完整工程造价专业外文文献翻译中英文对照.docx

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