PM项目管理术语大全.doc

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1、Accountability Matrix职责矩阵Activity活动Activity Definition活动定义Activity DescriptionAD活动描述Activity Duration Estimating活动历时估算Activity On ArrowAOA双代号网络图，即箭线图法-ADMActivity On NodeAON单代号网络图，即前导图法PDMActivity Sequencing活动排序Actual Cost of Work PerformedACWP已完成工作实际成本Actual CostAC真实成本Actual Finish DateAF实际完成日期Actu

2、al Start DateAS实际开始日期Administrative Closure行政收尾Application Area应用领域Arrow箭线Arrow Diagramming MethodADM箭线图法，即双代号网络图AOAAs of Date截至日期Assumptions假设Assumptions analysis假设分析Backward Pass逆推法Bar Chart逆推法，即甘特图GanttBaseline基准计划Baseline Finish Date基准计划完成时间Baseline Start Date基准计划开始时间Brainstorming头脑风暴法Budget At

3、CompletionBAC完工预算Budget Estimate预算估算Budgeted Cost of Work PerformedBCWP已完成工作预算成本Budgeted Cost of Work ScheduledBCWS计划工作预算成本（计划投资额）Buffer缓冲物Calendar Unit日立单位Change Control BoardCCB变更控制委员会Chart章程Chart of Accounts会计科目表Checklist检查表Code of Accounts帐目编码Communications Planning沟通计划编制Component要素Constraint约束C

4、ontingencies应急费用（不可预见费）Contingency Allowance应急费用Contingency Planning应急计划编制Contingency Reserver应急储备Contract合同Contract Administration合同管理Contract Close out合同收尾Control控制Control Account PlanCAP控制核算计划Control Charts控制图Corrective Charts纠正措施Cost Budgeting成本预算Cost Control成本控制Cost Estimating成本估算Cost of Qualit

5、y质量成本Cost Performance IndexCPI成本执行指数Cost Plus Fixed FeeCPFF成本加固定费Cost Plus Incentive FeeCPIF成本加奖励Cost VarianceCV成本偏差Crashing赶工Critical Activity关键活动Critical Path关键路径Critical Path MethodCPM关键路径法Current Finish Date当前完成日期Current Start Date当前开始日期Data DateDD数据日期Decision Tree Analysis决策树分析Definitive Estima

6、te限定性估算Deliverable可交付成果Dependency依赖关系Dummy Activity虚拟活动Duration历时或工期Duration Compression历时/工期压缩Early Finish DateEF最早完成日期Early Start DateES最早开始日期Earned Value Management挣值管理Earned ValueEV挣值Effort人工量Element元素Estimate估算Estimate At CompletionEAC完工估算Estimate To CompleteETC完工尚需估算Event on Node节点图Exception R

7、eport例外计划报告Fast Tracking快速跟进Finish Date完成日期Finish To FinishFF完成完成逻辑关系Finish To StartFS完成开始逻辑关系Firm Fixed PriceFFP固定总价Fixed Price ContractFFP固定总价合同Fixed Price Incentive Fee ContractFOIF固定总价加奖励费合同Float浮动时间Forecast Final Cost预计最终成本Forward Pass正推法Fragnet子网络Free FloatFF自由浮动时间Functional Manager职能经理Functio

8、nal Organization职能组织Gantt Chart甘特图（横道图）Grade等级Graphical Evaluation and Review TechniqueGERT图形评审技术Hammock集体活动Hanger铛锒儿，网络路径中的意外中断Information Distribution信息发布Initiation启动Integrated Change Control综合变更控制Integrated Cost Schedule Reporting综合成本/进度报告Invitation for BidIFB投标邀请书Key Event Schedule关键时间进度计划Lag滞后L

9、ate Finish DateLF最完完成日期Late Start DateLS最完开始日期Lead超前Lessons Learned取得的教训Level of EffortLOE投入水平Leveling平衡Life circle Costing全寿命期成本计算Line Manager直线经理Link联系Logic逻辑Logic Diagram逻辑图Logic Relationship逻辑关系Loop回路Master Schedule主进度计划Mathematical Analysis数学分析Matrix Organization矩阵组织Milestone里程碑Milestone Schedu

10、le里程碑进度计划Mitigation减轻风险Monitoring监测Monte Carlo Analysis蒙特卡罗分析，估计进度风险的一种技术Near Critical Activity次关键活动Network网络Network Analysis网络分析Network Logic网络逻辑Network Pass网络路径Node节点Order of Magnitude Estimation数量级估算Organizational Breakdown StructureOBS组织分解结构Organizational Planning组织计划编制Overlap重叠Parametric Estima

11、ting参数估算编制Pareto Diagram帕雷托图Path路径Path Convergence路径趋同Path Float路径时差Percent CompletePC完成百分比Performance Measurement Baseline绩效测量原始计划Performance Reporting执行报告Performing Organization执行机构PERT ChartPERT图Phase阶段Planned Finish Date计划完成日期Planned Start Date计划开始日期Planned ValuePV计划值Precedence Diagramming Metho

12、dPDM前导图法Precedence Relationship前导关系Predecessor Activity前导活动Probability and Impact Matrix概率与影响矩阵Procurement Planning采购计划编制Product Scope产品范围Program大型项目Program Evaluation and Review TechniquePERT计划评审技术Project项目Project Charter项目章程Project Communication Management项目沟通管理Project Cost management项目成本管理Project

13、 Human Resource management项目人力资源管理Project Integration Management项目综合管理Project Life Cycle项目生命周期Project Management项目管理Project Management Body of KnowledgePMBOK项目管理知识体系Project Management ProfessionalPMP项目管理专业人员Project Management Software项目管理软件Project Management Team项目管理班子Project Manager项目经理Project Netw

14、ork Diagram项目网络图Project Phase项目阶段Project Plan项目计划Project Plan Development项目计划 制定Project Plan Execution项目计划实施Project Planning项目计划编制Project Procurement Management项目采购管理Project Quality Management项目质量管理Project Risk Management项目风险管理Project Schedule项目进度Project Scope项目范围Project Scope Management项目范围管理Projec

15、t Team Members项目队伍成员Project Time Management项目时间管理Projectized Organization项目型组织Qualitative Risk Analysis定性风险分析Quality AssuranceQA质量保证Quality ControlQC质量控制Quality Planning质量计划编制Quantitative Risk Analysis定量风险分析Remaining Duration剩余历时Request for ProposalRFP邀请提交建议书Request for QuotationRFQ邀请报价Reserve储备金Res

16、idual Risk残留风险Resource Leveling资源平衡Resource Limited Schedule有限资源进度计划Resource Planning资源计划编制Responsibility Assignment MatrixRAM责任分配矩阵Responsibility Chart职责表Responsibility Matrix职责矩阵Retainage保留金Rework返工Risk风险Risk Acceptance风险接收Risk Avoidance风险规避Risk Category风险分类Risk Database风险数据库Risk Event风险事件Risk Ide

17、ntification风险识别Risk Management Plan风险管理计划Risk Management Planning风险管理计划编制Risk Mitigation风险转移Risk Monitoring and Control风险监控Risk Register风险记录Risk Response Plan风险应对计划Risk Response Planning风险应对计划编制Risk Transference风险传递S CurveS曲线Schedule进度Schedule Analysis进度分析Schedule Compression进度压缩Schedule Control进度计划

18、控制Schedule Development进度计划编制Schedule Finish Date进度完成日期Schedule Performance IndexSPI进度计划执行指数Schedule VarianceSV进度偏差Scope范围Scope Baseline范围基准计划Scope Change范围变更Scope Change Control范围变更控制Scope Definition范围定义Scope Planning范围计划编制Scope Statement范围说明Scope Verification范围核实Secondary Risk间接风险Seller卖主Should Cos

19、t Budget应该成本预算Should Cost Estimate应该成本估算Simulation仿真Slack时差Solicitation询价Solicitation Planning询价计划编制Source Selection供方选择Staff Acquisition人员招募Stakeholder项目干系人Start Date开始日期Start To Finish开始完成逻辑关系Start To Start开始开始逻辑关系Statement of WorkSOW工作说明Subnet子网络Subnetwork子网络Subproject子项目Successor Activity后续活动Tar

20、get Completion DateTC目标完成日期Target Finish DateTF目标完成日期Target Schedule目标进度计划Target Start DateTS目标开始日期Task任务Team Development队伍组建Team Members队伍成员Technical Performance Measurement技术绩效测量Time Scaled Network Diagram时标网络图Total Float总时差Total Quality ManagementTQM全面质量管理Transference传递Triggers触发器Value EngineeringVE价值工程Work Breakdown StructureWBS工作分解结构Work Item工作项Work Package工作包Workaround权变措施PMP培训认证-广州韦度咨询（北京分时科技开发有限公司广州公司）联系人：吴老师QQ：邮箱：gzwiidu公司网址：微博：博客：