This standard specifies the basic vocabulary for the theory and application of project management. This standard is applicable to various projects with different complexity, size, duration and environment. GB/T 23691-2009 Project Management Terminology GB/T23691-2009 Standard download decompression password: www.bzxz.net
This standard specifies the basic vocabulary for the theory and application of project management. This standard is applicable to various projects with different complexity, size, duration and environment.
This standard is proposed by the China Association for Standardization.
This standard is under the jurisdiction of the National Technical Committee for Project Management Standardization. This standard
was drafted by: Shanghai Institute of Standardization, Beijing Modern Excellence Management Technology Exchange Center, China Association for Standardization.
The main drafters of this standard.

Preface III
Introduction IV
1 Scope 1
2 Terminology 1
2.1 Basic terminology 1
2.2 Terms relating to overall management 2
2.3 Terms relating to scope and scope management 3
2.4 Terms relating to organization 4
2.5 Terms relating to documentation 5
2.6 Terms relating to schedule and schedule management 7
2.7 Terms relating to communication 9
2.8 Terms relating to procurement 10
2.9 Terms relating to quality and quality management 10
2.10 Terms relating to cost control 11
2.11 Terms relating to risk 12
2.12 Terms relating to network analysis techniques 15
2.13 Terminology related to endings19
Chinese index20
English index23

ICS 01.040.03
National Standard of the People's Republic of China
GB/T23691——2009
Project Management
Project Manager--TechnologyPublished on 2009-05-06
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of ChinaStandardization Administration of China
2009-10-01Implementation
httn://foodmate.netForeword
1. Scope
2 Terminology
Basic terminology
Terms relating to integrated management
2.3 Terms relating to scope and scope management
2.4 Terms relating to the organization
Terms relating to documents
2.6 Terms related to schedule and schedule management
Terms related to Taotong
2.8 Terms related to procurement
2.9 Terms related to quality and quality management…Terms related to cost control
Terms related to risk.
Terms related to network analysis technology
Terms related to closing
Chinese index
English index
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GB/T23691—2009
httn://foodmate.net This standard is proposed by the China Standardization Association. Foreword
This standard is under the jurisdiction of the National Project Management Standardization Technical Committee. GB/T23691—2009
This standard was drafted by: Shanghai Standardization Research Institute, Beijing Modern Excellence Management Technology Exchange Center, China Standardization Association. The main drafters of this standard are: Yang Jieming, Ma Na, Wang Xiaoyan, Yan Shaoqing, Yang Lei, Wang Yong, Liu Fuheng, Xu Xinzhong, Liang Songbo, Zhang, Wang Hanming, Liu Ming, Hou Lanxi.
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GB/T 23691—2009
Terminology standardization is the basis of standardization activities. This standard gives the main professional terms used in project management activities and describes the main related concepts of project management.
1 Scope
Project management
This standard specifies the basic vocabulary in the theory and application of project management work. GB/T 23691—2009
This standard is applicable to various projects with different complexity, different scales, different cycles and different environments. 2 TerminologyWww.bzxZ.net
2.1 Basic Terminology
projectproject
a process of endeavor with a start and end time to create a unique product or provide a unique service2.1.2
subproject
a smaller, manageable part of a project consisting of related activities (2.12.1)2.1.3
subprojectgroup
1program
a group of related projects that require coordinated management to achieve the same objectives2.1.4
project managementprojectmanagement
the coordinated activities of planning, organizing, implementing, monitoring, and controlling projects to achieve their stated objectives2.1. 5
Project lifecycleprojectlifecycle
A complete set of project phases (2.3.9) that are connected by logical relationships (2.12.20) and performed in sequence, from the beginning to the end of the project
Project integration managementprojectintegrationmanagementThe part of project management (2.1.4) that is dedicated to coordinating the various items required for the project to ensure the achievement of project objectivesNote: Usually consists of initiation<2.2.4), project plan determination (2.2.5), project plan implementation, integrated change control and administrative closure (2.13.3). 2.1.7
Project scope managementproject scopomanagementThe part of project management (2.1.4) that is dedicated to ensuring that only the required work of the project is completed: Usually consists of scope planning (2.3.5), scope definition (2.3.8), scope verification, and scope change control (2.3.4). 2.1.8
Project time managementProject time managementPart of project management (2.1.4), dedicated to ensuring that the project is completed on timeNote: Usually consists of activity definition (2.12.8), activity sequencing (2.12.10), activity duration estimation, project schedule development, and schedule control (2.6.1).
projectcostmanagement
Project cost management
Part of project management (2.1.4), dedicated to ensuring that the project is completed within the approved budgetNote: Usually consists of resource planning (2.10.17), cost estimation (2.10.6), cost budget, and cost control (2.10.7). 1
GB/T 23691--2009
Project quality managementprojectqualitymanagementPart of project management (2.1.4), committed to ensuring that the project meets the promised requirements Note: Usually consists of quality planning (2.9.2), quality assurance (2.9.1), quantity control (2.9.3), quality improvement (2.9.4), etc. 2.1.11
Project human resource managementPart of project management (2.1.4), dedicated to the most effective management of the people involved in the project. Note: Usually composed of organizational planning (2.4.1), recruitment, construction (2.4.113), etc. 2.1.12
Project communication managementPart of project management (2.1.4). Note: Usually composed of communication planning (2.1.4). 2.1.13
Project risk managementPart of project management (2.1.4). n
Project management (2.1.4
Note: Risk management usually ensures that project information is generated, collected and distributed in a timely and appropriate manner, stored and ultimately disposed of (2.7.2) and performance reporting (2.7.3) and other parts of the structure, leading to planning (2.11.9)
and risk monitoring and control 2.1. 14
Project Procurement Management
Project Management (2.
Note: Usually consists of procurement
jectprocure
part, leading
.8.1), inquiry rules
Project Portfolio Poafo
To achieve strategic goals?
Project Portfolio (2
Carry out related
Project Group
Project Portfolio Management
To achieve strategic goals, a
8), risk
) and other parts,
Execute the organization's external acquisition Delivery
14), total risk (2.11, 15), risk impact (2.3.1 required products and services
procurement contract collection and other parts.
Project group management (2.3) and other work.
Relying on or having a connection
unified and centralized management of a project portfolio, including the relationship between the project classification, determination of priorities, approval, arrangement and control of projects (2.1.1) and the relationship between the bureau bank (2.1.3) and other work 2.2 Terms related to integrated management
assumptions
In the process of project planning (2.2.6), it is set as correct and true. Observations in the past 1; assumptions affect all aspects of project planning and are part of the gradual improvement of the project. In the past 2; assumptions usually involve a certain degree of risk. 2.2.2
Value engineeringvalue engineering
A creative approach to optimizing life cycle, saving time, increasing profits, improving quality, expanding market share, solving problems and prioritizing the use of resources
Constraint
Any limiting factor that affects project implementation2
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Initiations
Approval of a project or phase
Project plan developmentThe activity of adjusting and integrating all project plans (2.5.2) into a consistent document2.2.6
Project planningprojeetplanning
Part of project management (2.1.6) devoted to the development and maintenance of project plans (2.5.2)2.2.7
monitoring
The activity of collecting, analyzing and reporting project performance against project plans (2.5.2)2. 2. 8
Integrated change controlintegratedchangecontrolThe activity of coordinating changes throughout the project2.2.9
Correctiveaction
Corrective action
Changes taken to bring future project performance into line with the established plan2.2.10
Baselinebaseline
The original plan for the approved project (2.1.1), work package (2.3.12) or activity (2.12.1)Note 1: During the project, the baseline will change with the various approved changes. GB/T 23691—2009
Note 2: "Baseline" is usually modified by a modifier, such as schedule baseline, scope baseline, cost baseline, and performance baseline (2.9.6). 2.3 Terms related to scope and scope management
Project scopeproject scope
All work that must be accomplished to deliver a product with specified characteristics and functionality 2.3.2
Product scopeproductscope
Describes the characteristics and functionality of the product or service
Scope changesubject
Any change to the project scope (2.3.1)
Note: A scope change may result in a change in the cost or efficiency of the project. 2.3.4
scope change control
Change control
Identify changes to the project scope (2.3.1) and implement those changes 2.3.5
Scope planning
Part of project scope management (2.1.7) that focuses on the progressively detailed description of the project work NOTE: Scope planning usually results in a document that includes the project's rationale, major deliverables (2.3, 10), and the project's objectives, and a scope statement (2.5.4). 2.3.6
Level of effort
A measure of supporting activities that are difficult to measure with definite outcomes NOTE: Level of effort usually develops at a rate over a period of time, with the rate of development determined by the activities being performed. 3
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GB/T 23691-2009
scope verification
Formal approval of the project scope (2.3.1)
scope definition
The breakdown of major deliverables or results (2.3.10) into smaller, more manageable components for better control2.3.9
Project phase
A set of logically related project activities that usually ends with the completion of a major deliverable (2.3.10)2.3. 10
deliverable
Any measurable, tangible, and verifiable product, service, or result that must be delivered to complete the project (2.1.1) or part of it2.3.11
work breakdown structure structureThe project hierarchy structure obtained by organizing and defining the entire scope of work of the project according to the deliverables (2.3.10) of the project elements. Note: Each downward level means a more detailed and meticulous definition of the project work. 2.3.12
work packageworkpackage
The lowest level deliverable (2.3.10) in the work breakdown structure (2.3.11)Note 1: The level of each work package in the work breakdown structure may not be the same, which is determined by the branch in which it is located. Note 2: Work packages can be decomposed into activities (2.12.1) during implementation. 2. 3. t3
tasktask
The smallest unit of work used to complete a project (2.1.1) and to calculate project effort (2.3.14) 2. 3. 14
efforteffort
The number of units of effort required to complete an activity (2.12.1) or other project element. Usually measured in man-hours, man-days, or man-weeks. 2.3. 15
Account numbering system used to uniquely identify each element of the work breakdown structure (2.3.11) 2.4 Organizational terms
Organizational planning Part of project human resource management (2.1.11) that is dedicated to identifying, documenting, and assigning project roles, responsibilities, and reporting relationships 2.4.2
Organizational breakdown structure Organizational structure that links work packages (2.3.12) to organizational units 2.4.3
Responsibility assignnient matrix Organizational planning method that assigns project organizational structure according to the work breakdown structure (2.3.11) to ensure that each element within the project scope is assigned to a responsible person 2.4.4 Organizational terms organizationThe organization in which the people most directly involved in the project work are located2.4.5
Functional organizationfunctionalorganizationAn organizational structure in which people are grouped and graded according to their functions2.4.6
Projectized organizationprojectizedurganizationGB/T 23691—2009
An organizational structure in which the project manager (2.4.8) has complete authority to set work priorities and direct the work of project team members2. 4.7
Matrix organizationmatrix organizationAn organizational structure in which the functional manager (2.4.12) and the project manager (2.4.8) are jointly responsible for arranging and directing work from both the vertical and horizontal directions2.4.8
Project managerprject manager
A person who leads the project team and has the authority and responsibility to execute the project and achieve project goals through project management2. 4. 9
Project teamproject lcam
A collection of people organized to carry out a project or part of a project2.4.10
project management team
Project management team
A collection of people directly involved in project management activitiesNote: The project management team often needs the support of the project management office to coordinate and manage the project within its scope of authority. 2.4.11
team development
Developing the skills and capabilities of individuals and teams to improve project performance2.4.12
functional manager
Manager responsible for various activities in a specific departmental functional organization2.4.13
stakeholder
Individuals or organizations who actively participate in the project or whose vital interests may be positively or negatively affected by the implementation or completion of the project2.4.14
changecontrol board
Change control board
A formally established organization composed of project stakeholders (2.4.13) responsible for approving or rejecting changes to the project baseline. 2.5 Terminology of related documents
Project charterPrujcetclarter
A formally approved document issued by senior management that states the project mission. Note 1: The project charter includes the project's terms and conditions in terms of scope, quality, time, cost and resources. Note 2: The project manager (2.4.8) must be regularly consulted on the project process. 2.5.2
Project planprojeetplan
A formally approved document used to guide project implementation and control. Note: The project plan includes the approved project scope (2.3.1), cost and schedule baselines, etc. 5
GB/T 23691—2009
Exception reportexceplionrepurt
A document that records significant deviations from the project plan (2.5.2) 2. 5.4
Scope statementscopestatement
A document that provides a basis for making future project decisions or for building consensus on the project scope among project stakeholders (2.4.13)<2.3.1)
Note: As the project progresses, the scope statement may need to be revised or refined to reflect changes in the approved project scope. 2.5.5
statement of work
a narrative description of the products and services specified in the contract2.5.6
risk response plana document that lists the details of identified risks, including description, cause, probability of occurrence, impact on project objectives, proposed response measures, responsible persons, and current status
risk management plana document that determines how risks will be handled during project implementation2.5.8
checklist
a tool for risk identification (2.11,8) that includes a list of possible risks (2.11.1) in the project2.5.9
invitation for bidan invitation to prospective sellers to submit bids for the products or services to be provided2.5.10
request for quotationa formal document inviting submission of prices for specified products or services2.5.11
request for quotation proposal
Request for Proposal
Formal document requesting a prospective supplier (2.8.4) to propose a proposal for the product or service to be provided2.5. 12
cost plus fixed fee contract
cost plas fixed fee contractA contract whereby the buyer reimburses the supplier (2.8.4) for the supplier's permitted costs plus a fixed profit (cost)Note: the permitted costs are specified in the contract.
cost plus incentive fee contract
cost plus incentive fee contractA contract whereby the buyer reimburses the supplier (2.8.4) for the supplier's permitted costs plus a fixed profit (cost) if the supplier meets specified renewal criteria
Note: the permitted costs are specified in the contract.
fixed price contractfirmfixenpricecontractA contract whereby the buyer pays the supplier (2.8.4) a fixed amount regardless of changes in the supplier's costsNote: the amount is specified in the contract,
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