項目專業(yè)術(shù)語

1、項目范圍管理 基準(zhǔn)計劃( baseline )概念開發(fā)( conceptual development )配置管理( configuration management )控制系統(tǒng)( control system )成本控制賬戶( cost control accounts )成本加成合同( cost-plus contracts )可交付成果( deliverable )里程碑( milestone )組織分解結(jié)構(gòu)( organization breakdown structure, OBS )項目收尾( project closeout )項目范圍( project scope )責(zé)任分配矩

2、陣( responsibility assignment matrix, RAM)范圍基準(zhǔn)計劃( scope baseline )范圍蔓延( scope creep )范圍管理( scope management )范圍報告( scope reporting )范圍說明( scope statement )工作說明書( statement of work, SOW )總承包合同( turnkey contracts )工作分解結(jié)構(gòu)代號( WBS codes)工作授權(quán)( work authorization )工作分解結(jié)構(gòu)( work breakdown structure, WBS )工作包(

3、work package )項目風(fēng)險管理可能性和后果分析(analysis of probability and consequences)變更管理(change management)商業(yè)風(fēng)險(commercial risk)應(yīng)急儲備金(contingency reserves)合約 / 法律風(fēng)險(contractual/legal risk)控制和文檔化 (control and documentation)交叉培訓(xùn)(cross-training)執(zhí)行風(fēng)險(execution risk)財務(wù)風(fēng)險(financial risk)固定總價合同(fixed-price con tract)違約賠

4、償金(liquidated damage)管理應(yīng)急金(managerial contingency)指導(dǎo)(me ntori ng)項目風(fēng)險(project risk)項目風(fēng)險分析和管理(project risk analysis and management, PRAM)風(fēng)險識別(risk identification)風(fēng)險管理(risk management)風(fēng)險緩解策略(risk mitigation strategies)任務(wù)應(yīng)急金(task contingency)技術(shù)風(fēng)險(technical risk)項目團隊的建設(shè)、沖突和談判 可接近性(accessibility )中止(adjo

5、urning )管理上的沖突(administrative conflict)凝聚力(cohesiveness)沖突(con flict)跨職能合作(cross-functional cooperation) 差異化(differentiation)成立階段(forming stage)挫敗(frustrati on)基于目標(biāo)的沖突(goal-oriented conflict)互動(in teracti on)相互依賴(interdependencies)個人之間的沖突(interpersonal conflict)談半U (negotiation)規(guī)范化階段(norming stage)目

6、標(biāo)(orie ntati on)結(jié)果(outcome)實施階段(performing stage)物理位置上的接近(physical proximity) 原則性談判(principled negotiation) 社會心理結(jié)果(psychosocial outcomes) 中斷平衡(punctuated equilibrium)沖突風(fēng)暴(storming)最高目標(biāo)(superordinate goals)任務(wù)結(jié)果(task outcomes)團隊建設(shè)(team building)信任(trust)虛擬團隊(virtual teams)成本估算和預(yù)算基于活動的估算(ABC, activity-

7、based costing )自下而上的預(yù)算(bottom-up budgeting)應(yīng)急費用預(yù)算(budget contingency)成本估算(cost estimation)趕工(crashi ng)最終估算(definitive estimates)直接成本(direct costs)加速成本(expedited costs)可行性估算(feasibility estimates)固定成本(fixed costs)間接成本(indirect costs)學(xué)習(xí)曲線(learning curve)一次性成本(nonrecurring costs)正常成本(normal costs)參數(shù)估算

8、(parametric estimation)項目預(yù)算(project budget)經(jīng)常性成本(recurring costs)分階段預(yù)算(time-phased budget) 自上而下的預(yù)算 (top-down budgeting) 變動成本 (variable costs) 項目進(jìn)度計劃：網(wǎng)絡(luò)、歷時估計和關(guān)鍵路徑 活動，也稱任務(wù) (activity, or task) 雙代號網(wǎng)絡(luò)圖法 (activity-on-arrow) 單代號網(wǎng)絡(luò)圖法 (activity-on-node) 箭線 (Arrow) 逆推法 (backward pass)B 分布(beta distribution)發(fā)散

9、活動 (burst activity)并行活動 (concurrent activities)置信區(qū)間 (confidence interval)趕工 (crashing)關(guān)鍵路徑 (critical path)關(guān)鍵路徑法 critical path method () 歷時估計 (duration estimation) 最早開始時間 (early start date, ES) 事件 (event)浮動時差 (float, or slack)正推法 (forward pass)集合活動 (hammock activities) 階梯化活動 (laddering activities) 最晚

10、開始時間 (late start date) 匯聚活動 (merge activities)網(wǎng)絡(luò)圖(network diagram)節(jié)點(node)排好序的活動(ordered activities)路徑(path)前置活動(predecessors)計戈U評審技術(shù) (program evaluation and review technique) 項目網(wǎng)絡(luò)圖(project network diagram, PND)項目計劃編制(project planning)有限資源進(jìn)度計劃(resource-limited schedule)范圍(scope)串行活動(serial activitie

11、s)后續(xù)活動(successors)任務(wù)(task)工作分解結(jié)構(gòu)(work breakdown structure)工作包(work package)項目進(jìn)度計劃：滯后、趕工和活動網(wǎng)絡(luò) 活動(也稱任務(wù))(activity, 也稱task) 雙代號網(wǎng)絡(luò)圖(activity-on-arrow, AOA ) 單代號網(wǎng)絡(luò)圖(activity-on-node, AON ) 箭線(Arrow)逆推法(backward pass)趕工(crash ing)關(guān)鍵路徑(critical path )虛活動(dummy activities )最早開始時間(early start date, ES)事件(eve

12、nt)浮動時差(float, or slack)正推法(forward pass)甘特圖(Gantt chart )滯后(lag )最晚開始時間(late start date)匯聚(merge)節(jié)點(no de)計劃評審技術(shù)(Program Evaluation and Review Technique, PERT )串行活動(serial activities )后續(xù)活動(successors)任務(wù)(task,見 activity )關(guān)鍵鏈項目進(jìn)度計劃能力約束緩沖(capacity constraint buffer, CCB )中心極限理論(central limits theorem

13、)普通原因偏差(com mon cause variation )關(guān)鍵鏈(critical chain)關(guān)鍵鏈項目管理(critical chain project management, CCPM )鼓點(drum)鼓點緩沖(drum buffers )多任務(wù)處理(multitask ng)消極偏差(negative variation)特殊原因偏差( special cause variation )學(xué)生綜合癥( student syndrome )約束理論( theory of constraints, TOC )資源管理平衡試探法( leveling heuristics)混合約束型項

14、目( mixed-constraint project )物質(zhì)約束( physical constraints)資源約束型項目( resource- constrained project )資源約束( resource constraints )資源平衡( resource leveling )資源負(fù)載( resource loading )資源負(fù)載圖( resource-loading charts )資源負(fù)載表( resource-loading table )平滑( smoothing )分割活動( splitting activities )時間約束型項目( time-constra

15、ined project )項目評估和控制已完成工作實際成本( actual cost of work performed, AC)完工預(yù)算( budgeted cost at completion, BAC )控制循環(huán)( control cycle )成本績效指數(shù)( cost performance index, CPI )掙值( earned value, EV )掙值管理( earned value management, EVM )里程碑( milestone ) 計劃值( planned value, PV )項目基準(zhǔn)計劃( project baseline )項目控制( proje

16、ct control )項目 S 曲線( project S-curve )進(jìn)度績效指數(shù)( schedule performance index, SPI)進(jìn)度偏差( schedule variance )跟蹤甘特圖( tracking Gantt charts)項目收尾和中止仲裁( arbitration )建造經(jīng)營轉(zhuǎn)讓( build, operate, transfer, BOT ) 建造擁有經(jīng)營轉(zhuǎn)讓( build, own, operate, transfer, BOOT ) 默認(rèn)索賠( default claims )爭議( disputes )提前終止( early termination )特惠索賠( ex-gratia claims )