[雙語翻譯]項目成本管理外文翻譯--項目成本管理的全球?qū)I(yè)標(biāo)準(zhǔn)

1、3700 英文單詞， 英文單詞，2.2 萬英文字符，中文 萬英文字符，中文 6400 字文獻出處： 文獻出處：Smith P. Global Professional Standards for Project Cost Management [J]. Procedia - Social and Behavioral Sciences, 2016, 226:124-131.Global professional standards fo

2、r project cost managementPeter SmithAbstractThis paper explores the need for global professional standards in the project cost management field. A range of global standards and guides have been developed for the project

3、management profession as a whole but there have not been any developed specifically for project cost management (other than as a subset of project management standards). It will be argued that project cost management (be

4、 it Quantity Surveying, Cost Engineering, Project Controls or cost management carried out by Project Managers) is a specialist technical field that requires its own specific standards. The paper will examine the various

5、national and regional professional standards that have been developed for the Quantity Surveying, Cost Engineering and Project Controls professions by various countries and professional associations around the world. It

6、then examines the issues surrounding the lack of global standards for these professions and explores the benefits of developing over-arching strategies to produce global standards/programs. The paper then describes curre

7、nt initiatives to develop these specific global standards. This will include the International Construction Measurement Standard (ICMS) that is in the early stages of development. The research methodology underpinning th

8、is study comprises a review of professional standards around the world and interviews with practitioners and members of professional cost management associations within the International Cost Engineering Council (ICEC).

9、The paper concludes with a range of recommendations and strategies to help address these issues.Keywords: global standards, project cost management1. IntroductionThe professional fields of Quantity Surveying, Cost Engine

10、ering, Project Controls or cost management (herein referred to under the one descriptor of Project Cost Management) have developed a range of national and regional professional standards over many years. However, the pro

11、fessions lack over-arching global standards that have been typically been developed for most other professional disciplines in the construction industry such as Architecture, Engineering and Project Management. On a broa

12、der scale, most major professional disciplines have global standards (accounting, business and the like).The lack of global standards inhibits the development and identity of the project cost management profession on a g

13、lobal scale. Given the increasingly global nature of construction activity with an increasing number of contracting and consulting firms and developers operating in multiple countries this problem continues to build.2. T

14、he ChallengeThe Royal Institution of Chartered Surveyors (RICS), the European Committee of Construction Economists (CEEC) and the International Cost Engineering Council (ICEC) have recently undertaken research investigat

15、ing the problem of a lack of global standards for the profession. The author has been a part of this research investigation. The following is drawn from a six paper series developed by this working group (ICMS, 2015).suc

16、h as Risk Management, Quality Management and Environmental Management there are none that relate specifically to project cost management.The project management profession has made tremendous progress in the development o

17、f international standards that the quantity surveying/cost engineering profession can learn from. Cost management and project management are clearly inter-related with Quantity Surveyors/Cost Engineers commonly carrying

18、out project management services and Project Managers commonly carrying out cost management as part of their suite of services. However, cost management should be regarded as a specialist field requiring specialist standa

19、rds and processes.The first ISO standard in project management was published in 1997 and updated in 2003 – ISO 10006: Quality Management Systems – Guidelines for Quality Management in Projects. However, CBIS (2014) note

20、that this standard was not widely adopted by the project management profession. The profession realised the issue with not having a globally recognised and used standard so embarked on a 5 year project to develop a stand

21、ard with the input of 31 countries and 5 other countries observing the development. This culminated in the publication of the ISO 21500:2012, Guidance on Project Management in 2012 that provides project management princi

22、ples and processes that have universal application (CBIS, 2014).The profession also has a range of other global standards outside the ISO gamut. The most prominent are the internationally recognised Project Management Bo

23、dy of Knowledge (PMBoK®) Guide and the Prince 2 (PRojects IN Controlled Environments) standards. There are no comparable international standards and/or guides for the project cost management profession.The accountin

24、g profession provides a good example of global standards that have been developed and now form the basis for financial reporting in most countries around the world. The development of these standards importantly had the

25、support of major global organisations such as the G20, World Bank, International Monetary Fund, the IOSCO, and IFAC (IFRS, 2014).The objective of the standards is to provide a common global language for business affairs

26、so that company accounts are understandable and comparable across international boundaries. Most countries are now adopting these international standards in lieu of their own national standard. They enable accountants to

27、 prepare accounts using a common international framework that can be understood across international boundaries (IFRS, 2014). These standards have the added benefit of uniting the accounting profession through common goa

28、ls and frameworks.Global standards have also recently been developed in the property field. Methods used to measure property assets such as residential buildings, office buildings, retail centres and other income produci

29、ng assets vary markedly around the world. This is particularly the case with floor area measurements and definitions. The IPMSC (2015) contend that there are numerous national and regional standards that suffer from prof

30、essional inconsistency which has adverse ramifications particularly for international investors. These issues ultimately led to a landmark meeting at the World Bank premises in Washington in 2013 between major organisati

31、ons who have developed their own measurement codes. With the support of major global entities such as the World Bank, the International Monetary Fund and the Building Owners and Managers Association (BOMA) these organisa

32、tions formed a global coalition to address this problem and plan the development of a global measurement standard.This coalition, titled the International Property Measurement Standards Coalition (IPMSC), has gained cons