【正文】 Copyright 2008 PRICE Systems . All rights reserved. “PRICE Systems,” the PRICE Systems logo and PRICE Systems product names are trademarks of PRICE Systems. References to other panies and their products use trademarks owned by the respective panies and are for reference purpose only. No portion hereof may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or information storage and retrieval systems, for any purpose other than the recipient’s personal use, without the express written permission of PRICE Systems. The information contained herein is subject to change without notice. PRICE Systems shall not be liable for errors contained herein or consequential damages in connection with furnishing, performance, or use hereof. Any PRICE Systems software described herein is licensed exclusively subject to the conditions set forth in the PRICE Systems license agreement.。因此，在準(zhǔn)備項目章程的時候就要進行是否實施成本管理的對話，而商業(yè)案例分析就是項目章程中的一部分。各組織應(yīng)該把項目作為整體來評估，并評估項目內(nèi)的需求以決定其商業(yè)價值。最開始的目的是要增加品牌意識，幫助保留病人信息，以及減少手術(shù)成本。成本管理在項目三個方面尋求平衡(見圖 3).項目管理三角范圍進度 預(yù)算圖 3: 成本管理和項目三角成本管理迫使項目管理團隊檢查范圍，確定哪些需求帶來商業(yè)價值，從而把這些需求排在首位。項目三角項目三角代表了項目管理的三個限制條件，即：范圍、進度和預(yù)算(見圖 1).? 范圍指為確保項目滿足目標(biāo)而必須要交付的內(nèi)容? 進度指為完成項目所需要的時間? 預(yù)算指的是項目所需要的資源。與之相反