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Project cost control: a new method to plan and control costs in large projects

机译:项目成本控制:一种用于计划和控制大型项目成本的新方法

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Purpose - The purpose of this paper is to reengineer the process of cost management in large projects. Design/methodology/approach - Considering the fact most large projects overrun their budgets because of the long time period needed to completion, it was decided to reengineer the cost management. Accordingly costs allocated to packages were reviewed and changed on a dynamic basis. Different types of contingencies were provided. Concepts of package contingency and project contingency were introduced. These were based on the project buffer and feeding buffer concepts popularised by Eliyahu Goldratt. Findings - The re-engineered method of cost control worked well and yielded better than expected results, leading to the setting up of a new world record in the completion time for setting up a million tonnes per annum continuous, tandem cold rolling mill to roll steel sheets. Research limitations/implications - In view of the total success of the reengineered approach, which was tested out on a large project over three years, it is felt that other projects could also try out this technique, especially since it is along the lines proposed by Eliyahu Goldratt who is an authority on project management. However the success can be better understood if the results of the testing become available. To that extent the contents of the present paper have limitations. Practical implications - Large projects can deploy the methodology and complete their projects on time and under budget. Social implications - The reengineering of the cost management was done primarily with a view to complete projects under budget. Since many governments spend many billions of dollars on publicly funded projects for the welfare of citizens, the use of this technique could have a salutary effect on the cost. Originality/value - The method was innovated in the company by the author's team and deployed in a live project over four years for the first time to achieve world-class results.
机译:目的-本文的目的是重新设计大型项目中的成本管理流程。设计/方法/方法-考虑到大多数大型项目由于需要很长时间才能完成预算而超出预算,因此决定重新设计成本管理。因此,分配给包裹的成本会动态地进行检查和更改。提供了不同类型的意外事件。介绍了包应急和项目应急的概念。这些是基于Eliyahu Goldratt推广的项目缓冲区和进给缓冲区概念的。调查结果-重新设计的成本控制方法效果很好,并且产生了比预期结果更好的结果,从而在完成时间上创造了新的世界纪录,用于建立年产100万吨的连续冷轧机以轧制钢床单。研究的局限性/意义-鉴于重新设计方法的总体成功(在一个大型项目中进行了三年的测试),人们认为其他项目也可以尝试这种技术,特别是因为它遵循了由项目管理机构Eliyahu Goldratt。但是,如果可以获得测试结果,则可以更好地理解成功。在此程度上,本文的内容具有局限性。实际意义-大型项目可以部署方法并按时且在预算内完成项目。社会影响-成本管理的重新设计主要是为了在预算范围内完成项目。由于许多政府在公共资助项目上花费了数十亿美元,以维护公民的利益,因此使用该技术可能会对成本产生有益影响。原创性/价值-该方法由作者团队在公司中进行了创新,并在四年中首次应用于实际项目中,以实现世界一流的结果。

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