1、 中文 5030 字 本科毕业论文 外文文献及译文 文献、资料题目： A Guide to the Project Management Body of Knowledge-Introduction 文献、资料来源： 著作 文献、资料发表（出版）日期： 2000 年 院 （部）： 管理工程学院 专 业： 工程管理 班 级： 管本 042 姓 名： 学 号： 指导教师： 翻译日期： 2008.6.15 - 1 - 外文文献： A Guide to the Project Management Body of Knowledge Introduction The Project Managemen
2、t Body of Knowledge (PMBOK) is an inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The full proj
3、ect management body of knowledge includes knowledge of proven traditional practices that are widely applied, as well as knowledge of innovative and advanced practices that have seen more limited use, and includes both published and unpublished material. This chapter defines and explains several key
4、terms and provides an overview of the rest of the document. It includes the following major sections: 1.1 Purpose of This Guide 1.2 What Is a Project? 1.3 What Is Project Management? 1.4 Relationship to Other Management Disciplines 1.5 Related Endeavors 1.1 PURPOSE OF THIS GUIDE Project management i
5、s an emerging profession. The primary purpose of this document is to identify and describe that subset of the PMBOK that is generally accepted. Generally accepted means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus
6、 about their value and usefulness. Generally accepted does not mean that the knowledge and practices described are or should be applied uniformly on all projects； the project management teams always responsible for determining what is appropriate for any given project. This document is also intended
7、 to provide a common lexicon within the profession and practice for talking and writing about project management. Project management is a relatively young profession, and while there is substantial commonality around what is done, there is relatively little commonality in the terms used. - 2 - This
8、document provides a basic reference for anyone interested in the profession of project management. This includes, but is not limited to: Senior executives. Managers of project managers. Project managers and other project team members. Project customers and other project stakeholders. Functional mana
9、gers with employees assigned to project teams. Educators teaching project management and related subjects. Consultants and other specialists in project management and related fields. Trainers developing project management educational programs. As a basic reference, this document is neither comprehen
10、sive nor all inclusive. Appendix E discusses application area extensions while Appendix F lists sources of further information on project management. This document is also used by the Project Management Institute as a basic reference about project management knowledge and practices for its professio
11、nal development programs including: Certification of Project Management Professionals (PMP). Accreditation of educational programs in project management. 1.2 WHAT IS A PROJECT? Organizations perform work. Work generally involves either operations or projects, although the two may overlap. Operations
12、 and projects share many characteristics； for example, they are: Performed by people. Constrained by limited resources. Planned, executed, and controlled. Projects are often implemented as a means of achieving an organizations strategic plan. Operations and projects differ primarily in that operatio
13、ns are ongoing and repetitive while projects are temporary and unique. A project can thus be defined in terms of its distinctive characteristicsa project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all other products
