【正文】 often leads to a game in which estimates are inflated so that management can adjust them downwards. But to be fair, management is also well aware that if money is over allocated, it will get spent anyway. The smart thing for managements to do is to set aside contingent reserve funds, varying with the riskiness of the project, and keep that money under careful control.Ownership of approved capital? If senior management approves the RFA as presented, the sum in question bees the responsibility of the designated project sponsor. However, if the approved capital request includes allowances such as a Management Reserve, this may or may not be passed on to the project39。s sponsor will either draw down on the management reserve in his or her possession, or submit a supplementary RFA to upper management.? Now that we have the Project Budget money allocated to Work Packages we can further distribute it amongst the various activities of each WP so that we know how much money we have as a Baseline cost for each activity.? This provides us with the base of reference for the cost control function. Of course, depending on the circumstances the same thing may be done at the WP level but the ability to control is then at a higher and coarser level.Use of the Earned Value technique? If we have the necessary details another control tool that we can adopt for monitoring ongoing work is the Earned Value (EV) technique. This is a considerable art and science that you must learn about from texts dedicated to the subject.? But essentially, you take the costs of the schedule activities and plot them as a cumulative total on the appropriate time base. Again you can do this at the activity level, WP level or the whole project level. The lower the level the more control information you have available but the more work you get involved in.The Cost Baseline? This planned reference Scurve is sometimes referred to as the Cost Baseline, typically in EVparlance. That is, it is the Budgeted Cost of Work Scheduled (BCWS), or more simply the Planned Value (PV).? Observe that you need to modify this Cost Baseline every time there is an approved scope change that has cost and/or schedule implications and consequently changes the project39。然后，按照工作的進展，監(jiān)察工作，分析結(jié)果顯示，預(yù)測最終結(jié)果并與參考基線作比較。所有這些都有助于提高該組織有效地控制項目成本的能力。?企業(yè)的商業(yè)案例的準備工作成本通常包括管理開銷，但它可結(jié)轉(zhuǎn)為最終項目的會計成本。?每個的WP涉及的一系列活動，計劃和計劃的一部分作為“工作” 項目管理計劃。這應(yīng)該檢查該項目的假設(shè)和環(huán)境條件，以確定該計劃中的任何弱點，到目前為止，并找出值得注意緩解這些潛在的風(fēng)險事件。注：有些管理層將批準錯誤地認為，大家以“提升他們的鉛筆”和“更聰明地工作”為組織的利益，這將有助于較小的總和。 ?對于所批準的RFA消融，反過來，項目發(fā)起人會進一步委托該項目的項目經(jīng)理行使開支的權(quán)力，并可能將不包括任何津貼。?在不同的企業(yè)生產(chǎn)部門都參與其中的大型項目中，可能有進一步創(chuàng)建“控制賬戶”為獨立的部門的中間步驟，讓他們的錢分到到自己的WBS WPS。這是一個你必須致力于了解主題文本的藝術(shù)和科學(xué)。評論這整個過程是一個循環(huán)，運行態(tài)勢，這可能是普遍名不副實“項目的生命周期”中“循環(huán)”一詞的來源”。選管會是你真正應(yīng)該感興趣的，因為在運動項目中，它是唯一不變的。再次，你可以做的活動水平，或整個項目的水平越低，您可用的控制信息就越多。通常這是在改變產(chǎn)品范圍的基礎(chǔ)上唯一合理可接受的要求。?因此凈總和抵達構(gòu)成了項目經(jīng)理的核準項目預(yù)算。因此，其效果是更有可能導(dǎo)致對產(chǎn)品質(zhì)量，降低產(chǎn)品范圍或功能不利影響的“切角”。資本要求轉(zhuǎn)換的估計?然而，單獨的工作的一個估計是沒有足夠資本要求的。?該項目管理計劃的方式，應(yīng)該成為該項目“圣經(jīng)”的執(zhí)行階段，同時它有時被稱為“項目簡介”或“項目憲章”。問題是，你如何再占有所有不結(jié)轉(zhuǎn)項目？?如果有足夠的商業(yè)案例的優(yōu)點，贊助者將繼續(xù)發(fā)展和定義階段。（執(zhí)行）資助的商業(yè)案例和應(yīng)用重要的是要注意，當(dāng)負責(zé)的執(zhí)行管理者對項目應(yīng)如何通過項目壽命展開這個問題有很好的理解時，項目的成本控制是最有效的。如果最終結(jié)果已經(jīng)與基線計劃脫節(jié)，你可能不得不改變計劃。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