工程造价专业外文文献翻译中英文对照Word文件下载.docx
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工程造价专业外文文献翻译中英文对照Word文件下载.docx
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Iftheendresultsgetreallyoutoflinewiththebaselineplan,youmayhavetochangetheplan。
Morelikely,therewillbe(orhavebeen)scopechangesthatchangethereferencebaselineswhichmeansthateverytimethathappensyouhavetochangethebaselineplananyway.
Butprojectcostcontrolisalotmoredifficulttodoinpractice,asisevidencedbythenumberofprojectsthatfailtocontaincosts.Italsoinvolvesasignificantamountofwork,asweshallsee,andwemightaswellstartatthebeginning.Soletusfollowthethreadofprojectcostcontrolthroughtheentireprojectlifespan.
And,whileweareatit,wewilltaketheopportunitytopointouttheproperplacesforseveralsignificantdocuments。
TheseincludetheBusinessCase,theRequestfor(acapital)Appropriation(forexecution),WorkPackagesandtheWorkBreakdownStructure,theProjectCharter(orBrief),theProjectBudgetorCostPlan,EarnedValueandtheCostBaseline.Allofthesecontributetotheorganization’sabilitytoeffectivelycontrolprojectcosts。
Footnote
IamindebtedtomyfriendQuentinFleming,theguruofEarnedValue,forcheckingandcorrectingmyworkonthistopic.
TheBusinessCaseandApplicationfor(execution)Funding
Itisimportanttonotethatprojectcostcontrolismosteffectivewhentheexecutivemanagementresponsiblehasagoodunderstandingofhowprojectsshouldunfoldthroughtheprojectlifespan。
Thismeansthattheyexercisetheirresponsibilitiesatthekeydecisionpointsbetweenthemajorphases.Theymustalsorecognizetheimportanceofprojectriskmanagementforidentifyingandplanningtoheadoffatleastthemostobviouspotentialriskevents。
Intheproject'
sConceptPhase
•Everyprojectstartswithsomeoneidentifyinganopportunityorneed。
Thatisusuallysomeoneofimportanceorinfluence,iftheprojectistoproceed,andthatpersonoftenbecomestheproject’ssponsor。
•Todeterminethesuitabilityofthepotentialproject,mostorganizationscallforthepreparationofa”BusinessCase"
andits"
OrderofMagnitude"
costtojustifythevalueoftheprojectsothatit
canbecomparedwithalltheothercompetingprojects.ThiseffortisconductedintheConceptPhaseoftheprojectandisdoneasapartoftheorganization’smanagementoftheentireprojectportfolio。
•ThecostoftheworkofpreparingtheBusinessCaseisusuallycoveredbycorporatemanagementoverhead,butitmaybecarriedforwardasanaccountingcosttotheeventualproject。
Nodoubtbecausethiswillprovideataxbenefittotheorganization.Theproblemis,howdoyouthenaccountforalltheprojectsthatarenotsocarriedforward?
•IftheBusinesscasehassufficientmerit,approvalwillbegiventoproceedtoaDevelopmentandDefinitionphase.
sDevelopmentorDefinitionPhase
•TheobjectiveoftheDevelopmentPhaseistoestablishagoodunderstandingoftheworkinvolvedtoproducetherequiredproduct,estimatethecostandseekcapitalfundingfortheactualexecutionoftheproject。
•Inaformalizedsetting,especiallywherebigprojectsareinvolved,thisapplicationforfundingisoftenreferredtoasaRequestfor(acapital)Appropriation(RFA)orCapitalAppropriationRequest(CAR)。
•Thisrequiresthecollectionofmoredetailedrequirementsanddatatoestablishwhatworkneeds
tobedonetoproducetherequiredproductor”deliverable”.Fromthisinformation,aplanispreparedinsufficientdetailtogiveadequateconfidenceinadollarfiguretobeincludedintherequest。
•Inalessformalizedsetting,everyonejusttriestomuddlethrough.
WorkPackagesandtheWBS
TheProjectManagementPlan,ProjectBrieforProjectCharter
•Ifthedeliverableconsistsofanumberofdifferentelements,theseareidentifiedandassembledintoWorkPackages(WPs)andpresentedintheformofaWorkBreakdownStructure(WBS).
•EachWPinvolvesasetofactivities,the”work”thatisplannedandscheduledasapartoftheProjectManagementPlan。
Note,however,thattheplanningwillstillbeatarelativelyhighlevel,
andmoredetailedplanningwillbenecessaryduringexecutioniftheprojectisgiventhegoahead。
•ThisProjectManagementPlan,bytheway,shouldbecomethe"
bible”fortheexecutionphaseoftheprojectandissometimesreferredtoasthe”ProjectBrief"
orthe”ProjectCharter"
。
•ThecostofdoingthevariousactivitiesisthenestimatedandtheseestimatedcostsareaggregatedtodeterminetheestimatedcostoftheWP。
Thisapproachisknownas"
detailedestimating"
or"
bottomupestimating”。
Thereareotherapproachestoestimatingthatwe'
llcometoinaminute.Eitherway,theresultisanestimatedcostofthetotalworkoftheproject.
Note:
thatprojectriskmanagementplanningisanimportantpartofthisexercise.Thisshouldexaminetheproject’sassumptionsandenvironmentalconditionstoidentifyanyweaknessesintheplanthusfar,andidentifythosepotentialriskeventsthatwarrantattentionformitigation.Thismighttaketheformofspecificcontingencyplanning,and/orthesettingasideofprudentfundingreserves。
Requestforcapital
Convertingtheestimate
•However,anestimateoftheworkaloneisnotsufficientforacapitalrequest。
Toarriveatacapitalrequestsomeconversionisnecessary,forexample,byaddingprudentallowancessuchas
overheads,acontingencyallowancetocovernormalprojectrisksandmanagementreservestocoverunknownsandpossiblescopechanges.
•Inaddition,itmaybenecessarytoconverttheestimatingdataintoafinancialaccountingformat
thatsatisfiesthecorporateorsponsor'
sformatforpurposesofcomparisonwithotherprojectsandconsequentfundingapproval.
•Inpracticeallthedataforthetypeof”bottomup”approachjustdescribedmaynotbeavailable.
Inthiscasealternativeestimatingapproachesareadoptedthatprovidevariousdegreesofreliabilityina"
topdown"
fashion。
Forexample:
OrderofMagnitudeestimate–a”ballpark”estimate,usuallyreservedfortheconceptphaseonly
Analogousestimate–anestimatebasedonprevioussimilarprojects
Parametricestimate–anestimatebasedonstatisticalrelationshipsinhistoricaldata
•Whicheverapproachisadopted,hopefullythesumthusarrivedatwillbeapprovedinfullandprovestobesatisfactory!
ThisisthetriggertostarttheExecutionPhaseoftheproject
Note:
Somemanagementswillapprovesomelessersuminthemistakenbeliefthatthiswillhelpeveryoneto”sharpentheirpencils”and"
worksmarter"
forthebenefitoftheorganization.Thisisamistakenbeliefbecausemanagementhasfailedtounderstandthenatureofuncertaintyandriskinprojectwork。
Consequently,theeffectismorelikelytoresultin"
cornercutting"
withanadverseeffectonproductquality,orreducedproductscopeorfunctionality.Thisoftenleadstoa”game”inwhichestimatesareinflatedsothatmanagementcanadjustthemdownwards.Buttobefair,managementisalsowellawarethatifmoneyisoverallocated,itwillgetspentanyway.Thesmartthingformanagementstodoistosetasidecontingentreservefunds,varyingwiththeriskinessoftheproject,andkeepthatmoneyundercarefulcontrol。
Ownershipofapprovedcapital
•IfseniormanagementapprovestheRFAaspresented,thesuminquestionbecomestheresponsibilityofthedesignatedprojectsponsor。
However,iftheapprovedcapitalrequestincludesallowancessuchasa"
ManagementReserve"
thismayormaynotbepassedontotheproject’ssponsor,dependingonthepoliciesoftheorganization。
•FortheapprovedRFA,theprojectsponsorwill,inturn,furtherdelegateexpenditureauthoritytotheproject’sprojectmanagerandwilllikelynotincludeanyoftheallowances。
Anexceptionmightbethecontingencyallowancestocoverthenormalvariationsinworkperformance.
•Thenetsumthusarrivedatconstitutestheprojectmanager'
sApprovedProjectBudget。
IfmanagementdoesnotapprovetheRFA,youshouldnotconsiderthisaprojectfailure。
Eitherthegoals,objectives,justificationandplanningneedrethinkingtoincreasethevalueoftheproject’sdeliverables,orseniormanagementsimplyhashigherprioritieselsewherefortheavailableresourcesandfunding.
TheProject’sExecutionPhase
Theprojectmanager’sProjectBudgetresponsibility
•OncethisApprovedProjectBudgetisreleasedtotheprojectmanager,areverseprocessmusttakeplacetoconvertitintoaworkingcontroldocument。
Thatis,themoneyavailablemustbedividedamongstthevariousWBSWPsthat,bytheway,haveprobablybynowbeenupgraded!
ThisresultsinaprojectexecutionControlBudgetorProjectBaselineBudget,orsimply,theProjectBudget.InsomeareasofprojectmanagementapplicationitisreferredtoasaProjectCostPlan。
•Onalargeprojectwheredifferentcorporateproductiondivisionsareinvolved,theremaybeafurtherintermediatestepofcreating"
ControlAccounts"
fortheseparatedivisions,sothateachdivisionsubdividestheirallocatedmoneyintotheirownWBSWPs.
•Observethat,sincethet
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