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© andrew zaitsev

 Êðàòêèé àíãëî-ðóññêèé ñëîâàðü ïî óïðàâëåíèþ ïðîåêòàìè

A B C D E F - G H - I J - L M N - O P Q - R S T - V W - Z
M

MACHINE CAPACITY – ïðîèçâîäèòåëüíîñòü îáîðóäîâàíèÿ
MAINTENANCE – ïîääåðæàíèå, îáñëóæèâàíèå
MANAGE
– óïðàâëÿòü, ðóêîâîäèòü
MANAGEABLE ELEMENTS
– óïðàâëÿåìûå ýëåìåíòû
MANAGEMENT
– óïðàâëåíèå, ðóêîâîäñòâî, ìåíåäæìåíò
MANAGEMENT ACCOUNT – óïðàâëåí÷åñêèé ó÷åò
MANAGEMENT AUTHORITY – óïðàâëåí÷åñêîå ïîëíîìî÷èå
MANAGEMENT BY EXCEPTION – óïðàâëåíèå ïî îòêëîíåíèÿì
MANAGEMENT BY OBJECTIVES – öåëåâîå óïðàâëåíèå
MANAGEMENT BY PROCEDURES
– ïðîöåññíîå óïðàâëåíèå
MANAGEMENT BY PRODUCT – óïðàâëåíèå ïî ïðîäóêòó
MANAGEMENT COMMUNICATION – óïðàâëåíèå èíôîðìàöèîííûìè ïîòîêàìè
MANAGEMENT DECISION SUPPORT SYSTEM
– ñèñòåìà ïîääåðæêè óïðàâëåí÷åñêèõ ðåøåíèé
MANAGEMENT IN MARKETING – óïðàâëåíèå ìàðêåòèíãîì, ìàðêåòèíãîâûé ìåíåäæìåíò
MANAGEMENT INFORMATION SYSTEM
– èíôîðìàöèîííàÿ ñèñòåìà óïðàâëåíèÿ
MANAGEMENT INFORMATION SYSTEM QUALITY REQUIREMENTS – òðåáîâàíèÿ ê êà÷åñòâó èíôîðìàöèîííîé óïðàâëåí÷åñêîé ñèñòåìû
MANAGEMENT INVENTORIES - óïðàâëåí÷åñêèå ðåçåðâû, ïðîôåññèîíàëüíûå íàâûêè óïðàâëåí÷åñêîãî ïåðñîíàëà
MANAGEMENT PLAN – óïðàâëåí÷åñêèé ïëàí
MANAGEMENT PROCESS – ïðîöåññ óïðàâëåíèÿ äåÿòåëüíîñòüþ ïî ïðîåêòó
MANAGEMENT RESERVE – ðåçåðâû óïðàâëåíèÿ
MANAGEMENT SYSTEM – ñèñòåìà (ìåòîäû) óïðàâëåíèÿ
MANAGEMENT TECHNIQUES – òåõíîëîãèè óïðàâëåíèÿ ïðîåêòàìè
MANAGEMENT TIME
– âðåìÿ, çàòðà÷èâàåìîå íà óïðàâëåíèå
MANAGEMENT TRAINING – îáó÷åíèå â ñèñòåìå óïðàâëåíèÿ ïðîåêòîì
MANAGER – ìåíåäæåð, óïðàâëÿþùèé, ðóêîâîäèòåëü
MANAGER FUNCTIONAL – ôóíêöèîíàëüíûé ìåíåäæåð
MANAGER FUNCTIONS – ôóíêöèè óïðàâëÿþùåãî, ìåíåäæåðà
MANAGER OF DEPARTMENT – ðóêîâîäèòåëü, ìåíåäæåð ïîäðàçäåëåíèÿ, íàïðàâëåíèÿ
MANAGER OF PROJECT MANAGERS (MPM) – ìåíåäæåð ïðîåêòíûõ ìåíåäæåðîâ
MANAGER PRODUCT – ìåíåäæåð ïî ïðîäóêòó
MANAGERIAL ACCOUNTING
– âíóòðåííèé, óïðàâëåí÷åñêèé ó÷åò
MANAGERIAL ASPECTS OF A PROJECT – óïðàâëåí÷åñêèå àñïåêòû ïðîåêòà
MANAGERIAL AUTHORITY – óïðàâëåí÷åñêèå, âëàñòíûå ïîëíîìî÷èÿ
MANAGERIAL CONTROL – óïðàâëåí÷åñêèé êîíòðîëü
MANAGERIAL DECISION PROBLEM – ðåøåíèå óïðàâëåí÷åñêèõ ïðîáëåì
MANAGERIAL FUNCTIONS – óïðàâëåí÷åñêèå ôóíêöèè
MANAGERIAL RATIONAL DECISION – óïðàâëåí÷åñêîå ðàöèîíàëüíîå ðåøåíèå
MANAGERIAL RESERVES – ðåçåðâû óïðàâëåíèÿ, ðóêîâîäñòâà
MANAGERIAL ROLES – ðîëåâûå óñòàíîâêè óïðàâëåí÷åñêîãî ïåðñîíàëà
MANAGERIAL STYLE – ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE ACTION-CENTERED LEADERSHIP – ëèäåðñòâî, îñíîâàííîå íà äåéñòâèè
MANAGERIAL STYLE AUTHORITARIAN LEADERSHIP – àâòîðèòàðíûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE AUTOCRATIC – àâòîêðàòè÷åñêèé, àâòîðèòàðíûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE BENEVOLENT AUTHORITATIVE LEADERSHIP STYLE – ñòèëü ðóêîâîäñòâà, îñíîâàííûé íà ïîâåëèòåëüíî-äîáðîæåëàòåëüíîì îòíîøåíèè
MANAGERIAL STYLE BY CRISIS – ñòèëü ðóêîâîäñòâà, ïðè êîòîðîì ïðîáëåìû íå ðàçðåøàþòñÿ äî òåõ ïîð, ïîêà ñèòóàöèÿ íå äîñòèãíåò êðèçèñà
MANAGERIAL STYLE COMBATIVE – âîèíñòâåííûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE CONCILIATORY – ïðèìèðèòåëüíûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE DEMOCRATIC LEADERSHIP – äåìîêðàòè÷åñêèé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE DISRUPTIVE – ïîäðûâíîé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE DISTRIBUTIVE LEADERSHIP
– ïðîöåññ äåëåãèðîâàíèÿ ðóêîâîäÿùèõ ðîëåé è îòâåòñòâåííîñòè èíûì ÷ëåíàì ãðóïïû
MANAGERIAL STYLE ETHICAL – ýòè÷íûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE EXPLOITATIVE AUTHORITATIVE LEADERSHIP STYLE
– ïîä÷èíÿþùå-àâòîðèòàðíûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE FACILITATING – ñòèëü óïðàâëåíèÿ, îñíîâàííûé íà ñòðåìëåíèè ïîìî÷ü
MANAGERIAL STYLE FORCING
– ïðèíóæäàþùèé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE IMPERSONAL AGGRESSIVE MANAGEMENT – àãðåññèâíûé ìåíåäæìåíò, èãíîðèðóþùèé èíäèâèäóàëüíûé ïîäõîä
MANAGERIAL STYLE IMPERSONAL PASSIVE MANAGEMENT
– ïàññèâíûé ìåíåäæìåíò, èãíîðèðóþùèé èíäèâèäóàëüíûé ïîäõîä
MANAGERIAL STYLE INSTRUMENTAL LEADERSHIP – ïðîäóêòèâíîå ëèäåðñòâî
MANAGERIAL STYLE INTIMIDATING
– óãðîæàþùèé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE JUDICIAL – áåñïðèñòðàñòíûé ñòèëü óïðàâëåíèÿ
MANAGERIAL STYLE LEADER AUTOCRATIC – ëèäåð-àâòîêðàò
MANAGERIAL STYLE LEADER DEMOCRATIC – ëèäåð-äåìîêðàò
MANAGERIAL STYLE LEADER PARTICIPATIVE – ðóêîâîäèòåëü, ñòðåìÿùèéñÿ âîâëåêàòü ïîä÷èíåííûõ â ïðèíÿòèå ðåøåíèÿ
MANAGERIAL STYLE PERMISSIVE LEADERSHIP – ìÿãêèé ñòèëü ðóêîâîäñòâà
MANAGERIAL STYLE PROACTIVE MANAGEMENT – àêòèâíûé ìåíåäæìåíò
MAN-HOUR – ÷åëîâåêî-÷àñ
MANPOWER – ðàáî÷àÿ ñèëà, òðóäîâûå ðåñóðñû, ïåðñîíàë
MANPOWER LOADING CHART – ãðàôèê çàãðóçêè ïåðñîíàëà
MANPOWER SCHEDULING AND LOADING – êàëåíäàðíîå ïëàíèðîâàíèå çàãðóçêè ïåðñîíàëà ïî ïðîåêòó

MANUAL – èíñòðóêöèÿ, ðóêîâîäñòâî, ðó÷íîé
MANUAL SKILL – êâàëèôèêàöèÿ, íàâûêè ðó÷íîãî òðóäà
MANUFACTURE – ïðîèçâîäèòü, îáðàáàòûâàòü, èçãîòàâëèâàòü
MANUFACTURER – ïðîèçâîäñòâî, îáðàáîòêà
MANUFACTURING ENGINEERING – ïðîåêòèðîâàíèå ïðîèçâîäñòâà
MANUFACTURING PLAN – ïðîèçâîäñòâåííûé ïëàí
MANUFACTURING TECHNOLOGY – ïðîèçâîäñòâåííàÿ òåõíîëîãèÿ
MARGIN – ïðèáûëü, äîõîä, ìàðæà
MARGINAL – êðàéíèé, ïðåäåëüíûé
MARGINAL ANALYSIS – ïðåäåëüíûé àíàëèç
MARGINAL COSTS – ïðåäåëüíûå èçäåðæêè
MARGINAL UTILITY – ïðåäåëüíàÿ ïîëåçíîñòü
MARKET – ðûíîê
MARKET PRICE – ðûíî÷íàÿ öåíà
MARKET VALUE – ðûíî÷íàÿ, êóðñîâàÿ ñòîèìîñòü
MARKETING – ìàðêåòèíã
MARKETING ANALYSIS – ìàðêåòèíãîâûé àíàëèç
MARKOV PLAN – ìàðêîâñêèé ïëàí â âåðîÿòíîñòíûõ ìîäåëÿõ ïëàíèðîâàíèÿ ïðîåêòà
MARKOV PROCESS – ìàðêîâñêèé ïðîöåññ
MARKOWITZ MODEL – ìîäåëü Ìàðêîâèöà
MASTER – ìàñòåð, õîçÿèí, ñïåöèàëèñò, îñíîâíîé, ãëàâíûé
MASTER AGREEMENT – îñíîâíîå ñîãëàøåíèå
MASTER NETWORK – ãëàâíàÿ ñåòåâàÿ ìîäåëü
MASTER PHASING SCHEDULE – îñíîâíîé ïîôàçîâûé êàëåíäàðíûé ïëàí
MASTER PROJECT MANUAL – ãëàâíîå ðóêîâîäñòâî ïî ïðîåêòó
MASTER SCHEDULE – ãëàâíûé, óêðóïíåííûé, îñíîâíîé ãðàôèê
MATERIAL COSTS INDIRECT – êîñâåííûå çàòðàòû íà ìàòåðèàëû
MATERIAL MANAGEMENT – óïðàâëåíèå ðàñïðåäåëåíèåì ìàòåðèàëîâ ïî ðàáîòàì ïðîåêòà
MATERIAL OVERHEADS – íàêëàäíûå ðàñõîäû ïî îáåñïå÷åíèþ ìàòåðèàëàìè
MATERIAL PROCUREMENT COST – çàòðàòû íà ìàòåðèàëüíî-òåõíè÷åñêîå îáåñïå÷åíèå ïî ïðîåêòó
MATERIAL REQUIREMENTS PLANNING SYSTEM – ñèñòåìà ïëàíèðîâàíèÿ ïîòðåáíîñòåé â ìàòåðèàëàõ ïî ïðîåêòó
MATERIALITY – âàæíîñòü, ñóùåñòâåííîñòü, ìàòåðèàëüíîñòü
MATHEMATIC MODELING – ìàòåìàòè÷åñêîå ìîäåëèðîâàíèå
MATRIX IN MANAGEMENT – ìàòðèöà â óïðàâëåíèè
MATRIX MANAGEMENT – ìàòðè÷íîå óïðàâëåíèå
MATRIX MANAGEMENT SYSTEM – ñèñòåìà ìàòðè÷íîãî óïðàâëåíèÿ
MATRIX MANAGER – ìàòðè÷íûé ìåíåäæåð
MATRIX ORGANIZATIONAL DESIGN – ïðîåêòèðîâàíèå ìàòðè÷íîé îðãàíèçàöèîííîé ñòðóêòóðû
MAXIMA – ìàêñèìà
MAXIMIN CRITERION – ìàêñè-ìèíèìàëüíûé êðèòåðèé
MEAN – ñðåäíåå çíà÷åíèå ïîêàçàòåëÿ
MEAN DEVIATION – ñðåäíåå îòêëîíåíèå
MEAN PRICE – ñðåäíÿÿ öåíà
MEASURED COSTS – èçìåðÿåìûå èçäåðæêè, çàòðàòû
MEASURED OF PROJECT WORTH – ïîêàçàòåëè öåííîñòè ïðîåêòà
MEDIAN – ìåäèàíà
MERGER – ñëèÿíèå
MESSAGE – ñîîáùåíèå, ïîñëàíèå
METHOD – ìåòîä
METHOD DISCOUNTED CASH FLOW – ìåòîä äèñêîíòèðîâàíèÿ ïîòîêîâ äåíåæíûõ ñðåäñòâ
METHOD OF AVERAGE – ìåòîä ñðåäíåãî
METHOD OF ELIMINATION – ìåòîä îöåíêè
METHOD OF OPERATION – ïîðÿäîê ýêñïëóàòàöèè
MIDDLE – ñðåäíåå
MIDDLE PRICE – ñðåäíÿÿ öåíà
MIDDLEMAN – ïîñðåäíèê
MILESTONE – âåõà, êëþ÷åâîå ñîáûòèå, êîíòðîëüíàÿ òî÷êà
MILESTONE FOR CONTROL – êîíòðîëüíûå âåõè, îòìåòêè
MILESTONE INPUT – çàäàííîå, êëþ÷åâîå ñîáûòèå, êëþ÷åâàÿ äàòà
MILESTONE KEY – êëþ÷åâàÿ âåõà, ñîáûòèå
MILESTONE MAJOR – ãëàâíàÿ âåõà, ñîáûòèå
MILESTONE SCHEDULE – ïîýòàïíûé ãðàôèê, óêðóïíåííûé ãðàôèê âåõ
MINIMUM STANDARDS – äîïóñòèìûå íîðìû
MINUTES – ïðîòîêîë
MISSION – ìèññèÿ ïðîåêòà
MODEL – ìîäåëü
MODEL VALIDATION – âàëèäàöèÿ ìîäåëè ïðîåêòà
MODEL VERIFICATION – âåðèôèêàöèÿ ìîäåëè ïðîåêòà
MONETARY INFLATION – äåíåæíàÿ èíôëÿöèÿ
MONETARY SYSTEM – äåíåæíàÿ ñèñòåìà
MONETARY UNIT – íàöèîíàëüíàÿ äåíåæíàÿ ñèñòåìà
MONEY – äåíüãè
MONITORING – ìîíèòîðèíã, êîíòðîëü, ñëåæåíèå
MONITORING ACTUALS VERSUS BUDGET – êîíòðîëü ôàêòè÷åñêèõ çàòðàò îòíîñèòåëüíî ñìåòíûõ
MONOPOLY – ìîíîïîëèÿ
MONTE CARLO SIMULATION – èìèòàöèîííîå ìîäåëèðîâàíèå ìåòîäîì Ìîíòå-Êàðëî
MONTE-CARLO TECHNIQUE – ìåòîä Ìîíòå-Êàðëî
MORATORIUM – ìîðàòîðèé
MOST LIKELY COMPLETION TIME – íàèáîëåå âåðîÿòíîå âðåìÿ çàâåðøåíèÿ
MOST LIKELY TIME – íàèáîëåå âåðîÿòíîå âðåìÿ
MOST OPTIMISTIC COMPLETION TIME – íàèáîëåå îïòèìèñòè÷íîå âðåìÿ çàâåðøåíèÿ
MOST PESSIMISTIC COMPLETION TIME – íàèáîëåå ïåññèìèñòè÷íîå âðåìÿ çàâåðøåíèÿ
MOTIVATING – ìîòèâàöèÿ
MOTIVATOR – ìîòèâàòîð
MULTIDIMENSIONAL MATRIX – ìíîãîìåðíàÿ ìàòðèöà
MULTIPLIER – ìóëüòèïëèêàòîð
MULTI-PROJECT MANAGEMENT – óïðàâëåíèå ìíîãèìè ïðîåêòàìè
MULTIPURPOSE PROJECT – ìíîãîöåëåâîé ïðîåêò
MUTUALLY EXCLUSIVE PROJECTS – âçàèìîèñêëþ÷àþùèå ïðîåêòû

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