【正文】 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。?您可以繪制其他的事情，如上面提到的圖，如果你不喜歡你看到的，那么你就需要采取“糾正行動(dòng)”。成本基線?這個(gè)計(jì)劃的參考S曲線有時(shí)被稱為“成本基準(zhǔn)”，這通常是在EV說(shuō)法。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)”。?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。在一些項(xiàng)目管理的應(yīng)用領(lǐng)域，它被稱為一個(gè)項(xiàng)目成本計(jì)劃。注：如果管理不批準(zhǔn)RFA消融，你不應(yīng)該考慮這個(gè)項(xiàng)目的失敗，或這個(gè)目標(biāo)的目的，而規(guī)劃需要重新考慮，以增加交付項(xiàng)目的價(jià)值。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。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。例如：訂購(gòu)數(shù)量級(jí)的估計(jì) “球公園”估計(jì)，通常只為概念預(yù)留類似的估計(jì) 根據(jù)以前類似項(xiàng)目的預(yù)算參數(shù)估計(jì) 基于對(duì)歷史數(shù)據(jù)的統(tǒng)計(jì)關(guān)系估計(jì)?無(wú)論采用哪種方法，這種希望總和能被全面批準(zhǔn)和證明是令人滿意的！這是啟動(dòng)該項(xiàng)目的執(zhí)行階段。為到達(dá)一定的資本要求，一些轉(zhuǎn)換是必要的，例如，通過(guò)加入審慎津貼如開(kāi)銷，一個(gè)應(yīng)急的津貼，以彌補(bǔ)包括未知和可能的范圍變化的正常的項(xiàng)目風(fēng)險(xiǎn)和管理儲(chǔ)備。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。?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。?在一個(gè)不太正式的設(shè)置中，每個(gè)人都只是試圖蒙混過(guò)關(guān)工作包和WBS項(xiàng)目管理計(jì)劃，項(xiàng)目簡(jiǎn)介或項(xiàng)目憲章?如果可交付的成果由一些不同元素組成，這些都是確定和組裝工作包（WPS），并在工作分解結(jié)構(gòu)（WBS）的形式提交。在該項(xiàng)目的發(fā)展或定義階段?在開(kāi)發(fā)階段的目標(biāo)是建立一種涉及到生產(chǎn)所需的產(chǎn)品，估計(jì)成本，并為該項(xiàng)目的實(shí)際執(zhí)行尋求資本資金的良好的工作的認(rèn)識(shí)。?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)。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。這些措施包括商業(yè)案例，（資本）請(qǐng)求撥款（執(zhí)行），工作包和工作分解結(jié)構(gòu)，項(xiàng)目章程（或摘要），項(xiàng)目預(yù)算或成本計(jì)劃，獲得的價(jià)值和成本基準(zhǔn)。更有可能的是，將會(huì)有（或已經(jīng)）變化的范圍改變參考基線，這意味著，每一次范圍發(fā)生變化，無(wú)論如何你都必須改變基線計(jì)劃。首先，建立一套參考基準(zhǔn)。s face it, that39。s sponsor, formal approval for any changes to the total project budget. Often this is only justified and accepted on the basis of a requested Product Scope Change.? In such a case the project39。s Approved Project Budget.Note: If management does not approve the RFA, you should not consider this a project failure. Either the goals, objectives, justification and planning need rethinking to increase the value of 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。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。山東建筑大學(xué)畢業(yè)設(shè)計(jì)外文文獻(xiàn)及譯文外文文獻(xiàn)：Project Cost Control: The Way it WorksBy R. Max WidemanIn a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory.First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and pare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progr