工程項目管理外文文獻翻譯--項目管理知識體系指南——引論

1、<p><b>　　中文5030字</b></p><p><b>　　本科畢業(yè)論文</b></p><p><b>　　外文文獻及譯文</b></p><p>　　文獻、資料題目：A Guide to the Project Management Body</p><p

2、>　　of Knowledge--Introduction</p><p>　　文獻、資料來源： 著作</p><p>　　文獻、資料發(fā)表（出版）日期：2000年</p><p>　　院 （部）： 管理工程學院</p><p>　　專 業(yè)： 工程管理</p><p>　　班 級：

3、 管本042</p><p>　　姓 名： </p><p>　　學 號： </p><p>　　指導教師： </p><p>　　翻譯日期： 2008.6.15</p><p><b>　　外文文獻：</b></p><p

4、>　　A Guide to the Project Management Body of Knowledge</p><p>　　—Introduction</p><p>　　The Project Management Body of Knowledge (PMBOK) is an inclusive term that describes the sum of knowledg

5、e within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The full project

6、 management body of knowledge includes knowledge of proven traditional practices that are widely applied, as well as knowledge of innovative and advanced practices that have se</p><p>　　1.1 Purpose of This G

7、uide</p><p>　　1.2 What Is a Project?</p><p>　　1.3 What Is Project Management?</p><p>　　1.4 Relationship to Other Management Disciplines</p><p>　　1.5 Related Endeavors&l

8、t;/p><p>　　1.1 PURPOSE OF THIS GUIDE</p><p>　　Project management is an emerging profession. The primary purpose of this document is to identify and describe that subset of the PMBOK that is general

9、ly accepted. Generally accepted means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness. Generally accept

10、ed does not mean that the knowledge and practices described are or should be applied uniformly on all projects; the project manag</p><p>　　This document is also intended to provide a common lexicon within th

11、e profession and practice for talking and writing about project management. Project management is a relatively young profession, and while there is substantial commonality around what is done, there is relatively little

12、commonality in the terms used.</p><p>　　This document provides a basic reference for anyone interested in the profession of project management. This includes, but is not limited to:</p><p>　　Sen

13、ior executives.</p><p>　　Managers of project managers.</p><p>　　Project managers and other project team members.</p><p>　　Project customers and other project stakeholders.</p>

14、<p>　　Functional managers with employees assigned to project teams.</p><p>　　Educators teaching project management and related subjects.</p><p>　　Consultants and other specialists in proj

15、ect management and related fields.</p><p>　　Trainers developing project management educational programs.</p><p>　　As a basic reference, this document is neither comprehensive nor all inclusive.

16、Appendix E discusses application area extensions while Appendix F lists sources of further information on project management. This document is also used by the Project Management Institute as a basic reference about proj

17、ect management knowledge and practices for its professional development programs including:</p><p>　　Certification of Project Management Professionals (PMP).</p><p>　　Accreditation of educationa

18、l programs in project management.</p><p>　　1.2 WHAT IS A PROJECT?</p><p>　　Organizations perform work. Work generally involves either operations or projects, although the two may overlap. Operat

19、ions and projects share many characteristics; for example, they are:</p><p>　　Performed by people.</p><p>　　Constrained by limited resources.</p><p>　　Planned, executed, and control

20、led.</p><p>　　Projects are often implemented as a means of achieving an organization’s strategic plan. Operations and projects differ primarily in that operations are ongoing and repetitive while projects ar

21、e temporary and unique. A project can thus be defined in terms of its distinctive characteristics—a project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has

22、 a definite beginning and a definite end. Unique means that the product or service is d</p><p>　　Projects are undertaken at all levels of the organization. They may involve a single person or many thousands.

23、 Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organization or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical t

24、o the realization of the performing organization’s business strategy because projects are a means by which strategy is implemented. Examples of projects include:</p><p>　　Developing a new product or service.

25、</p><p>　　Effecting a change in structure, staffing, or style of an organization.</p><p>　　Designing a new transportation vehicle.</p><p>　　Developing or acquiring a new or modified

26、 information system.</p><p>　　Constructing a building or facility.</p><p>　　Building a water system for a community in a developing country.</p><p>　　Running a campaign for politica

27、l office.</p><p>　　Implementing a new business procedure or process.</p><p>　　1.2.1 Temporary</p><p>　　Temporary means that every project has a definite beginning and a definite end

28、. The end is reached when the project’s objectives have been achieved, or when it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is termi

29、nated. Temporary does not necessarily mean short in duration; many projects last for several years. In every case, however, the duration of a project is finite; projects are not ongoing efforts.</p><p>　　In

30、addition, temporary does not generally apply to the product or service created by the project. Projects may often have intended and unintended social, economic, and environmental impacts that far outlast the projects the

31、mselves. Most projects are undertaken to create a lasting result. For example, a project to erect a national monument will create a result expected to last centuries. A series of projects and/or complementary projects in

32、 parallel may be required to achieve a strategic objectiv</p><p>　　The objectives of projects and operations are fundamentally different. The objective of a project is to attain the objective and close the p

33、roject. The objective of an ongoing nonprojectized operation is normally to sustain the business. Projects are fundamentally different because the project ceases when its declared objectives have been attained, while non

34、project undertakings adopt a new set of objectives and continue to work.</p><p>　　The temporary nature of projects may apply to other aspects of the endeavor as well:</p><p>　　The opportunity or

35、 market window is usually temporary—most projects have a limited time frame in which to produce their product or service.</p><p>　　The project team, as a team, seldom outlives the project—most projects are p

36、erformed by a team created for the sole purpose of performing the project, and the team is disbanded when the project is complete.</p><p>　　1.2.2 Unique Product, Service, or Result</p><p>　　Proj

37、ects involve doing something that has not been done before and which is, therefore, unique. A product or service may be unique even if the category to which it belongs is large. For example, many thousands of office buil

38、dings have been developed, but each individual facility is unique—different owner, different design, different location, different contractors, and so on. The presence of repetitive elements does not change the fundament

39、al uniqueness of the project work.</p><p>　　For example:</p><p>　　A project to develop a new commercial airliner may require multiple prototypes.</p><p>　　A project to bring a new d

40、rug to market may require thousands of doses of the drug to support clinical trials.</p><p>　　A real estate development project may include hundreds of individual units.</p><p>　　A development p

41、roject (e.g., water and sanitation) may be implemented in five geographic areas.</p><p>　　1.2.3 Progressive Elaboration</p><p>　　Progressive elaboration is a characteristic of projects that inte

42、grates the concepts of temporary and unique. Because the product of each project is unique, the characteristics that distinguish the product or service must be progressively elaborated. Progressively means “proceeding in

43、 steps; continuing steadily by increments,” while elaborated means “worked out with care and detail; developed thoroughly” (1). These distinguishing characteristics will be broadly defined early in the project, and </

44、p><p>　　Progressive elaboration of product characteristics must be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. When properly defined, the

45、 scope of the project—the work to be done—should remain constant even as the product characteristics are progressively elaborated. The relationship between product scope and project scope is discussed further in the intr

46、oduction to Chapter 5.</p><p>　　The following two examples illustrate progressive elaboration in two different application areas.</p><p>　　Example 1.Development of a chemical processing plant be

47、gins with process engineering to define the characteristics of the process. These characteristics are used to design the major processing units. This information becomes the basis for engineering design, which defines bo

48、th the detail plant layout and the mechanical characteristics of the process units and ancillary facilities. All of these result in design drawings that are elaborated to produce fabrication drawings (construction isomet

49、rics)</p><p>　　Example 2.The product of an economic development project may initially be defined as: “Improve the quality of life of the lowest income residents of community X.” As the project proceeds, the

50、products may be described more specifically as, for example: “Provide access to food and water to 500 low income residents in community X.” The next round of progressive elaboration might focus exclusively on increasing

51、agriculture production and marketing, with provision of water deemed to be secondary pri</p><p>　　1.3 WHAT IS PROJECT MANAGEMENT?</p><p>　　Project management is the application of knowledge, ski

52、lls, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as: initiating, planning, executing, controlling, and closing. The p

53、roject team manages the work of the projects, and the work typically involves:</p><p>　　Competing demands for: scope, time, cost, risk, and quality.</p><p>　　Stakeholders with differing needs an

54、d expectations.</p><p>　　Identified requirements.</p><p>　　It is important to note that many of the processes within project management are iterative in nature. This is in part due to the existe

55、nce of and the necessity for progressive elaboration in a project throughout the project life cycle; i.e., the more you know about your project, the better you are able to manage it.</p><p>　　The term projec

56、t management is sometimes used to describe an organizational approach to the management of ongoing operations. This approach, more properly called management by projects, treats many aspects of ongoing operations as proj

57、ects to apply project management techniques to them. Although an understanding of project management is critical to an organization that is managing by projects, a detailed discussion of the approach itself is outside th

58、e scope of this document.</p><p>　　Knowledge about project management can be organized in many ways. This document has two major sections and twelve chapters, as described below.</p><p>　　1.3.1

59、The Project Management Framework</p><p>　　Section I, The Project Management Framework, provides a basic structure for understanding project management.</p><p>　　Chapter 1, Introduction, defines

60、key terms and provides an overview of the rest of the document.</p><p>　　Chapter 2, The Project Management Context, describes the environment in which projects operate. The project management team must under

61、stand this broader context—managing the day-to-day activities of the project is necessary for success but not sufficient.</p><p>　　Chapter 3, Project Management Processes, describes a generalized view of how

62、 the various project management processes commonly interact. Understanding these interactions is essential to understanding the material presented in Chapters 4 through 12.</p><p>　　1.3.2 The Project Managem

63、ent Knowledge Areas</p><p>　　Section II, The Project Management Knowledge Areas, describes project management knowledge and practice in terms of their component processes. These processes have been organized

64、 into nine knowledge areas, as described below and as illustrated in Figure 1-1.</p><p>　　Chapter 4, Project Integration Management, describes the processes required to ensure that the various elements of th

65、e project are properly coordinated. It consists of project plan development, project plan execution, and integrated change control.</p><p>　　Chapter 5, Project Scope Management, describes the processes requi

66、red to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope

67、change control.</p><p>　　Chapter 6, Project Time Management, describes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity dur

68、ation estimating, schedule development, and schedule control.</p><p>　　Chapter 7, Project Cost Management, describes the processes required to ensure that the project is completed within the approved budget.

69、 It consists of resource planning, cost estimating, cost budgeting, and cost control.</p><p>　　Chapter 8, Project Quality Management, describes the processes required to ensure that the project will satisfy

70、the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.</p><p>　　Chapter 9, Project Human Resource Management, describes the processes required to make

71、 the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.</p><p>　　Chapter 10, Project Communications Management, descr

72、ibes the processes required to ensure timely and appropriate generation, collection, dissemination,</p><p>　　Chapter 11, Project Risk Management, describes the processes concerned with identifying, analyzing

73、, and responding to project risk. It consists of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control.</p>&

74、lt;p>　　Chapter 12, Project Procurement Management, describes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, s

75、olicitation, source selection, contract administration, and contract closeout.</p><p>　　1.4 RELATIONSHIP TO OTHER MANAGEMENT DISCIPLINES</p><p>　　Much of the knowledge needed to manage projects

76、is unique to project management (e.g., critical path analysis and work breakdown structures). However, the PMBOK does overlap other management disciplines, as illustrated in Figure 1-2. General management encompasses pla

77、nning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. General management also includes supporting disciplines such as law, strategic planning, logistics, and human resources man

78、agement. The</p><p>　　Application areas are categories of projects that have common elements significant in such projects, but are not needed or present in all projects. Application areas are usually defined

79、 in terms of:</p><p>　　Functional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics and personnel.</p><p>　　Technical elements, suc

80、h as software development, pharmaceuticals, water and sanitation engineering, or construction engineering.</p><p>　　Management specializations, such as government contracting, community development, or new p

81、roduct development.</p><p>　　Industry groups, such as automotive, chemicals, agriculture, or financial services.</p><p>　　Appendix E includes a more detailed discussion of project management app

82、lication areas.</p><p>　　1.5 RELATED ENDEAVORS</p><p>　　Certain types of endeavors are closely related to projects. There is often a hierarchy of strategic plan, program, project, and subproject

83、, in which a program consisting of several associated projects will contribute to the achievement of a strategic plan. These related undertakings are described below.</p><p>　　Programs. A program is a group

84、of projects managed in a coordinated way to obtain benefits not available from managing them individually (2). Many programs also include elements of ongoing operations. For example:</p><p>　　The “XYZ airpla

85、ne program” includes both the project or projects to design and develop the aircraft, as well as the ongoing manufacturing and support of that craft in the field.</p><p>　　Many electronics firms have program

86、 managers who are responsible for both individual product releases (projects) and the coordination of multiple releases over time (an ongoing operation).</p><p>　　Programs may also involve a series of repeti

87、tive or cyclical undertakings; for example:</p><p>　　Utilities often speak of an annual “construction program,” a regular, ongoing operation that involves many projects.</p><p>　　Many nonprofit

88、organizations have a “fundraising program,” an ongoing effort to obtain financial support that often involves a series of discrete projects, such as a membership drive or an auction.</p><p>　　Publishing a ne

89、wspaper or magazine is also a program—the periodical itself is an ongoing effort, but each individual issue is a project.</p><p>　　In some application areas, program management and project management are tre

90、ated as synonyms; in others, project management is a subset of program management. This diversity of meaning makes it imperative that any discussion of program management versus project management be preceded by agreemen

91、t on a clear and consistent definition of each term.</p><p>　　Subprojects. Projects are frequently divided into more manageable components or subprojects. Subprojects are often contracted to an external ente

92、rprise or to another functional unit in the performing organization. Examples include:</p><p>　　Subprojects based on the project process, such as a single phase.</p><p>　　Subprojects according t

93、o human resource skill requirements, such as the installation of plumbing or electrical fixtures on a construction project.</p><p>　　Subprojects involving technology, such as automated testing of computer pr

94、ograms on a software development project.</p><p>　　Subprojects are typically referred to as projects and managed as such.</p><p>　　Project Portfolio Management. Project portfolio management refe

95、rs to the selection and support of projects or program investments. These investments in projects and programs are guided by the organization’s strategic plan and available resources.</p><p><b>　　中文譯文：

96、</b></p><p>　　項目管理知識體系指南——引論</p><p>　　項目管理知識體系是描述項目管理職業(yè)范圍內全部知識的術語中的一部分。就像是其他諸如法律、醫(yī)藥和會計等職業(yè)，知識體系取決于那些應用并推進此類體系的從業(yè)者和學者。完整的項目管理知識體系包括應用廣泛的傳統(tǒng)實踐知識，也包括一些罕見的和少用的創(chuàng)造性和先進的實踐知識，還包括公開和機密的材料。</p>

97、<p>　　本章界定并解釋諸多關鍵術語，并引導讀者統(tǒng)觀本文其他章節(jié)。本章包括如下主要部分：</p><p>　　1.1 此指南的目的</p><p><b>　　1.2 什么是項目</b></p><p>　　1.3 什么是項目管理</p><p>　　1.4 與其他管理學科的關系</p>&l

98、t;p><b>　　1.5 相關研究</b></p><p>　　1.1 此指南的目的</p><p>　　項目管理是一個新興行業(yè)。本文的初衷是界定并描述通常所接受的項目管理知識體系的一部分。通常所接受的含義是所描述的理論和實踐對于當下大多數(shù)項目都適用，并且其價值和實用性為多數(shù)人所認可。通常所接受并不意味著描述中的理論和實踐被正式用于所有工程，或應該用于所有工程

99、；項目管理團隊通常有責任決定對于既定的項目什么才是適用的。</p><p>　　本文同時試探著提供本職業(yè)和實踐中的用于交流和描述項目管理的常用專業(yè)詞匯，項目管理是一個較為朝陽的職業(yè)，雖然在其專用術語上有較少的共同點，但在其所做的事中存在大量的相同之處。</p><p>　　本指南為對項目管理行業(yè)感興趣的人提供了基礎的參考。這些人士包括但不限于：</p><p>&l

100、t;b>　　高級執(zhí)行主管。</b></p><p>　　項目經理的管理者。 </p><p>　　項目經理和其他項目團隊成員。</p><p>　　項目買方和其他項目利益相關人。</p><p>　　分配到項目團隊的職能經理人及其下屬。</p><p>　　項目管理及其相關學科的教育者。</p&

101、gt;<p>　　項目管理及其相關領域的咨詢人員和其他專業(yè)人員。</p><p>　　舉辦項目管理培訓課程的培訓人員。</p><p>　　作為一個基礎參考資料，本文既不綜合也不囊括所有。附件E論述了項目管理的應用范圍，附件F列出了項目管理的深層信息源。</p><p>　　本文也作為項目管理學院的基礎參考資料，用于參考有關項目管理職業(yè)發(fā)展規(guī)劃的理論和