工程造价专业外文文献翻译中英文对照.docx
- 文档编号:12692033
- 上传时间:2023-06-07
- 格式:DOCX
- 页数:12
- 大小:24.56KB
工程造价专业外文文献翻译中英文对照.docx
《工程造价专业外文文献翻译中英文对照.docx》由会员分享,可在线阅读,更多相关《工程造价专业外文文献翻译中英文对照.docx(12页珍藏版)》请在冰点文库上搜索。
工程造价专业外文文献翻译中英文对照
外文文献:
ProjectCostControl:
TheWayitWorks
ByR.MaxWideman
Inarecentconsultingassignmentwerealizedthattherewassomelackofunderstandingofthewholesystemofprojectcostcontrol,howitissetupandapplied.Sowedecidedtowriteupadescriptionofhowitworks.Projectcostcontrolisnotthatdifficulttofollowintheory.
Firstyouestablishasetofreferencebaselines.Then,asworkprogresses,youmonitorthework,analyzethefindings,forecasttheendresultsandparethosewiththereferencebaselines.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,andthatpersonoftenbeestheproject'ssponsor.
?
Todeterminethesuitabilityofthepotentialproject,mostorganizationscallforthepreparationofa"BusinessCase"andits"OrderofMagnitude"costtojustifythevalueoftheprojectsothatitcanbeparedwithalltheotherpetingprojects.ThiseffortisconductedintheConceptPhaseoftheprojectandisdoneasapartoftheorganization'smanagementoftheentireprojectportfolio.
?
ThecostoftheworkofpreparingtheBusinessCaseisusuallycoveredbycorporatemanagementoverhead,butitmaybecarriedforwardasanaccountingcosttotheeventualproject.Nodoubtbecausethiswillprovideataxbenefittotheorganization.Theproblemis,howdoyouthenaccountforalltheprojectsthatarenotsocarriedforward?
?
IftheBusinesscasehassufficientmerit,approvalwillbegiventoproceedtoaDevelopmentand
Definitionphase.
Intheproject'sDevelopmentorDefinitionPhase
?
TheobjectiveoftheDevelopmentPhaseistoestablishagoodunderstandingoftheworkinvolvedtoproducetherequiredproduct,estimatethecostandseekcapitalfundingfortheactualexecutionoftheproject.
?
Inaformalizedsetting,especiallywherebigprojectsareinvolved,thiaspplicationforfundingisoftenreferredtoasaRequestfor(acapital)Appropriation(RFA)orCapitalAppropriationRequest(CAR).
?
Thisrequiresthecollectionofmoredetailedrequirementsanddatatoestablishwhatworkneedstobedonetoproducetherequiredproductor"deliverable".Fromthisinformation,aplanispreparedinsufficientdetailtogiveadequateconfidenceinadollarfiguretobeincludedintherequest.
?
Inalessformalizedsetting,everyonejusttriestomuddlethrough.
WorkPackagesandtheWBS
TheProjectManagementPlan,ProjectBrieforProjectCharter
?
Ifthedeliverableconsistsofanumberofdifferentelements,theseareidentifiedandassembledintoWorkPackages(WPs)andpresentedintheformofaWorkBreakdownStructure(WBS).?
EachWPinvolvesasetofactivities,the"work"thatisplannedandscheduledasapartoftheProjectManagementPlan.Note,however,thattheplanningwillstillbeatarelativelyhighlevel,andmoredetailedplanningwillbenecessaryduringexecutioniftheprojectisgiventhegoahead.?
ThisProjectManagementPlan,bytheway,shouldbeethe"bible"fortheexecutionphaseoftheprojectandissometimesreferredtoasthe"ProjectBrief"orthe"ProjectCharter".
?
ThecostofdoingthevariousactivitiesisthenestimatedandtheseestimatedcostsareaggregatedtodeterminetheestimatedcostoftheWP.Thisapproachisknownas"detailedestimating"or"bottomupestimating".Thereareotherapproachestoestimatingthatwe'lletoinaminute.Eitherway,theresultisanestimatedcostofthetotalworkoftheproject.
Note:
thatprojectriskmanagementplanningisanimportantpartofthisexercise.Thisshouldexaminetheproject'sassumptionsandenvironmentalconditionstoidentifyanyweaknessesintheplanthusfar,andidentifythosepotentialriskeventsthatwarrantattentionformitigation.Thismighttaketheformofspecificcontingencyplanning,and/orthesettingasideofprudentfundingreserves.Requestforcapital
Convertingtheestimate
?
However,anestimateoftheworkaloneisnotsufficientforacapitalrequest.Toarriveatacapitalrequestsomeconversionisnecessary,forexample,byaddingprudentallowancessuchasoverheads,acontingencyallowancetocovernormalprojectrisksandmanagementreservestocoverunknownsandpossiblescopechanges.
?
Inaddition,itmaybenecessarytoconverttheestimatingdataintoafinancialaccountingformatthatsatisfiesthecorporateorsponsor'sformatforpurposesofparisonwithotherprojectsandconsequentfundingapproval.
?
Inpracticeallthedataforthetypeof"bottomup"approachjustdescribedmaynotbeavailable.
Inthiscasealternativeestimatingapproachesareadoptedthatprovidevariousdegreesofreliabilityina"topdown"fashion.Forexample:
OrderofMagnitudeestimate—a"ballpark"estimate,usuallyreservedfortheconceptphaseonly
Analogousestimate-anestimatebasedonprevioussimilarprojects
Parametricestimate-anestimatebasedonstatisticalrelationshipsinhistoricaldata?
Whicheverapproachisadopted,hopefullythesumthusarrivedatwillbeapprovedinfullandprovestobesatisfactory!
ThisisthetriggertostarttheExecutionPhaseoftheprojectNote:
Somemanagementswillapprovesomelessersuminthemistakenbeliefthatthiswillhelpeveryoneto"sharpentheirpencils"and"worksmarter"forthebenefitoftheorganization.Thisisamistakenbeliefbecausemanagementhasfailedtounderstandthenatureofuncertaintyandriskinprojectwork.Consequently,theeffectismorelikelytoresultin"cornercutting"withanadverseeffectonproductquality,orreducedproductscopeorfunctionality.Thisoftenleadstoa"game"inwhichestimatesareinflatedsothatmanagementcanadjustthemdownwards.Buttobefair,managementisalsowellawarethatifmoneyisoverallocated,itwillgetspentanyway.Thesmartthingformanagementstodoistosetasidecontingentreservefunds,varyingwiththeriskinessoftheproject,andkeepthatmoneyundercarefulcontrol.
Ownershipofapprovedcapital
?
IfseniormanagementapprovestheRFAaspresented,thesuminquestionbeestheresponsibilityofthedesignatedprojectsponsor.However,iftheapprovedcapitalrequestincludesallowancessuchasa"ManagementReserve",thismayormaynotbepassedontotheproject'ssponsor,dependingonthepoliciesoftheorganization.
?
FortheapprovedRFA,theprojectsponsorwill,inturn,furtherdelegateexpendituraeuthoritytotheproject'sprojectmanagerandwilllikelynotincludeanyoftheallowances.Anexceptionmightbethecontingencyallowancestocoverthenormalvariationsinworkperformance.
?
Thenetsumthusarrivedatconstitutestheprojectmanra'sgeApprovedProjectBudget.
Note:
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,sincethetotalProjectBudgetreceivedformalapprovalfromExecutiveM
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 工程造价 专业 外文 文献 翻译 中英文 对照