项目管理英语参考答案.doc
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项目管理英语参考答案.doc
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Exerciseskey
Chapter1
Foundation
I.Decidewhetherthefollowingstatementsaretrue(T)orfalse(F)accordingtothepassage.
1.T2.F3.F4.T5.F
6.T7.F8.F9.F10.T
II.Professionaltermstranslation
stakeholderdeliverable
scopemanagementintegrationmanagement
projectmanagerschedulemanagement
projectlifecycleprojectmanagement
communicationsmanagementprocurementmanagement
III.Fillintheblanks
1.defining,planning,executing,closing
2.temporary,unique
3.execution.
4.defining,controlling
5.integration
6.deliverables
7.Project,Management,Body,Knowledge.
8.Time,cost,quality
9.customer,satisfaction
10.scope
IV.Matchthefollowingwordsorexpressionswiththeirmeanings
1.e2.d3.g4.h5.b6.i7.j8.c9.f10.a
V.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.
4——1——5——7——3——6——2
VI.Paragraphstranslation
1.项目存在于各种类型的人类事业中。
项目包含独特复杂的任务,这些任务可以创造新产品、设施、服务及事件结果;也可以从自然或人为灾难中产生大范围的机构变化或复苏及其他期望的变化或复苏。
项目通过几个生命周期阶段来表示在时间和进展方面的起点和终点。
人类所有的伟大创举,无论从建造大金字塔到治愈癌症,还是人类登月,都是从项目开始的。
2.项目管理已成为当今一个越来越重要的讨论话题,因为所有组织都在不断地实施新的业务流程、产品、服务或其他计划。
每当我们审视组织如何进行变革时,总会涉及到组织一组技术精湛的人员进行工作。
3.项目管理常常是项目经理人的职权和责任。
尽管项目经理人很少直接参与那些可以产出结果的活动,他有责任以降低整个失败风险的方式努力维持不同参与方间的进程及有效率的双向互动,并确保项目的成功。
从这个角度出发,组织需要更好地了解项目经理人的角色,它有别于技术经理的角色。
项目经理人承担着一个将整合者、沟通者及推进者集于一身的角色,这种角色的重要性可以等同或超过技术经理的角色。
VII.SentencesTranslation
1.Aprojectisaone-offjobundertakentoaccomplishaspecificanticipatedtargetthroughmulti-personcooperationwithinfixedtime,certainresourcesandanticipatedbudget
2.Projectmanagementisdefinedastheapplicationsofknowledge,skills,tools,techniquestoprojectactivitiestomeetorexceedstakeholders’requirementsandanticipationsfortheproject
3.TheAmericanStandishGrouphasstudiedmorethan8400ITprojects,whichindicatedthatonly16%oftheprojectssucceeded;50%neededremedying;and34%totallyfailed.
4.Withtheintegrationofglobaleconomy,andthechangingscienceandtechnology,projectmanagement,asaone-offcreativeactivity,hasbecomeoneofthevitaladministrationtoolsthatadapttotheneweconomy.
5.Theknowledgebodyofprojectmanagementisdividedintonineareas:
integrationmanagement,scopemanagement,timemanagement,costmanagement,qualitymanagement,humanresourcemanagement,communicationsmanagement,riskmanagement,andprocurementmanagement.
6.Projectscopemanagementconsistsofscopedefining,scopeplanningandscopeadjustment
7.Projectintegrationmanagementisacomprehensiveandoveralljobandprocesstoensureeachworkinorganiccoordinationforprojectmanagement.
8.Theninemajorknowledgeareasofprojectmanagementareinterrelated,complementary,promotiveandintegratedoneanother.
9.Projectmanagementisanintegrativeapplicationofprojectmanagementprocess,likestartup,plan,implementation,monitoringandcloseout.
10.Projectmanagementisanoptimizedadministrationmodel,andconcentratesoncomprehensivemanagementandtargetmanagementincomparisonwithtraditionaldivisionalmanagement.
VIII.Discussion
TopicOne:
Forexample,wecancompare“routinemanufactureofafactory”with“buildingaprocessplant”bydiscussionsoastofindoutthesimilaritiesanddifferencesbetweenthem.
TopicTwo:
1.definingstage:
whatarenecessarilyneedtobeconsideredatthisphase?
Includingspecifications,objectives,teams,andresponsibilities.
2.planningstage:
whattheprojectwillentail;whenitwillbescheduled;whomitwillbenefit;whatqualitylevelshouldbemaintained;whatthebudgetwillbe?
3.executingstage:
Thisstageincludesthreeactivities,andwhataretheyindetail?
4.closingstage:
Istheprojectonschedule,onbudget,andmeetingspecifications?
Whataretheforecastsofeachofthesemeasures?
Whatrevisionsorchangesarenecessary?
TopicThree:
Firstly,theroleofaPMisoneofintegrator,communicatorandfacilitator;itisequalormoreimportantthantheroleofatechnicalmanager.ThePMisalsoresponsiblefortheprojectandaccountabletotheprogrammanagerororganizationdirector.
Furthermore,aPMshouldbeequippedwithorganizationcompetencies,peoplecompetencies,personalcompetencies,high-performanceworkpractices,andsoftskills.
Chapter2
ProjectScheduleManagement
I.Decidewhetherthefollowingstatementsaretrue(T)orfalse(F)accordingtothepassage.
1.F2.F3.F4.T5.F6.F7.F8.F9.T10.T
II.Professionaltermstranslation
workbreakdownstructuredurationoptimization
criticalpathactivitysequencing
PERT=ProgramEvaluationandReviewTechniquenetworkdiagram
schedulecontrolworkpackage
ActivityonArrow(AOA)milestone
III.Fillintheblanks
1.Timeline,completion
2.WBS(workbreakdownstructure)
3.technical,arbitrary
4.Duration
5.milestone
6.Variance,analysis
7.arrows
8.optimistic,mostlikely,pessimistic
9.longest,zero
10.Gantt,CPM
Ⅳ.Matchthefollowingwordsorexpressionswiththeirmeanings
1.i2.j3.h4.a5.g6.d7.b8.c9.f10.e
V.Thefollowingsentencesaregiveninawrongorder.Reorganizethesesentencesintoacoherentparagraph.
1——5——4——6——2——7——3
VI.Paragraphstranslation
1.用来定义活动并确定工期及活动顺序的主要工具是工作分解结构。
项目管理知识体系将其定义为:
“工作分解结构是以可交付成果为导向的工作层级分解,它组织并定义了项目的全部范围。
每一下行层级表示对项目内容进行逐层细化说明。
项目内容可能为产品或服务”。
2.要牢记:
网络图表示要完成项目必须进行的活动。
网络图不是一场由初结点到末结点的计时赛。
为了完成项目,必须完成网络图中的每一个活动。
并不是工作分解结构中涉及的每个单一项目都要出现在网络工作图中,只有有依赖关系的活动才需如此,了解这一点也很重要。
然而,有些人喜欢有头有尾的里程碑事件,他们倾向于列出每一个活动,这纯属个人喜好。
对于有几百个活动的项目,如果网络图中只包含有那些具有依赖关系的活动,尤其在大型项目中,这样就会更简单些。
有时候,把汇总任务列在网络图中或者将项目分解为几个较小的网络图就足够了。
3.在大型复杂项目中互补运用甘特图和关键路径图,实为精明之举。
后者可有效处理一些活动、数据及相关活动间的依赖关系。
但是,关键路径图不善于用简单可视化的方式向项目成员展示下一两周内的工作活动。
甘特图可由此介入使用。
它可以从大小合适的关键路径图中提取一两周内的活动,并提交至相关人员,这就有助于形成清晰、实用和局部的短期展望计划。
管理人员仍有责任协调计划制定者间的交界问题。
VII.SentencesTranslation
1.Projectschedulemanagementconsistsofactivitydefinition,activitysequencing,activitydurationestimating,scheduleplanningandschedulecontrol.
2.Activitydefinitionisabouteachoftheindispensablespecificactivitiesinwhichprojectdeliverablestobecompletedareidentifiedanddefined,whileactivitysequencingistoidentifyanddefinethelogicalrelationshipordependencyrelationshipamongprojectactivities.
3.Theoutcomeofactivityresourcesestimatingistodeterminethetypesandquantitiesofresourcesusedineveryprojectactivity.
4.Theactivitydurationofcriticalpathdeterminesthecompletionperiodofproject,whichismadeupofthetotalityofallactivityduration.
5.TheWBSisalistforallactivitiesrequiredtoimplementtheproject,andabaseforscheduleplanning,personnelassignment,resourceallocationandbudgetplanning.
6.Projectsaremadeupofkindsofassignments,eachofwhichhasanearly/latestartdate,andanearly/latefinishdate.Iftheearlydateisequaltothelate,itisindicatedasacriticaltask.
7.Duration,costandqualityarethetopthreeobjectivesoftheproject,anddurationorscheduleisthemostessential.
8.Intheprocessofscheduletrackingofprojectmanagement,thewholeprojectscheduleisensuredaslongasthemilestoneeventsaresuretobecompletedontime.
9.Projectscheduleplanningistheleadingprogrammaticdocumenttocontrolprojectscheduleprocess,andabaseaswellasaguidancedocumentofotherprojectplans.
10.Projectschedulecontrollingdoesnotmeantopursuescheduleblindly,butseestotherequirementsofquality,safetyandeconomyatthesametime.
.VIII.Discussion
TopicOne:
Itcontains6stepsaltogether,eachofwhosefunctionshasbeenshowninFig2-1onPage26.
TopicTwo:
Networkdiagram,itisabeforehandcontrolmethod,andhelpssupervisorsatallleveltoknowtheworkingprocess,responsibilitiesandpriorities,however,itisnotappliedtoallplansandprojectstocontrolduetoitsrestrictioninapplicationfields.
1.Criticalpath,itprovidesgraphicaldisplayforprojectsandrelatedactivitiestoidentifypotentialextensionriskswithinthem,however,certainactivitiesareeasytoomitintheprocessofdraftingctricalpathasaresultofthousandsofactivitiesinvolvedatthesametime;furthermore,deviationoftenoccursduetotheprobabilitydistributionappliedinestimatingthetimingofeachactivity.
2.Ganttchart,itissimple,easytouseandunderstand,anddirectlyperceivedthroughthesenses,however,itcannotsystematicallyexpressthecomplicatedrelationshipamongprojectactivitieswithdifficultyinoptimizingcalculation,analysis,andplanthroughquantitativemethods.
TopicThree:
Therearethreewaysofopitimizationasfollows:
1.Durationoptimization,itmakesthedraftmoreaccurate,realistic,effective,and
efficientbymeansofattackingproblems
2.Costoptimization,ithelpstofindthemosteconomicalwaytorealizeduration
compression.
3.Resourceoptimization,itfacilitatesthescheduledworkdonewithinresourcelimits
Chapter3
ProjectCostManagement
I.DecidewhetherthefollowingstatementsaretrueTorfalseFaccordingtothepassage.
1.F2.T3.F4.T5.T6.F7.T8.F9.F10.F
II.Professionaltermstranslation
ContingencyfundManagementreserve
CostestimateDefinitiveestimate
CostbaselineCostoverrun
CostbudgetingEarnedvaluemanagement
AnalogousestimatingCostcontrolling
III.Fillintheblanks
1.estimating,budgeting,control
2.fixed
3.Definitive
4.achieved,planned
5.baseline
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