作业帮一段英文翻译 比较费劲 麻烦帮我翻译下 谢谢了
来源：学生作业帮 编辑：作业帮 分类：英语作业 时间：2024/05/09 19:46:42
一段英文翻译 比较费劲 麻烦帮我翻译下 谢谢了
Large scale programs are widely recognized to play key role in international policy making, as their objectives include development, reconstruction, poverty reduction, employment, competitiveness, etc. More and more national economies worldwide depend on that kind of programs in order to improve their status and provide a better life quality to their citizens. However, despite the importance of such programs, there has not been yet a commonly accepted program management methodology, which would provide a firm framework for program implementation, promoting efficiency,transparency and accountability. Most program managers, refer to program risk from a project risk management perspective. This approach may be satisfactory for one single organization’s program of 3-10 projects, but it can’t work in the case of a large scale program, especially when most of the involved parties belong, regarding risk maturity, in the 2 last categories of the Institute of Internal Auditors – UK and Ireland (2003) classification, i.e. involved organizations belong either in the risk naïve category, so there is no formal approach developed for risk management, or they belong to risk aware category and consequently there is only a scattered silo based approach to risk management.
Very recently, PMI (2006) has just published the first Program Management Standard, recognizing the need for program managers to access to the same wealth of information that is already available to project managers. Although this standard offers very valuable information about good practice in program management processes, including benefits management, stakeholder management, program governance and organizational planning, its main focus is in managing programs within an organization and not managing large scale programs, involving different organizations.
麻烦用翻译器的 理顺一下语句再放上来行么 我又不是不会用翻译器 何苦放上来麻烦你们呢 谢谢. 可以部分翻译 尽力翻译就好 但不用太辛苦 谢谢了 分我有一定会倾囊相授,可是很抱歉,我真的没分可赠了,抱歉.
Large scale programs are widely recognized to play key role in international policy making, as their objectives include development, reconstruction, poverty reduction, employment, competitiveness, etc. More and more national economies worldwide depend on that kind of programs in order to improve their status and provide a better life quality to their citizens. However, despite the importance of such programs, there has not been yet a commonly accepted program management methodology, which would provide a firm framework for program implementation, promoting efficiency,transparency and accountability. Most program managers, refer to program risk from a project risk management perspective. This approach may be satisfactory for one single organization’s program of 3-10 projects, but it can’t work in the case of a large scale program, especially when most of the involved parties belong, regarding risk maturity, in the 2 last categories of the Institute of Internal Auditors – UK and Ireland (2003) classification, i.e. involved organizations belong either in the risk naïve category, so there is no formal approach developed for risk management, or they belong to risk aware category and consequently there is only a scattered silo based approach to risk management.
Very recently, PMI (2006) has just published the first Program Management Standard, recognizing the need for program managers to access to the same wealth of information that is already available to project managers. Although this standard offers very valuable information about good practice in program management processes, including benefits management, stakeholder management, program governance and organizational planning, its main focus is in managing programs within an organization and not managing large scale programs, involving different organizations.
麻烦用翻译器的 理顺一下语句再放上来行么 我又不是不会用翻译器 何苦放上来麻烦你们呢 谢谢. 可以部分翻译 尽力翻译就好 但不用太辛苦 谢谢了 分我有一定会倾囊相授,可是很抱歉,我真的没分可赠了,抱歉.
大规模的项目在国际政策形成中被广泛认为起着关键的作用.因为它们的目标包括发展、重建、减贫、就业、竞争等.为提高（国际）地位及为本国公民提供更好的生活,全世界越来越多的国际经济依赖于此种项目.然而,尽管此类项目的很重要,项目管理方法学迄今为止还未被广泛认同.该方法学为项目的为项目的完成、办事效率的提高、透明度及问责制提供了坚实的机制.大部分项目负责人,从项目风险管理能力中提出项目风险.这对于一个只拥有三到十个工程的单一项目组织而言可能很令人满意.但是就到期日风险而论,它在这种大规模项目中是不起作用的,尤其是大部分当事人涉及到英国和爱尔兰（2003年）分类中的这两大内部审核机构时.例如,涉及到的机构组织或对风险没有经验.因此,对风险的管理没有正式的方法,或知道他们所属风险类别.因此,对于风险管理只有一些分散的silo based（专业用语?）方法.
最近,PMI（2006）颁布了第一个风险管理条例,指出项目经理所得到的众多信息也必须是工程项目经理所知道的.虽然该条例对项目管理进程良好的实行提供了宝贵的信息,包括受益部门、相关利益部门、项目管理和组织规划,它主要还是着重于一个组织内部的项目管理,而不是针对于涉及几个不同组织机构的大规模项目.
弱弱的问一句,你是学哪个专业的?risk翻译成风险总感觉不恰当,你不会是学金融管理的吧?
最近,PMI（2006）颁布了第一个风险管理条例,指出项目经理所得到的众多信息也必须是工程项目经理所知道的.虽然该条例对项目管理进程良好的实行提供了宝贵的信息,包括受益部门、相关利益部门、项目管理和组织规划,它主要还是着重于一个组织内部的项目管理,而不是针对于涉及几个不同组织机构的大规模项目.
弱弱的问一句,你是学哪个专业的?risk翻译成风险总感觉不恰当,你不会是学金融管理的吧?