PGMP-00基础单词(1-25)
| NO | 单词 | 说明 | 梳理 |
| 1 | Benefit | An outcome of actions, behaviors, products, or services that provide utility to the sponsoring organization as well as to the program’s intended beneficiaries | utility provide utility sponsor sponsoring organization intended beneficiaries |
| 收益 | 作为某项行动或行为、产品或服务的产出,为项目集的发起组织或相关受益方带来价值 | 效用 提供实用性 赞助商 赞助组织/发起组织 预期受益者 | |
| 2 | Benefits Management Plan | The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a program | |
| 收益管理计划 | 定义如何创造、最大化和维持收益的一些列过程的一套文档 | ||
| 3 | Benefits Sustainment | Ongoing maintenance activities performed beyond the end of the program by receiving organizations to assure continued generation of the improvements and outcomes delivered by the program. | |
| 收益维持 | 为确保项目集成果或改进的持续产生，而由项目集收益接收方在项目集结束后实施的一系列持续性的维护活动 | ||
| 4 | Business Case | A documented economic feasibility study used to establish validity | 1.economic feasibility 2.establish validity |
| of the benefits to be delivered by a program | 1.经济可行性 2.确认可行性 | ||
| 商业论证 | 验证项目集交付收益经济价值的可行性研究文档 | ||
| 5 | Components | Individual projects and non-project work activities grouped together to make up a program | |
| 组件 | 若干组成项目集的一组项目或者非项目工作 | ||
| 6 | Constraint | A limiting factor that affects the execution of a project, program, portfolio, or process. | |
| 制约 | 影响过程或工作（项目、项目集、项目组合）执行的限制因素 | ||
| 7 | Enterprise Environmental Factors | Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio | not under the immediate control of the team |
| 事业环境因素 | 一系列不受团队控制但会影响、制约或指导项目、项目集或项目组合的条件 | ||
| 8 | Executive Sponsor | A senior executive in an agency, organization, or corporation responsible for the success of an authorized program activity | |
| 执行发起人 | 组织机构或企业内对项目集活动的成功负有责任的高级管理人员。 | ||
| 9 | Governance Board | A review and decision-making body responsible for approving and supporting recommendations made by the program(s) under its authority, and for monitoring and managing the progress of such program(s) in achieving the stated goals. | Governance Board. |
| 治理委员会 | 批准和支持项目集建议、监控和管理项目集进展的评估和决策机构 | ||
| 10 | Governance Management | the program management function that provides a robust, repeatable, decision-making framework to control capital investments within an agency, organization, or corporation. | robust |
| 治理管理 | 项目集管理职能的一部分，包含稳定的、可重复的决策机制，帮助控制组织机构和企业内的投资 | 稳定的/强健的坚固的强劲的耐用的 | |
| 11 | Performance Domain | A grouping of tasks and competencies, measurable against accepted standards that represent 100% of the knowledge elements and activities carried out by an individual to address a specific program management area of concentration. | 1.measurable 2.specific program 3.area of concentration |
| 绩效域 | 可衡量的一系列具体项目集管理关注领域内的工作或能力的集合 | 1.可衡量 2.定程序,具体程序,专用程序,特殊程序,特定方案 3.集中区; 中心领域; 群集区域 | |
| 12 | Performing Organization | An enterprise whose personnel are the most directly involved in doing the work of the project or program. | |
| 执行组织 | 其成员最直接参与项目或项目集工作的企业 | ||
| 13 | Phase-Gate Reviews | A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program. | |
| 阶段关口评审 | 项目或项目集阶段终点所做的一个评估，评估的结果是做出是否进入下一阶段的决策（进入下一阶段、调整后进入下一阶段或直接结束目或项目集） | ||
| 14 | Portfolio | Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. | |
| 项目组合 | 为达到组织战略目标而集中管理的一组包含项目、项目集、子项目组合或运营工作的集合 | ||
| 15 | Portfolio Management | The centralized management of one or more portfolios to achieve strategic objectives. | centralized |
| 项目组合管理 | 为达到组织战略目标而对已个或多个项目组合所实行的集中管理 | 集中 | |
| 16 | Procurement Management Plan | A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization. | Procurement |
| 采购管理计划 | 项目或项目集整体管理计划的组成部分，描述了执行团队如何从外部组织获得产品或服务 | 采购 | |
| 17 | Program | A group of related projects, subprograms, and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually. | |
| 项目集 | 通过协调管理能获取额外收益的一组彼此关联的项目、子项目集和项目集活动 | ||
| 18 | Program Activities | Tasks and work performed within a program. | |
| 项目集活动 | 项目集内开展的一系列任务与工作 | ||
| 19 | Program Benefits Delivery | Work performed during the execution of a program that produces the expected benefits as defined in the benefits realization plan | |
| 项目集收益交付 | 项目集执行过程中开展的能产出收益实现计划中定义的期望收益的一系列工作 | ||
| 20 | Program Charter | A document defining the scope and purpose of a proposed program presented to governance to obtain approval, funding, and authorization | proposed |
| 项目集章程 | 呈交于组织决策层以获得项目集批准、投资和授权的文档，该文档包含了项目集的范围与目的 | 提出 | |
| 21 | Program Closure | Program activities necessary to transition program benefits to sustainment and to retire and disposition program resources | to retire and disposition |
| 项目集收尾 | 移交项目集收益和释放项目集资源的项目集活动 | 退休和处置 | |
| 22 | Program Communications Management | Activities necessary for the timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of program information. | |
| 项目集沟通管理 | 及时和正确地产生、收集、发布、存储、回收和最终安排项目集信息的一系列项目集活动 | ||
| 23 | Program Definition | A documented explanation of the boundaries, scope, objectives, and benefits that will be achieved through the conduct of a proposed program | 1.boundaries 2.a proposed program |
| 项目集定义 | 一份包含项目集工作界限、范围和目标以及潜在收益的说明性文档 | 1.边界2.拟议的计划 | |
| 24 | Program Financial Framework | A high-level initial plan for coordinating available funding, determining constraints, and determining how funding is allocated | high-level |
| 项目集财务框架 | 关于如何协调资金、并决定资金限制和分配的宏观计划 | 宏观 | |
| 25 | Program Financial Management | Activities related to identifying the program’s financial sources and resources, integrating the budgets of the program components, developing the overall budget for the program, and controlling costs through the life cycles of both the components and the program | integrating |
| 项目集财务管理 | 一系列与识别项目集资金来源、汇总项目集组件预算、编制项目集整体预算、控制项目集成本相关的项目集活动 | 汇总 |