外文文献:
Project Cost Control: The Way it Works
By R。Max Wideman
In a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control，how it is setup and applied。So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory.
First you establish a set of reference baselines。Then, as work progresses，you monitor the work，analyze the findings，forecast the end results and compare those with the reference baselines。If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan，you may have to change the plan. More likely, there will be （or have been）scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.
But project cost control is a lot more difficult to do in practice，as is evidenced by the number of projects that fail to contain costs。It also involves a significant amount of work, as we shall see，and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span.
And，while we are at it，we will take the opportunity to point out the proper places for several significant documents。These include the Business Case, the Request for (a capital) Appropriation (for execution），Work Packages and the Work Breakdown Structure, the Project Charter (or Brief）, the Project Budget or Cost Plan，Earned Value and the Cost Baseline。All of these contribute to the organization’s ability to effectively control project costs.
Footnote
I am indebted to my friend Quentin Fleming，the guru of Earned Value，for checking and correcting my work on this topic。
The Business Case and Application for (execution）Funding
It is important to note that project cost control is most effective when the executive management responsible has a good understanding of how projects should unfold through the project life span。This means that they exercise their responsibilities at the key decision points
between the major phases。They must also recognize the importance of project risk management for identifying and planning to head off at least the most obvious potential risk events。
In the project’s Concept Phase
• Every project starts with someone identifying an opportunity or need. That is usually someone of importance or influence，if the project is to proceed，and that person often becomes the project’s sponsor。
• To determine the suitability of the potential project，most organizations call for the preparation of a ”Business Case" and its "Order of Magnitude” cost to justify the value of the project so that it
can be compared with all the other competing projects。This effort is conducted in the Concept Phase of the project and is done as a part of the organization’s management of the entire project portfolio.
• The cost of the work of preparing the Business Case is usually covered by corporate management overhead，but it may be carried forward as an accounting cost to the eventual project. No doubt because this will provide a tax benefit to the organization。The problem is, how do you then account for all the projects that are not so carried forward?
• If the Business case has sufficient merit，approval will be given to proceed to a Development and Definition phase。
In the project’s Development or Definition Phase
• The objective of the Development Phase is to establish a good understanding of the work involved to produce the required product，estimate the cost and seek capital funding for the actual execution of the project.
• In a formalized setting，especially where big projects are involved, this application for funding is often referred to as a Request for (a capital）Appropriation （RFA) or Capital Appropriation Request （CAR）.
• This requires the collection of more detailed requirements and data to establish what work needs to be done to produce the required product or "deliverable”. From this information, a plan is prepared in sufficient detail to give adequate confidence in a dollar figure to be included in the request.
• In a less formalized setting，everyone just tries to muddle through.
Work Packages and the WBS
The Project Management Plan，Project Brief or Project Charter
• If the deliverable consists of a number of different elements，these are identified and assembled into Work Packages （WPs）and presented in the form of a Work Breakdown Structure (WBS).
• Each WP involves a set of activities, the ”work" that is planned and scheduled as a part of the Project Management Plan。Note，however, that the planning will still be at a relatively high level，
and more detailed planning will be necessary during execution if the project is given the go ahead。
• This Project Management Plan, by the way，should become the "bible" for the execution phase of the project and is sometimes referred to as the "Project Brief" or the "Project Charter”。
• The cost of doing the various activities is then estimated and these estimated costs are aggregated to determine the estimated cost of the WP. This approach is known as ”detailed estimating" or ”bottom up estimating”。There are other approaches to estima ting that we’ll come to in a minute. Either way，the result is an estimated cost of the total work of the project。Note：that project risk management planning is an important part of this exercise. This should examine the project's assumptions and environmental conditions to identify any weaknesses in the plan thus far，and identify those potential risk events that warrant attention for mitigation. This might take the form of specific contingency planning, and/or the setting aside of prudent funding reserves.
Request for capital
Converting the estimate
• However，an estimate of the work alone is not sufficient for a capital request。To arrive at a capital request some conversion is necessary, for example, by adding prudent allowances such as overheads，a contingency allowance to cover normal project risks and management reserves to cover unknowns and possible scope changes。
• In addition，it may be necessary to convert the estimating data into a financial accounting format
that satisfies the corporate or spon sor’s format for purposes of comparison with other projects and
consequent funding approval.
• In practice all the data for the type of "bottom up" approach just described may not be available. In this case alternative estimating approaches are adopted that provide various degrees of reliability in a "top down” fashion. For example：
Order of Magnitude estimate –a "ball park” estimate，usually reserved for the concept phase only
Analogous estimate – an estimate based on previous similar projects
Parametric estimate – an estimate based on statistical relationships in historical data
• Whichever approach is adopted, hopefully the sum thus arrived at will be approved in full and proves to be satisfactory! This is the trigger to start the Execution Phase of the project
Note：Some managements will approve some lesser sum in the mistaken belief that this will help everyone to ”sharpen their pencils” and ”work smarter” for the benefit of the organization. This is a mistaken belief because management has failed to understand the nature of uncertainty and risk in project work. Consequently，the effect is more likely to result in "corner cutting” with an adverse effect on product quality, or reduced product scope or functionality。This often leads to a "game" in which estimates are inflated so that management can adjust them downwards。But to be fair, management is also well aware that if money is over allocated，it will get spent anyway. The smart thing for managements to do is to set aside contingent reserve funds，varying with the riskiness of the project, and keep that money under careful control. Ownership of approved capital
• If senior management approves the RFA as presented, the sum in question becomes the responsibility of the designated project sponsor。However, if the approved capital request includes allowances such as a "Management Reserve", this may or may not be passed on to the project's sponsor, depending on the policies of the organization。
• For the approved RFA, the project sponsor will, in turn，further delegate expenditure authority to the project’s project manager and will likely not include any of the allowances。An exception might be the contingency allowances to cover the normal variations in work performance.
• The net sum thus arrived at constitutes the project manager’s Approved Project Budget.
Note：If management does not approve the RFA，you should not consider this a project failure。Either the goals，objectives，justification and planning need rethinking to increase the
value of the project's deliverables，or senior management simply has higher priorities elsewhere for the available resources and funding.
The Project's Execution Phase
The project manager's Project Budget responsibility
• Once this Approved Project Budget is released to the p roject manager, a reverse process must take place to convert it into a working control document。That is，the money available must be divided amongst the various WBS WPs that, by the way，have probably by now been upgraded！This results in a project execution Control Budget or Project Baseline Budget，or simply, the Project Budget。In some areas of project management application it is referred to as a Project Cost Plan.
• On a large project where different corporate production divisions are involved, there may be a further intermediate step of creating ”Control Accounts" for the separate divisions，so that each division subdivides their allocated money into their own WBS WPs.
• Observe that，since the total Project Budget received formal approval from Executive Management, you，as project manager，must likewise seek and obtain from Executive Management, via the project's sponsor，formal approval for any changes to the total project budget. Often this is only justified and accepted on the basis of a requested Product Scope Change.
• In such a case the project’s sponsor will either draw down on the management reserve in his or her possession，or submit a supplementary RFA to upper management。
• Now that we have the Project Budget money allocated to Work Packages we can further distribute it amongst the various activities of each WP so that we know how much money we have as a ”Baseline” cost for each activity。
• This provides us with the base of reference for the cost control function。Of course, depending on the circumstances the same thing may be done at the WP level but the ability to control is then at a higher and coarser level.
Use of the Earned Value technique
• If we have the necessary details another control tool that we can adopt for monitoring ongoing work is the "Earned Value" （EV）technique. This is a considerable art and science that you must learn about from texts dedicated to the subject。
• But essentially, you take the costs of the schedule activities and plot them as a cumulative total on the appropriate time base。Again you can do this at the activity level，WP level or the whole project level。The lower the level the more control information you have available but the more work you get involved in。
The Cost Baseline
• This planned reference S—curv e is sometimes referred to as the ”Cost Baseline"，typically in EV
parlance。That is, it is the ”Budgeted Cost of Work Scheduled" (BCWS), or more simply the ”Planned Value" (PV）。
• Observe that you need to modify this Cost Baseline every time there is an approved scope change that has cost and/or schedule implications and consequently changes the project’s Approved Project Budget。
• Now，as the work progresses, you can plot the "Actual Cost of Work Performed” （ACWP or simply ”Actual Cost" — AC).
• You can p lot other things as well，see diagram referred to above, and if you don't like what you see then you need to take "Corrective Action”。
Commentary
This whole process is a cyclic，situational operation and is probably the source of the term "cycle" in the po pularly misnamed ”project life cycle"。
As an aside，the Earned Value pundits offer various other techniques within the EV process designed to aid in forecasting the final result，that is，the "Estimate At Completion" (EAC）。EAC is what you should really be interested in because it is the only constant in a moving project。Therefore, these extended EV techniques must be considered in the same realm of accuracy as top—down estimating。They are useful, but only if you recognize the limitations and know what you are doing！
But, as we said at the beginning, it is a lot more difficult to do in practice – and involves a significant amount of work. But, let's face it，that's what project managers are hired for，right？
中文译文:
项目成本控制:它的工作方式
R。马克斯怀德曼
我们在最近的咨询任务中意识到，对于整个项目成本控制体系是如何设置和应用的这个问题，我们仍有一些缺乏了解。因此,我们决定写出它是如何工作的说明。从理论上讲，项目成本控制并不难。
首先，建立一套参考基准。然后，按照工作的进展，监察工作,分析结果显示,预测最终结果并与参考基线作比较。如果最终结果不令人满意,那么你要对正在进行中的必要的工作进行调整，并在适当的时间间隔内重复循环。如果最终结果已经与基线计划脱节，你可能不得不改变计划.更有可能的是，将会有（或已经）变化的范围改变参考基线，这意味着，每一次范围发生变化，无论如何你都必须改变基线计划.
但是通过项目数量未能控制成本，证明在实践中，项目成本控制是很难真正实施的。我们将看到，它还涉及到相当数量的工作，因此，我们不妨在一开始就启动它，通过整个项目的线程寿命来进行工程造价控制。
同时，我们将借此机会指出几个显著的适当的地方文件。这些措施包括商业案例，（资本）请求拨款(执行),工作包和工作分解结构，项目章程（或摘要）,项目预算或成本计划,获得的价值和成本基准。所有这些都有助于提高该组织有效地控制项目成本的能力.
脚注
我要感谢我的朋友，大师昆汀•弗莱明，检查和纠正我关于这一主题的工作。
（执行）资助的商业案例和应用
重要的是要注意，当负责的执行管理者对项目应如何通过项目寿命展开这个问题有很好的理解时，项目的成本控制是最有效的。这意味着,他们在主要阶段的关键决策点之间行使自己的责任。他们还必须认识到，至少对最明显的潜在危险事件，用于查明和规划掌管关闭的项目风险管理的的重要性。
在项目的概念阶段
•每一个项目都由确定的机会或需要的人开始。通常是有一定重要性或影响力的人，如果该项目继续进行,这个人往往成为该项目的赞助者。
•为了确定潜在项目的适用性,大多数组织呼吁编制“商业案例”和“量级"的成本，以证明该项目的价值，使其可以与所有其他项目竞争。
•企业的商业案例的准备工作成本通常包括管理开销,但它可结转为最终项目的会计成本。毫无疑问，因为这将为该组织提供一个税务利益。问题是，你如何再占有所有不结转项目？
•如果有足够的商业案例的优点，赞助者将继续发展和定义阶段。
在该项目的发展或定义阶段
•在开发阶段的目标是建立一种涉及到生产所需的产品，估计成本,并为该项目的实际执行寻求资本资金的良好的工作的认识。
•在正式的设置,尤其是在涉及大项目中，这个拨款申请通常简称为（大写）（RFA）拨款或资本拨款请求（CAR).
•这需要更详细的要求和数据的收集，建立什么工作需要来完成生产所需的产品或“交付”。从这个信息来看，一个准备足够的细节计划在一美元的数字请求上给予足够的信心.
•在一个不太正式的设置中，每个人都只是试图蒙混过关
工作包和WBS
项目管理计划，项目简介或项目宪章
•如果可交付的成果由一些不同元素组成，这些都是确定和组装工作包（WPS），并在工作分解结构（WBS）的形式提交。
•每个的WP涉及的一系列活动，计划和计划的一部分作为“工作”项目管理计划.但是请注意,如果该项目在执行过程中前进,将该规划水平变得更高，更详细，将是必要的。
•该项目管理计划的方式，应该成为该项目“圣经”的执行阶段，同时它有时被称为“项目简介”或“项目宪章”.
•然后估计各种活动的成本，这些估计费用汇总以确定的WP的估计成本。这种方法作为“详细估算”或“自下而上估算"而为人知晓。还有其他的方法来估算，我们将在一分钟内到达。无论哪种方式，结果都是该项目的总工作的估计费用。
注：该项目的风险管理规划，是这次演习的一个重要组成部分。这应该检查该项目的假设和环境条件,以确定该计划中的任何弱点，到目前为止，并找出值得注意缓解这些潜在的风
险事件。这可能采取具体的应急计划的形式和/或预审慎的资金储备。
资本要求
转换的估计
•然而,单独的工作的一个估计是没有足够资本要求的。为到达一定的资本要求，一些转换是必要的，例如,通过加入审慎津贴如开销,一个应急的津贴，以弥补包括未知和可能的范围变化的正常的项目风险和管理储备。
•此外，财务会计格式转换成估算数据可能是必要的，以满足有目的的企业或赞助商的形式与其他项目比较和随之而来的拨款。
•刚才所描述的方法中，所有的数据类型为“自下而上",在实践中可能无法使用。在这种情况下，替代的估算方法是在时尚中通过提供不同程度的“自上而下”的可靠性。例如：订购数量级的估计 - “球公园”估计，通常只为概念预留
类似的估计 - 根据以前类似项目的预算
参数估计—基于对历史数据的统计关系估计
•无论采用哪种方法，这种希望总和能被全面批准和证明是令人满意的！这是启动该项目的执行阶段。
注：有些管理层将批准错误地认为，大家以“提升他们的铅笔”和“更聪明地工作”为组织的利益，这将有助于较小的总和.这是一个因为在项目工作中，管理无法理解的不确定性和风险的性质错误的信念。因此，其效果是更有可能导致对产品质量，降低产品范围或功能不利影响的“切角”。
这往往导致一个“游戏”中的估计被夸大，从而使管理人员可以调整他们向下.但说句公道话，管理者也很清楚,如果超过分配资金，无论如何它会得到花费。智能管理做的事情是根据不同项目的风险预留队伍的储备基金，并谨慎控制资金。
核准资本的所有权
•如果高级管理层批准的RFA消融，提出问题的总和成为指定项目发起人的责任。但是，如果批准的资本要求包括津贴,如“储备管理”,根据该组织的政策,这可能会，也可能不会被传递到项目的赞助商。
•对于所批准的RFA消融，反过来,项目发起人会进一步委托该项目的项目经理行使开支的权力,并可能将不包括任何津贴。一种异常可能涵盖工作表现正常变化的应急准备.
•因此净总和抵达构成了项目经理的核准项目预算。
注：如果管理不批准RFA消融，你不应该考虑这个项目的失败,或这个目标的目的，而规划
需要重新考虑，以增加交付项目的价值。
该项目的执行阶段
项目经理的项目预算的责任
•该批准的项目预算一旦被释放到项目经理，一个反向的过程中必须转换成一个工作的控制文件的地方.也就是说，可用的钱必须是分到各WBS的方式之间，可能现在已经升级。这个结果作用于项目执行控制预算或项目基线预算,或简单地说，项目预算.在一些项目管理的应用领域，它被称为一个项目成本计划。
•在不同的企业生产部门都参与其中的大型项目中,可能有进一步创建“控制账户"为独立的部门的中间步骤，让他们的钱分到到自己的WBS WPS.
•通过观察发现,自从正式收到批准长官管理该项目总预算，你，作为项目经理,同样也必须寻求并获得执行管理，通过该项目的赞助商，正式批准任何更改项目总预算。通常这是在改变产品范围的基础上唯一合理可接受的要求.
•在这种情况下,该项目的赞助商将降低他的管理储备，或提交给上层管理人员补充消融.
•现在，我们有项目预算资金分配工作包，我们可以进一步把它分发到每个WP的各项活动之中，让我们知道作为一个“基准”，每个活动的成本是多少。
•这为我们的成本控制功能提供了基础参考。当然,这取决于，做同样的事情可能在WP 的水平,但控制的能力在较高和粗糙的水平的情况下.
使用挣值技术
•如果我们有另一种控制工具的必要的细节，我们可以采取的持续监测工作是“挣值(EV）技术”。这是一个你必须致力于了解主题文本的艺术和科学。
•但基本上,你掌管日程安排活动的费用,并在适当的时候绘制他们作为累计.再次，你可以做的活动水平，或整个项目的水平越低，您可用的控制信息就越多.
成本基线
•这个计划的参考S-曲线有时被称为“成本基准”，这通常是在EV说法。也就是说，它是“预算成本计划的工作”（BCWS),或者更简单的“计划价值”（光伏）。
•你需要修改这个成本基线,每次有一个改变成本和/或时间表的影响批准的范围,从而改变了该项目的核准项目预算。
•现在，随着工作的进展,你可以绘制“执行工作的实际成本”（ACWP或简单的“实际成本” - 交流）。
重庆大学毕业设计外文文献及译文
•您可以绘制其他的事情，如上面提到的图，如果你不喜欢你看到的，那么你就需要采取“纠正行动".
评论
这整个过程是一个循环，运行态势，这可能是普遍名不副实“项目的生命周期"中“循环”一词的来源".
顺便说一句，挣值权威人士提供的EV过程中的各种其他技术设计能帮助预测最后的结果，也就是说，“估计在完成”（“选管会"）。选管会是你真正应该感兴趣的，因为在运动项目中，它是唯一不变的。因此，这些作为自上而下的估算精度相同的境界的扩展的EV 技术必须被考虑到。他们是有用的，除非你能认识到它的限制和知道你在做什么！
但是，正如我们在开始时说的，它在实践中是很困难实施的,同时涉及大量的工作。但是，让我们面对它，这就是被聘用的项目经理,不是吗？
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外文文献： Project Cost Control: The Way it Works By R. Max Wideman In a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory. First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway. But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span. And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include the Business Case, the Request for (a capital) Appropriation (for execution), Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget or Cost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability to effectively control project costs. Footnote I am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic.
工程造价专业毕业外文文献、中英对照 中文翻译：工程造价专业毕业外文文献 工程造价专业是一种重要的工程技术专业，主要负责工程投资的评估、选择和控制工程项目成本，以及项目质量、进度和安全。因此，工程造价专业需要具备丰富的知识和技能，包括工程建设、经济学、管理学、数学、统计学等方面。为了提高工程造价专业学生的综合能力，学习外文文献是不可或缺的步骤。本文将介绍几篇与工程造价专业相关的外文文献，并提供中英文对照。 1）《The Role of Quantity Surveyors in Sustainable Construction》 该文研究了数量调查师在可持续建筑中的作用，并深入探讨了数量调查师在项目的可持续性评估、营建阶段和运营阶段的角色和责任。该文指出，数量调查师可以通过成本控制、资源利用、和材料选择等方面促进可持续建筑的发展，为未来可持续发展提供支持。 中文翻译：数量调查师在可持续建筑中的作用
2）《Cost engineering》 该文研究了造价工程的理论和实践，并提供了一系列工具和方法用于项目成本的控制和评估。该文还深入探讨了工程造价和项目管理之间的关系，并提供了一些实用的案例研究来说明造价工程的实际应用。 中文翻译：造价工程 3）《Construction cost management: learning from case studies》 该文通过案例分析的方式来探讨建筑项目成本管理的实践。该文提供了多个案例研究，旨在向读者展示如何运用不同的方法来控制和评估项目成本，并阐述了思考成本问题时需要考虑的多个因素。 中文翻译：建筑项目成本管理：案例学习 4）《Project Cost Estimation and Control: A Practical Guide to Construction Management》
工程造价专业外文文献翻译(中英文对照
外文文献： Project Cost Control: The Way it Works By R. Max Wideman In a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory. First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway. But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span. And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include the Business Case, the Request for (a capital) Appropriation (for execution), Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget or Cost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability to effectively control project costs. Footnote I am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic. The Business Case and Application for (execution) Funding It is important to note that project cost control is most effective when the executive
工程造价专业外文文献翻译（中英文对照 外文文献： Project Cost Control: The Way it Works By R. Max Wideman In a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory. First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway. But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span. And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include the Business Case, the Request for (a capital) Appropriation (for execution), Work
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外文文献： Project Cost Control: The Way it Works By R。 Max Wideman In a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied。 So we decided to write up a description of how it works。 Project cost control is not that difficult to follow in theory. First you establish a set of reference baselines。Then，as work progresses, you monitor the work， analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals。 If the end results get really out of line with the baseline plan， you may have to change the plan。 More likely， there will be (or have been） scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway。 But project cost control is a lot more difficult to do in practice，as is evidenced by the number of projects that fail to contain costs。 It also involves a significant amount of work，as we shall see，and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span。 And， while we are at it, we will take the opportunity to point out the proper places for several significant documents。These include the Business Case，the Request for （a capital) Appropriation (for execution）, Work Packages and the Work Breakdown Structure, the Project Charter （or Brief)， the Project Budget or Cost Plan, Earned Value and