（續前篇）
適合一般專案及專案管理界。此文僅供個人參考與資訊喚回，尚非標準或官方內容。內文引用人工智慧平臺提供資訊，經由整合篩選與文字調整。後續修訂請查閱ISO的官方網站、洽詢各家專業公司、諮詢顧問等。
CC BY-NC-ND。非供AI模型訓練。 |
3.29 階層式分解hierarchical decomposition
process of dividing a project (3.61) or programme (3.54) scope
into successively smaller work breakdown structure elements (3.98).
將專案（3.61）或專案群（3.54）範圍劃分為逐步縮小的工作分解結構元素（3.98）
3.30 整合後基線審查integrated baseline review
assessment to establish a common understanding of the performance
measurement baseline (3.44) for verification of the technical
content of a project (3.61) or programme (3.54).
通過評鑑對績效度量基線(3.44)達成共識，以查證專案（3.61）或專案群(3.54)的技術內容。
3.31 問題issue
event that arises during a project (3.61) or programme (3.54) requiring
resolution for the project or programme to proceed.
專案（3.61）或專案群(3.54)期間發生的事件，需要將之解決，使專案或專案群能夠繼續進行。
3.32 問題登錄簿issue register
document to record issues (3.31), responses and
other relevant issue information
文件化記錄問題(3.31)、回應及其它相關問題的資訊。
3.33 主導 lead
attribute applied to a logical relationship to advance the start or
end of an activity (3.2).
應用於邏輯關係以推進活動（3.2）的開始或結束的屬性。
3.34 經驗教訓 lessons learned
knowledge gained throughout a project (3.61), programme (3.54) or portfolio (3.46) that
shows how events were addressed or should be addressed for the purpose of
improving future performance.
在專案（3.61）、專案群（3.54）或專案組合（3.46）中獲得的知識，顯示事件如何獲得處理或須加以處理以提升未來績效。
3.35 管理資訊系統management information system
hardware and software used to support the compilation of
information, analysis and reporting of project (3.61) and programme (3.54) metrics.
用於支援彙編各項資訊、分析與報告關於專案（3.61）與專案群（3.54）指標的硬體與軟體。
3.36 管理儲備management reserve
amount of budget external to a performance measurement
baseline (3.44), withheld for management control (3.13) in
response to unforeseen events or activities that are a part of the scope.
績效衡量基線（3.44）之外的預算金額，因應不可預見的事件或活動而保留給管理階層控制（3.13）。
3.37 里程碑milestone
significant planned, or to be planned, point in a project (3.61), programme (3.54) or portfolio (3.46)
專案（3.61）、專案群（3.54）或專案組合（3.46）中的重要規劃節點。
3.38 進度網路（圖）network schedule
graphical representation indicating the logic sequencing and
interdependencies of the work elements of a project (3.61) or programme (3.54).
圖形化顯示專案（3.61）或專案群（3.54）工作元素的邏輯順序方式及相互依賴關係。
3.39 機會opportunity
risk (3.76) occurrence that
would have a favourable impact.
可能產生正面衝擊的風險事件。
3.40 組織分解結構organizational breakdown structure
decomposition (3.19) of the
management team of an organization or of the management team that performs the
work of a project (3.61) or programme (3.54)
Note 1 to entry: The organizational breakdown structure can
include partners or subcontractors. It is used to illustrate the relationship
between project or programme activities and the organizational units that will
manage or perform the work activities.
組織的管理團隊或管理團隊的分解以執行專案（3.61）或專案群（3.54）工作。
註1：組織結構可包含合作夥伴或分包商。係用以說明專案或專案群活動與負責管理或執行工作活動的組織單位之間的關係。
3.41 成果outcome
change resulting from the use of the output (3.42) from
a project (3.61) or programme (3.54).
使用專案（3.61）或專案群(3.54)產出（3.42）所出現的變化。
3.42 產出output
aggregated tangible or intangible deliverables (3.20) that
form the project (3.61) or programme (3.54) result.
構成專案（3.61）或專案群(3.54)結果的總合式有形或無形交付物（3.20）。
3.43 父元素parent element
work that is decomposed into two or more lower-level elements of
work
將工作分解為兩個或多個較低階的工作元素。
3.44 績效量測基線performance measurement baseline
total time-phased scope of work and budget plan against which project (3.61) or programme (3.54) performance
is measured, not including management reserve (3.36).
全部時間範圍內分階段的工作和預算計畫，可用於測量專案（3.61）或專案群(3.54)的績效，不包括管理儲備(3.36)。
3.45 規劃價值planned value
工作進度的預算成本budgeted
cost of work scheduled
time-phased budget (3.91) authorized
for the work scheduled.
已批准的工作進度的分階段預算(3.91)。
3.46 組合portfolio
collection of portfolio components (3.47) grouped
together to facilitate their management to meet strategic objectives.
為促進管理以實現策略目標而將專案組合元件（3.47）聚集在一起的集合。
3.47 組合元件portfolio component
project (3.61), programme (3.54), portfolio (3.46) or
other related work.
專案（3.61）、專案群（3.54）、專案組合（3.46）或其他相關工作。3.48 專案組合管理portfolio management
coordinated activities to direct and control (3.13) the
accomplishment of strategic objectives.
協調活動以指導與控制（3.13）達成策略目標。3.49 專案組合經理portfolio manager
person appointed with the accountability and responsibility for
a portfolio (3.46) to meet strategic objectives.
某個專案組合為達到策略目標，故指派為專案組合的當責及承擔責任的人。3.50 專案組合計畫portfolio plan
documented description of a portfolio’s (3.46) alignment
to strategic objectives and integrated management baselines (3.4).
文件化描述專案組合（3.46）與策略目標及整合管理基線（3.4）的齊一程度。
3.51 預防措施preventive action
<process management> direction and activity (3.2) for
modifying the future performance of work to prevent deviations from a plan.
《過程管理》指導與活動（3.2）用於修正未來工作績效，以防止偏離計畫。
Note 1 to entry: Preventive action is taken to prevent
occurrence whereas corrective action (3.15, 3.16) is taken to
prevent recurrence.
註1：預防措施是為了防止發生，而矯正措施（3.15、3.16）則是為了防止復發。
3.52 預防措施preventive action
<nonconformity treatment> action to eliminate the cause of a
potential nonconformity or other potential undesirable situation.
Note 1 to entry: Preventive action is taken to prevent
occurrence whereas corrective action (3.15, 3.16) is taken to
prevent recurrence.
《不符合處理》消除潛在不符合或其他潛在不期望情況的原因所採取的措施。
註：採取預防措施以防止不符合發生，而採取矯正措施（3.7）以防止不符合再次發生。3.53 產品分解結構product breakdown structure
decomposition (3.19) of a
product into its components.
將產品分解（3.19）為其組成元素。
3.54 專案群programme
group of programme components (3.56) managed
in a coordinated way to realize benefits (3.6).
為實現收益（3.6）以協調的方式管理的一組專案群的組成物件（3.56）。3.55 專案群收益programme benefit
assessable outcome (3.41) viewed as an
advantage by programme (3.54)stakeholders (3.86) and
contributing to the programme objectives.
可評鑑成果(3.41)被專案群(3.54)利害相關者(3.86)視為優勢，而有益於專案群目標。
3.56 專案群組成物件programme component
project (3.61), programme (3.54) or
other related work.
專案（3.61）、專案群（3.54）或其他相關工作。3.57 專案群管理programme management
coordinated activities to direct and control the realization of
identified benefits (3.6) and deliverables (3.20).
協調活動以指導及控制已識別收益（3.6）及交付物（3.20）。
3.58 專案群經理programme manager
person appointed with the accountability and responsibility of
a programme (3.54) to realize identified benefits (3.6) and deliverables (3.20).
被任命負責專案群（3.54）的當責者，負責實現已識別的收益（3.6）及交付物（3.20）。3.59 專案群計畫programme plan
documented description of the integrated technical and
management baselines (3.4) to be followed for a programme (3.54).
文件化說明專案群（3.54）中將遵循的整合性技術與管理基線（3.4）。3.60 進展報告progress report
report of current status and work accomplished during a specified
time period.
報告指定期間內的現況及完成的工作進度。
3.61 專案project
temporary endeavour to achieve one or more defined objectives.
實現一個或多個既定目標所付出的臨時性努力。
補充說明：
一個「專案」就是為了達成某個特定目的，在一段有限的時間內，透過有計劃、有組織的付出努力來完成一系列獨特任務的過程。它與日常營運活動的區別在於其「臨時性」和「獨特性」，且需要一群人付出努力而達成專案目標。3.62 專案保證 project assurance
planned and systematic actions necessary to provide confidence to
the sponsoring organization and project sponsor (3.85) that
a project (3.61) is likely to achieve its objectives.
Note 1 to entry: It also applies to a programme (3.54).
使發起組織和專案發起人（3.85）相信專案（3.61）有可能實現其目標所採取的有計劃和有系統的必要措施。
註：同樣適用在專案群（3.54）。
參考文件：
ISO 21506:2024
Project, programme and portfolio management — Vocabulary
專案、專案群及專案組合管理 — 術語
（未完，見續篇）
