具备的。任何在工作分解结构中被遗漏的需要被添加进来。第一层是项目生命周期（不是产品生命周期）。工作分解结构由项目团队 产生，它用于确定所有工作都被覆盖到。它提供对于项目估算的基础并帮助组织工作。它组织并定义整个项目范围。定义项目的范围基线。 The 3 most common types of WBS are syste
12、m/sub systems, life-cycle phasing and organizational 工作分解结构最常见的三种形式是系统/子系统， 生命周期方式，组织的分解结构 WBS Dictionary 工作分解结构字典工作分解结构字典 Defines each item in the WBS, including description of the work packages and other planning info such as schedule dates, cost budgets and staff assignments.定义工作分解结构中的所有元素，包括工作包描
13、述和其他计划编制信息如进度计划日期，成本 预算和人员安排。 Scope Statement 范围说明范围说明 - a documented description of the objectives, work content, deliverables, and end product; it includes a description of project assumptions and constraints. Provides stakeholders with a common understanding of the scope of the project and is a s
14、ource of reference for making future project decisions.目标，工作内容，可交付成果，最终产品的备有证明文件的描述；它包括对项目的约束和假设的描述。为干系人 提供一个了解项目范围的一般共识及对未来项目决策的基础 Statement of Work 工作说明工作说明- a narrative description of products or services to be supplied under contract.合同之下的关于产品和服务的叙述性说明。 Project Charter 项目章程项目章程 - formal document
15、 used and approved by senior management that explains purpose of the project including business needs addressed and the resulting product (deliverables and objectives). It describes responsibilities and authority of the project manager to apply organizational resources to project activities. Clarifi
16、cation to the Project Charter must be addressed to the sponsor(s) who approved the charter. Resources cannot be committed without the Charter. The Charter is an input to ALL the project management processes.一个正式批准的项目文件 包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目活动而使用组织资源的权利。项目发起人发布项目章程。资源 必须依照章程规定使用。章程贯穿于整个项目管理过程。 Code of Accounts 账目编码- any numbering system used to uniquely identify each element of the WBS.用于区分工作分解结构的所有元素唯一标识的 编码系统 Project Selection Method 项目选择方法项目选择方法 - Benefit Measureme
