完整工程造价专业外文文献翻译中英文对照.docx
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完整工程造价专业外文文献翻译中英文对照.docx
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完整工程造价专业外文文献翻译中英文对照
(完整)工程造价专业外文文献翻译(中英文对照
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外文文献:
ProjectCostControl:
TheWayitWorks
ByR。
MaxWideman
Inarecentconsultingassignmentwerealizedthattherewassomelackofunderstandingofthewholesystemofprojectcostcontrol,howitissetupandapplied。
Sowedecidedtowriteupadescriptionofhowitworks。
Projectcostcontrolisnotthatdifficulttofollowintheory.
Firstyouestablishasetofreferencebaselines。
Then,asworkprogresses,youmonitorthework,analyzethefindings,forecasttheendresultsandcomparethosewiththereferencebaselines.Iftheendresultsarenotsatisfactorythenyoumakeadjustmentsasnecessarytotheworkinprogress,andrepeatthecycleatsuitableintervals。
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。
Intheproject'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
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