项目管理术语英汉对照表

1、项目管理术语英汉对照表项目管理术语英汉对照表英文术语汉语翻译Accept验收Accepta nee验收Acceptance Criteria验收标 准Acquire Project Team Process获取项目团队ActivityAttributesOutput/I nput活动属性Activity Code活动编码ActivityDefin iti onProcess活动定义ActivityDescripti on（AD）活动描述Activity Durati on活动历时ActivityDurati onEstimat ing Process活动历 时估算Activity Ide nt

2、ifier活动标识符ActivityListOutput/I n put活动列表Activity-on-Arrow（AOA）AOA、双代号法Activity-on-Node（AON）AON、单代号法ActivityResourceEstimat ing Process活动资源估算ActivitySeque ncing 活动排Process序Actual Cost （ AC）实际成本Actual Cost of WorkPerformed（ ACWP）已执行 工作的 实际成 本Actual Durati on实际历时ActualFin ishDate（AF）实际完成日期Actual Start

3、Date (AS)实际开 始日期An alogousEstimati ngTech niq ue类比估算Applicati on Area应用领域ApportionedEffort(AE)分配的工作量Approval批准Approve批准ApprovedChangeRequest已批准 的变更 请求Arrow箭线ArrowDiagrammi ngMethod (ADM )箭线图As-of Date截止日期Assumpti ons Output/I nput假设Assumpti onsAn alysisTech niq ue假设分析Authority职权Backward Pass逆向推算Bar

4、Chart Tool条形图 （甘特 图）Baseli ne基线Baseli ne Finish Date基线完 成日期Baseli ne Start Date基线开 始日期BillofMaterials(BOM)材料单Bottom-upEstimat 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 WorkScheduled (B

5、CWS)计划工作的预算成本Buffer缓冲Buyer买方Cale ndar Unit日历单位Change Con trol变更控制Change Control Board (CCB)变更控 制委员 会Change Con trol SystemTool变更控制系统Change Request变更请求ChartofAcco untsTool账目图表Charter章程（宪章）Checklist Output/I n put检查单Claim索偿、 索赔Close Project Process结项（结束 项目）Clos ingProcessesProcess Group结束 （收 尾）过 程Code

6、 of Acco unts Tool账目编码Co-locati on Tech niq ue同地办公Comm on Cause共同原因Comm uni cati onMan ageme ntPla nOutput/I n put沟通管理计划Comm un icatio ns沟通规Pla nning Process划Compe nsati on补偿Comp onent部（组）件Con figurati onMan ageme ntSystemTool配置管 理系统Con stra in t I nput约束 （条件）Con ti ngency意外、 应急情 况Con ti ngency Allo

7、wa nee应急余量Con ti ngencyReserveOutput/I nput应急储备Con tract Output/I nput合同Con tractAdmi nistrati onProcess合同管理Con tractClosureProcess合同终 止/收 尾Con tractMan ageme ntPlan Output/I n put合同管 理计划Con tract Stateme nt ofWork( SOW )Output/I n put合同工 作说明 书Con tractWorkBreakdow nStructure(CWBS)Output/I n put合同工

8、作分解 结构Con trol Tech niq ue控制Con trol Accou nt(CA)Tool控制帐目Con trol Acco unt Pla n(CAP) Tool控制账目计划Control Chart Tool控制图Con trol Limits控制范围Con trolli ng控制Corrective Actio n纠正措施Cost成本Cost Baseli ne成本基线CostBudget ingProcess成本预算Cost Con trol Process成本控制CostEstimat ingProcess成本估算Cost Management PlanOutput/

9、I nput成本管理计划Cost of Quality (COQ) Tech niq ue质量成本CostPerforma neeIndex (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 固定附 加费合 同Cost-Plus-I ncen tive-Fee (CPIF) Con tract成本加 奖励合 同Cost-Plus-Perce ntage ofCost ( CPPC)成本加成本比率合同Cost-ReimbursableCon tract成本偿 还合同Cost Varia nee

10、( CV)成本偏 差Crash ing Tech niq ue压缩、 赶工Create WBS ( WorkBreakdown Structure)Process创建工 作分解 结构Criteria准则/ 标准Critical Activity关键活 动Critical Chain MethodTech niq ue关键链法CriticalPath关键路Output/I nput径Critical Path Method(CPM ) Technique关键路径法Curre nt Fi nish Date当前结 束日期Curre nt Start Date当前开始日期Customer顾客、 客户

11、Data Date (DD)数据时期Date时期、日期Decision Tree AnalysisTech niq ue决策树分析Decompose分解Decompositi onTech niq ue分解Defect缺陷Defect Repair缺陷修复Deliverable可交付Output/I n put物DelphiTech niqueTech niq ue德尔菲技术Dependency依赖关系Desig nReviewTech niq ue设计评审DevelopProjectCharter Process制定项目章程DevelopProjectMan ageme ntPla nPro

12、cess制定项 目管理 计划Develop Project Scope Stateme nt(Prelimi nary)Process制定项 目范围 说明书（初 步）Develop Project Team Process项目团队建设Direct andMan ageProjectExecuti onProcess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Duratio n( DU orDUR)历时Early Fi nis

13、h Date (EF)最早结束时间Early Start Date (ES)最早开始时间Earned Value (EV)挣值EarnedValue 挣值管Management (EVM )理EarnedValueTechnique( EVT )Tech niq ue挣值技术Effort工作量En terprise企业En terpriseEn vir onmen tal FactorsOutput/I n put企业环 境因素 /事业 环境因 素Estimate Output/I n put估算Estimate at Completio n (EAC)Output/I n put完工估算Es

14、timate to Complete (ETC)Output/I n put完工尚需估算Eve nt事件Excepti on Report异常报告Execute执行Executi ng执行Executi ngProcessesProcess Group执行过程Executi on执行ExpectedMon etaryValue (EMV ) Analysis期望货 币值分 析ExpertJudgme nt 专家判Tech niq ue断FailureModeand 失效模EffectAn alysis 式和影(FMEA ) Technique响分析FastTrack ingTech niq u

15、e快速跟进Fin ish Date结束日期Finish-to-Finish (FF)结束- 结束Fini sh-to-Start(FS)结束- 开始Firm-Fixed-Price(FFP)Con tract固定总价合同Fixed-Price-I ncen tive-F ee ( FPIF) Con tract固定价 格加奖 励合同Fixed-PriceorLump-Sum Con tract固定价 格或总 额合同Float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Free Float (FF)自由

16、浮 动时间Fun cti onal Man ager职能经理Fun cti onalOrga ni zati on职能型组织Funds资金Gan tt Chart甘特图Goods货物、物品、商品Grade等级Grou nd Rules Tool基本规 则、条 例Hammock Activity集合活动Historical In formati on历史信息Huma nResourcePla nning Process人力资源规划Imposed Date强制日期In flue neeDiagramTool影响图In flue ncer有影响 力的人In formatio nDistributio

17、n Process信息发布In itiat ingProcessesProcess Group启动过 程、开 始过程In itiator发起人In put Process In put输入In specti on Tech niq ue审查In tegral整体（构成 整体所 必须 的）In tegrated整体的In tegratedCha nge 整体变Con trol Process更控制In vitati onforBid（IFB）邀标书Issue问题、 争端Kno wledge知识Kno wledgeAreaProcess知识域过程Kno wledgeArea ，Project Ma

18、n ageme nt知识 域、项 目管理Lag Tech niq ue滞后Late Finish Date (LF )最迟结 束时间Late Start Date (LS)最迟开始时间Latest Revised Estimate最新修 订的估 算Lead Tech niq ue超前Less onsLear nedOutput/I nput经验教训Less onsLear nedKno wledge Base经验知识库Level of Effort (LOE )投入水平Leveli ng平衡Life Cycle生命周期Log日志Logic逻辑Logic Diagram逻辑图Logical Re

19、lati 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Matrix Orga ni zati on矩阵型组织Methodology方法论Milesto ne里程碑Milest oneScheduleTool里程碑进度Mo nitor监督Mon itor and Con trolProject Work Process监督和控制项目工作Mon itori ng监督Mon itori ngandCon troll

20、i ngProcessesProcess Group监督和 控制过 程Mon te Carlo An alysis豕特卡洛分析Near-Critical Activity近关键 路径/ 次关键 路径Network网络Network An alysis网络分析Network Logic网络逻辑Network Loop网络循环Network Ope n End网络开放端Network Path网络路径Networki ng Tech niq ue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Org

21、a ni zati onChartTool组织图Orga ni zati onalBreakdow n Structure（OBS） Tool组织分解结构Orga ni zati onalProcessAssets Output/I np ut组织过 程财富 /组织 过程资 产Origi nalDurati on（OD）初始历时OutputProcessOutputi输出Parametric Estimat ingTech niq ue参数式估算Pareto Chart Tool帕累托图Path Con verge nee路径会聚Path Diverge nee路径发 散Perce nt Co

22、mplete (PC or PCT)完成百分率PerformQualityAssuranee( QA )Process执行质量保证PerformQualityCon trol( QC )Process执行质量控制Performa neeMeasureme nt Baseli ne绩效测量基线Performanee ReportingProcess绩效报告Performa neeReportsOutput/I nput绩效报告Performi ngOrga ni zati on执行组织Phase阶段Pla nCon tract ingProcess计划签约Pla nPurchases andAc

23、quisiti ons Process计划购 买和获 取Pla nnedFin ishDate(PF)计划结束时间Pla nn edStart Date 计划开(PS)始时间Pla nned Value ( PV)计划值Pla nning Package计划包Pla nningProcessesProcess Group計划过程Portfolio投资组 合PortfolioMan ageme ntTech niq ue投资组 合管理 /项目 组合管 理Positi onDescripti onTool职（岗） 位描述Practice惯例Precede neeDiagrammi ng Metho

24、d (PDM ) Technique前导图法Precede neeRelati on ship前导关系Predecessor Activity前置活动Preve ntive Acti on预防措施Probability and ImpactMatrix Tool概率和 影响矩 阵Procedure流程Process过程Process Group过程组Procureme ntDocume ntsOutput/I nput采购文档Procureme ntMan ageme ntPla nOutput/I nput采购管理计划Product产品Product Life Cycle产品生 命周期Pro

25、duct Scope产品范围ProductScopeDescripti on产品范围描述Program大型项目Program Man ageme nt大型项 目管理Program Man ageme ntOffice ( PMO)大型项 目管理 办公室Progressive Elaborati on Tech niq ue渐进明细Project项目Project Cale ndar项目日历ProjectCharterOutput/I n put项目章程Project项目沟Comm un icatio nsMan ageme nt Kno wledge Area通管理ProjectCost 项目

26、成Man ageme nt本管理Kno wledge AreaProjectHuma nResource ManagementKno wledge Area项目人 力资源 管理Project In itiati on项目启 动ProjectIn tegrati onMan ageme ntKno wledge Area项目整体管理Project Life Cycle项目生 命周期ProjectMan ageme nt（PM）项目管理ProjectMan ageme ntBody of Kno wledge（PMBOK?）项目管 理知识 体系ProjectMan ageme nt项目管In fo

27、rmati onSystem（PMIS） Tool理信息系统ProjectMan ageme ntKno wledge Area项目管 理知识 域ProjectMan ageme ntOffice （ PMO）项目管 理办公 室ProjectMan ageme ntPlan Output/I n put项目管理计划ProjectMan ageme nt 项目管Process理过程ProjectMan ageme ntProcess Group项目管 理过程 组ProjectMan ageme ntProfessional （ PMP?）项目管 理专业 人员ProjectMan ageme nt

28、Software Tool项目管理软件ProjectMan ageme ntSystem Tool项目管理系统ProjectMan ageme ntTeam项目管理团队Project Manager (PM )项目经理ProjectOrga ni zati onChart Output/ In put项目组织章程Project Phase项目阶段Project Process Groups项目过程组ProjectProcureme ntMan ageme ntKno wledge Area项目采购管理ProjectQualityMan ageme ntKno wledge Area项目质量管理

29、ProjectRisk 项目风Man ageme nt险管理Kno wledge AreaProjectScheduleOutput/I nput项目进度ProjectSchedule项目进NetworkDiagramOutput/I n put度网络图Project Scope项目范围ProjectScopeMan ageme ntKno wledge Area项目范围管理ProjectScopeMan ageme ntPla nOutput/I n put项目范 围管理 计划Project Scope Stateme ntOutput/I n put项目范 围说明 书Project Spo

30、n sor项目出资人Project Stakeholder项目干系人Project Summary WorkBreakdow n Structure(PSWBS) Tool项目概 要工作 分解结 构Project Team项目团队Project Team Directory项目团 队名录Project Team Members项目团队成员ProjectTimeMan ageme ntKno wledge Area项目时 间管理Project Work项目工作Projectized Orga ni zati on项目型组织QualitativeRiskAn alysis Process定性风险分

31、析Quality质量QualityMan ageme ntPlan Output/I nput质量管理计划QualityPla nningProcess质量规划Quan titativeRiskAn alysis Process定量风险分析Regulati on规章Reliability可靠性Remai ningDurati on（RD）剩余历时RequestforIn formati on征集资 料/信 息Request for Proposal （RFP）方案征集书Request for Quotation （RFQ）报价请求RequestSellerResp on ses Process

32、请求卖方回应RequestedChange 已申请Output/I n put的变更Requireme nt需求Reserve预留ReserveAn alysisTech niq ue预留分析Residual Risk残余风险Resource资源Resource Breakdow n资源分Structure (RBS)解结构Resource Cale ndar资源日历Resource-C on strai nedSchedule受限于 资源的 进度Resource Histogram资源图ResourceLeveli ngTech niq ue资源平衡Resource-LimitedSched

33、ule资源受 限的进 度Resource Pla nning资源计划Resp on sibilityAssig nmentMatrix(RAM ) Tool职责分配矩阵Result成果、 结果Reta in age保证金Rework返工Risk风险RiskAccepta neeTech niq ue风险接受RiskAvoida neeTech niq ue风险规避RiskBreakdow nStructure( RBS )Tool风险分解结构Risk Category风险类别Risk Database风险数据库RiskIde ntificati onProcess风险识别Risk Manage

34、ment PlanOutput/I n put风险管理计划RiskMan ageme ntPla nning Process风险管理规划RiskMitigati onTech niq ue风险缓解Risk Mon itori ngandCon trol Process风险监 督和控 制RiskRegisterOutput/I nput风险登记表Risk Resp onse Pla nningProcess风险响应规划RiskTran 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 A

35、n alysis Tech 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 CompressionTech niq ue进度压缩ScheduleCon trolProcess进度控制Schedule Developme nt进度制Process疋Schedule Man ageme ntPlan Output/I n put进度管理计划Schedule Milest one进度里程碑Schedule Model Tool进度模型ScheduleNetworkAn alysis Tech

36、 niq ue进度网络分析Schedule Performa neeIndex （ SPI）进度绩效指数ScheduleVaria nee（SV）进度偏差Scheduled Finish Date （SF）计划结束时间Scheduled Start Date （SS）计划开始时间Scope范围Scope Baseli ne范围基线Scope Change范围变更Scope Con trol Process范围控制Scope Creep范围蔓延ScopeDefin iti onProcess范围定义ScopePla nningProcess范围规划ScopeVerificati onProces

37、s范围验证S-CurveS曲线Secon 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规格限疋Sponsor出资 人、出 资方Staffi ngMan ageme ntPla n Process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