Track Progress:Check against milestones set, check progress reports and monitor effectively
跟踪进度：对照设定的里程碑进行检查，检查进度报告并进行有效监控
Overcoming Problems: If there are problems seen the project manager should raise concerns early to the SPL higher management and also resolve difficulties ofpeople, product and process if there is any.
克服问题：若发现问题，项目经理应尽早向SPL高级管理层提出问题，并解决人员、产品和流程的困难（若有）。
Update the plan: The project manager should also communicate the change, change management of project if required,assess the project development and give time to time feed back to SPL “Higher Management”.(Maylor, 2010)
更新计划：项目经理还应沟通变更，必要时进行项目变更管理，评估项目开发，并不时向SPL“高级管理层”反馈。
PDCA Cycle for SPL: SPL的PDCA循环
Plan: The Plan is to setting up “Production Unit” in Uk. For this SPL will require 10 million dollar, Buying of land, Machineries, Electrical Equipment, Hiring of a project manager and different workers related to the project and running the production facility like IT, computer expert, different labours, managers.
计划：该计划是在英国建立“生产单位”。为此，SPL将需要1000万美元，购买土地、机器、电气设备，聘请项目经理和与项目相关的不同工人，并运行生产设施，如IT、计算机专家、不同的工作人员、经理。
Do: Apply the resource (10 million dollars), Land, project workers all into work for the successful completion of the work.
执行：将资源（1000万美元）、土地、项目工人全部投入到工作中，以顺利完成工作。
Check: The project manager of SPL must check that the project is running successfully and give feedback to the SPL top management.
检查：SPL的项目经理必须检查项目是否成功运行，并向SPL最高管理层提供反馈。
Act: If there is anything requires interms of more resources, or any type of change in the product or any risk faced the project manager will make any required change and deal with any problem for the success of the project. (slack and chambers 2010)
行动：如果有任何事情需要更多的资源，或产品的任何类型的更改或面临的任何风险，项目经理将做出任何必要的更改并处理任何问题，以确保项目的成功。（
The Essentials of Managing Risk in SPL Project SPL项目风险管理要点
The project manager for SPL needs to define risks early so that he/she can determine how SPL will manage them. But the manager has to know more than just what risks might exist. He/she also have to know how to talk to other project team members about risks and even make decisions about which risks they will try to manage:
SPL的项目经理需要尽早定义风险，以便他/她能够确定SPL将如何管理这些风险。但经理必须知道的不仅仅是可能存在的风险。他/她还必须知道如何与其他项目团队成员谈论风险，甚至决定他们将尝试管理哪些风险：
The ways can SPL Project Manager can deal project’s risks SPL项目经理处理项目风险的方法
Determining which aspects of SPL plan or project environment may change.确定SPL计划或项目环境的哪些方面可能发生变化。
Assess the potential effects of those risks on SPL project.评估这些风险对SPL项目的潜在影响。
The Project Manager for SPL needs to consider what can happen if those aspects don’t work out the way SPL envision.SPL的项目经理需要考虑如果这些方面没有按照SPL的设想进行，会发生什么。
Develop plans for mitigating the effects of the risks. 制定减轻风险影响的计划。
The project manager needs to decide how to protect its project from the consequences of risks.项目经理需要决定如何保护其项目免受风险的影响。
Monitor the status of SPL project’s risks throughout performance.在整个执行过程中监控SPL项目的风险状况。
The project manager for SPL needs to determine whether existing risks are still present, whether the likelihood of these risks is increasing or decreasing, and whether new risks may come and if appers the manager will solve it SPL的项目经理需要确定现有风险是否仍然存在，这些风险的可能性是增加还是减少，是否可能出现新的风险，如果出现，经理将解决
Inform Top Management of SPL of all risks involved with SPL project 将SPL项目涉及的所有风险告知SPL的最高管理层
The project manager will explain the status and potential effect of all project risks from the initial state to its completion so that the top management can deal with any problem that may arise with project and solve it. (slack and chambers 2010)项目经理将解释从初始状态到完成的所有项目风险的状态和潜在影响，以便最高管理层能够处理项目中可能出现的任何问题并加以解决。
Conclusion 结论
In conclusion it can be said that “Square” is a very successful pharmaceutical company, that is exporting its goods in 38 countries around the world, but in order to be a glo
