是一种有效的项目进度管理工具。
It is an effective tool for project schedule management tool.
项目进度管理成了至关重要的环节。
Therefore, project Schedule Management is the key role in every project.
项目进度管理对项目的成功与否起着关键的作用。
The project schedule management plays a key role in the success of a project.
项目进度管理。
资源约束项目调度问题是项目进度管理中的典型问题。
Resource-constrained project scheduling problem is a typical issue in project scheduling management.
因而合理地进行项目进度管理是项目管理中的一项重要内容。
So scheduling management is a very important task in project management.
TOC理论在项目进度管理中的运用被称为关键链技术CCM。
TOC's application in process management is intituled as CCM(Critical chain method).
亟待开发一种科学、可行的项目进度管理方法，以保证项目进度计划的实现。
So we need to focus on a new and systematic method to guarantee the in-time completion of the projects.
该方法的运用能够提高项目进度管理精度，保证项目在可接受的进度偏差范围内完成。
The application of the method can help improve the accuracy of project scheduling management, ensure project completion within the acceptable deviation.
论文通过实例说明了该模型可以有效地缩短项目周期，为项目进度管理提供了新的思路。
By cases, this paper explains that this model can effectively shorten the project cycle and provide project schedule management with new thinkings.
挣得值分析法作为现代项目管理的一种管理方法，在项目进度管理和费用管理中具有重要作用。
As a management way in modern project management, the method of earned value analysis plays an important role in time management and cost management.
研究了软件工程项目计划管理、项目进度管理、成本控制技术在中小软件开发企业中如何应用。
How to apply plan management, process management, control of cost of software engineering are studied in the middle and small software development enterprises.
论文的最后部分，讲述了项目成本管理与项目人力资源管理、项目进度管理、项目沟通管理之前的关系。
The last part of the thesis introduced the relationships between the project cost management, project human resources management, project process management and project communication management.
首先，本文描述了项目进度管理的作用，以及江河公司Y BK- 2000项目加强进度管理的必要性。
First, this article described the project progress management function, as well as rivers and streams company YBK-2000 project enhancement progress management necessity.
由于模糊系统可以作为任何非线性系统的万能逼近器，所以本文假定模糊控制可以应用到项目进度管理系统中。
This thesis makes the hypothesis that fuzzy control can also be applied to project scheduling management on the basis of fuzzy system being any nonlinear system's omnipotent simulator.
缓冲区设置是关键链法在项目进度管理领域的一个技术突破，通过缓冲区对项目进度进行监控具有实际应用意义。
Buffer sizing is the breakthrough of critical chain in the area of project schedule management, and it makes a practical application on monitoring project.
他们不能提出正确的问题来估计项目进度，并且他们也不能提供适当的管理指导。
They do not ask the right questions to gauge project progress, and they are ill-equipped to provide appropriate management guidance.
在缺陷位置被确定在Clearcase后，这个项目经理或者缺陷管理人员就可以在Clearcase运行报告来对进度、缺陷状况和发布进行控制。
After the defect fix has been checked into Clearcase, the project manager or defect manager can run reports in Clearquest to monitor the progress and status of defects and issues.
项目管理中需要管理三角约束：范围、进度、预算（有时人们把质量和/或资源也加到约束中）。
Projects manage the triple constraint; scope, schedule, and budget (Sometimes people throw quality and/or resources in there too).
在敏捷项目中，你仍然可以管理范围、进度和预算。
You can still manage scope schedule and budget on an agile project.
在管理这个项目的计划中，项目经理必须与这个项目的技术领导者一起合作，来评估工作的完成进度。
In managing the project plan, the project manager must work with the technical leads of the project to assign work, and to assess work completion.
而项目管理却不同，项目需要严密地管理范围、进度和预算，因为它们是结束项目的决定因素。
Contrasted with a project where scope, schedule and budget are tightly managed because they are what define the end of the project.
如果一个管理人的特许权是确保项目能按照所有范围交付，那么进度的下降就不能作为失败。
If a manager's charter is to ensure that a project delivers on all its scope, then a schedule slippage might not qualify as a failure.
首先，而且也是最重要的是，项目管理者需要教育指导委员会成员，如何来衡量进度：唯一的有效方法是看能够工作的软件而不是签订的文档。
First and foremost, project managers need to educate steering committee members about how to measure progress: The only meaningful way is to look at working software, not signed-off documents.
如果产生了可能能够危害到进度的问题，项目管理者可以预先进行在各个级别采取减小风险的措施。
If issues arise that might jeopardize the schedule, project management can proactively take steps to mitigate risk at every level.
在信封框架的这一层级上，项目经理和项目发起人一起来管理项目和产品的关系，并确保项目范围、进度和预算是受控的。
It is at this level that the project Manger works with the project sponsors to manage the project and product relationship and works to ensure that the project scope, schedule and budget are managed.
在信封框架的这一层级上，项目经理和项目发起人一起来管理项目和产品的关系，并确保项目范围、进度和预算是受控的。
It is at this level that the project Manger works with the project sponsors to manage the project and product relationship and works to ensure that the project scope, schedule and budget are managed.
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