工程造价专业外文文献翻译中英文对照Word格式.docx

工程造价专业外文文献翻译中英文对照Word格式.docx

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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

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