工程造價(jià)專業(yè)外文文獻(xiàn)翻譯(中英文對(duì)照-展示頁(yè)
2025-07-03 19:03本頁(yè)面
【正文】 project work. Consequently, the effect is more likely to result in corner cutting with an adverse effect on product quality, or reduced product scope or functionality. This 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。ll e to in a minute. Either way, the result is an estimated cost of the total work of the project.Note: that project risk management planning is an important part of this exercise. This should examine the project39。s management of the entire project portfolio.? The cost of the work of preparing the Business Case is usually covered by corporate management overhead, but it may be carried forward as an accounting cost to the eventual project. No doubt because this will provide a tax benefit to the organization. The problem is, how do you then account for all the projects that are not so carried forward?? If the Business case has sufficient merit, approval will be given to proceed to a Development and Definition phase.In the project39。s Concept Phase? Every project starts with someone identifying an opportunity or need. That is usually someone of importance or influence, if the project is to proceed, and that person often bees the project39。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 progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span.And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include the Business Case, the Request for (a capital) Appropriation (for execution), Work
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