Project Cost Management includes the pr ocesses required to ensure that the project is completed within the approved budget. Figure 7-l provides an overview of the following major processes:

項目費(fèi)用管理包括在批準(zhǔn)的預(yù)算內(nèi)完成項目所需的過程。圖 7-1 提供下面各過程的概括。

 

7.l Resource Planning—determining what resources (People, equipment, materials) and what quantities of each should be used to perform project activities.

編制資源計劃－確定執(zhí)行每個項目工序所需何種資源（人員、設(shè)備、材料）及其數(shù)量。

 

7.2 Cost Estimating —developing an approximation (estimate) of the costs of the resources needed to co mplete project activities.

費(fèi)用估算－編制完成項目工序所必須的資源費(fèi)用的估計。

 

7.3 Cost Budgeting —allocating the overall cost estimate to individual work items.

費(fèi)用預(yù)算－將總費(fèi)用分配到單個工作項目上。

 

7.4 Cost Control—controlling changes to the project budget.

費(fèi)用控制－控制項目預(yù)算變更。

 

These processes interact with each othe r and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of indi viduals based on the needs of the project. Each process generally occurs at least on ce in every project phase.

這些過程相互之間以及同其它知識領(lǐng)域的過程交互作用。每個過程包含了基于項目需求的個人或集體的努力。每個過程在每個項目階段一般至少發(fā)生一次。

 

Although the processes are pres ented here as discrete el ements with well-defined interfaces, in practice they may overlap and in teract in ways not detailed here. Process interactions are discussed in detail in Chapter 3.

盡管這里描述的過程有定義很好的接口，并且是獨(dú)立、離散的要素，實(shí)際上它們以這里未描述的方式重疊和交互作用。第3 章中詳細(xì)討論過程的交互作用。

 

Project cost management is primarily concerned with the cost of the resources needed to complete project activities. Howe ver, project cost management should also consider the effect of project decisions on the cost of using the project product. For example, limiting the number of design reviews may reduce the cost of the project at the expense of an increase in the customer 's operating costs. This broader view of project cost management is often called life-cycle costing.

項目費(fèi)用管理主要關(guān)心的是完成項目工序所需資源的費(fèi)用。但是也應(yīng)考慮在使用項目產(chǎn)品的費(fèi)用上的決策影響。例如，限制設(shè)計審核次數(shù)可能減少項目費(fèi)用，但卻增加顧客運(yùn)行費(fèi)用。這種廣義的觀點(diǎn)常稱為全壽命期費(fèi)用計算。

 

In many application areas predicting a nd analyzing the prospective financial performance of the project product is done outside the project. In others (e.g., capital facilities projects), project cost management also includes this work. When such predictions and analysis are included, project cost manage ment will include additional processes and numerous general management techniques such as return on investment, discounted cash flow, payback analysis, and others.

在許多應(yīng)用領(lǐng)域中，項目產(chǎn)品的未來財務(wù)執(zhí)行情況的預(yù)測和分析在項目以外進(jìn)行。在其它領(lǐng)域（如固定資產(chǎn)項目），項目費(fèi)用管理也包括這個工作。當(dāng)包括這樣的預(yù)測和分析時，項目費(fèi)用管理將包括附加的過程和許多一般管理技術(shù)，例如投資回報、折算費(fèi)用流、回收期分析等。

 

Project cost management should consider the information needs of the project stakeholder—different stakeholders may meas ure project costs in different ways and at different times. For example, the cost of a procurement item may be measured when committed, ordered, delivered, incurred, or recorded for accounting purposes.

項目費(fèi)用管理應(yīng)考慮項目利害關(guān)系者需要的信息－不同的利害關(guān)系者在不同的時間以不同的方式計算費(fèi)用。例如，一個采購項目的費(fèi)用可能在承諾、訂貨、發(fā)貨、收貨或會計記賬時計算。

 

When project costs are used as a component of a reward an d recognition system (reward and recognition systems are discus sed in Section 9.3.2.3), controllable and uncontrollable costs should be estimated and budgeted separately to ensure the rewards reflect actual performance.

當(dāng)項目費(fèi)用被用作獎勵和認(rèn)可系統(tǒng)（見9.3.2.3 節(jié)）的一個組成部分時，為確保獎勵放映實(shí)際的執(zhí)行情況，可控的和不可控的費(fèi)用應(yīng)分別估計和預(yù)算。

 

 

On some projects, especially smaller ones, resource planning, cost estimating, and cost budgeting are so tightly linked that they are viewed as a single process (e.g., they may be performed by a single individual over a relatively short period of time). They are presented here as distinct processes because the tools and techniques for each are different.

在一些項目，特別是小項目中，編制資源計劃、費(fèi)用估算、費(fèi)用預(yù)算聯(lián)系很緊密，它們被看做一個過程（例如，它們可以由一個人在一段短時間內(nèi)完成）。但由于每個過程所使用的工具和技術(shù)不同，在此仍按不同的過程分別介紹。

 

7.1 Resource Planning （編制資源計劃）

Resource planning involves determining what physical resources (people, equipment, materials) and what quantities of each should be used to perform project activities. It must be closely coordinated with cost estimating (described in Section 7.2). For example:

編制資源計劃就是確定完成項目工序需要何種物質(zhì)資源（人、設(shè)備、材料）以及每種資源需要多少。它必須同費(fèi)用估算（見7.2節(jié)）緊密結(jié)合。例如：

.A construction project team will need to be familiar with local building codes. Such knowledge is often readily available at virtually no cost by using local labor. However, if the 1ocal labor pool lacks experience with unusual or specialized construction techniques, the additional cost for a consultant mwht be the most effective way to secure knowledge of the local building codes.

一個建設(shè)項目隊伍需要熟悉當(dāng)?shù)氐慕ㄖㄒ?guī)。這類知識?？赏ㄟ^使用當(dāng)?shù)厝硕静桓度魏未鷥r來獲得。然而，如果當(dāng)?shù)氐娜肆Y源缺乏特殊或?qū)ｉT的施工技術(shù)經(jīng)驗(yàn)，則要支付一筆費(fèi)用聘請一位咨詢?nèi)藛T，這可能是了解當(dāng)?shù)亟ㄖㄒ?guī)最有效的方式。

 

.An automotive design team should be fa miliar with the latest in automated assembly techniques. The requisite know ledge might be Obtained by hiring a consultant, by sending a designer to a semi nar on robotics, or by including someone from manufacturing as a member of the team.

一個汽車設(shè)計隊伍應(yīng)熟悉最新的自動裝配技術(shù)。這些知識可由下列方式獲得：聘請一位咨詢?nèi)藛T、派技術(shù)人員參加機(jī)器人研討會、把一位從事制造的人員招入項目隊伍。

 

 

7.1.1 Inputs to Resource Planning （編制資源計劃的輸入）

.1 Work breakdown structure. The work breakdown stru cture (WBS, described in Section 5.3.3.1) identifies the project elements that will need resources and thus is the primary input to resource planning. Any relevant outputs from other planning processes should be provid ed through the WBS to ensure proper control.

.1 工作分解結(jié)構(gòu)。工作分解結(jié)構(gòu)（見 5.3.3.1 節(jié)）確定需要資源的項目要素，它是編制資源計劃的主要輸入。其它計劃過程的輸出應(yīng)由WBS提供。

 

.2 Historical information. Historical information regarding what types of resources were required for similar work on previous projects should be used if available.

.2 歷史信息。在可能的條件下，應(yīng)該使用以前類似工作所需資源的這一歷史信息。

 

.3 Scope statement. The scope statement (described in Section 5.2.3.l) contains the project justification and the project obje ctives, both of which should be considered explicitly during re source planning.

.3 范圍說明。范圍說明（見5.2.3.1 節(jié)）包括項目合理性和項目目標(biāo)，兩者都應(yīng)在資源計劃中明確地予以考慮。

 

.4 Resource pool description. Knowledge of what res ources (peop1e, equipment, material) are potentially available is necessary for resource planning. The amount of detail and the level of specificity of the resource pool description will vary For example, during the early phases of an e ngineering design pr oject, the pool may include "junior and senior engineers" in large numbers. During later phases of the same project, however, the pool may be limited to those individuals who are knowledgeable about the project as a result of having worked on the earlier phases.

.4 資源庫說明。在編制資源計劃時需要了解哪些資源（人、設(shè)備、材料）可供使用。資源庫說明的細(xì)節(jié)數(shù)量和特性水平是不同的。例如，在工程設(shè)計項目的早期階段，資源庫中有大量的“工程師和高級工程師”。在后期階段，資源庫中僅限于那些因?yàn)閰⒓恿嗽缙陔A段而熟悉本項目的人員。

 

.5 Organizational policies. The policies of the performing organization regarding staffing and the rental or purchase of s upplies and equipment must be considered during resource planning.

.5 組織政策。在編制資源計劃時，必須考慮執(zhí)行組織關(guān)于人員、租用或購買物資和設(shè)備的政策。