項目實施計劃 的英文怎麼說

中文拼音 [xiàngmùshíshījìhuà]
項目實施計劃 英文
pep
  • 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...
  • 實 : Ⅰ形容詞1 （內部完全填滿 沒有空隙） solid 2 （真實; 實在） true; real; honest Ⅱ名詞1 （實際; 事實...
  • 施 : Ⅰ動詞1 （實行; 施展） execute; carry out 2 （給予） exert; impose 3 （施捨） give; hand out; best...
  • 計 : Ⅰ動詞1 （計算） count; compute; calculate; number 2 （設想; 打算） plan; plot Ⅱ名詞1 （測量或計算...
  • 劃 : 劃動詞1 （撥水前進） paddle; row 2 （合算） be to one s profit; pay 3 （用尖銳的東西在別的東西上...
  • 項目 : item; article; clause; subject of entry; [體育] event
  • 計劃 : 1 （工作、行動以前預先擬定的內容和步驟） plan; project; programme; device; devisal; design 2 （做...
  1. Develop a supportable process project plan to include strategies and execution details for engineering design estimates equipment and manpower scheduling quality control / assurance construction / installation and start - up and commissioning

    制定工藝項目進程計劃，包括在工程設計，估算，設備和人力的規劃，以及質量保障，啟動和安裝的委託方面的戰略和實施的細節。
  2. In this thesis, the traditional windage analytical method that comparing the actual cost with the planning cost can not control the implementary course of project, an effective project management and control technique which is very popular in nowadays is used for reference - - earned value method basing on performance analyzing, the main aim is to use the earned value exponential to analyze the fluctuant complexion of the time limit and cost for a project, and all the influences made by the fluctuant complexion, and the developing trend of the time limit and cost for a project

    本文提出了傳統的用實際發生成本與計劃成本進行比較，來衡量項目進展情況的偏差分析法不能全面地監控項目實施過程，借鑒了在目前項目管理實踐當中被普遍採用的一種有效的項目管理和控制技術：基於績效分析的掙值法，其根本目的是要使用該掙值指數分析項目工期和項目成本各自出現的變動情況、這些變動所造成的相互影響、項目工期與項目成本的未來發展趨勢。
  3. To tap the latent power and control the unit consumption. according to the companys enquiry, different cost control goal should be made in the different period. from economizing a drop of water, a kilowatt - hour to launch conservation, consumption reduction, to deeply tap the latent power to the work extensively among staff, to grasp this department expenses in time, to control and solve the existed problem of the production management strictly

    各車間要結合自身生產特點及本車間成本構成的項目逐個排查，繼續挖掘潛力，嚴格控制生產單耗，根據公司要求在不同時期制定出不同的成本控制目標及實施計劃，從節約每一滴水一度電入手，在員工中廣泛開展節能降耗深入挖潛工作，及時掌握本部門費用發生情況，嚴格控制生產管理方面存在的問題。
  4. 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。
  5. The achievements are as follows : 1 ) the system model based on the whole course in of erp project theory have been put forward, erp ' s project are divided into three stages in this model, evaluation is divided into four parts, and the indexes that should been evaluated at each stages and relationship among these stages has been described systematically ; 2 ) at proposed stage, according to the characteristic of erp project, feasibility analysis should been carried out from seven respects such as managing foundation technological foundation, the fund foundation, personnel foundations, basic data, understanding and demand to erp and goal of the enterprise ; 3 ) in selecting software, 18 indexes and three factors have been put forward including system quality of the software, the fact relating to the software supplier serves, and the fact relating to enterprise, then use ahp to evaluate ; 4 ) in project implementation the evalution flow model on the basis of implementing and the index system have been proposed. the index system include 14 indexes and three respects respect which are control of the goal and plan, quality of the system use, and quality of information. 5 ) performance measurement of erp project is proposed in four respects of balanced scorecard. and according to the characteristic of erp project performance, the result of measurement should been calculated with fuzzy mathematics, then a satisfaction index can be drawn

    主要成果表現在： 1 ）在評價erp項目評價理論基礎方面提出了基於全過程erp項目的評價體系模型，在此模型中將erp項目實施分為三個階段，評價分為四個部分，並系統論述了各個階段應該評價的指標，以及各個階段的相互關系； 2 ）在項目可行性分析部分，根據erp項目的特點提出了從七個方面分別是：管理基礎、技術基礎、資金基礎、人員基礎、基礎數據、對erp的認識與需求，和企業的目標對erp項目進行可行性分析； 3 ）在軟體選型部分，提出了軟體系統質量因素、與軟體供應商服務有關的因素、和與企業有關因素三個方面18個指標的評價體系，並用層次分析法進行評價； 4 ）在項目實施階段，提出了基於實施過程的評價流程模型，同時提出了評價指標體系從計劃，目標的控制、系統使用質量、和信息質量三個方面14項指標來評價實施過程； 5 ）在項目績效評價部分，提出以平衡記分法的四個方面評價erp項目的績效，建立了bsc - erp評價模型，並根據erp項目績效的特點提出了用模糊數學對評價結果進行計算，得出一個滿意程度指標。
  6. After analyzing the drive factor to these risks, we can adopt the demand for defining enterprises rationally, carry on the correct assessment measure to the software system and system supplier through certain standard, to reduce the software risks of enterprises ; through trying attention and support, perfect business procedure of enterprise work, and perfect basic management of enterprise of leader, to make the change risk of the project reduce ; through taking and making effective implementation plan, strengthen control over project change, enhancement the control of cost and lead into project manage the measures, to reduce the project change risk that enterprises implement erp project ; through introducing management consulting, strengthens the project training and strengthens construct of the group, to reduce the human resources risk that enterprises implement erp project

    在經過對這些風險的驅動因素分析后，可以採取合理界定企業的需求，通過一定的標準對軟體系統以及系統供應商進行正確的評估措施，來降低企業的軟體風險；通過爭取領導的重視和支持、完善企業的業務流程工作、以及完善企業的基礎管理工作，使項目的變革風險降低；通過採取制定有效的實施計劃、加強對項目變更的管理、加強對實施成本的控制以及引入項目監理制度等措施，降低企業實施erp項目的項目變更風險；通過引入管理咨詢、加強項目培訓工作以及加強實施團隊的假設，降低企業實施erp項目的人力資源風險。
  7. Erp is one possible form of traffic management provided that : there is an alternative route bypassing the charging zone for those cars not destined for central otherwise it would be unfair to charge through traffic ; and there is community support for its implementation

    電子道路收費是其中一項可行的交通管理措施，但a須為並非以中環為目的地的車輛提供替代路線，以便繞過收費區否則向途經的車輛收費實不公平以及b實施計劃須獲市民支持。
  8. Use the relevant background information to put together a project charter

    運用相關背景資料編制項目實施進度計劃表
  9. 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
  10. To issue, timely in accordance with the project master schedule, the purchasing requisition and technical requirements

    根據主項目實施計劃及時簽發采購申請及技術要求。
  11. To cover the shortages as 1ow flexibi l ity, long imp l einc ' n [ tcrfn, di fficult commercial ization, an agv master contro1 system thdt ckln be appl ied in varies condit ion is establ ished adopt ing ( ) hjccl - - ( ) ri en [ l. ( l technoiogy after studying the software frameworks and agv systems ( ) 1 " ( ) t hur company. main achievements in this thesi s are as fo1l ows f ( l ) a tota1 solut ion framework is put forward based on s ( ) l ' twtlre p1 i1t f ' ( ) rm prl nc ipl e. thi s frame, which involves perf ( ) rm platform and develop p l ilt i ' ( ) rm, supr ) orts system 1ayout, s imu1ate, control and diagnose

    針對agv地面系統應用的復雜性，以往對具體應用項目進行設計的方法，存在系統適用性不強，項目實施周期長，很難形成產品化等問題，為此，本文通過對國內外軟體體系結構及進口引進agv系統的研究，充分利用面向對象技術，建立了一個能滿足各種應用要求的agv地面系統，取得主要研究成果有： （ 1 ）提出了建立在軟體平臺思想上，將系統按運行平臺和開發平臺劃分，支持agv系統規劃、模擬、控制和診斷集成的agv整體解決方案的體系結構，以滿足各種agv系統應用需求。
  12. Requiring contractors to submit and implement a project safety plan for all sites

    規定所有工地承建商提交及實施項目安全計劃。
  13. In order to make information of the planning implementing, tracing and adjusting on project management on the internet, and according to this structure reflects the feature that a project is usually divided into the task units for distributing and implementing, the database design in this thesis is consisted of project group, detailed projects, project tasks, project resources ( including substance and people ), task distribution, time, units and indentifiers. the software system of project management on the internet includes three pages. they are project building, project managing and project member working

    為了將項目管理中的項目計劃、項目實施、項目實施跟蹤、項目調整環節的信息信息化、網路化，軟體系統針對在項目管理中，將項目細化為任務單元分配實施的特點，按項目群、具體項目、項目任務、項目資源（包含物質資源及人力資源） 、任務分配，以及時間、單位衡量信息、標識信息的層次關系構建了軟體系統的數據庫信息結構。
  14. ( 2 ). wbs is an important basis in project management and a necessary clue of activity chain. taking the aim and function of the srttep plan as a starting point in consideration, with the introduction of the prearranging ideas such as concept design, detailed design and rolling design, the thesis puts forward project working structure resolving method based on wbs three - class model, thus realizing the working structure resolution by using gradually - deepened gradation model and laying foundation on better plan, staff disposition and budget plan

    （ 2 ）項目工作結構分解（ wbs ）是項目管理的重要依據和活動鏈接的必要線索，本文從川塔施建工程項目工作計劃的目的和作用出發，引入概念設計、詳細設計、滾動設計的事前規劃思想，提出了基於wbs三級模型的項目工作結構劃分方法，利用逐級深入的層次模型實現項目的工作結構分解，為項目進一步的進度計劃、人員分配、預算計劃奠定了堅實的基礎。
  15. Combined the last achievements in supply chain integration research with the current situation of some domestic enterprises, this paper took up the following questions, including the great importance to integrate supply chain in contemporary enterprises, the structure model of supply chain, the complication and undefined factors in supply chain and the information technology support system of integrated supply chain, according to the demands of supply chain, the paper resolved questions from two aspects, in theory, discussed the integration theory among sell and stock, product disposition, bom and designed a workable integrated supply chain system, in practical, according to th e implementation of erp in yunriei power co., ltd, developed a order form management system supported by windows nt 4. 0 and oracle8 05, in it, advanced a plan to solve the integration problems among sell, detailed list of goods, stock, production, plan, account receivable and other models, completed the integration among systems with database, accomplished the supply chain integration in cims, and what is more, had made valuable contributions to enterprises which are using supply chain management system

    本文結合當前供應鏈集成方面的最新研究成果和國內企業的實際現狀，論述了供應鏈集成在現代企業中的重要性，探討了供應鏈的構成模型；分析了供應鏈結構的復雜性和不確定性；分析了集成化供應鏈的信息技術支撐體系；根據供應鏈的需求關系，從理論上論述了銷售與庫存、產品配置和bom的集成原理；從理論上構建了一個可行的集成化供應鏈管理系統；並且以雲內動力股份有限公司erp項目實施的實際情況為背景，開發了一個以windowsnt4 . 0和oracle8 . 05數據庫為支撐的供應鏈管理系統。提出了解決銷售、物料清單、庫存、生產、計劃、應收等各模塊之間的集成方案，完成了在數據庫上實現各應用系統間的集成工作，從而實現了cims中供應鏈的集成。為企業應用供應鏈管理系統作了有益的嘗試。
  16. For the it construction of the new system on the banking cards, three keystones has been emphasized, on the one hand, pay attention to the construction of the framework to form the decentralized - matrix organizational management frame. on the other hand, under the precondition of affirming the overall objective, draw up the subentry goals and ascertain the keys of the realization of the goals reasonably and effectively. and then allocate the bank resources and human resources logically and potently

    在銀行卡新系統it建設的項目上，一是注重組織構架的建設，形成四個層次的分權矩陣式的組織管理框架；二是在明確發卡總體目標實現的前提下，合理有效的制定分項實施計劃目標，設置目標實現的關鍵點；三是合理有效的分配系統資源和人力資源。
  17. Article 23 a project principal shall organize and implement the research work in light of the project scheme, make original records on the implementation of the funded project, and submit an annual progress report concerning the project to the fund management organ

    第二十三條項目負責人應當按照項目計劃書組織開展研究工作，作好基金資助項目實施情況的原始記錄，通過依託單位向基金管理機構提交項目年度進展報告。
  18. It is indicated that possible obstacles and mistakes exist in practicing project management process rebuilding. the principle, strategy, preparation, guarantee, schedule, action plan and steps applied in practicing software process improvement and rebuilding are investigated. a reference solution is suggested finally

    在應用里程碑管理框架對軟體項目管理過程進行改造時，可能會遇到阻力或進入誤區，因此本文又針對這些問題，對過程改造的原則、策略、準備工作、保障措施、實施計劃、日程安排和實施步驟進行了探討，為企業實施軟體項目管理過程改造提供了一個參考方案。
  19. Responsible for the evaluation, planning, and execution of project including reviewing and implementing project financial, technical and operational requirements

    負責評估項目價格，指定項目實施計劃，執行期負責項目的定期回顧，商務配合提醒，技術選型與需求指定。
  20. In the aspect of cases, i try to discuss them from reorganization of procedure of its business, enforcing plans, performing tactics, quality administration and the danger control of erp

    在案例部分，從企業業務流程重組、 erp項目實施計劃、 erp系統實施策略、 erp項目管理及質量管理、 erp項目風險控制等方面進行論述。
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