1、英文术语中文翻译定义 Accept验收The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete. Acceptance验收See accept Acceptance Criteria验收标准Those criteria, including performance requirements and essential conditions, which must be met before project delive
2、rables are accepted. Acquire Project Team Process 组建项目团队The process of obtaining the human resources needed to complete the project. Activity活动A component of work performed during the course of a project. See also schedule activity. Activity Attributes Output/Input 活动属性Multiple attributes associated
3、 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活动编码One or mor
4、e 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 Definition Process 活动定义The process of identifying the specific schedule activities that need to be performed
5、to produce the various project deliverables. Activity Description (AD)活动描述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
6、 scope of work of the schedule activity. Activity Duration活动历时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 活动历时估算The process of estimating the number of work p
7、eriods that will be needed to complete individual schedule activities. Activity Identifier活动标识符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 diag
8、ram. Activity List Output/Input 活动列表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、双代号 法 See arr
9、ow diagramming method. Activity-on-Node (AON)AON、单代号 法 See precedence diagramming method. Activity Resource Estimating Process 活动资源估算The process of estimating the types and quantities of resources required to perform each schedule activity. Activity Sequencing Process 活动排序The process of identifying
10、and documenting dependencies among schedule activities. Actual Cost (AC)实际成本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, dire
11、ct costs alone, or all costs 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) 已执行工作的 实际成本 See actual cost (AC). Actual Duration实际历时The time in calendar units betwe
12、en the actual start date of the 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) 实际完成日期The point in time that work actually ended on a schedule activity.
13、(Note: In some application areas, the schedule activity is considered “finished” when work is “substantially complete.”) Actual Start Date (AS)实际开始日期The point in time that work actually started on a schedule activity. Analogous Estimating Technique 类比估算An estimating technique that uses the values of
14、 parameters, such as scope, cost, budget, 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 am
15、ount of detailed information about the 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
16、the needed expertise. Application Area应用领域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
17、type of customer (i.e., internal versus 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 discret
18、e efforts for that work, but which is related in direct proportion to measurable discrete work efforts. Contrast with discrete effort. Approval批准See approve Approve批准The act of formally confirming, sanctioning, ratifying, or agreeing to something. Approved Change Request已批准的变更 请求 A change request th
19、at has been processed through the integrated change control process and approved. Contrast with requested change. Arrow箭线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 D
20、iagramming Method (ADM) 箭线图A schedule network diagramming 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 th
21、e schedule activity.) Schedule activities are connected 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 date Assumptions Output/Input 假设Ass
22、umptions are factors that, for planning purposes, are 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 assu
23、mptions as part of their planning process. Assumptions generally involve a degree of risk. Assumptions Analysis Technique 假设分析A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions. Authority职权The rig
24、ht to apply project resources*, expend funds, make decisions, or give approvals Backward Pass逆推法The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the projects end
25、date. The end date may be calculated in a forward pass or set by the customer or sponsor. See also schedule network analysis. Bar Chart Tool甘特图（条形 图） A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed dow
26、n the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart. Baseline基准（基线）The approved time phased plan (for a project, a work breakdown structure component, a work package, or a schedule activity), plus or
27、 minus approved project scope, cost, schedule, and technical changes. 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
28、performance measurement baseline. Baseline Finish Date基线完成日期The finish date of a schedule activity in the approved schedule baseline. See also scheduled finish date. Baseline Start Date基线开始日期The start date of a schedule activity in the approved schedule baseline. See also scheduled start date. Bill
29、of Materials (BOM)材料单A documented formal hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate a product. Bottom-up Estimating Technique 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
30、of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated 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
31、. Generally smaller work scopes increase the accuracy of the estimates. Brainstorming Technique 头脑风暴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 or subject-matter experts. Typically, a brainstormi
32、ng session is structured so that each participants ideas are recorded for later analysis. Budget预算The approved estimate for the project or any work breakdown structure component or any schedule activity. See also estimate. Budget at Completion (BAC) 完工预算The sum of all the budget values established f
33、or the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned value for the project. Budgeted Cost of Work Performed (BCWP) 已执行工作的 预算成本 See earned value (EV). Budgeted Cost of Work Scheduled (BCWS) 计划工作的预 算成本 See planned value (PV). Buffer
34、缓冲See reserve. Buyer买方The acquirer of products, services, or results for an organization. Calendar Unit日历单位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 Con
35、trol变更控制Identifying, documenting, approving or rejecting, and controlling changes to the project baselines*. Change Control Board (CCB) 变更控制委员 会 A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with all deci
36、sions and recommendations being recorded. Change Control System Tool 变更控制系统A collection of formal documented 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 configurati
37、on management system. Change Request变更请求Requests to expand or reduce the project scope, modify policies, processes, 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 ma
38、ndated or optional. Only formally documented requested changes are processed and only approved change requests are implemented. Chart of Accounts Tool账目图表Any numbering system used to monitor project costs* by category (e.g., labor, supplies, materials, and equipment). The project chart of accounts i
39、s usually based upon the corporate chart of accounts of the primary performing organization. Contrast with code of accounts. Charter章程（宪章）See project charter. Checklist Output/Input检查单Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appro
40、priately and not forgotten. An example is a list of items to be inspected that is created during quality planning and applied during quality control. Claim索偿、索赔A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the
41、terms of a legally binding contract, such as for a disputed change. Close Project Process结束项目The process of finalizing all activities across all of the project process groups to formally close the project or phase. Closing Processes收尾过程Those processes performed to formally Process Group terminate al
42、l activities of a project or phase, and transfer the completed product to others or close a cancelled project. Code of Accounts Tool账目编码Any numbering system used to uniquely identify each component of the work breakdown structure. Contrast with chart of accounts. Co-location Technique同地办公An organiza
43、tional placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity. Common Cause共同原因A source of variation that is inherent in the system and predictable. On a control chart, it appears as par
44、t of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause. Communication沟通A process through which informati
45、on is exchanged among persons using a common system of symbols, signs, or behaviors. Communication Management Plan Output/Input 沟通管理计划The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each c
46、ommunication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a
47、subsidiary plan of, the project management plan. Communications Planning Process 编制沟通管理 计划 The process of determining the information and communications needs of the project stakeholders: who they are, what is their level of interest and influence on the project, who needs what information, when wil
48、l they need it, and how it will be given to them. Compensation补偿Something given or received, a payment or recompense, usually something monetary or in kind for products, services, or results provided or received. Component部（组）件A constituent part, element, or piece of a complex whole. Configuration M
49、anagement System Tool 配置管理系统A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, servi
50、ce, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval level
