工程造價(jià)專業(yè)外文文獻(xiàn)翻譯(中英文對(duì)照-全文預(yù)覽
【正文】 過(guò)提供不同程度的“自上而下”的可靠性。資本要求轉(zhuǎn)換的估計(jì)?然而，單獨(dú)的工作的一個(gè)估計(jì)是沒有足夠資本要求的。無(wú)論哪種方式，結(jié)果都是該項(xiàng)目的總工作的估計(jì)費(fèi)用。?該項(xiàng)目管理計(jì)劃的方式，應(yīng)該成為該項(xiàng)目“圣經(jīng)”的執(zhí)行階段，同時(shí)它有時(shí)被稱為“項(xiàng)目簡(jiǎn)介”或“項(xiàng)目憲章”。從這個(gè)信息來(lái)看，一個(gè)準(zhǔn)備足夠的細(xì)節(jié)計(jì)劃在一美元的數(shù)字請(qǐng)求上給予足夠的信心。問(wèn)題是，你如何再占有所有不結(jié)轉(zhuǎn)項(xiàng)目？?如果有足夠的商業(yè)案例的優(yōu)點(diǎn)，贊助者將繼續(xù)發(fā)展和定義階段。通常是有一定重要性或影響力的人，如果該項(xiàng)目繼續(xù)進(jìn)行，這個(gè)人往往成為該項(xiàng)目的贊助者。（執(zhí)行）資助的商業(yè)案例和應(yīng)用重要的是要注意，當(dāng)負(fù)責(zé)的執(zhí)行管理者對(duì)項(xiàng)目應(yīng)如何通過(guò)項(xiàng)目壽命展開這個(gè)問(wèn)題有很好的理解時(shí)，項(xiàng)目的成本控制是最有效的。同時(shí)，我們將借此機(jī)會(huì)指出幾個(gè)顯著的適當(dāng)?shù)牡胤轿募Ｈ绻罱K結(jié)果已經(jīng)與基線計(jì)劃脫節(jié)，你可能不得不改變計(jì)劃。從理論上講，項(xiàng)目成本控制并不難。t like what you see then you need to take Corrective Action.CommentaryThis whole process is a cyclic, situational operation and is probably the source of the term cycle in the popularly misnamed project life cycle.As an aside, the Earned Value pundits offer various other techniques within the EV process designed to aid in forecasting the final result, that is, the Estimate At Completion (EAC). EAC is what you should really be interested in because it is the only constant in a moving project. Therefore, these extended EV techniques must be considered in the same realm of accuracy as topdown estimating. They are useful, but only if you recognize the limitations and know what you are doing!But, as we said at the beginning, it is a lot more difficult to do in practice – and involves a significant amount of work. But, let39。s Project Budget responsibility? Once this Approved Project Budget is released to the project manager, a reverse process must take place to convert it into a working control document. That is, the money available must be divided amongst the various WBS WPs that, by the way, have probably by now been upgraded! This results in a project execution Control Budget or Project Baseline Budget, or simply, the Project Budget. In some areas of project management application it is referred to as a Project Cost Plan.? On a large project where different corporate production divisions are involved, there may be a further intermediate step of creating Control Accounts for the separate divisions, so that each division subdivides their allocated money into their own WBS WPs.? Observe that, since the total Project Budget received formal approval from Executive Management, you, as project manager, must likewise seek and obtain from Executive Management, via the project39。s project manager and will likely not include any of the allowances. An exception might be the contingency allowances to cover the normal variations in work performance.? The net sum thus arrived at constitutes the project manager39。ll e to in a minute. Either way, the result is an estimated cost of the total work of the project.Note: that project risk management planning is an important part of this exercise. This should examine the project39。s Concept Phase? Every project starts with someone identifying an opportunity or need. That is usually someone of importance or influence, if the project is to proceed, and that person often bees the project39。s ability to effectively control project costs.FootnoteI am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic.The Business Case and Application for (execution) FundingIt is important to note that project cost control is most effective when the executive management responsible has a good understanding of how projects should unfold through the project life span. This means that they exercise th
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