工程造價(jià)專(zhuān)業(yè)外文文獻(xiàn)翻譯(中英文對(duì)照-預(yù)覽頁(yè)
【正文】 eir responsibilities at the key decision points between the major phases. They must also recognize the importance of project risk management for identifying and planning to head off at least the most obvious potential risk events.In the project39。s Development or Definition Phase? The objective of the Development Phase is to establish a good understanding of the work involved to produce the required product, estimate the cost and seek capital funding for the actual execution of the project.? In a formalized setting, especially where big projects are involved, this application for funding is often referred to as a Request for (a capital) Appropriation (RFA) or Capital Appropriation Request (CAR).? This requires the collection of more detailed requirements and data to establish what work needsto be done to produce the required product or deliverable. From this information, a plan is prepared in sufficient detail to give adequate confidence in a dollar figure to be included in the request.? In a less formalized setting, everyone just tries to muddle through.Work Packages and the WBSThe Project Management Plan, Project Brief or Project Charter? If the deliverable consists of a number of different elements, these are identified and assembled into Work Packages (WPs) and presented in the form of a Work Breakdown Structure (WBS).? Each WP involves a set of activities, the work that is planned and scheduled as a part of the Project Management Plan. Note, however, that the planning will still be at a relatively high level,and more detailed planning will be necessary during execution if the project is given the go ahead.? This Project Management Plan, by the way, should bee the bible for the execution phase of the project and is sometimes referred to as the Project Brief or the Project Charter.? The cost of doing the various activities is then estimated and these estimated costs are aggregated to determine the estimated cost of the WP. This approach is known as detailed estimating or bottom up estimating. There are other approaches to estimating that we39。s sponsor, depending on the policies of the organization.? For the approved RFA, the project sponsor will, in turn, further delegate expenditure authority to the project39。s Execution PhaseThe project manager39。s Approved Project Budget.? Now, as the work progresses, you can plot the Actual Cost of Work Performed (ACWP or simply Actual Cost AC).? You can plot other things as well, see diagram referred to above, and if you don39。因此，我們決定寫(xiě)出它是如何工作的說(shuō)明。如果最終結(jié)果不令人滿(mǎn)意，那么你要對(duì)正在進(jìn)行中的必要的工作進(jìn)行調(diào)整，并在適當(dāng)?shù)臅r(shí)間間隔內(nèi)重復(fù)循環(huán)。我們將看到，它還涉及到相當(dāng)數(shù)量的工作，因此，我們不妨在一開(kāi)始就啟動(dòng)它，通過(guò)整個(gè)項(xiàng)目的線(xiàn)程壽命來(lái)進(jìn)行工程造價(jià)控制。腳注我要感謝我的朋友，大師昆汀?弗萊明，檢查和糾正我關(guān)于這一主題的工作。在項(xiàng)目的概念階段?每一個(gè)項(xiàng)目都由確定的機(jī)會(huì)或需要的人開(kāi)始。毫無(wú)疑問(wèn)，因?yàn)檫@將為該組織提供一個(gè)稅務(wù)利益。?這需要更詳細(xì)的要求和數(shù)據(jù)的收集，建立什么工作需要來(lái)完成生產(chǎn)所需的產(chǎn)品或“交付”。但是請(qǐng)注意，如果該項(xiàng)目在執(zhí)行過(guò)程中前進(jìn)，將該規(guī)劃水平變得更高，更詳細(xì)，將是必要的。還有其他的方法來(lái)估算，我們將在一分鐘內(nèi)到達(dá)。這可能采取具體的應(yīng)急計(jì)劃的形式和/或預(yù)審慎的資金儲(chǔ)備。?剛才所描述的方法中，所有的數(shù)據(jù)類(lèi)型為“自下而上”，在實(shí)踐中可能無(wú)法使用。這是一個(gè)因?yàn)樵陧?xiàng)目工作中，管理無(wú)法理解的不確定性和風(fēng)險(xiǎn)的性質(zhì)錯(cuò)誤的信念。智能管理做的事情是根據(jù)不同項(xiàng)目的風(fēng)險(xiǎn)預(yù)留隊(duì)伍的儲(chǔ)備基金，并謹(jǐn)慎控制資金。一種異?？赡芎w工作表現(xiàn)正常變化的應(yīng)急準(zhǔn)備。也就是說(shuō)，可用的錢(qián)必須是分到各WBS的方式之間，可能現(xiàn)在已經(jīng)升級(jí)。?通過(guò)觀察發(fā)現(xiàn)，自從正式收到批準(zhǔn)長(zhǎng)官管理該項(xiàng)目總預(yù)算，你，作為項(xiàng)目經(jīng)理，同樣也必須尋求并獲得執(zhí)行管理，通過(guò)該項(xiàng)目的贊助商，正式批準(zhǔn)任何更改項(xiàng)目總預(yù)算。?這為我們的成本控制功能提供了基礎(chǔ)參考。?但基本上，你掌管日程安排活動(dòng)的費(fèi)用，并在適當(dāng)?shù)臅r(shí)候繪制他們作為累計(jì)。?你需要修改這個(gè)成本基線(xiàn)，每次有一個(gè)改變成本和/或時(shí)間表的影響批準(zhǔn)的范圍，從而改變了該項(xiàng)目的核準(zhǔn)項(xiàng)目預(yù)算。順便說(shuō)一句，掙值權(quán)威人士提供的EV過(guò)程中的各種其他技術(shù)設(shè)計(jì)能幫助預(yù)測(cè)最后的結(jié)果，也就是說(shuō)，“估計(jì)在完成”（“選管會(huì)”）。但是，讓我們面對(duì)它，這就是被聘用的項(xiàng)目經(jīng)理，不是嗎？11
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