项目信息是航天工程项目计划与控制的基础。
The information is the foundation of projects'planning and controlling.
讲授《项目计划与控制》及《组织化项目管理》。
Teaching course: Project Planning and Operational Control and Organisational Project Management.
因此，管理者必须找到一种方法，把项目组合管理与现有的项目计划与控制的方法有机的结合起来。
Managers must therefore find ways to integrate project portfolio management with existing project planning and control methods.
当管理层了解了预计的对实际的易变率时，就能够评估与计划的差异，并且设法控制正要脱离控制的项目。
When management has an understanding of predicted versus actual volatility, it is able to assess variance from plan and take steps to rein in projects that are heading out of control.
这一过程的结果使项目管理计划通过整体变更控制过程得以更新与修改。
This process results in a project management plan that is updated and revised through the Integrated Change Control process.
而项目的计划与控制是这种基于项目的虚拟企业中的最重要的一部分。
Planning and controlling a project are the most important aspects to operate a project-based virtual enterprise.
同时，对项目的计划与进度控制过程中所使用的具体方法进行了研究，诸如swot分析、SWART原则、WBS分解等。
Meanwhile it also studied the feasible tools and methods used in project plan and schedule control, such as SWOT analysis, SWART principle, WBS etc.
如何在多企业协作环境下进行有效的协同项目成本计划与控制，是许多研究者和管理者重点关注的问题。
Many researcher and manager focus on how to plan and control the cost of projects effectively in a multi-enterprise cooperating environment.
推动项目管理标准化和有效监督项目团队的项目计划管理、成本控制、与档案建设和维护等事项。
Ability to standardize and supervise project planning, cost control, project management and documentation carry out be project Managers.
在单件、小批生产类型企业中，由于其产品具有一次性、技术含量高、重复率低、难以计划与控制等特点，因此通常采用项目管理方式组织生产。
Single-item or small batch production enterprises usually adopt project management method to organize production, because their products are very difficult to be planned and controlled.
介绍我国现行管理体制下如何利用网络计划与控制技术进行大型工业项目建设的管理。
How to use network planning and controlling techniques to manage the construction of large size industrial projects under the present management system in China is introduced in this paper.
通过分析专业实际进度与专业计划进度的差距，结合实际找到适合本项目特点的进度控制方法。
By analyzing the difference of the actual schedule and plan, combined to the actual cases, found the schedule control methods which fit for the characteristics of this project.
本程序是对CHRP-PC-PP-0001对承包商项目控制要求程序中的计划与进度作进一步定义及补充。
This procedure further defines and supplements the Planning and Scheduling requirements found in Procedure No. CHRP-PC-PP-0001, Project Controls Requirements for Contractors.
项目成本管理包括与成本计划、成本估算、成本预算、成本控制相关的过程，用以确保项目能在核准预算内完成。
Project cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
计划与进度控制、成本控制、质量控制和安全控制是工程项目管理的重要组成部分。
Plan and schedule control, cost control, quality control and safety control are important parts of project management.
同时，对项目的计划与进度控制过程中所使用的具体方法进行了研究，诸如swot分析、SWART原则、WBS分解等。
Meanwhile it also studied the feasible tools and methods used in project plan and schedule control, such as SWOT analysis, SWART principle, WBS etc. in this paper.
项目训练的内容包括项目训划、项目组织、项目控制、生产计划与控制、成本计算与分析等。
Project planning, project management, project control, project presentation, quality control and the cost accounting are all covered in the essay.
在这个案例中运用多个项目管理方法和工具，重点在于项目管理中计划与控制方法在农业项目中的具体运用情况。
Utilizes many project management method and the tool in this case, lies in the project management plan and the control method with emphasis in the agricultural project concrete utilization situation.
摘要：介绍ap1000三门项目首次倒送电的整体进度控制过程，并针对现场执行过程中执行计划与基准计划的偏差进行分析。
ABSTRACT: This paper introduced the progress control process of initial energization in AP1000 Sanmen Project, and provided the analysis direct at schedule variance appeared.
能有效地组建项目组，推动项目的品质、质量及完成的目标，有效控制计划与进度；
Can effectively set up the project team, and promote the quality of projects, quality and objective, the effective control of plans and progress;
计划组岗位在生产期间承担信息交换中心的角色，通过预设的沟通流程与控制组及其它项目攸关方保持信息的交换。
The Planning Group is the communication centre during the production, through pre-set communication procedure with Control Group and other stakeholders.
论述该项目在实施过程中，是如何按照风险标识、风险分析、风险应对计划、风险监督与控制等步骤进行风险管理的。
It was showed the process that the project group put the risk analysis andmanagement into practice according to the procedure of risk identify, risk analysis, risk resolve plan, risk sup…
论述该项目在实施过程中，是如何按照风险标识、风险分析、风险应对计划、风险监督与控制等步骤进行风险管理的。
It was showed the process that the project group put the risk analysis andmanagement into practice according to the procedure of risk identify, risk analysis, risk resolve plan, risk sup…
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