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信息系統(tǒng)項(xiàng)目管理師英語復(fù)習(xí)資料：項(xiàng)目質(zhì)量管理（中英文對(duì)照）知識(shí)
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Project Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes “all activities of the overall management function that determine the quality policy, objectives, and responsibilities and implements them by means such as quality planning, quality control, quality assurance, and quality improvement, within the quality system”. Figure 8-l provides an overview of the following major project quality management processes:
項(xiàng)目質(zhì)量管理包括項(xiàng)目滿足其需求所需的過程。它包括“確定質(zhì)量方針、目標(biāo)和職責(zé)并在質(zhì)量體系中通過諸如質(zhì)量計(jì)劃、質(zhì)量保證和質(zhì)量改進(jìn)等方法實(shí)施的整個(gè)管理職能的全部活動(dòng)”。圖8-1為項(xiàng)目質(zhì)量管理過程提供了一個(gè)概述：
8.l Quality Planning—identifying which quality standards are relevant to the project and determining how to satisfy them.
質(zhì)量計(jì)劃－確定項(xiàng)目相關(guān)的質(zhì)量標(biāo)準(zhǔn)并決定如何滿足它們。
8.2 Quality Assurance—evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
質(zhì)量保證－定期評(píng)價(jià)整個(gè)項(xiàng)目的執(zhí)行情況，提供項(xiàng)目滿足相關(guān)質(zhì)量標(biāo)準(zhǔn)的信心。
8.3 Quality Control—monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
質(zhì)量控制－監(jiān)控具體的項(xiàng)目結(jié)果，確定其是否滿足相關(guān)的質(zhì)量標(biāo)準(zhǔn)，確定消除導(dǎo)致不滿意執(zhí)行情況原因的方法。
項(xiàng)目質(zhì)量管理包括項(xiàng)目滿足其需求所需的過程。它包括“確定質(zhì)量方針、目標(biāo)和職責(zé)并在質(zhì)量體系中通過諸如質(zhì)量計(jì)劃、質(zhì)量保證和質(zhì)量改進(jìn)等方法實(shí)施的整個(gè)管理職能的全部活動(dòng)”。圖8-1為項(xiàng)目質(zhì)量管理過程提供了一個(gè)概述：
8.l Quality Planning—identifying which quality standards are relevant to the project and determining how to satisfy them.
質(zhì)量計(jì)劃－確定項(xiàng)目相關(guān)的質(zhì)量標(biāo)準(zhǔn)并決定如何滿足它們。
8.2 Quality Assurance—evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
質(zhì)量保證－定期評(píng)價(jià)整個(gè)項(xiàng)目的執(zhí)行情況，提供項(xiàng)目滿足相關(guān)質(zhì)量標(biāo)準(zhǔn)的信心。
8.3 Quality Control—monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
質(zhì)量控制－監(jiān)控具體的項(xiàng)目結(jié)果，確定其是否滿足相關(guān)的質(zhì)量標(biāo)準(zhǔn)，確定消除導(dǎo)致不滿意執(zhí)行情況原因的方法。
These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.
這些過程相互之間以及同其它知識(shí)領(lǐng)域的過程交互作用。每個(gè)過程包含了基于項(xiàng)目需求的個(gè)人或集體的努力。每個(gè)過程在每個(gè)項(xiàng)目階段一般至少發(fā)生一次。
這些過程相互之間以及同其它知識(shí)領(lǐng)域的過程交互作用。每個(gè)過程包含了基于項(xiàng)目需求的個(gè)人或集體的努力。每個(gè)過程在每個(gè)項(xiàng)目階段一般至少發(fā)生一次。
Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed 1n detail in Chapter 3, Project Management Processes.
盡管這里描述的過程有定義很好的接口，并且是獨(dú)立、離散的要素，實(shí)際上它們以這里未描述的方式重疊和交互作用。第3章中詳細(xì)討論過程的交互作用。
盡管這里描述的過程有定義很好的接口，并且是獨(dú)立、離散的要素，實(shí)際上它們以這里未描述的方式重疊和交互作用。第3章中詳細(xì)討論過程的交互作用。
The basic approach to quality management described in this section is intended to be compatible with that of the international Organization for Standardization (ISO) as detailed in the ISO 9000 and 10000 series of standards and guidelines. This generalized approach should also be compatible with (a) proprietary approaches to quality management such as those recommended by Deming, Juran, Crosby, and others, and (b) non-proprietary approaches such as Total Quality Management (TQM), Continuous Improvement, and others.
本部分描述的質(zhì)量管理的基本方法同國際標(biāo)準(zhǔn)化組織（ISO）的兼容，后者以ISO9000和10000系列標(biāo)準(zhǔn)和指南形式祥述。這個(gè)普遍的方法同樣也兼容于(a)質(zhì)量管理的專利方法，例如Deming, Juran, Crosby以及其它人推薦的一些方法，(b)非專利方法，例如全面質(zhì)量管理（TQM）、持續(xù)改進(jìn)等。
本部分描述的質(zhì)量管理的基本方法同國際標(biāo)準(zhǔn)化組織（ISO）的兼容，后者以ISO9000和10000系列標(biāo)準(zhǔn)和指南形式祥述。這個(gè)普遍的方法同樣也兼容于(a)質(zhì)量管理的專利方法，例如Deming, Juran, Crosby以及其它人推薦的一些方法，(b)非專利方法，例如全面質(zhì)量管理（TQM）、持續(xù)改進(jìn)等。
Project quality management must address both the management of the project and the product of the project. Failure to meet quality requirements in either dimension can have serious negative consequences for any or all of the project Stakeholders. For example:
項(xiàng)目質(zhì)量管理必須涉及項(xiàng)目管理和項(xiàng)目產(chǎn)品這兩個(gè)部分。如任何一個(gè)沒有滿足項(xiàng)目利害關(guān)系者的要求均會(huì)造成嚴(yán)重的消極后果。例如：
項(xiàng)目質(zhì)量管理必須涉及項(xiàng)目管理和項(xiàng)目產(chǎn)品這兩個(gè)部分。如任何一個(gè)沒有滿足項(xiàng)目利害關(guān)系者的要求均會(huì)造成嚴(yán)重的消極后果。例如：
· Meeting customer requirements by overworking the project team may produce negative consequences in the form of increased employee turnover.
通過讓項(xiàng)目隊(duì)伍加班來達(dá)到顧客要求可能以增加雇員更新的形式產(chǎn)生消極后果。
通過讓項(xiàng)目隊(duì)伍加班來達(dá)到顧客要求可能以增加雇員更新的形式產(chǎn)生消極后果。
· Meeting project schedule objectives by rushing planned quality inspections may produce negative consequences when errors go undetected.
通過使用計(jì)劃的突擊質(zhì)量檢查方式來達(dá)到項(xiàng)目進(jìn)度目標(biāo)可能在錯(cuò)誤沒有被發(fā)現(xiàn)的情況下產(chǎn)生消極后果。
通過使用計(jì)劃的突擊質(zhì)量檢查方式來達(dá)到項(xiàng)目進(jìn)度目標(biāo)可能在錯(cuò)誤沒有被發(fā)現(xiàn)的情況下產(chǎn)生消極后果。
Qualityis “the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs”. A critical aspect of quality management in the project context is the necessity to turn implied needs into stated needs through project scope management, which is described in Chapter 5.
質(zhì)量是：“反映一個(gè)實(shí)體滿足明確和隱含需要能力的特征的總和”。在項(xiàng)目領(lǐng)域內(nèi)，質(zhì)量項(xiàng)目的一個(gè)關(guān)鍵方面是通過項(xiàng)目范圍管理（第5章）把隱含的需要轉(zhuǎn)變?yōu)槊鞔_的需要。
質(zhì)量是：“反映一個(gè)實(shí)體滿足明確和隱含需要能力的特征的總和”。在項(xiàng)目領(lǐng)域內(nèi)，質(zhì)量項(xiàng)目的一個(gè)關(guān)鍵方面是通過項(xiàng)目范圍管理（第5章）把隱含的需要轉(zhuǎn)變?yōu)槊鞔_的需要。
The project management team must be careful not to confuse qua1ity with grade. Grade is “a category or rank given to cntities having the same functional use but different requirements for quality”. Low quality is always a problem; low grade may not be. For example, a software product may be of high quality (no obvious bugs, readable manual) and low grade (a limited number of features), or of low quality (many bugs, poorly organized user documentation) and high grade (numerous features). Determining and delivering the required levels of both quality and grade are the responsibilities of the project manager and the project management team.
項(xiàng)目管理隊(duì)伍必須注意不能將質(zhì)量同等級(jí)混淆。等級(jí)是“對(duì)功能用途相同但質(zhì)量要求不同的實(shí)體所作的分類和排序”。質(zhì)量低常成為一個(gè)問題，但等級(jí)低則不是。例如，一個(gè)軟件產(chǎn)品可能是高質(zhì)量（無明顯錯(cuò)誤，可讀性好的用戶手冊(cè)）和低等級(jí)的（有限的功能），或者低質(zhì)量（有許多錯(cuò)誤，組織得很差的用戶手冊(cè)）和高等級(jí)的（許多功能）。確定和傳達(dá)所需的質(zhì)量及等級(jí)水平是項(xiàng)目經(jīng)理和項(xiàng)目管理隊(duì)伍的責(zé)任。
項(xiàng)目管理隊(duì)伍必須注意不能將質(zhì)量同等級(jí)混淆。等級(jí)是“對(duì)功能用途相同但質(zhì)量要求不同的實(shí)體所作的分類和排序”。質(zhì)量低常成為一個(gè)問題，但等級(jí)低則不是。例如，一個(gè)軟件產(chǎn)品可能是高質(zhì)量（無明顯錯(cuò)誤，可讀性好的用戶手冊(cè)）和低等級(jí)的（有限的功能），或者低質(zhì)量（有許多錯(cuò)誤，組織得很差的用戶手冊(cè)）和高等級(jí)的（許多功能）。確定和傳達(dá)所需的質(zhì)量及等級(jí)水平是項(xiàng)目經(jīng)理和項(xiàng)目管理隊(duì)伍的責(zé)任。
相關(guān)圖片如下
Figure 8-1 Project Quality Management Overview
Figure 8-1 Project Quality Management Overview
The project management team should also be aware that modern quality management complements modern project management. For example, both disciplines recognize the importance of:
項(xiàng)目管理隊(duì)伍同樣必須清晰現(xiàn)代質(zhì)量管理是對(duì)現(xiàn)代項(xiàng)目管理的補(bǔ)充，兩者均承認(rèn)下面內(nèi)容的重要性：
項(xiàng)目管理隊(duì)伍同樣必須清晰現(xiàn)代質(zhì)量管理是對(duì)現(xiàn)代項(xiàng)目管理的補(bǔ)充，兩者均承認(rèn)下面內(nèi)容的重要性：
· Customer satisfaction—understanding, managing, and influencing needs so that customer expectations are met or exceeded. This requires a combination of conformance to specifications (the project must produce what it said it wou1d produce) and fitness for use (the product or service produced must satisfy real needs).
顧客滿意－理解、管理和影響需求從而達(dá)到或超過顧客的期望。這需要符合規(guī)范（項(xiàng)目必須生產(chǎn)出其承諾的產(chǎn)品）和適合使用（產(chǎn)品或服務(wù)必須滿足實(shí)際需要）的組合。
顧客滿意－理解、管理和影響需求從而達(dá)到或超過顧客的期望。這需要符合規(guī)范（項(xiàng)目必須生產(chǎn)出其承諾的產(chǎn)品）和適合使用（產(chǎn)品或服務(wù)必須滿足實(shí)際需要）的組合。
· Prevention over inspection—the cost of avoiding mistakes is always much less than the cost of correcting them.
防止跳過檢查－避免錯(cuò)誤的費(fèi)用總是大大小于糾正錯(cuò)誤的費(fèi)用。
防止跳過檢查－避免錯(cuò)誤的費(fèi)用總是大大小于糾正錯(cuò)誤的費(fèi)用。
· Management responsibility—success requires the participation of all members of the team, but it remains the responsibility of management to provide the resources needed to succeed.
管理職責(zé)－成功需要隊(duì)伍所有成員的參與，但提供成功所需資源是管理的職責(zé)。
管理職責(zé)－成功需要隊(duì)伍所有成員的參與，但提供成功所需資源是管理的職責(zé)。
· Processes within phases—the repeated plan-do-check-act cycle described by Deming and others is highly similar to the combination of phases and processes discussed in Chapter 3, Project Management Processes.
階段內(nèi)過程－Deming描述的“計(jì)劃-執(zhí)行-檢查-措施”（PDCA）循環(huán)以及類似于第3章（項(xiàng)目管理過程）描述的階段和過程的組合。
階段內(nèi)過程－Deming描述的“計(jì)劃-執(zhí)行-檢查-措施”（PDCA）循環(huán)以及類似于第3章（項(xiàng)目管理過程）描述的階段和過程的組合。
In addition, quality improvement initiatives undertaken by the performing organization (e.g., TQM, Continuous Improvement, and others) can improve the quality of the project management as well as the quality of the project product.
另外，執(zhí)行組織主動(dòng)采取質(zhì)量改進(jìn)（例如，TQM、持續(xù)改進(jìn)等）不僅能提高項(xiàng)目管理的質(zhì)量，也可提高項(xiàng)目產(chǎn)品質(zhì)量。
另外，執(zhí)行組織主動(dòng)采取質(zhì)量改進(jìn)（例如，TQM、持續(xù)改進(jìn)等）不僅能提高項(xiàng)目管理的質(zhì)量，也可提高項(xiàng)目產(chǎn)品質(zhì)量。
However, there is an important difference that the project management team must be acutely aware of—the temporary nature of the project means that investments in product quality improvement, especially defect prevention and appraisal, must often be borne by the performing organization since the project may not last long enough to reap the rewards.
但是，項(xiàng)目管理隊(duì)伍必須清楚知道一個(gè)重要的區(qū)別－項(xiàng)目的臨時(shí)性意味著對(duì)產(chǎn)品質(zhì)量改進(jìn)的投資，特別是缺陷的預(yù)防和評(píng)估，必須由執(zhí)行組織承擔(dān)，因?yàn)轫?xiàng)目可能不會(huì)持續(xù)到獲得回報(bào)的時(shí)候。
但是，項(xiàng)目管理隊(duì)伍必須清楚知道一個(gè)重要的區(qū)別－項(xiàng)目的臨時(shí)性意味著對(duì)產(chǎn)品質(zhì)量改進(jìn)的投資，特別是缺陷的預(yù)防和評(píng)估，必須由執(zhí)行組織承擔(dān)，因?yàn)轫?xiàng)目可能不會(huì)持續(xù)到獲得回報(bào)的時(shí)候。
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