項目減少與控制外文文獻(xiàn)加翻譯

ProjectMonitorControlAuthorYinGuo-li：American：ManagementScienceEngineering.Montreal:Mar.Withthemarketingcompetitivenessgrowing,moreandmorecriticalinbudgetcontrolofeachproject.Thispaperdiscussesintheconstructionphase,canaprojectmanagerbesuccessfulinbudgetcontrol.aremanymethodsdiscussedinpaper,itrevealstobesuccessful,projectconcernallthismethods.INTRODUCTIONThesurveyshowsthatmostprojectsencountercost(WilliamsAckermann,Eden,2002,pl92).AccordingWright(1997)'sresearch,agoodruleistoaddaminimumoftothefirstestimateofthebudget(GardinerandStewart,1998,p251).indicatesthatprojectisandfullofchallenge.ManyissuesleadtheprojectcostTherefore,manytechnologiesandmethodsforsuccessfulmonitoringandcontroltoleadtheprojecttosuccess.Inthisarticle,discusstheconstructionphase,howaprojectmanagertobesuccessfulcontrol.THEPURPOSEPROJECTCONTROLANDErelandRaz(2000)thatprojectcontrolcycleconsistsofthestatustheproject,comparingtotheplan,analysisthedeviations,andimplementinganyappropriatecorrectiveactions.Whenaprojectreachtheconstructionphase,andcontroliscriticaldelivertheprojectsuccess.Projectmonitoringexiststoestablishtheneedtotakecorrectiveaction,whilsttherestilltimetotakeaction.Throughmonitoringtheactivities,theprojectteamcananalyzethedeviationsanddecidewhattodoandactuallydoit.Thepurposeofandcontrolsupportimplementationofcorrectiveactions,ensureprojectsstaytargetorgetprojectbackontargetithasgoneoffSETTINGUPANEFFICIENTSYSTEMForthepurposeofachievingcosttarget,themanagerneedsetefficientmanagementframeworkincluding:reportingstructure,assessingprogress,andcommunicationsystem.Theemployees'responsibilityandauthorityneedbedefinedinthereportingstructure.formalandinformalassessingprogresshelpgettingageneralperspectiverealityandtarget.issignificanttohelpidentifywhatistheriskandshouldandcontrolled.Projectsuccessstronglylinkedtocommunication.TheefficientcommunicationsystembenefitforteamworkandfacilitateproblemsolvingDialloandThuillier,2005).COSTMONITORCONTROL4.1RankingthepriorityofmonitoringInconstructionphase,activitiesarecarriedoutbasedontheoriginalplan.needtoknowkindofactivitiesorthingsaremostlikelytoleadprojectdelayanddisruption.Therefore,firstrankingpriorityoftheactivities.Becausethedurationofaprojectbythetotaltimeofactivitiesoncriticalpath,anydelayactivityonthecriticalpathwillcauseadelayinthecompletiondatefortheproject(AckermannEden,HowickandWilliams,2000,p295).Therefore,activitiesoncriticalpathshouldfirstlytobemonitoredandcontrolled.Secondly,monitoringtheactivitieswithnofreeremaining,delayanyactivitywithnofreefloatwilldelaysomesubsequentactivityinevitably.Thesesubsequentdelayswilldiscomfittheresourceschedulesignificantly.Someresourcesareunavailablebecausethey

committedelsewhere.Thirdly,monitoringtheactivitieslessaspecifiedfloat,becauseifanactivityfloat,useupthebeforecontroldecisionismadeonceanactivitieshasvariancewiththetarget.Fourthly,managersshouldmonitorhighriskyactivities.Highriskyactivitiesaremostlikelytooverspend.Fifthly,managersshouldtheactivitiesusingcriticalresource.Someresourcecriticalbecausetheyareveryexpensiveorlimited(CotterellHughes,1995).4.2MethodscostcontrolThecostofaprojectincludesstaffcost,materialanddelaycost.Tocontrolthesemanagersshouldfirstsetupacostcontrolsystemto:a)Allocateresponsibilitiesforadministrationanalysisfinancial2b)Ensurecostsareproperlyallocatedagainstprojectcodesc)Ensureallcostsgenuinelyinpursuitofprojectactivitiesd)Checkthatotherprojectsarenotusingthebudget.Then,shouldandcontrolchangetotheprojectbudget.thefollowingthings:a)Concernedwithkeyfactorsthatcausetob)Controllingactualchangestheyoccur-costtodetectvariances-allappropriateaccuratelythecostbaseline-Preventingincorrect,unauthorizedchangesbeingincludedinthecostbaseline-positivenegativevariances-Integratedothercontrolprocesses(scope,change,schedule,quality)Asaprojectisdynamic,sometimestheprojectmanagerstheprojectisgoingoutofftargetbymonitoring,don'tknowbestactiontotake.Inthiscircumstance,netpresentvalue(NPV)shouldbeusedasanongoingmonitorandcontrolmechanism,becauseNPVtakesaccountoftheanddiscountsfuturecashflows,itresultofthetimeeffectcash4.3ChangemonitorcontrolVoropajev(1998)statesthatdynamicchangesprojectwillinfluencetheprocessofprojectimplementation,theprojectandcauseheightenedrisk.carriedsomeactivities,themethodsdifferentfromthatintheoriginalbeusedtheprocessmovingforward(asexperiencedunderpractice).Therefore,areinevitableandneedtobemanagedduringproject(Voropajev.1998,p16-17).Aneffectivechangecontrolsystemshouldestablishedtoensurechangeclearandunambiguousandeasyforemployeerequestachange.Andfollowingthingsneedconcerned:a)Monitoringandforecastingprobablechangesfactorsgeneratechangetoensuregoodresults;makesurethatchangemustbebysuitableperson.b)Changesshouldplaceitisandbemonitoredtocheckasexpectedc)changesprojectshouldberecordedintheprojectdocumentation(Voropajev,1998,pl8).CONCLUSIONThisarticleshowsthebestmethodsofbudgetcontrol.First,efficientcontrolmustbesetup.Secondly,Itisrequiredrecognizerankimportantfactorsaffectingtarget.Thirdly,shouldcombinedifferentcontroltechniquestoreachthesuccessaproject.

項目成本減少與控制作者：國籍：美國出處：管理科學(xué)與工程．隨著市場競爭的激烈性越來越大每一個項目中進(jìn)成本控制越發(fā)重要本文論述了在施工階段項經(jīng)理如何成功地制項目預(yù)算成本。本文討論了很多方法表明，要取得成功，項目經(jīng)理必須關(guān)注這些成功的方法。簡調(diào)查顯示，大多數(shù)項目會碰到超出預(yù)算的問題(WilliamsAckermann,Eden,2002,pl92)。據(jù)（）研究，一個好的經(jīng)驗法則就是相比首次成本預(yù)算至少會增加50%(GardinerandStewart,。表明，項目是非常復(fù)雜并且充滿挑戰(zhàn)的。很多意想不到的因素會導(dǎo)致項目成本的增加此多科學(xué)技術(shù)和方法被應(yīng)用于監(jiān)測和控制成本來促使項目的成功。在這篇文章中，我們將討論在施工階段，項目經(jīng)理如何才能成功控制預(yù)算成本。項控制和監(jiān)測的概念和目的ErelandRaz指項目控制周包括測量成本是實際情況施成本的實際值和計劃值進(jìn)行比較對比較結(jié)果進(jìn)行分并采取適當(dāng)?shù)拇胧﹣砑m正偏差目在施工階段的監(jiān)測和控制對于項目的成功是至關(guān)重要的了采取正確的糾偏措施需要建立項目監(jiān)測機制時這樣做也可以有時間來采取措施過監(jiān)測手段目團隊可以分析偏差產(chǎn)生的原因以及決定糾偏措施并采取行動控目的就是糾偏措施的實施保項目控制在計劃目標(biāo)內(nèi)或者使已經(jīng)偏離計劃的回到目標(biāo)范圍內(nèi)。建一個有效的控制體系為了實現(xiàn)預(yù)算成本的目標(biāo)，項目管理者需要建立一個高效的管理框架，包括：報告的結(jié)構(gòu)，評估的進(jìn)展情況以及溝通體系報告結(jié)構(gòu)中雇員的責(zé)任和權(quán)力應(yīng)該要清楚地被定義正式的和非正式的評估可以幫助實際和目標(biāo)之間大體上保持一致對于確定什么是風(fēng)險以及哪些需要被監(jiān)測和控制是非常有幫助的目成功與良好的溝通密切相關(guān)個效率的溝通體系有利于團隊協(xié)作并促進(jìn)問題的解DialloandThuillier,。成費用的檢測和控制4.1對測的優(yōu)先順序進(jìn)行排序在施工階段多工活動是基原來的計劃需清楚什么樣的活動或者哪些東西是最有可能導(dǎo)致項目延誤和不受控制的此第一步就是要對這些活動進(jìn)行優(yōu)先排序由于項目的工期是由關(guān)鍵路徑上的關(guān)鍵工作的總時間決定的關(guān)鍵路徑上工作的延遲將導(dǎo)致項目工期的拖(AckermannEden,因關(guān)路徑上的工作應(yīng)該首先進(jìn)行檢測和控制其檢沒有自由時差浮動的工作何沒有自由時差工作的延誤將導(dǎo)致其后續(xù)工作的拖延些后續(xù)工作的延誤將對資源分配安排帶來影響些源被分配到特定的工作是不可以變更利用的第三，檢測具有較少浮動時間的工作，因為一個工作具有非常少的浮動時間當(dāng)偏離目標(biāo)的時候很有可能在還沒有采取控制措施前就將浮動時間用完了四目理者應(yīng)該檢測高風(fēng)險活動風(fēng)險活動最有可能超支。第五管理者應(yīng)該檢測項目活動使用的關(guān)鍵資源些源由于是非常昂貴和有限的而至關(guān)重要Cotterelland。4.2成控制的方法一個項目的主要費用包括員工成本本以及工期延誤的成本控這些成本費用，項