篇一：计划风险管理英文翻译
英文原文：
Schedule Risk Management
INTRODUCTION
Schedule risks are both threats and opportunities to the success of a project. Threats tend to reduce the success of meeting the project goals and opportunities tend to increase the success. Risk management is the process of identifying, analyzing, qualifying and quantifying the risks, and developing a plan to deal with them. This is routinely done during baseline schedule development as well as during schedule updates. Implementation of risk management starts with early planning in both budgetary cost estimating and preliminary master scheduling in order to determine budgets and schedules with a comfortable level of confidence in the completion date and final cost.
While there are entire volumes addressing risk in construction projects, it is important to note that the issue of time-related risk has not been universally incorporated into planning. Assessing cost risk is more intuitive, and very often addressed through the use of heuristics, so it has become more of a standard of the industry than time-related risk management. Most estimators will automatically add a contingency to
a cost estimate to cover the risk of performance based on the type of project and circumstances pertaining to the undertaking of the project. Estimators estimate this contingency using their own rules of thumb developed over years of estimating as well as estimate ingmanuals， such as Means’ Cost
Data or Cost Works. However, when it comes to
developing the critical path method (CPM) schedules, risk management is often overlooked or underestimated.
The purpose of this chapter is to provide an overview of risk management and the assessment process as well as best practices for incorporation of risk management into CPM schedule development and maintenance. For more detailed information about schedule risk, the reader should refer to risk management books, particularly those that focus on project management. One of the best resources available is David Hulett’s new book, Practical Schedule Risk Analysis.
Any risk management program starts with a good and accurate CPM schedule, created through the use of best practices and checked for quality, reasonableness, and appropriateness of the network model. Without a well-designed and developed CPM baseline schedule, a risk management process will not be effective. The risk analysis depends upon accurate and consistent calculations of the network logic, the appropriateness of the sequencing and phasing, and a reasonable approach to estimating activity durations.
Most CPM schedules are not adjusted for risk but rather are developed as if there were one right answer for the schedule’s numerical data. Generally, activity durations are established by calculation of the quantity of work represented by an activity divided by the production rate, or by sheer ‘‘gut
feeling’’ of the project manager or crew leader. This production rate is normally established by the contractor’s historical records or an estimating system, such as Means’, that provides an accurate data base of average production rates. Once those durations are calculated, they are often used as deterministic values, which assumes that the durations are accurate and unlikely to change. This assumption ignores the fact that the schedule is attempting to predict how long it will take to complete an activity at some unknown time in the future,
using an unknown crew composition, with variable experience, and working in unknown conditions. Risk management recognizes the uncertainty in duration estimating and provides a system to brain storm other risks that may occur during the project. Probability distributions are the best way to model planned activity durations, as noted by Hulett ‘‘The best way to understand the activity durations that are included in the schedule is as probabilistic statements of possible durations rather than a deterministic statement about how long the future activity will take.’’
DEFINITION OF RISK TERMS
The Project Management Institute (PMI) defines project risk in its Project Management Body of Knowledge (PMBOK) as ‘‘an uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective, such as time, cost, scope, or quality. A risk may have one or more causes and, if it occurs, one or more impacts.’’ PMBOK adds ‘‘Risk
conditions could include aspects of the project’s or organization’s environment that may contribute to project risk, such as poor project management practices, or dependency on external participants who cannot be controlled.’’
Risk Management: A process designed to examine uncertainties occurring during project delivery and to implement actions dealing with those uncertainties in order to achieve project objectives The definition of risk management in PMBOK, 4th Edition, is: ‘‘systematic process of identifying, analyzing, and responding to project risk.’’
Risk definition by AACEi Cost Engineering Terminology7 is: ‘‘the degree of dispersion or variability around the expected or ‘best’ value, which is estimated to exist for the economic variable in question, e.g., a quantitative measure of the upper and lower limits which are considered reasonable for the factor being estimated.’’
Time Contingency: An amount of time added to the base estimated duration to allow for unknown impacts to the project schedule, or to achieve a certain level of confidence in the estimated duration.
Probability: A measure of the likelihood of occurrence of an event.
Risk register: A checklist of potential risks developed during the risk identification phase of risk management.
Risk allocation: A determination of how to respond to risks, which can include shifting risk, avoiding risks, preventing or eliminating risks, and
incorporating risks into the schedule.
Deterministic: A calculated approach to estimating single activity duration using work quantity divided by estimated production rate.
Probabilistic: The determination of risk likelihood and consequences to establish duration ranges or risk-adjusted durations that can be used in a schedule in recognition that there are no certainties in estimating future durations.
Monte Carlo analysis: A probabilistic approach to determining confidence levels of completion dates for a project schedule by calculating durations as probability distributions.
Probability distribution: The spread of durations in a statistically significant population that is used for the range of durations in probabilistic scheduling approaches.
Confidence level: A measure of the statistical reliability of the prediction of project completion.
What-if scenario: A modeling of a risk for use in a CPM schedule in order to predict the ramifications of an identified risk.
Qualitative analysis: Occurring on the project, as well as assessing the severity of that risk should it occur and prioritizing the resultant list of risks.
Quantitative analysis: The assigning of a probability to the qualitative description of the risk, ranking the risks, and calculating the potential impact from both individual risks as well as the cumulative effect of all risks
篇二：优秀法律风险防范用语
优秀法律风险防范用语
1、从法律的角度谈经营，从经营的高度用法律。
2、一万个事后补救方案不如一次防范风险的行动。
3、防范企业法律风险，维护企业合法权益。
4、建立健全企业法律风险防范体系是企业参与市场竞争的最基本要求，也是企业可持续发展的重要保障。
5、建立法律风险预控体系，为企业健康发展保驾护航。
6、赚金山，赚银山，法律法规是靠山。
7、强化企业法律风险防范意识，构建企业法律风险防范机制，为企业经营管理保驾护航。
8、增强企业维权意识，健全防范管理机制是企业发展的重中之重。
9、法律风险责任大，企业管理法制化。
10、防范企业法律风险是一种创造效益的有效手段。
11、从零开始，循序渐进，法律风险防范有你、有我。
12、树立以事先防范和过程控制为主，事后救济为辅的法律风险防范理念。
13、我们不能做到企业零诉讼，但争取企业诉讼零风险。
篇三：控制风险和期货常用语
如何控制交易风险
1、要有正确的交易心态
在实盘操作中，期货投资者最容易犯的错误就是急功近利。总有一些投资者试图加大保证金量的投入，希望短时期获取暴利。这种急于一夜暴富的不正确的交易心态导致的心理浮躁是很危险的。
投资者保持正确交易心态的前提是，尊重市场趋势，不能由着自己的性子操作，要向市场认错，适时调整不正确的交易心态，而且不能放纵自己的不正确的交易心态一步步发展。
在实际操作中控制一些错误交易，克服各种不良的交易习惯，不感情用事，严格遵守制定的正确、有效的交易规则。长时间地坚持下去，就一定会具有正确的交易心态。
2、严格的资金管理
在期货交易中，由于资金杠杆会把风险和收益同时放大，所以操作中资金管理尤为重要。资金管理的重要性不亚于对趋势的判断，有很多时候我们判断对了后市行情走势，结果却是亏钱的，这就是资金管理的问题。
所谓资金管理，就是要严格控制仓位，如果不严格控制仓位，一但开仓后仓位过重或满仓操作，可能几十点的波动就会造成保证金不足，导致意外止损或爆仓，这对以后的操盘心态会产生极其恶劣的影响。所以，严格控制仓位是操盘手资金管理中最重要的一环，也是必须严格遵守的纪律。
3、制定严密的交易计划
在进行投资之前，必须制定好交易计划，避免盲目操作。对投资者而言，每一次符合其交易计划失败（亏损）的投资都是对的；每一次偏离其交易计划成功（盈利）的投资都是错误的。
严密的交易计划应包括：
(1)当前的趋势及其后势演变分析；
(2)入市基点、交易方向、交易量及盈利目标；
(3)市场突变或判断失误时，能承受的风险值以及止损目标。
4、保持良好的交易习惯
行为决定习惯，习惯决定命运！大部分情况下对于期货交易者来说，也许困难并不在于交易计划的制定上，而在于计划的贯彻实施上。很多交易者在临盘交易的时候，就会把事前制定好的计划抛到九霄云外，让恐惧和贪婪去主宰交易，结果可想而知。
将交易计划转化为交易习惯，是成功实施自我控制的有效手段。将你的交易行为由被动执行变成主动执行，是习惯形成的过程。
期货用语解释
1、头寸：一种市场约定。期货合约买方处于多头（买空）部位，期货合约卖方处于空头（卖空）部位。
2、交易量：在某一时间内买进或卖出的商品期货合约数量。交易量通常指每一交易日成交的合约数量。
3、结算价：某一期货合约当日成交价格按照成交量的加权平均价。
4、保证金：期货交易者按照规定标准交纳的资金，用于结算和保证履约。
5、平仓：期货交易者买入或者卖出与其所持期货合约的品种、数量及交割月份相同但交易方向相反的期货合约，了结期货交易的行为。
6、持仓量：期货交易者所持有的未平仓合约的数量。
7、持仓限额：期货交易所对期货交易者的持仓量规定的最高数额。
8、内盘：委托以买方成交的纳入“内盘”；
外盘：委托以卖方成交的纳入“外盘”。
“外盘”和“内盘”相加为成交量。
9、仓差：目前持仓量与昨日收盘价对应的持仓量的差。
为正则是今天的持仓量增加，为负则是持仓量减少。
10、多开：空头与多头同时开仓，以多头报价成交，反映主动性买盘； 空开：多头和空头同时开仓，以空头报价成交，反映主动性卖盘。
11、多平：多头主动平仓； 空平：空头主动平仓。
12、双开：新多买进开仓，新空卖出开仓，即双方都为开仓；
双平：老多卖出平仓，老空买进平仓，即双方都为平仓。
13、多换：多头换手，老多卖出平仓，新多买进开仓；
空换：空头换手，老空买进平仓，新空卖出开仓。
9、交割：期货合约到期时，根据期货交易所的规则和程序，交易双方通过该期货合约所载商品所有权的转移。了结到期末平仓合约的过程。
10、仓单：交割仓库开出并经期货交易所认定的标准化提货凭证。撮合成交是指期货交易所的计算机交易系统对交易双方的交易指令进行配对的过程。
11、涨跌停板：期货合约在一个交易日中的交易价格不得高于或者低于规定的涨跌幅度，超出该涨跌幅度的报价将被视为无效，不能成交。
12、强行平仓制度：是指当客户的交易保证金不足并未在规定时间内补足，客户持仓超出规定的持仓限额，因客户违规受到处罚的，根据交易所的紧急措施应予强行平仓的，其他应予强行平仓的情况发生时，期货经纪公司为了防止风险进一步扩大，实行强行平仓的制度。
《风险学习的用语》
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