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信息系統(tǒng)項(xiàng)目管理師英語復(fù)習(xí)資料：項(xiàng)目費(fèi)用管理（中英文對照）知識[4]
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7.3 Cost Budgeting（費(fèi)用預(yù)算）
Cost budgeting involves allocating the overall cost estimates to individual work
items in order to establish a cost base line for measuring project performance.
費(fèi)用預(yù)算就是將整個費(fèi)用估算分配到單個工作項(xiàng)目中，其目的是為了建立一個衡量項(xiàng)目執(zhí)行情況的費(fèi)用基準(zhǔn)。
7.3.1 Inputs to Cost Budgeting（費(fèi)用預(yù)算的輸入）
.1 Cost estimates. Cost estimates are described in Section 7.2.3.1.
.1 費(fèi)用估算。費(fèi)用估算見7.2.3.1 節(jié)。
.2 Work breakdown structure. The work breakdown structure (described in
Section 5.3.3.l) identifie s the project elements that costs will be allocated to.
.2 工作分解結(jié)構(gòu)。工作分解結(jié)構(gòu)（見5.3.3.1 節(jié)）確定需要分配費(fèi)用的項(xiàng)目要素。
.3 Project schedu1e. The project schedu1e (described in Section 6.4.3.1) includes
planned start and expected finish dates for the project elements that costs will be
allocated to. This information is needed in order to assign costs to the time period
when the cost will be incurred.
.3 項(xiàng)目進(jìn)度計(jì)劃。項(xiàng)目進(jìn)度計(jì)劃包括了需要分配費(fèi)用的項(xiàng)目要素的計(jì)劃開始日期和預(yù)期完成日期。這個信息是將費(fèi)用分配到其發(fā)生的時段上去所必需的。
7.3.2 Tools and Techniques for Cost Budgeting （費(fèi)用預(yù)算的工具和技術(shù)）
.1 Cost estimating tools and techniques. The tools and tec hniques described in Section 7.2.2 for developing project cost estimates are used to develop budgets for
work items as well.
.1 費(fèi)用估計(jì)的工具和技術(shù)。7.2.2節(jié)介紹的費(fèi)用估計(jì)所使用的工具和技術(shù)也可用于編制工作項(xiàng)目的要素。
7.3.3 Outputs for Cost Budgeting（費(fèi)用預(yù)算的輸出）
.1 Cost baseline. The cost baseline is a time-phased budget that will be used to
measure and monitor cost performance on the project. It is developed by summing
estimated costs by period and is usually displayed in the form of an S-curve, as
illustrated in Figure 7-2.
.1 費(fèi)用基準(zhǔn)。費(fèi)用基準(zhǔn)是一個按時間分段的預(yù)算，它用于衡量和監(jiān)督項(xiàng)目的費(fèi)用執(zhí)行情況。按時段將估算的費(fèi)用疊加起來可得到費(fèi)用基準(zhǔn)，它經(jīng)常用 S曲線的形式表示，如圖7-2。
Many projects, especially larger ones, may have multiple cost baselines to
measure different aspects of cost performance. For example, a spending plan or cash
flow forecast is a cost baseline for measuring disbursements.
許多項(xiàng)目，特別是大項(xiàng)目，具有多個費(fèi)用基準(zhǔn)來衡量費(fèi)用執(zhí)行情況的不同方面。例如，開支計(jì)劃或現(xiàn)金流預(yù)測是衡量支付的費(fèi)用基準(zhǔn)。
7.4 Cost Control（費(fèi)用控制）
Cost control is concerned with (a) infl uencing the factors which create changes
to the cost baseline to ensure that changes are beneficial, (b) determining that the cost
baseline has changed, and (c) managing the actual changes when and as they occur.
Cost control includes:
費(fèi)用控制的內(nèi)容有：(a)對造成費(fèi)用基準(zhǔn)變更的因素施加影響，確保變更是有益的，(b)確定費(fèi)用基準(zhǔn)產(chǎn)生變更，(c)當(dāng)變更發(fā)生時進(jìn)行管理。費(fèi)用控制包括：
z Monitoring cost performance to detect variances from plan.
監(jiān)視費(fèi)用執(zhí)行情況并尋找出與計(jì)劃的偏差。
z Ensuring that all appropriate changes ar e recorded accurately in the cost baseline..
確保所有適合的變更精確地記錄在費(fèi)用變更中。
z Preventing incorrect, inappropriate, or unauthorized changes from being included in the cost baseline.
防治錯誤的、不適宜的或未核準(zhǔn)的變更包括在費(fèi)用基準(zhǔn)中。
z Informing appropriate stakeholde rs of authorized changes.
將核準(zhǔn)的變更通知合適的利害關(guān)系者。
Cost control includes searching out the "whys" of both positive and negative
variances. It must be thoroughly integrated with the other contro l processes (scope
change control, schedule control, quality c ontrol, and others as discussed in Section
4.3). For example, inappropria te responses to cost vari ances can cause quality or
schedule problems or produce an unacceptable level of risk later in the project.
費(fèi)用控制包括找出產(chǎn)生正負(fù)偏差的“原因”。它必須同其它控制過程緊密結(jié)合（范圍變更控制、進(jìn)度控制和4.3 節(jié)中討論的其它控制）。例如，對費(fèi)用偏差采取不適宜的應(yīng)對措施會造成質(zhì)量或進(jìn)度的問題，或者產(chǎn)生項(xiàng)目今后無法接受的風(fēng)險水平。
7.4.1 Inputs to Cost Control（費(fèi)用控制的輸入）
.1 Cost base1ine. The cost baseline is de scribed in Section 7.3.3.l.
.1 費(fèi)用基準(zhǔn)。費(fèi)用基準(zhǔn)見7.3.3.1 節(jié)。
.2 Performance reports. Performance reports (discussed in Section 10.3.3.l)
provide information on cost performance such as which budgets have been met and
which have not. Performance reports may also alert the project te am to issues which
may cause problems in the future.
.2 執(zhí)行報告。執(zhí)行報告（見 10.3.3.1節(jié)）提供費(fèi)用執(zhí)行情況的信息，即哪些預(yù)算已滿足，哪些沒有達(dá)到。執(zhí)行報告也提醒項(xiàng)目隊(duì)伍注意將來可能造成問題的事項(xiàng)。
.3 Change requests. Change requests may occur in many forms—oral or
written, direct or indirect, ex ternally or internally initi ated, and legally mandated or
optional. Changes may require increasing the budget or may allow decreasing it.
.3 變更請求。變更請求有許多形式－口頭或書面，直接或間接，外部或內(nèi)部產(chǎn)生的，法律強(qiáng)制或隨意選擇的。變更可能需要增加或減少預(yù)算。
.4 Cost management Plan. The cost management plan is described in Section 7.2.3.3.
.4 費(fèi)用管理計(jì)劃。費(fèi)用管理計(jì)劃見7.2.3.3 節(jié)。
7.4.2 Tools and Techniques for Cost Control （費(fèi)用控制的工具和技術(shù)）
.1 Cost change control System. A cost change control system defines the
procedures by which the cost baseline ma y be changed. It includes the paperwork,
tracking systems, and approval levels nece ssary for authorizing changes. The cost
change control system should be integrated with the overall change control system
discussed in Section 4.3.
.1 費(fèi)用變更控制系統(tǒng)。費(fèi)用變更控制系統(tǒng)定義費(fèi)用基準(zhǔn)產(chǎn)生變更的過程。它包括文書工作、跟蹤系統(tǒng)和授權(quán)變更所需的批準(zhǔn)水平。費(fèi)用變更控制系統(tǒng)應(yīng)同整體變更控制系統(tǒng)（4.3節(jié)）結(jié)合起來。
.2 Performance measurement. Performance measurement techniques, described
in Section 10.3.2, help to assess the magnit ude of any variations which do occur.
Earned value ana1ysis, desc ribed in Section 10.3.2.4, is especially useful for cost
control. An important part of cost control is to determine what is causing the variance
and to decide if the variance requires corrective action.
.2 執(zhí)行情況衡量。執(zhí)行情況衡量技術(shù)（見10.3.2 節(jié)）幫助評估任何發(fā)生的偏差的大小。掙值分析（見 10.3.2.4節(jié)）費(fèi)用控制特別有用。費(fèi)用控制的一個重要部分是確定什么造成了偏差和決定是否需要采取糾正措施。
.3 Additional planning. Few projects run exactly according to plan. Prospective
changes may require new or revised cost estimates or analysis of alternative
approaches.
.3 輔助計(jì)劃編制。很少的項(xiàng)目精確按計(jì)劃進(jìn)行。預(yù)期的變更可能需要新的或修正的費(fèi)用估算或替代方法的分析。
.4 Computerized tools. Computerized tools such as project management software
and spreadsheets are often used to track planne d costs vs. actual costs, and to forecast
the effects of cost changes.
.4 電腦化工具。電腦化工具，如項(xiàng)目管理軟件和電子表格，常用于跟蹤計(jì)劃費(fèi)用和實(shí)際費(fèi)用，來預(yù)測費(fèi)用變更的影響。
7.4.3 Outputs from Cost Control（費(fèi)用控制的輸出）
.1 Revised cost estimates. Revised cost estimates are modifications to the cost
information used to manage the project. Appr opriate stakeholders must be notified as
needed. Revised cost estimates may or may not require adjustments to other aspects of
the overall project plan.
.1 修正的費(fèi)用估算。修正的費(fèi)用估算是對用于管理項(xiàng)目的費(fèi)用信息的修改。必須通知合適的項(xiàng)目利害關(guān)系者。修正的費(fèi)用估算可能需要，也可能不需要對整體項(xiàng)目計(jì)劃的其它方面進(jìn)行調(diào)整。
.2 Budget updates. Budget updates are a special category of revised cost
estimates. Budget updates are changes to an approved cost baseline. These numbers
are generally revised only in response to scope changes. In some cases, cost variances
may be so severe that "rebaselining" is needed in order to provide a realistic measure
of performance.
.2 預(yù)算更新。預(yù)算更新是一類特殊的修正的費(fèi)用估算。預(yù)算更新是對已批準(zhǔn)的費(fèi)用基準(zhǔn)的修改。這些數(shù)字一般只針對范圍變更做修正。在某些情況下，費(fèi)用偏差非常嚴(yán)重，需要“重定基準(zhǔn)”來提供執(zhí)行情況的真實(shí)衡量。
.3 Corrective action. Corrective action is anything done to bring expected future
project performance into line with the project plan.
.3 糾正措施。糾正措施是確保項(xiàng)目按計(jì)劃執(zhí)行所采取的措施。
.4 Estimate at completion. An estimate at completion (EAC) is a forecast of total
project costs based on project performance. The most co mmon forecasting techniques
are some variation of :
.4 完成估算。完成估算（EAC ）是按照項(xiàng)目執(zhí)行情況對項(xiàng)目總費(fèi)用的預(yù)測。最常用的預(yù)測技術(shù)有下面幾種：
z EAC = Actual to date plus the re maining project budget modified by a
performance factor, often the cost. performance index described in Section
10.3.2.4. This approach is most often used when current variances are seen
as typical of future variances.
EAC ＝當(dāng)前的實(shí)際費(fèi)用加上經(jīng)執(zhí)行因子修改的剩余項(xiàng)目預(yù)算，執(zhí)行因子為10.3.2.4 節(jié)中描述的費(fèi)用執(zhí)行指數(shù)。當(dāng)將當(dāng)前偏差看做未來偏差時，這種方法經(jīng)常使用。
z EAC = Actual to date plus a new es timate for all remaining work. This
approach is most often used when past performance shows that the original
estimating assumptions were fundamental flawed, or that they are no longer
relevant due to a change in conditions.
EAC ＝當(dāng)前的實(shí)際費(fèi)用加上對所有剩余工作的新的估算。當(dāng)過去的執(zhí)行情況表明初始的估計(jì)假定有本質(zhì)缺陷，或者由于條件的變化它們不在適合的情況下，這種方法經(jīng)常使用。
z EAC = Actual to date plus remaining budget. This approach is most often
used when current variances are seen as atypical3and the project
management team's expectation is that similar variances will not occur in the
future.
EAC ＝當(dāng)前的實(shí)際費(fèi)用加上剩余的項(xiàng)目預(yù)算。當(dāng)當(dāng)前偏差是特例以及項(xiàng)目管理隊(duì)伍希望類似的偏差不在未來發(fā)生時，這種方法經(jīng)常使用。
Each of the above approaches may be th e correct approach for any given work
item.
對任何一個給定的工作項(xiàng)目，上述中的某一個可能是正確的方法。
.5 Lessons learned. The causes of variances, the reasoning behind the corrective
action chosen, and other types of lessons learned from cost control should be
documented so that they become part of th e historical database for both this project
and other projects of the performing organization.
.5 得到的教訓(xùn)。產(chǎn)生偏差的原因、選擇糾正措施的推理以及其它類型的教訓(xùn)都應(yīng)記錄下來，它們成為執(zhí)行組織的這個項(xiàng)目和其它項(xiàng)目的歷史數(shù)據(jù)庫。
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