Project Time Management项目时间管理 - processes required to ensure timely completion of the project确保项目按时完成
Activity Definition活动定义 – defines activities that must take place to produce project deliverables定义完成项目可交付产品必须进行的具体活动
Activity活动 – consumes time (eg testing)消耗时间（如：进行测试）
Events事件 – specified accomplishment / does not consume time (eg tested)指定要完成的任务/不消耗时间（如：测试工作）
PERT计划评审技术 Weighted Average = (O + 4M + P)/6 standard deviation = (P - O)/6 variance = standard deviation2 (To add standard deviations: convert to variance then add; take the square root of the sum). Best method when you have no historical data for a similar task. Results is the 50% point (mean). 均值= (O + 4M + P)/6 ，标准差= (P - O)/6，方差=标准差2（累加标准差：转换成活动方差再累加；取和的平方根）类似任务中没有原始数据时的最好估算方法。结果是中值（平均数）
Monte Carlo Analysis蒙特卡洛分析 - computer simulation of project outcomes using PERT estimates; result represented in S curve. Provides the ability to compute the probability of completing a project on a specific day. Can also be used to assess feasibility of schedule under adverse conditions (eg when a schedule constraint is identified)使用PERT估算的计算机模拟项目输出方式；结果描述成S曲线。提供在某一天项目能够完成的概率。同样可以被用于估计相反概率的可能性（当时间进度一定时）
Heuristics启发式 - rules of thumb拇指原则
Critical Path关键路径 – longest path (almost always have no float)最长路经（通常没有时差时间）
Variance偏差 - Plan minus Actual计划与实际的差距
Float / Slack时差/松弛时间 – Time an activity may be delayed from its early start without delaying the project finish date. Difference between the required end date and the expected project completion date. A negative slack on the critical path means that the project is behind schedule.在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的时间量。项目要求结束时间和项目预期结束时间之间有差别。在关键路径上存在一个负时差说明项目落后于进度计划。
Free Float自由浮动时间 – Amount of time a task can be delayed without delaying the early start of its successor自由浮动时间是在不延误任何紧后活动的最早开始时间的情况下，活动可以推迟的时间量。
Total Float 总时差– amount of time that an activity may be delayed from early start without delaying the project finish date在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的总时间量
Lag滞后 – waiting time between two tasks (negative lead)两个任务之间的等待时间（负超前）
Schedule Baseline 进度基线- the original, approved project schedule; should never be changed without proper review and approval. Any approved change should be documented in writing. Should be created at the beginning of the project and used during the project to gauge (measure) overall project performance, not just schedule. The project Performance Measurement Baseline should generally change only in response to a scope or deliverable change.原始的，被核准的项目进程；未经恰当的评估和正式批准永远不能改变。被核准的变化必须以文档纪录。在项目启动时制定，贯穿于整个项目进程以评估项目执行，而不仅仅是在计划阶段完成。项目绩效测量基线仅在范围变更时候或可交付成果发生变化时变更。
Corrective action纠正措施 - in project time management primarily concerns expediting to ensure that activities remain on schedule. Is anything done to bring expected future schedule performance in line with the project plan.项目时间管理主要关注确保进度表中的活动按时完成。使预期的未来项目绩效与计划保持一致所做的任何事情。
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Revisions修订 are changes to the scheduled start and finish dates in the approved project schedule; generally revised only in response to scope changes. Rebaselining may be needed to provide realistic data to measure performance.对已批准的项目进度计划的开始和结束时间的修改；只反映相应的项目范围变化时才进行修订。重新确定基准计划能提供测量进度绩效的真实数据。
Scheduling and allocating resources to multiple projects may affect schedule slippage and in-process inventory.多项目管理的进度计划和资源分配可能会影响进度滑动和存货清单。
The most important element necessary for project control is clear requirements.项目控制中最重要的因素就是清晰的需求。
Duration Compression Methods 历时压缩方法– occurs after activity duration estimating and before finalizing the schedule. Include crashing, fast track, 在活动历时评估之后，进度最终敲定之前发生。包括赶工和快速跟进。
Crashing赶工 – when you are worried about time, not so much about costs.通过加大成本缩短历时。
Fast Track 快速跟进– resources in parallel, involve increase rework. Fast track tasks should on the critical path (float = 0) in order to save time.串行改并行，会带来返工。快速跟进一般在关键路径上进行以节省时间。
Resource Leveling 资源平衡– often results in a project duration that is longer than the preliminary schedule. Resource reallocation from non-critical to critical path activities is a common way to bring the schedule back, or as close as possible, to the originally intended overall duration. 经常导致活动历时超过最初的进度计划。资源分配从非关键路径到关键路径的活动是导致进度滞后于最初拟定的完成时间的一般原因或最接近的原因，
Finish to Finish结束结束关系 - activities must finish on a specific sequence 活动必须按照一定的次序结束
“Start no earlier than” & “Finish no later than” 不早于和不晚于– Respectively #1 and #2 most popular date constraint in project management software.在项目管理软件中排名第一和第二的常见日期约束。
Root Cause Analysis 根源分析– used to identify the cause of the variation用于定义偏差的产生原因
Variance analysis偏差分析 – key element to time control. Float variance is an essential planning component for evaluating project time performance. 时间控制的关键部分。时差偏差是评估项目绩效的核心计划编制成分。
Revision修订 – category of schedule update that result in change to the project’s scheduled start or finish dates. New target schedule should be the usual mode of schedule revision.导致项目拟定的开始或结束时间的变化的项目进度表更新。新的目标进度计划应该是项目进度修改的标准模式。
Schedule Management Plan 进度管理计划– defines how schedule changes will be managed; may be formal or informal.定义进度变更如何管理，可能是正式的或非正式的
Schedule Change Control System 进度变化控制系统– defines procedures for changing the project schedule and includes the documentation, tracking systems, and approval levels required for authorizing schedule changes.定义项目进度的变更程序包括文档工作，跟踪系统和对变更的审批批准层次
