成本管理外文文献翻译7页

1、外文文献及翻译Project Budget Monitor and ControlAuthor：Yin Guo-liNationality：AmericanDerivation： Management Science and Engineering. Montreal: Mar 20, 2010.With the marketing competitiveness growing, it is more and more critical in budget control of each project. This paper discusses that in the constructi

2、on phase, how can a project manager be successful in budget control. There are many methods discussed in this paper, it reveals that to be successful, the project manager must concern all this methods.1. INTRODUCTIONThe survey shows that most projects encounter cost over-runs (Williams Ackermann, Ed

3、en, 2002,pl92). According to Wright (1997)'s research, a good rule of thumb is to add a minimum of 50% to the first estimate of the budget (Gardiner and Stewart, 1998, p251). It indicates that project is very complex and full of challenge. Many unexpected issues will lead the project cost over-r

4、uns. Therefore, many technologies and methods are developed for successful monitoring and control to lead the project to success. In this article, we will discuss in the construction phase, how can a project manager to be successful budget control. 2. THE CONCEPT AND THE PURPOSE OF PROJECT CONTROL A

5、ND MONITORErel and Raz (2000) state that the project control cycle consists of measuring the status of the project, comparing to the plan, analysis of the deviations, and implementing any appropriate corrective actions. When a project reach the construction phase, monitor and control is critical to

6、deliver the project success. Project monitoring exists to establish the need to take corrective action, whilst there is still time to take action. Through monitoring the activities, the project team can analyze the deviations and decide what to do and actually do it. The purpose of monitor and contr

7、ol is to support the implementation of corrective actions, ensure projects stay on target or get project back on target once it has gone off target。3. SETTING UP AN EFFICIENT CONTROL SYSTEMFor the purpose of achieving cost target, the manager need to set up an efficient management framework includin

8、g: reporting structure, assessing progress, and communication system. The employees' responsibility and authority need to be defined in the reporting structure. The formal and informal assessing progress can help getting a general perspective between reality and target. It is significant to help

9、 identify what is the risk and should be monitored and controlled. Project success is strongly linked to communication. The efficient communication system benefit for teamwork and facilitate problem solving ( Diallo and Thuillier, 2005 ).4. COST MONITOR AND CONTROL4.1 Ranking the priority of monitor

10、ingIn construction phase, many activities are carried out based on the original plan. It is need to know what kind of activities or things are most likely to lead the project delay and disruption. Therefore, the first step is ranking the priority of the activities. Because the duration of a project

11、is determined by the total time of activities on critical path, any delay in an activity on the critical path will cause a delay in the completion date for the project (Ackermann Eden, Howick and Williams,2000,p295). Therefore, the activities on critical path should firstly to be monitored and contr

12、olled. Secondly, monitoring the activities with no free float remaining, a delay in any activity with no free float will delay some subsequent activity inevitably. These subsequent delays will discomfit the resource schedule significantly. Some resources are unavailable because they are committed el

13、sewhere. Thirdly, monitoring the activities with less than a specified float, because if an activity has very little float, it might use up the time before control decision is made once such an activities has a variance with the target. Fourthly, managers should monitor high risky activities. High r

14、isky activities are most likely to overspend. Fifthly, managers should monitor the activities using critical resource. Some resource is critical because they are very expensive or limited (Cotterell and Hughes, 1995).4.2Methods of cost controlThe main cost of a project includes staff cost, material

15、cost and delay cost. To control these cost, managers should first set up a cost control system to:a) Allocate responsibilities for administration and analysis of financial datab) Ensure all costs are properly allocated against project codesc) Ensure all costs are genuinely in pursuit of project acti

16、vitiesd) Check that other projects are not using the budget.Then, managers should monitor and control change to the project budget. It means the following things:a) Concerned with key factors that cause changes to the budgetb) Controlling actual cost changes as they occur- Monitor cost performance t

17、o detect variances- Record all appropriate changes accurately in the cost baseline- Preventing incorrect, unauthorized changes being included in the cost baseline- Determine positive and negative variances- Integrated with all other control processes (scope, change, schedule, quality)As a project is

18、 dynamic, sometimes the project managers know the project is going out off target by monitoring, but don't know the best action to take. In this circumstance, net present value (NPV) should be used as an ongoing monitor and control mechanism, because NPV takes account of the time element and dis

19、counts future cash flows, it is the result of the time effect on cash4.3 Change monitor and controlVoropajev (1998) states that dynamic changes of project environment will influence the process of project implementation, the project itself and may cause heightened risk. When carried out some activit

20、ies, the methods different from that in the original plan must be used to keep the process moving forward (as experienced under practice). Therefore, changes are inevitable and need to be managed during project life-cycle (Voropajev. 1998,p 16- 17) .An effective change control system should be estab

21、lished to ensure change procedure is clear and unambiguous and easy for employee to request a change. And the following things need to be concerned:a) Monitoring and forecasting most probable changes Key factors that generate change to ensure good results; make sure that change must be checked by su

22、itable person.b) Changes should take place once it is approved and be monitored to check whether it worked as expectedc) All changes in project should be recorded in the project documentation (Voropajev, 1998,pl8).5. CONCLUSIONThis article shows the best methods of budget control. First, an efficien

23、t control system must be set up. Secondly, It is required to recognize and rank the important factors affecting budget target. Thirdly, manager should combine different control techniques to reach the success of a project.项目成本减少与控制作者：Yin Guo-li国籍：美国出处：管理科学与工程2010.03.20随着市场竞争的激烈性越来越大，在每一个项目中，进行成本控制越发

24、重要。本文论述了在施工阶段，项目经理如何成功地控制项目预算成本。本文讨论了很多方法。它表明，要取得成功，项目经理必须关注这些成功的方法。1.简介调查显示，大多数项目会碰到超出预算的问题(Williams Ackermann, Eden, 2002,pl92)。据Wright（1997）的研究，一个好的经验法则就是相比首次成本预算至少会增加50%(Gardiner and Stewart, 1998, p251)。这表明，项目是非常复杂并且充满挑战的。很多意想不到的因素会导致项目成本的增加。因此，许多科学技术和方法被应用于监测和控制成本来促使项目的成功。在这篇文章中，我们将讨论在施工阶段，项目经

25、理如何才能成功控制预算成本。2.项目控制和监测的概念和目的Erel and Raz (2000)指出项目控制周期包括测量成本是实际情况，将施工成本的实际值和计划值进行比较，对比较结果进行分析，并采取适当的措施来纠正偏差。项目在施工阶段的监测和控制对于项目的成功是至关重要的。为了采取正确的纠偏措施需要建立项目监测机制，同时这样做也可以有时间来采取措施。通过监测手段，项目团队可以分析偏差产生的原因以及决定纠偏措施并采取行动。监控的目的就是纠偏措施的实施，确保项目控制在计划目标内或者使已经偏离计划的回到目标范围内。3.建立一个有效的控制体系为了实现预算成本的目标，项目管理者需要建立一个高效的管理框架

26、，包括：报告的结构，评估的进展情况以及沟通体系。在报告结构中，雇员的责任和权力应该要清楚地被定义。正式的和非正式的评估可以帮助实际和目标之间大体上保持一致，且这对于确定什么是风险以及哪些需要被监测和控制是非常有帮助的。项目成功与良好的沟通密切相关，一个高效率的沟通体系有利于团队协作并促进问题的解决( Diallo and Thuillier, 2005)。4.成本费用的检测和控制4.1对检测的优先顺序进行排序在施工阶段，很多施工活动是基于原来的计划。它需要清楚什么样的活动或者哪些东西是最有可能导致项目延误和不受控制的。因此，第一步就是要对这些活动进行优先排序。由于项目的工期是由关键路径上的关键

27、工作的总时间决定的，任何关键路径上工作的延迟将导致项目工期的拖延(Ackermann Eden, Howick and Williams,2000,p295)。因此，关键路径上的工作应该首先进行检测和控制。其次，检测没有自由时差浮动的工作，任何没有自由时差工作的延误将导致其后续工作的拖延，这些后续工作的延误将对资源分配安排带来影响，有些资源被分配到特定的工作是不可以变更利用的。第三，检测具有较少浮动时间的工作，因为，如果一个工作具有非常少的浮动时间，那么当它偏离目标的时候很有可能在还没有采取控制措施前就将浮动时间用完了。第四，项目管理者应该检测高风险活动，高风险活动最有可能超支。第五，管理者应该检测项目活动中使用的关键资源，有些资源由于是非常昂贵和有限的而至关重要(Cotterell and Hughes, 1995)。4.2成本控制的方法一个项目