【正文】 理和分析工作落實(shí)責(zé)任人員 b) 確保按照項(xiàng)目的結(jié)構(gòu)來合理分配所有的成本 c) 確保所有成本都是項(xiàng)目進(jìn)展過程中各項(xiàng)活動(dòng)的真實(shí)支出 d) 檢查其它工程項(xiàng)目沒有使用此項(xiàng)目預(yù)算 然后，項(xiàng)目管理者應(yīng)該對(duì)項(xiàng)目預(yù)算進(jìn)行監(jiān)督和控制變更。第五，管理者應(yīng)該檢測項(xiàng)目活動(dòng)中使用的關(guān)鍵資源，有些資源由于是非常昂貴和有限的而至關(guān)重要 (Cotterell and Hughes, 1995)。第三，檢測具有較少浮動(dòng)時(shí)間的工作，因?yàn)椋?果一個(gè)工作具有非常少的浮動(dòng)時(shí)間，那么當(dāng)它偏離目標(biāo)的時(shí)候很有可能在還沒有采取控制措施前就將浮動(dòng)時(shí)間用完了。因此，關(guān)鍵路徑上的工作應(yīng)該首先進(jìn)行檢測和控制。因此，第一步就是要對(duì)這些 Ⅲ 6 活動(dòng)進(jìn)行優(yōu)先排序。 對(duì)檢測的優(yōu)先順序進(jìn)行排 序 在施工階段，很多施工活動(dòng)是基于原來的計(jì)劃。正式的和非正式的評(píng)估可以幫助實(shí)際和目標(biāo)之間大體上保持一致，且這對(duì)于確定什么是風(fēng)險(xiǎn)以及哪些需要被監(jiān)測和控制是非常有幫助的。 為了實(shí)現(xiàn)預(yù)算成本的目標(biāo)，項(xiàng)目管理者需要建立一個(gè)高效的管理框架，包括：報(bào)告的結(jié)構(gòu)，評(píng)估的進(jìn)展情況以及溝通體系。通過監(jiān)測手段，項(xiàng)目團(tuán)隊(duì)可以分 析偏差產(chǎn)生的原因以及決定糾偏措施并采取行動(dòng)。項(xiàng)目在施工階段的監(jiān)測和控制對(duì)于項(xiàng)目的成功是至關(guān)重要的。在這篇文章中，我們將討論在施工階段，項(xiàng)目 經(jīng)理如何才能成功控制預(yù)算成本。很多意想不到的因素會(huì)導(dǎo)致項(xiàng)目成本的增加。 據(jù) Wright（ 1997）的研究， 一個(gè)好的經(jīng)驗(yàn)法則就是相比首次成本預(yù)算至少會(huì)增加 50%(Gardiner and Stewart, 1998, p251)。 它表明 ， 要取得成功，項(xiàng)目經(jīng)理必須關(guān)注這些成功的方法。本文論述了在施 工階段，項(xiàng)目經(jīng)理如何成功地控制項(xiàng)目預(yù)算成本。t know the best action to take. In this circumstance, present value (NPV) should be used as an ongoing monitor and control mechanism, because NPV takes account of the time element and discounts future cash flows, it is the result of the time effect on cash Change monitor and control Voropajev (1998) states that dynamic changes of project environment will influence the process of project implementation, the project itself and may cause heightened risk. When carried out some activities, the methods different from that in the original plan must be used to keep the process moving forward (as experienced under practice). Therefore, changes are inevitable and need to be managed during project lifecycle (Voropajev. 1998,p 16 17) .An effective change control system should be established to ensure change procedure is clear and unambiguous and easy for employee to request a change. And the following things need to be concerned: a) Monitoring and forecasting most probable changes Key factors that generate change to ensure good results。 3. SETTING UP AN EFFICIENT CONTROL SYSTEM Ⅲ 2 For the purpose of achieving cost target, the manager need to set up an efficient management framework including: reporting structure, assessing progress, and munication system. The employees39。 Ⅲ .外文翻譯 Ⅲ 1 外文翻譯之一 Project Budget Monitor and Control Author： Yin Guoli Nationality： American Derivation： Management Science and Engineering. Montreal: Mar 20, 2021 . With the marketing petitiveness growing, it is more and more critical in budget control of each project. This paper discusses that in the construction phase, how can a project manager be successful in budget control. There are many methods discussed in this paper, it reveals that to be successful, the project manager must concern all this methods. 1. INTRODUCTION The survey shows that most projects encounter cost overruns (Williams Ackermann, Eden, 2021,pl92). According to Wright (1997)39。s research, a good rule of thumb is to add a minimum of 50% to the first estimate of the budget (Gardiner and Stewart, 1998, p251). It indicates that project is very plex and full of challenge. Many unexpected issues will lead the project cost overruns. Therefore, many technologies and methods are developed for successful monitoring and control to lead the project to success. In this article, we will discuss in the construction phase, how can a project manager to be successful budget control. 2. THE CONCEPT AND THE PURPOSE OF PROJECT CONTROL AND MONITOR Erel and Raz (2021) state that the project control cycle consists of measuring the status of the project, paring to the plan, analysis of the deviations, and implementing any appropriate corrective actions. When a project reach the construction phase, monitor and control is critical to deliver the project success. Project monitoring exists to establish the need to take corrective action, whilst there is still time to take action. Through monitoring the activities, the project team can analyze the deviations and decide what to do and actually do it. The purpose of monitor and control is to support the implementation of corrective actions, ensure projects stay on target or get project back on target once it has gone off target。 responsibility and authority need to be defined in the reporting structure. The formal and informal assessing progress can help getting a general perspective between reality and target. It is significant to help identify what is the risk and should be monitored and controlled. Project success is strongly linked to munication. The efficient munication system benefit for teamwork and facilitate problem solving ( Diallo and Thuillier, 2021 ). 4. COST MONITOR AND CONTROL Ranking the priority of monitoring In construction phase, many activities are carried out based on the original plan. It is need to know what kind of activities or things are most likely to lead the project delay and disruption. Therefore, the first step is ranking the priority of the activities. Because the duration of a project is determined by the total time of activities on critical path, any delay in an activity on the critical path will cause a delay in the pletion date for the project (Ackermann Eden, Howick and Williams,2021,p295). Therefore, the activities on critical path should firstly to be