工程管理相关中英文翻译

工程管理相关中英文翻译内容摘要：

Overview A project life cycle is a collection of generally sequential project phases whose name and number are determined by the control needs of the anization or anizations involved in the project. A life cycle can be documented with a methodology. While every project has a definite start and a definite end, the specific deliverables and activities that take place in between will vary widely from project to project. The life cycle provides the basic framework for managing the project, regardless of the specific work involved. Characteristics of the Project Life Cycle Projects can vary in size and plexity from a simple project to a more elaborate and plex endeavor, such as designing and producing a new aircraft. No matter how large or small, simple or plex, all projects can be mapped to the following generic life cycle structure (see Figure 21): ? Starting the project, ? Organizing and preparing, ? Carrying out the project work, and ? Finishing the project. This generic life cycle structure is often referred to when municating with upper management or other entities less familiar with the details of the project. This highlevel view can provide a mon frame of reference for paring projectseven if they are dissimilar in nature. The generic life cycle structure generally consists of the following characteristics: ? Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close. The dashed line in Figure 21 illustrates this typical pattern. ? Figure 22 illustrates that the level of uncertainty and the risk of failing to achieve the ?project objectives are greatest at the start of the project. Uncertainty and overall project ?risk decrease over the life of the project. ?? Ability to influence the final characteristics of the project39。 s product, without significantly ?impacting cost, is highest at the start of the project and decreases as the project progresses ?towards pletion. Figure 22 illustrates the idea that the cost of changes and correcting ?errors typically increases substantially as the project approaches pletion. ?Figure 21. Typical Cost and Staffing Levels Across the Project Life Cycle Figure 22. Stakeholder Influence Over Time Within the context of the generic life cycle structure, a project manager may determine the need for more effective control over certain highlevel work deliverables. Large and plex projects in particular may require this additional level of control. In such instances, the work carried out to plete the project39。 s objective may benefit from being divided into phases. Relationship to a Product39。 s Life Cycle Product life cycle is a collection of generally sequential, nonoverlapping product phases whose name and number are determined by the manufacturing and control need of the anization. The last product life cycle phase for a product is generally the product39。 s retirement. Generally, a project life cycle is contained within one or more product life cycles. Care should be taken to distinguish the project life cycle from the product life cycle. All projects have a purpose or objective, but in those cases where the objective is a service or result, there may be no product life cycle involved. When the output of the project is related to a product, there are many possible relationships. For instance, the development of a new product could be a project on its own. Alternatively, an existing product might benefit from a project to add new functions or features, or a project might be created to develop a new model. Many facets of the product life cycle lend themselves to being run as small projects, for example: performing a feasibility study, conducting market research, running an advertising campaign, installing a product, holding focus groups, trialing a product in a test market, etc. In each of these examples the project life cycle would differ from the product life cycle. Since one product may have many projects associated with it, additional efficiencies may be gained by managing all related projects collectively. For instance, a number of separate projects may be related to the development of a new automobile. Each project may be distinct, but still contributes a key deliverable necessary to bring the automobile to market. Oversight of all projects by a higher authority could significantly increase the likelihood of success. Managing a group of projects in a coordinated way, to obtain benefits not available from managing them separately, is within the scope of program management. Project Phases Project phases are a collection of logically related project activities, usually culminating in the pletion of a major deliverable. Project phases are mainly pleted sequentially, but can overlap in some project situations. Phases ca。