【正文】 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)。?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。一種異?？赡芎w工作表現(xiàn)正常變化的應(yīng)急準(zhǔn)備。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。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。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。毫無(wú)疑問(wèn)，因?yàn)檫@將為該組織提供一個(gè)稅務(wù)利益。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。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)。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。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 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 their 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。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 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。從理論上講，項(xiàng)目成本控制并不難。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?。通常是有一定重要性或影響力的人，如果該?xiàng)目繼續(xù)進(jìn)行，這個(gè)人往往成為該項(xiàng)目的贊助者。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。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。在這種情況下，替代的估算方法是在時(shí)尚中通過(guò)提供不同程度的“自上而下”的可靠性。核準(zhǔn)資本的所有權(quán)?如果高級(jí)管理層批準(zhǔn)的RFA消融，提出問(wèn)題的總和成為指定項(xiàng)目發(fā)起人的責(zé)任。這個(gè)結(jié)果作用于項(xiàng)目執(zhí)行控制預(yù)算或項(xiàng)目基線(xiàn)預(yù)算，或簡(jiǎn)單地說(shuō)，項(xiàng)目預(yù)算。當(dāng)然，這取決于，做同樣的事情可能在WP的水平，但控制的能力在較高和粗糙的水平的情況下。?現(xiàn)在，隨著工作的進(jìn)展，你可以繪制“執(zhí)行工作的實(shí)際成本”（ACWP或簡(jiǎn)單的“實(shí)際成本” 交流）。他們是有用的，除非你能認(rèn)識(shí)到它的限制和知道你在做什么！但是，正如我們?cè)陂_(kāi)始時(shí)說(shuō)的，它在實(shí)踐中是很困難實(shí)施的，同時(shí)涉及大量的工作。也就是說(shuō)，它是“預(yù)算成本計(jì)劃的工作”（BCWS），或者更簡(jiǎn)單的“計(jì)劃價(jià)值”（光伏）。?現(xiàn)在，我們有項(xiàng)目預(yù)算資金分配工作包，我們可以進(jìn)一步把它分發(fā)到每個(gè)WP的各項(xiàng)活動(dòng)之中，讓我們知道作為一個(gè)“基準(zhǔn)”，每個(gè)活動(dòng)的成本是多少。該項(xiàng)目的執(zhí)行階段項(xiàng)目經(jīng)理的項(xiàng)目預(yù)算的責(zé)任?該批準(zhǔn)的項(xiàng)目預(yù)算一旦被釋放到項(xiàng)目經(jīng)理，一個(gè)反向的過(guò)程中必須轉(zhuǎn)換成一個(gè)工作的控制文件的地方。但說(shuō)句公道話(huà)，管理者也很清楚，如果超過(guò)分