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:

项目费用管理包括在批准的预算内完成项目所需的过程。图 7-1 提供下面各过程的概括。

 

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

编制资源计划－确定执行每个项目工序所需何种资源（人员、设备、材料）及其数量。

 

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

费用估算－编制完成项目工序所必须的资源费用的估计。

 

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

费用预算－将总费用分配到单个工作项目上。

 

7.4 Cost Control—controlling changes to the project budget.

费用控制－控制项目预算变更。

 

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.

这些过程相互之间以及同其它知识领域的过程交互作用。每个过程包含了基于项目需求的个人或集体的努力。每个过程在每个项目阶段一般至少发生一次。

 

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.

尽管这里描述的过程有定义很好的接口，并且是独立、离散的要素，实际上它们以这里未描述的方式重叠和交互作用。第3 章中详细讨论过程的交互作用。

 

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.

项目费用管理主要关心的是完成项目工序所需资源的费用。但是也应考虑在使用项目产品的费用上的决策影响。例如，限制设计审核次数可能减少项目费用，但却增加顾客运行费用。这种广义的观点常称为全寿命期费用计算。

 

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.

在许多应用领域中，项目产品的未来财务执行情况的预测和分析在项目以外进行。在其它领域（如固定资产项目），项目费用管理也包括这个工作。当包括这样的预测和分析时，项目费用管理将包括附加的过程和许多一般管理技术，例如投资回报、折算费用流、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.

项目费用管理应考虑项目利害关系者需要的信息－不同的利害关系者在不同的时间以不同的方式计算费用。例如，一个采购项目的费用可能在承诺、订货、发货、收货或会计记账时计算。

 

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.

当项目费用被用作奖励和认可系统（见9.3.2.3 节）的一个组成部分时，为确保奖励放映实际的执行情况，可控的和不可控的费用应分别估计和预算。

 

 

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.

在一些项目，特别是小项目中，编制资源计划、费用估算、费用预算联系很紧密，它们被看做一个过程（例如，它们可以由一个人在一段短时间内完成）。但由于每个过程所使用的工具和技术不同，在此仍按不同的过程分别介绍。

 

7.1 Resource Planning （编制资源计划）

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:

编制资源计划就是确定完成项目工序需要何种物质资源（人、设备、材料）以及每种资源需要多少。它必须同费用估算（见7.2节）紧密结合。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.

一个建设项目队伍需要熟悉当地的建筑法规。这类知识常可通过使用当地人而基本不付任何代价来获得。然而，如果当地的人力资源缺乏特殊或专门的施工技术经验，则要支付一笔费用聘请一位咨询人员，这可能是了解当地建筑法规最有效的方式。

 

.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.

一个汽车设计队伍应熟悉最新的自动装配技术。这些知识可由下列方式获得：聘请一位咨询人员、派技术人员参加机器人研讨会、把一位从事制造的人员招入项目队伍。

 

 

7.1.1 Inputs to Resource Planning （编制资源计划的输入）

.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 工作分解结构。工作分解结构（见 5.3.3.1 节）确定需要资源的项目要素，它是编制资源计划的主要输入。其它计划过程的输出应由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 历史信息。在可能的条件下，应该使用以前类似工作所需资源的这一历史信息。

 

.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 范围说明。范围说明（见5.2.3.1 节）包括项目合理性和项目目标，两者都应在资源计划中明确地予以考虑。

 

.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 资源库说明。在编制资源计划时需要了解哪些资源（人、设备、材料）可供使用。资源库说明的细节数量和特性水平是不同的。例如，在工程设计项目的早期阶段，资源库中有大量的“工程师和高级工程师”。在后期阶段，资源库中仅限于那些因为参加了早期阶段而熟悉本项目的人员。

 

.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 组织政策。在编制资源计划时，必须考虑执行组织关于人员、租用或购买物资和设备的政策。