Expected Value
预期价值
Present Value
现值 Probability * Impact
概率*影响
FV / (1 + r)t
Cost Variance
成本偏差 EV – AC [BCWP – ACWP]   Variance = planned – actual
EV – AC [BCWP – ACWP]  偏差=计划-实际
Schedule Variance
进度偏差 EV – PV [BCWP – BCWS] (if <0; work completed is less than what was planned)
EV – PV [BCWP – BCWS]（如果小于0，完成的比计划的少）
Cost Performance Index
成本绩效指数 EV/AC [BCWP / ACWP]     I am getting  ____ out of each dollar. (>1 good; <1 bad)
Schedule Performance Index
进度绩效指数 EV/PV [BCWP / BCWS]     I am progressing at ____% of the rate originally planned
Estimate at Completion (EAC)
华译网北京翻译公司曾经翻译过大量有关绩效测量基线 的文件,Beijing Chinese Translation Service Company has translated many documents in the field of performance measurement baseline
完工估算 BAC / CPI 
AC+ETC (when original estimates are considered flawed) （当原始估算被认为是错误的）
AC+BAC-EV (when everything is OK and variance will not occur in the future)（当一切都好并且偏差将不会在将来发生）
AC+((BAC-EV)/CPI) (when everything is OK and variance will occur in the future)（当一切都好且偏差将会在以后发生）
Estimate to Completion (ETC)
完工估算 EAC - AC or (BAC - EV) / CPI
Variance at Completion (VAR)
完工时的偏差 BAC – EAC
% Spent
%花费 AC/BAC
Cost Variance in %
成本偏差的% CV/EV
Schedule Variance in %
进度偏差的% SV/PV
BCWS (PV)
计划值 How much should be done?  This is the performance measurement baseline.
多少需要做的工作？这是绩效测量基线
BCWP (EV)
挣值 How much work is done? (Progress) Budgeted cost of work performed. Value of the work completed in terms of what you budgeted (your baseline)
多少工作应经完成？（发展）完成工作预算成本。工作完成的价值依据你的预算（你的基线）确定。
ACWP (AC)
实际成本 How much did the “is done” work cost?
完成工作的成本是多少？
BAC
完工时的预算 Budget at Completion – How much is budgeted for the total job? BAC would change every time there is a funded scope change approved for activity to be performed in the future.
完成时的预算——全部工作的预算是多少？每当固定范围变更时，完工预算将为以后活动的执行改变。
EAC
完工时的估算 Based on project performance and risk quantification
基于项目绩效和风险量化
ETC
完工时的估算 Estimate to Completion
到完成时的估算
CPI
成本绩效指数 Cumulative CPI does not change by more than 10% once a project is approximately 20% complete. The CPI provides a quick statistical forecast of final project costs.
一但项目完成了大约20%时，累积的CPI不能超过10%。CPI提供了一个最终项目成本的快速的统计预测。
EV=PV [BCWP=BCWS] EV equals PV when the project is completed.
EV等于PV时项目完成。
AD Work Quantity(scope of the activity) / Production rate
工作数量（活动的范围）/生产率
Slope (crash cost - normal cost) / (crash time - normal time) ; if <0, as the time required for a project/task decrease, the cost increase
（压缩成本-正常成本）/（压缩时间-正常时间）；如果小于0。随着项目/任务计划时间的减少，成本上升。

Documentation
? Cost Management Plan – (from Cost Estimating) The action taken by the project manager for all variances are described in the Cost Management Plan.成本管理计划-（来自成本估算）在成本管理计划中描述了所有项目经理为偏差所采取的行动。

RISK风险
Project Risk Management 项目风险管理– processes concerned with identifying, analyzing, and responding to uncertainty. The most likely cause of poor risk management is lack of prioritized list of risks对风险进行识别、分析、应对的系统化过程。差的风险管理源于没有对风险进行分类排序
Types of Risk风险类型 
Business商业风险 Normal risks that offer gain and loss正常的风险可能会带来盈利或损失
Pure / Insurable纯风险/可保险 Only loss:  property damage, indirect consequential loss, legal liability, personnel. For risk we can outsource, we have contract. For pure risks, we obtain insurance.只带来损失：财产损害、间接损失、法律责任、人员损失。可通过购买保险、签订合同等手段将风险转移出去。
Risk Factors风险因素 来源，事件，征兆
   Risk event风险事件 
   Risk probability风险概率 
   Amount at Stake得失量 
Statistical Independence统计独立