項目進度管理 的英文怎麼說

中文拼音 [xiàngmùjìndùguǎnlǐ]
項目進度管理 英文
project progress management
  • 項 : Ⅰ名詞1 （頸的後部） nape （of the neck） 2 （款項） sum （of money） 3 [數學] （不用加、減號連接...
  • 目 : Ⅰ名詞1 （眼睛） eye 2 （大項中再分的小項） item 3 [生物學] （把同一綱的生物按彼此相似的特徵分為幾...
  • 進 : 進構詞成分。
  • 度 : 度動詞[書面語] （推測; 估計） surmise; estimate
  • 管 : Ⅰ名詞1 （管子） pipe; tube 2 （吹奏的樂器） wind musical instrument 3 （形狀似管的電器件） valve;...
  • 理 : Ⅰ名詞1 （物質組織的條紋） texture; grain （in wood skin etc ） 2 （道理;事理） reason; logic; tru...
  • 項目 : item; article; clause; subject of entry; [體育] event
  • 進度 : 1. （工作進行的速度） rate of progress; rate of advance 2. （工作進行的計劃） planned speed; schedule
  • 管理 : manage; run; administer; supervise; rule; administration; management; regulation
  1. The foreign exchange system reform of 1994 set a milestone in the process of china ' s external reform. after this reform, official exchange rate and swap exchange rate was united, and managed floating exchange rate regime was introduced. rmb reached convertibility under current account, and china ' s foreign exchange system took the shape of " rmb convertible under current account and unconvertible under capital account "

    中國也存在最優匯率制度選擇問題， 1994年中國實行了具有里程碑意義的外匯管理體制改革，實現了匯率並軌，建立了以市場供求為基礎的有管理的浮動匯率制度； 1996年人民幣實現了經常項目可兌換，由此中國形成了「人民幣經常項目可兌換，對資本項目進行管制」的外匯管理體制。
  2. Design and implementation of project scheduling management system based on critical chain method

    基於關鍵鏈技術的項目進度管理系統設計與實現
  3. Estimated durations that remain in your project plan as the project progresses are managed by microsoft project in the following ways

    Microsoftproject按照下列方式管理作為項目進度保留在項目計劃中的估計工期：
  4. Through the systematical analyses measure, which combine classical model of project management and latest modern theory, the thesis integrative analyses the every factor which belong to scope management s time management 、 cost management 、 quality management 、 risk management 、 human resource management 、 procurement managements communication management and integration management of hunan international convention and exhibition center. especially research the effective and practical measure, which include time management of wbs s systematic model measure of risk management s earned value of investment control etc. it has continuous improved and developed the practice of project management, has realized the transform procedure from theory study to practical application. at the same time, the thesis discuss the development thinking of convention and exhibition economy, discuss the future study direction of project management science in our country, summarizes and evaluates the achievement which result from exce llent project management

    論文採用項目管理經典模式與最新前沿理論相結合的系統分析方法，對湖南國際會展中心項目的范圍管理、時間管理、成本管理、質量管理、風險管理、采購管理、人力資源管理、溝通管理和集成管理中諸要素進行了優化分析，重點研究了基於wbs進度管理、系統模型法風險管理、掙值法投資控制等行之有效的、符合項目實際的項目管理技術方法，並在項目管理實踐中不斷完善和發展，實現了從理論研究到實踐應用的轉化過程。
  5. The paper studied the management method reformation of construction enterprises in the choosing of organization form and the three major target management ( quality, progress and cost ) innovation and technical improvement. this paper also brought up the principle for choosing the form of organization mechanism ; analyzes the factors which affects the construction quality, progress and cost. based on this, it proposed a new method for full quality management and whole course dynamic progress managing as well as cost managing

    論文重點研究了工程項目管理在組織機構選擇和三大目標控制（質量、進度和成本）方面的管理方法改革和技術措施改進；給出了施工企業選擇項目管理組織機構的原則；對影響施工質量、進度及成本的因素進行了分析，在此基礎上，針對施工企業管理中存在的問題，提出了全面質量管理、全過程動態進度管理和成本管理的新方法。
  6. By analyzing the phenomenon of " rush " of port construction around china and the influence of the gap between port capacity and their actual throughput, from the need to further develop the theory of port construction, this paper puts forward the idea of establishing early warning management system to the investment risk of regional port projects from such aspects as the purpose, object, procedure and sigificance of the study

    摘要針對當前我國港口建設中出現的「過熱」及全國范圍港口吞吐能力不足的表象，從港口建設理論需要進一步完善的角度提出構建區域港口建設項目投資管理機制的設想，對開展區域港口建設項目投資風險預警管理研究的目的、對象、步驟以及開展研究的意義進行了歸納和總結。
  7. The target of financial management ( fm ) is to achieve maximum value of enterprise is made definite, after anaiyzing all kinds of financial relationships. the essence of organization institution for modern enterprise system is agency by agreement, which can operate perfectly under the conditions of perfect encouragement & engagement rules, so the core of the encouragement & engagement rules for new fmm is to establish distribution regulations. there are many measures can be taken availably, such as budgeting, project cost management etc. and many new concepts of advanced management are worth being adapted, for instance, opportunity - cost, cost - benefit, legal knowledge, and so fbrth

    新的財務管理模式運行的環境是現代企業制度下的國際工程公司，現代企業制度最基本的要求是產權清晰，鑒于本院是知識技術密集型企業，引入了人力資本觀念，完善和充實產權清晰的內容；在分析了企業的各種財務關系后，明確提出財務管理目標?企業價值最大化；現代企業制度的組織制度的實質是委託代理關系，委託代理關系的有效運作依靠完善的激勵約束機制，以此為指導，新的財務管理模式建立起以分配製度為核心的激勵約束機制；充分吸收先進的管理觀念，如成本效益觀念、資金的時間價值觀念、法制觀念，運用先進的方法，如全面預算管理、項目成本管理等，來全面提高財務管理的水平；財務管理體制是財務管理模式運轉的組織保障；按照本院的業務特點，將業務分類，設置了相應的組織機構。
  8. Aiming at the concrete need in srttep construction and embodying the managing theory of the combination of the prearranging programming and comprehensive control, the article proposes the cpm - based schedule operating program of srttep on the basis of the relationship among schedule program, cost and quality which thus realizes the close combination of schedule program and project control ; based on the comparative analysis of experience estimation method, factor estimation method, wbs estimation method and comparison estimation method, the cost controlling strategy is worked out that attaches importance to the srttep cost budget and market economy situation. meanwhile, comprehensive quality management theory is introduced in the project " s schedule program. aiming at subsidiary project bidding, equipment purchase, essential quality inspection, detailed quality insurance system and rules are worked out so as to achieve the goal of high - quality construction of srttep

    （ 3 ）針對川塔項目施工建設具體需要，在充分體現項目事前規劃與全面控制相結合管理思想和所進行的項目wbs結構分解基礎上，基於項目進度? ?費用成本? ?質量三者之間的關系，提出了基於cpm關鍵路線法的川塔項目進度計劃制定方案，實現了進度規劃與控制的緊密結合；在對比分析經驗估演算法、因素估演算法、 wbs估演算法、類比估算等方法和技術基礎上，制定了側重於預算的川塔項目成本基本規劃方法，以及結合市場經濟情況的成本控制策略；同時將全面質量管理思想，引入了項目施工方案中，針對子項目招標、設備采購、重點質量監控點等設立了詳細的質量保障機制和細則，以確保達到工程優質建設的目標。
  9. Project procurement management. the primary goal of project management is the management of cost, time and quality. the project management information system ( pmis ) is a kind of management information system ( mis ) that used in project management

    項目管理是貫穿于項目整個生命周期內的管理，主要包含九個方面的內容： 1 、項目綜合管理； 2 、項目范圍管理； 3 、項目進度管理； 4 、項目投資費用管理； 5 、項目質量管理； 6 、項目人力資源管理； 7 、項目通訊管理； 8 、項目風險管理； 9 、項目采購管理。
  10. The market occupation of retapase project has been over appraised and the market orientation is based on self - reference while less weight has been put on market survey ; the project fund comes inadequately from self - raised resources or by transferring the techniques. in the organization framework of the project, the conventional linear system is adopted, which inhibit imbibing the wisdom of majority ; on personnel management, the r & d professionals have been weighed much more against the management professionals and little effort has been put on building the professionals reservoir, while the personnel incentive tactics are not conducive to the long benefit of the project in addition, the cost management is maldeveloped and the project progress controlling has been neglected

    瑞特普酶項目屬生物制藥項目，本文對fdzj公司瑞特普酶項目的管理現狀進行了詳細分析，具體有待改進地方有：市場份額估計過高，市場定位本位化，市場調查注重不足；項目融資僅採用自籌資金及科技成果轉讓的方式；項目組織結構為傳統的直線制，不利於集思廣義，人員配備重研發人才，輕管理人才，人才儲備工作欠缺，人員激勵策略與項目長遠利益不銜接；成本管理欠缺，忽視進度管理等。
  11. Integrated the 8th section of sui - yu railway project being built bycrec ( china railway engineering civil co. ltd ) into this paper and proceeding with the macrocosmic management of construction item, the author expatiates on how to focus on the center of the construction schedule goal and do well in schedule, quality, safety, cost and environment protection

    本文結合中鐵二局股份公司正在施工的遂（寧）渝（重慶）鐵路第8標段工程，從施工項目整體管理入手，闡述了如何圍繞施工進度總目標這個中心，從進度、質量、安全、成本、環水保管理搞好項目管理。
  12. According to the procedure of activity definition - - - activity ordering - activity time estimating - working out schedule plan - control of schedule plan, schedule plan should be established, which is used to control the whole process. in additional, project time management should be brought to objective management system

    按照項目活動界定? ?項目活動排序? ?活動時間估計? ?進度計劃編制? ?進度計劃控制的程序，制定出項目進度計劃，據此進行過程式控制制；並將項目時間管理納入目標管理體系。
  13. Use the project tools such as the project charter, network diagram, gantt chart, risk management and issue resolution worksheet, to monitor project implementation and deal with changes and issues requiring resolution

    運用項目管理手段，如項目進度計劃表，網路圖，柱狀圖，風險管理與決策實施清單，跟蹤檢查項目的實施情況，落實項目變更管理，並對相關問題進行決策
  14. This article, regarding m & a as a kind of enterprise ' s investment behavior in property right, systematic analyze and identify of the strategy risk at preparing stage, the information risk at trade stage, and the conformity risk after m & a ; establishes the multi - factors assessing model of m & a risk of enterprise and multi - goals risk deciding model of m & a risk of enterprise based on grey systematic theory, and proposes the related treating view from the angle of analysis and management of investment project risk by adopting basic principles of investment, risk economics, project risk management, strategic management and system engineering

    本文將並購視為一種企業產權投資行為，運用投資學、風險經濟學、項目風險管理學、戰略管理學和系統工程理論的基本原理，從投資項目風險分析及管理的角度，對企業並購準備階段的戰略風險、並購交易階段的信息風險和並購之後的文化整合風險等三個主要風險因素進行理論與實證分析；構建企業並購風險多因素評價模型和基於灰色系統理論的企業並購多目標風險決策模型；提出企業並購風險的分類防範建議與處理意見。
  15. Research on ccm for schedule management on highway project

    在公路工程項目進度管理中的實證分析
  16. In the text, we analyze p3 application in current situations and development trends, has analyzed and probed into the management meaning of p3 software, which can improve working efficiency, quickening project information interchange, the sharing of the data and project progress management level of every participating unit, and which can realize the purpose of " static control, dynamic management " to the project progress

    本文首先分析了國內外p3應用現狀及發展趨勢，結合寧電工程建設的實踐，對寧電工程項目進度管理應用p3進行分析研究。針對p3軟體在寧電工程進度管理的實踐應用中遇到的具體問題，提出了結合傳統管理方法，以先進的信息化進度管理系統為核心，對各種具體問題進行分析和解決。
  17. For construction pace management, the author analyzes the reason of construction postponing and brings forward relevant solutions. for construction quality, the author lists the factors which affect construction quality, and describes the means of quality control, moreover, the accidents during construction are analyzed and correspondent solutions are put forward. for project cost control, the author illustrate how to balance construction cost, quality and term, in addition, the defects of project cost management are analyzed, and correspondi ng solutions are constituted china is in the process of the transition from planned economy to market economics, system reformation and operation adjustment become important jobs for construction enterprises

    在施工項目進度管理方面，分析了施工項目進度拖延的原因及應採取的措施，同時還說明了施工項目進度實施階段的目標管理；在施工項目質量管理方面，分析了影響質量的因素，並結合實際，說明了施工項目在質量管理方面的一些做法，同時對施工項目質量事故進行了分析，並提出了相應的對策；在施工項目成本管理方面，闡述了施工項目成本管理的對象和內容，並說明了成本管理的實施辦法。
  18. Then, how can they manage so many highly - decentralized projects ; i think, we should start it in three as pacts ; first, erect an idea, " all projects are created equal ", as our attitude of treating projects. and, the management level ca n ' t give some project more care just because it ' s closely connected with their own benefits and be indifferent to some others

    那麼，施工企業應該如何對眾多的高度分散的工程項目進行管理呢，本人認為，應從三個方面著手：首先，對待項目的態度要樹立「項目生來平等」的觀念，企業管理層不能因為某些項目與自身利益密切相關而給予許許多多關愛，而對某些項目卻漠不關心。
  19. Using network planning technique for network analysis in project schedule management has the systematical, controllable and dynamic features, and can implement optimized controls of schedule and resources

    通過舉例，說明了在項目進度管理中引入網路計劃技術進行網路分析具有系統性、可控性和動態性的特點，可實現進度和資源的優化控制。
  20. So it was necessary to probe the project management into thistext. this text combines the practical experience of ning dian power engineering construction and p3 application to do research on the electric project management

    寧電工程進度的有效控制直接影響到該工程的效益，有必要對該工程如何應用p3進行項目進度管理進行研究探討。
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