【正文】 ful 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 assumptions and environmental conditions to identify any weaknesses in the plan thus far, and identify those potential risk events that warrant attention for mitigation. This might take the form of specific contingency planning, and/or the setting aside of prudent funding reserves.Request for capitalConverting the estimate? However, an estimate of the work alone is not sufficient for a capital request. To arrive at a capital request some conversion is necessary, for example, by adding prudent allowances such asoverheads, a contingency allowance to cover normal project risks and management reserves to cover unknowns and possible scope changes.? In addition, it may be necessary to convert the estimating data into a financial accounting formatthat satisfies the corporate or sponsor39。首先，建立一套參考基準(zhǔn)。?為了確定潛在項(xiàng)目的適用性，大多數(shù)組織呼吁編制“商業(yè)案例”和“量級(jí)”的成本，以證明該項(xiàng)目的價(jià)值，使其可以與所有其他項(xiàng)目競(jìng)爭(zhēng)。注：該項(xiàng)目的風(fēng)險(xiǎn)管理規(guī)劃，是這次演習(xí)的一個(gè)重要組成部分。但是，如果批準(zhǔn)的資本要求包括津貼，如“儲(chǔ)備管理”，根據(jù)該組織的政策，這可能會(huì)，也可能不會(huì)被傳遞到項(xiàng)目的贊助商。使用掙值技術(shù)?如果我們有另一種控制工具的必要的細(xì)節(jié)，我們可以采取的持續(xù)監(jiān)測(cè)工作是“掙值（EV）技術(shù)”。因此，這些作為自上而下的估算精度相同的境界的擴(kuò)展的EV技術(shù)必須被考慮到。?在這種情況下，該項(xiàng)目的贊助商將降低他的管理儲(chǔ)備，或提交給上層管理人員補(bǔ)充消融。這往往導(dǎo)致一個(gè)“游戲”中的估計(jì)被夸大，從而使管理人員可以調(diào)整他們向下。?然后估計(jì)各種活動(dòng)的成本，這些估計(jì)費(fèi)用匯總以確定的WP的估計(jì)成本。這意味著，他們?cè)谥饕A段的關(guān)鍵決策點(diǎn)之間行使自己的責(zé)任。s face it, that39。s sponsor.? To determine the suitability of the potential project, most organizations call for the preparation of a Business Case and its Order of Magnitude cost to justify the value of the project so that itcan be pared with all the other peting projects. This effort is conducted in the Concept Phase of the project and is done as a part of the organization39。s deliverables, or senior management simply has higher priorities elsewhere for the available resources and funding.The Project39。但是通過(guò)項(xiàng)目數(shù)量未能控制成本，證明在實(shí)踐中，項(xiàng)目成本控制是很難真正實(shí)施的。?在正式的設(shè)置，尤其是在涉及大項(xiàng)目中，這個(gè)撥款申請(qǐng)通常簡(jiǎn)稱為（大寫(xiě)）（RFA）撥款或資本撥款請(qǐng)求（CAR）。?此外，財(cái)務(wù)會(huì)計(jì)格式轉(zhuǎn)換成估算數(shù)據(jù)可能是必要的，以滿足有目的的企業(yè)或贊助商的形式與其他項(xiàng)目比較和隨之而來(lái)的撥款。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。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，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）。這個(gè)結(jié)果作用于項(xiàng)目執(zhí)行控制預(yù)算或項(xiàng)目基線預(yù)算，或簡(jiǎn)單地說(shuō)，項(xiàng)目預(yù)算。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。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。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 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 Executiv