18. Cost_Overview of constellation confidence
项目管理中英文--成本估算
Operating staff.
运行人员费用。
Labor and material for maintenance and repairs.
维修和保养的劳动力和材料费用。
Periodic renovations.
周期性翻新费用。
Insurance and taxes.
保险和税费。
Financing costs.
没有用掉的不可预见费用在工程末期可以退回业主方，或者用于项目新增部分的建设。
Approaches to Cost Estimation
成本估算的方法
Cost estimating is one of the most important steps in project management. A cost estimate establishes the base line of the project cost at different stages of development of the project. A cost estimate at a given stage of project development represents a prediction provided by the cost engineer or estimator on the basis of available data. According to the American Association of Cost Engineers, cost engineering is defined as that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles and techniques to the problem of cost estimation, cost control and profitability. Virtually all cost estimation is performed according to one or some combination of the following basic approaches.
毕业论文--成本控制(cost--control)外文原文及译文【范本模板】
本科生毕业设计(论文）外文原文及译文所在系管理系学生姓名专业财务管理班级学号指导教师2014 年 6 月外文原文及译文Cost ControlRoger J. AbiNaderReference for Business，Encyclopedia of Business, 2nd ed。
Cost control，also known as cost management or cost containment，is a broad set of cost accounting methods and management techniques with the common goal of improving business cost-efficiency by reducing costs, or at least restricting their rate of growth. Businesses use cost control methods to monitor, evaluate, and ultimately enhance the efficiency of specific areas，such as departments，divisions, or product lines, within their operations.Cooper and Kaplan in 1987 in an article entitled "how cost accounting systematically distorts product costs” article for the first time put forward the theory of "cost drivers" (cost driver, cost of driving factor）of that cost, in essence，is a function of a variety of independent or interaction of factors （independent variable) work together to drive the results. So what exactly is what factors drive the cost or the cost of motive which? Traditionally, the volume of business (such as yield）as the only cost driver （independent variable)，at least that its cost allocation plays a decisive role in restricting aside，regardless of other factors (motivation）. In accordance with the full cost of this cost driver, the enterprise is divided into variable costs and fixed costs of the two categories。
ESS斯泰尔工程软件中心简介
Magna International 麦格纳国际
Overview 简介
Global Presence 麦格纳全球分布
Western Europe西欧 Canada加拿大
19,575
46 9 60 12 33,625
85 37 36 2 43 19
Eastern Europe东欧
13,050
USA美国
INTERIORS内饰 Capabilities产品能力 • cockpit systems驾驶员舱系统 • door panels门板 • overhead systems顶棚系统 • soft trim & cargo management软 内饰&货物管理 • garnish & hard trim 装饰&y硬饰
电池&顶棚系统
4
Product Systems Overview 产品系统概览
SEATING 座椅 Capabilities产品能力 • seating systems座椅系统 • mechanism & hardware机械& 硬件 • specialty mechanisms特殊机械 • seat structures座椅结构 • foam & trim products发泡&装饰 产品 • design & development capabilities设计&开发能力
Global Footprint全球分布 • 32,825 employees**员工 • 53 mfg/assy facilities*制造/装配分 支 • 13 product development/ engineering/sales centers产品开 发/工程/销售中心
项目管理英文版
Dr. Anbang Qi Prof. of International Business School of Nankai University
The Resources of the Materials
• The main content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK). • The copyright belongs to the Project Management Institute. • Its website is
– Scope, time, cost, and quality – Stakeholders’ expectations – Requirements (needs) vs. unidentified requirements (expectations)
Chapter 1 - Introduction
Chapter 1 - Introduction
10. Project Management Body of Knowledge
– Project integration management – Project scope management – Project time management – Project cost management – Project quality management – Project human resource management – Project communication management – Project risk management – Project procurement management All these make up a knowledge system of PM
General Considerations
1 September 2000Current Monetary Developments and Outlook for the ECB’s Decisionsby Niels Thygesen 1General ConsiderationsThe euro area economies have been growing at a faster rate in the first half of 2000 than originally foreseen while inflation has also been rising. The euro has remained weak, falling back recently to a level below 0.90 USD first reached in May. It is in my view entirely proper that this constellation of factors has prompted the ECB to continue its policy of raising short-term rates. The main rate has now risen by 200 basis points since November 1999 - of which the first 50 basis points was a correction of the, in retrospect, excessive ease in the ECB’s early months. Still the short-term rate is logging behind the rise that most academic analysis has found could be expected on the basis of an aggregate of past national behaviour - or pursuit of the so-called Taylor Rule, in which the central bank conducts its strategy on the basis of an objective to minimize both the inflation rate and the output gap. Interest rates would have been higher still under a strict inflation objective. If dampening of asset price inflation had also been part of the monetary policy strategy - which it has not been, as discussed below - rates would have been higher still.EMU was originally presented as a framework for assuring a policy mix of low and stable interest rates and continuing budgetary consolidation, until member states had achieved the objective of the Growth and Stability Pact to aim for balanced budgets on average over the business cycle. There has been some slippage in achieving budgetary consolidation, as some of the largest countries have announced tax reforms which, while desirable in themselves, increase the underlying, or structural, budget deficits. These slippages push the policy mix in a direction not originally foreseen, but clearly defensible in terms of the ECB’s mandate of maintaining low inflation - and, one may add, checking the current undervaluation of the euro.The present note, however, has a narrower focus, namely to assess the role of asset inflation in the formulation of the monetary policy strategy.Asset Price InflationTwo asset prices have potential importance for the conduct of a monetary policy aiming at price stability in the medium-term: prices of real estate and stock prices. A rise in either will tend to stimulate demand: private consumption because the two assets in question constitute important components of private wealth, and private investment because rising prices on commercial property and cheaper equity finance provide incentives for firms to expand their stock of physical capital. By stimulating the main components of private demand and output1 Danske Bank Professor of International Economics and Senior Research Fellow at Economic Policy Research Unit (EPRU), University of Copenhagen; dr.polit. Member of the Delors Committee on EMU 1988-98.rising asset prices also increase inflationary risks. Hence these prices providepotentially relevant information on future inflation in the markets for consumer goods to central banks that target low inflation. For the ECB looking at the evolution of asset prices would appear to be useful as part of evaluating the ‘second pillar’ of the monetary policy strategy, which focuses on indicators of future inflation apart from the growth rate of the chosen monetary aggregate (M3). Three major recent studies, Cecchetti el al. (2000), Goodhart and Hoffmann (2000), and IMF (2000) address how to measure asset price inflation, its empirical importance for output and consumer price (CPI) inflation and how central banks may react.How can Asset Price Inflation be Measured?All industrial countries collect data on residential property prices and stock prices, which permit their use in predicting future output and CPI inflation. There is a major difference between the two series: stock prices are far more volatile over shorter horizons, lowering their information value. At least outside the United Stated - where stock ownership is the most widespread - residential property prices appear to be much more important in predicting future output (or the output gap) and inflation. CPI inflation already incorporates a component reflecting the rental costs of residential property, but this component moves more sluggishly than prices of owner-occupied housing. IMF (2000) demonstrates quite convincingly (see graph) that changes in residential property prices deflated by the CPI have been a useful leading indicator of the output gap and hence of inflation a bit further out, not least in a number of EU member states. Cecchetti el al. (2000) and Goodhart and Hoffmann (2000) find that in 20-25% of the inflation forecasts made over a two-year horizon for EU countries for the past 15 years, including residential property and stock prices improved the quality of the CPI inflation forecast (see graph). These results suggest that existing measures of asset price inflation provide relevant information to central banks.What can Central Banks do to take Asset Inflation into account?A majority of central banks report that asset prices are already monitored as a potential trigger of monetary policy actions, see Roger and Sterne (1999). The ECB is apparently not an exception, see Scacciavillani (2000), although in the absence of a publicly available inflation forecast it is difficult to assess how the ECB makes use of asset prices. Scacciavillani mentions three broad areas of focus in the ECB: (i) the demand pressure that might show from higher asset prices, (ii) the informational content of financial asset prices, and (iii) the implication of asset prices for the stability of the financial system. With respect to (ii) and (iii) the ECB has already given indications of its attitude.As regards (ii) the ECB Monthly Bulletin, May 2000 contained an analysis of the information content of interest rates and their derivatives for monetary policy, which indicates careful attention, as part of the second pillar of the monetary policy strategy, to the information provided by futures and options prices about the expectations of market participants as to future inflation, interest rates and initiatives by the ECB itself. This analysis can be seen as a reply to criticism contained in academic reports on the ECB performance.As regards (iii) the Banking Supervision Committee (BSC) of national financial supervisors meeting regularly at the ECB, published in April 2000 a report, ‘Asset Prices and Banking Stability’ addressing the implications for the EU banking sector of a significant fall3in real estate and stock prices. In the light of the experience in the 1980's in some European countries and in the late 1990's in a number of non-industrial countries such monitoring of the risk exposure of EU banks seems timely. But the report is limited in scope, since it - naturally in the BSC context - looks only at the issues from a supervisory perspective although some of the statistical information provided is also relevant from a monetary policy perspective. Coordination of these two perspectives does not come naturally to the ECB, as the Maastricht Treaty has left the responsibility for financial supervision in the hands of national supervisors.As regards (i) - the demand pressures arising from asset price inflation - the ECB has remained silent. The August 2000 Monetary Bulletin contains a detailed overview of price and cost indicators for the euro area in which a large number of indicators and their relation- ship to the Harmonized Index of Consumer Prices (HICP) in terms of which the inflation objective is formulated are presented, but there is no mention of asset prices. This is a gap, which should be filled in view of the evidence presented in the three recent academic studies referred to above.This could be done if the ECB, as it appears to intend, at some point later this year provides a more systematic account of its inflation forecast procedures under the second pillar of the monetary policy strategy.REFERENCESCecchetti, S., H. Genberg, J. Lipsky and S. Wadhwani (2000), Asset Prices and Central Bank Policy, International Center for Monetary and Banking Studies, GenevaGoodhart, C.A.E. and B. Hoffmann (2000) ‘Do Asset Prices Help Predict Consumer Price Inflation?’, Financial Markets Group, London School of EconomicsInternational Monetary Fund (2000), World Economic Outlook, Ch. III (‘Asset Prices and the Business Cycle’), IMF, Washington D.C., MayRoger S. and G. Sterne (1999), ‘The Devil in the Detail Monetary Policy Frameworks’, in Fry, Maxwell el.al. Monetary Policy Frameworks in a Global Context, Bank of England, London Scacciavillani, F. (2000) ‘Comment’, in Cecchetti el.al., pp 122-26。
公司理财(罗斯)第1章(英文
03 Valuation Basis
The concept and significance of valuation
要点一
Definition
Valuation is the process of estimating the worth of an asset or a company, typically through the use of financial metrics and analysis.
The Time Value of Money
建筑专用英语
EnglishABCABMAbstract Resource AbstractionAccelerationAcceptability Criteria Acceptable Quality Level AQL AcceptanceAcceptance Criteria Acceptance Letters Acceptance Number Acceptance Review Acceptance TestAcquisition Methods Acquisition Negotiations Acquisition PlanAcquisition Plan Review Acquisition Planning Acquisition Process Acquisition StrategyActionAction ItemAction Item FlagsAction PlanActivationActive ListeningActivity Arrow NetActivity Based Costing Activity Based Management Activity CalendarActivity CodeActivity DefinitionActivity DescriptionActivity DurationActivity Duration Estimating Activity ElaborationActivity FileActivity IDActivity ListActivity Node NetActivity on ArcActivity on ArrowActivity on NodeActivity OrientedActivity Oriented Schedule Activity PropertiesActivity QuantitiesActivity StatusActivity TimingActorActualActual and Scheduled Progress Actual CostActual Cost Data Collection Actual CostsActual DatesActual Direct CostsActual ExpendituresActual FinishActual Finish DateActual StartActual Start DateACWPAdaptationAdded ValueAddendumAdequacyAdjourningAdjustmentADMADM ProjectAdministrationAdministrativeAdministrative Change Administrative Management ADPADRAdvanced Material Release AFEAFEAffectAffected PartiesAgencyAgendaAggregationAgreementAgreement legalALAPAlgorithmAlignmentAllianceAllocated BaselineAllocated RequirementsAllocationAllowable CostAllowanceAlternate ResourceAlternative AnalysisAlternative Dispute Resolution AlternativesAmbiguityAmendmentAmount at StakeAMRAnalysisAnalysis and DesignAnalysis TimeAnalystAND RelationshipAnecdotalAnticipated Award CostAOQAOQLAPMAApparent Low BidderApplicationApplication AreaApplication for ExpenditureApplication for Expenditure Justification Application ProgramsApplied Direct CostsApportioned EffortApportioned TaskAppraisalApproachAppropriationApprovalApproval to ProceedApproveApproved Bidders ListApproved ChangesApproved Project RequirementsAPRAQLArbitraryArbitrationArcArchitectural BaselineArchitectural ViewArchitectureArchitecture executableArchiveArchive PlanArea of Project Management Application ArrowArrow Diagram MethodArrow DiagrammingArrow Diagramming MethodArtifactArtificialASAPAs-built DesignAs-built DocumentationAs-Built ScheduleAs-Late-As-PossibleAs-NeededAs-Performed ScheduleAssemblyAssembly SequenceAssessmentAssetsAssignmentAssociated RevenueAssociationAs-Soon-As-PossibleAssumptionAssumptionsAssumptions ListAssuranceAttitudeAttributeAttritionAuditAuthoritarianAuthoritativeAuthorityAuthority for Expenditure AuthorizationAuthorizeAuthorized Unpriced WorkAuthorized WorkAuthorized WorksAutomated Data ProcessingAutomatic Decision EventAutomatic GenerationAutomatic Test EquipmentAuxiliary Ground EquipmentAvailabilityAverage Outgoing Quality Average Outgoing Quality Limit Average Sample Size Curve AvoidanceAwardAward FeeAward LetterBACBack ChargeBackchargeBackward PassBad DebtsBalanceBalanced MatrixBalanced ScorecardBalanced Scorecard Approach BankBankingBar ChartBargainingBargaining PowerBarriersBaseBaselineBaseline at Completion Baseline budgetBaseline businessBaseline ConceptBaseline ControlBaseline CostBaseline cost estimate Baseline DatesBaseline Finish DateBaseline ManagementBaseline PlanBaseline ReviewBaseline ScheduleBaseline Start DateBaseline technicalBasis of EstimateBatchBatch OperationBATNABCMBCWPBCWSBehaviorBehavior AnalysisBenchmarkBenchmarkingBeneficial Occupancy/UseBenefitsBenefits FrameworkBenefits ManagementBenefits Management PlanBenefits Management RegimeBenefits ProfilesBenefits Realization PhaseBest Alternative to Negotiated Agreement Best and Final Contract OfferBest and Final OfferBest Efforts ContractBest PracticesBest ValueBeta DistributionBeta TestBeta testingBidBid AnalysisBid BondBid Cost ConsiderationsBid Document PreparationBid DocumentsBid EvaluationBid ListBid PackageBid ProtestsBid QualificationsBid ResponseBid Technical ConsiderationBid Time ConsiderationBid/No Bid DecisionBidderBidders ConferenceBidders ListBidders Source SelectionBiddingBidding StrategyBillBill of MaterialsBills of MaterialsBlanket Purchase AgreementBlueprintBoardBoiler PlateBona FideBondBonusBonus SchemesBooking RatesBOOTBottom Up Cost EstimateBottom Up Cost Estimating Bottom Up EstimatingBoundaryBPABPRBrainstormingBranching LogicBreach of Contract BreadboardingBreak EvenBreakdownBreakdown StructureBreak-Even ChartBreak-Even ChartsBreak-Even PointBribeBSABuck PassingBudgetBudget at CompletionBudget CostBudget CostsBudget DecrementBudget ElementBudget EstimateBudget PresentationBudget RevisionBudget UnitBudgetary ControlBudgetedBudgeted Cost of Work Performed Budgeted Cost of Work Scheduled BudgetingBudgeting & Cost Management BuildBuild Own Operate Transfer BuildabilityBuildingBuilding ProfessionalismBuild-to DocumentationBuilt-in Test EquipmentBulk MaterialBurdenBurden of ProofBureaucracyBurn RateBurst NodeBusiness ActorBusiness AppraisalBusiness AreaBusiness AssuranceBusiness Assurance Coordinator Business CaseBusiness Change Manager Business CreationBusiness EngineeringBusiness ImperativeBusiness ImprovementBusiness ManagerBusiness ModelingBusiness NeedsBusiness ObjectivesBusiness OperationsBusiness ProcessBusiness Process Engineering Business Process Reengineering Business ProcessesBusiness RiskBusiness RuleBusiness Transition Plan Business UnitBuyerBuyer's MarketBuy-InBypassingCADCalculate ScheduleCalculationCalendarCalendar FileCalendar RangeCalendar SoftwareCalendar Start DateCalendar UnitCalendarsCalibrationCAMCapabilityCapability SurveyCapitalCapital Appropriation Capital AssetCapital CostCapital EmployedCapital Expansion Projects Capital Goods Project Capital PropertyCards-on-the-wall Planning CareerCareer Path Planning Career PlanningCarryover Type 1Carryover Type 2Cascade ChartCashCash FlowCash Flow AnalysisCash Flow ManagementCash Flow NetCash InCash OutCatalystCatch-up Alternatives CausationCauseCCBCCDRCentral Processing Unit CentralizedCertainCertaintyCertificate of Conformance CertificationChainChallengeChampionChangeChange ControlChange Control Board Change Documentation Change in ScopeChange LogChange ManagementChange Management Plan Change NoticeChange OrderChanged Conditions CharacteristicChartChart of AccountsChart RoomCharterCheckingChecklistCheckpointCheckpointsChief Executive Officer ChildChild ActivityClaimClarificationClassClassesClassification Classification of Defects Clearance NumberClientClient EnvironmentClient Quality Services Closed ProjectsCloseoutCloseout phaseCloseout ReportClosingClosureCMCoachingCodeCode and Unit TestCode of AccountsCodingCollaborationCollapsingCollectiveCombativeCommercialCommercial Item Description Commission and Handover CommissioningCommissions and Bonuses CommitCommitmentCommitment Document Commitment Package Commitment to Objectives Committed CostCommitted CostsCommon CarrierCommunicating With Groups Communicating With Individuals CommunicationCommunication Channels Communication Plan Strategic Communication Plan Tactical Communication Room Communications Management Communications Plan Communications Planning CommunityCompanyComparisonCompatibilityCompensationCompensation and Evaluation CompetenceCompetencyCompetitionCompetitiveCompileCompile TimeCompleteCompleted ActivityCompleted UnitsCompletionCompletion DateComplexComponentComponent Integration and Test Component-Based Development ComponentsCompound RiskCompromiseCompromising in negotiating ComputerComputer Aided Design Computer Aided DraftingComputer Aided ManufacturingComputer Cost ApplicationsComputer HardwareComputer ModelingComputer Program Configuration ItemComputer SoftwareComputer Software ComponentComputer Software Configuration ItemComputer Software DocumentationComputer Software UnitComputer-AidedComputerized Information Storage Reference and Retrieval ConceptConcept Definition DocumentConcept PhaseConcept StudyConception PhaseConceptualConceptual BudgetingConceptual DesignConceptual DevelopmentConceptual Project PlanningConcessionConcession Making in negotiatingConciliatoryConcludingConclusionsConcurrencyConcurrentConcurrent DelaysConcurrent EngineeringConcurrent TasksConditional RiskConditionsConductingConfidence LevelConfigurationConfiguration AuditConfiguration BreakdownConfiguration ControlConfiguration Control BoardConfiguration IdentificationConfiguration Item Acceptance ReviewConfiguration Item VerificationConfiguration Item Verification ProceduresConfiguration ManagementConfiguration Management BoardConfiguration Relationships Configuration Status Accounting ConflictConflict ManagementConflict Resolution Conformance to Requirements ConfrontationConsensusConsensus Decision Process ConsentConsequencesConsiderationConsiderationsConsolidateConsortiumConstituentsConstraintConstraint project constraint ConstraintsConstructabilityConstructionConstruction Contractor Construction CostConstruction Management Construction Manager Construction StageConstruction WorkConstruction-Oriented Constructive Challenge Constructive ChangeConsultantConsultingConsumable Resource ConsumablesContemplated Change Notice Contending in negotiating ContentContent TypeContextContingenciesContingencyContingency Allowance Contingency Budget Procedure Contingency PlanContract ManagementContract NegotiationsContract PackageContract Performance Control Contract PlanContract Pre-award Meetings Contract Quality Requirements Contract RequirementsContract RiskContract Risk AnalysisContract SigningContract StrategyContract Target CostContract Target PriceContract TypeContract TypesContract Work Breakdown Structure ContractingContractorContractor Claims Release Contractor Cost Data Report Contractor EvaluationContractor Furnished Equipment Contractor Project Office Contractor Short ListingContractor's Performance Evaluation ContractualContractual ConditionsContractual Requirements Contributed ValueContribution AnalysisControlControl AccountControl Account ManagerControl Account PlanControl and CoordinationControl ChartControl CycleControl GateControl LoopControl PointControl RequirementsControl SystemControl TheoryControllable RisksControllingControlling Relationship Coordinated MatrixCoordinationCoordinatorCorporateCorporate Administration and Finance Corporate BudgetCorporate Business Life Cycle Corporate ConstraintsCorporate Data BankCorporate ManagementCorporate MemoryCorporate PhilosophyCorporate PlanningCorporate Project Management Corporate Project Strategy Corporate Quality Standards Corporate ResourcesCorporate Responsibility Matrix Corporate StandardsCorporate SupervisionCorporationCorrectionCorrective ActionCorrelationCostCost AccountCost Account BreakdownCost Account ManagerCost Account PlanCost Accumulation MethodsCost AnalysisCost ApplicationsCost AvoidanceCost BaselineCost BenefitCost Benefit AnalysisCost Breakdown StructureCost BudgetingCost CeilingCost Ceiling BracketCost CenterCost CheckCost ClassesCost CodeCost CodesCost ControlCost Control PointCost Control SystemCost CurveCost DistributionCost EffectiveCost ElementCost EngineeringCost EnvelopeCost EstimateCost Estimate Classification System Cost EstimatingCost Estimating RelationshipCost ForecastCost ForecastingCost GrowthCost IncurredCost IndexCost IndicesCost InputCost ManagementCost ModelCost of MoneyCost of QualityCost OverrunCost Performance BaselineCost Performance IndexCost Performance IndicatorCost Performance Measurement Baseline Cost Performance RatioCost Performance ReportCost PlanCost PlusCost Plus Fixed Fee ContractCost Plus Incentive Fee ContractCost Plus Percentage of Cost Contract Cost Reimbursable ContractCost ReimbursementCost Reimbursement Type Contracts Cost ReviewsCost SavingsCost Sharing ContractCost StatusCost to CompleteCost to Complete ForecastCost TypesCost VarianceCost/Schedule Status ReportCost-Benefit AnalysisCosted Work Breakdown StructureCost-EffectivenessCostingCosting SystemsCost-Time Resource Sheet Counseling CountermeasuresCPICPIFCPMCPNCraftCrash CostsCrash DurationCrashingCreativityCreditCredited ResourceCrisisCriteriaCriterionCriticalCritical ActivityCritical ChainCritical DefectCritical DefectiveCritical Design Review Critical EventCritical FactorsCritical PathCritical Path Analysis Critical Path Method Critical Path Network Critical RatioCritical SequenceCritical Sequence Analysis Critical Subcontractor Critical Success Factors Critical TaskCritical Work Item Criticality IndexCross OrganizationalCross ReferencesCross-Stage PlanCSCICTCCTPCultureCulture organizational Cumulative Cost-to-DateCumulative S CurveCurrency ConversionCurrent BudgetCurrent Date LineCurrent Finish DateCurrent FY Budget Allocation Current Start DateCurrent StatusCurrent YearCustom Duty and Tax CustomerCustomer Acceptance Criteria Customer Furnished Equipment Customer Perspective Customer/Client Personnel Cutoff DateCutoverCWBSCyberneticsCycleCycle TimeDamagesDangleDataData ApplicationData BankData CollectionData DateData Entry ClerkData Item DescriptionData ProcessingData RefinementsData Structure Organization Data TypeDatabaseDatabase Administrator Database Management System Date of AcceptanceDay Work AccountDBMSDCFDeactivation Plan Deactivation Procedures DebriefingDecentralizedDecisionDecision DocumentationDecision EventDecision MakingDecision Making Process Decision Support System Decision TheoryDecision TreeDecision TreesDecomposingDecompositionDefaultDefault ValuesDefectDefectiveDefects-Per-Hundred-Units DeficiencyDeficiency ListDefinitionDefinition PhaseDefinitiveDefinitive EstimateDeflectionDegradationDelayDelay compensableDelaying ResourceDelegatingDelegationDeliberate Decision Event DeliverableDeliverable Breakdown Structure Deliverable Deadline DeliverablesDeliverables Management DeliveryDelphi TechniqueDemonstrateDemonstratedDemonstrated Past Experience DemonstrationDemonstration Review DepartmentDepartmental Budget DependabilityDependenciesDependencyDependency ArrowDependency DiagramDependency LinksDependency ManagementDeploymentDeployment Lessons Learned Document Deployment PlanDeployment ProceduresDeployment Readiness Review Deployment ViewDepreciationDescriptiveDesignDesign & Development PhaseDesign AlternativesDesign AppraisalDesign AuthorityDesign BaselineDesign Bid BuildDesign BriefDesign BuildDesign ConceptDesign ContingencyDesign ContractDesign ControlDesign DevelopmentDesign ManagementDesign Management PlanDesign ModelDesign of ExperimentDesign PackageDesign ReviewDesign SubsystemDesign TimeDesign to BudgetDesign to CostDesign-to SpecificationsDesirable LogicDetail DocumentationDetail ScheduleDetailed DesignDetailed Design StageDetailed EngineeringDetailed PlanningDetailed PlansDetailed Resource PlanDetailed ScheduleDetailed Technical Plan DeterminationDetermine Least Cost for Maximum Results DeterministicDeterministic NetworkDeveloped CountryDeveloperDeveloping CountryDevelopmentDevelopment caseDevelopment PhaseDevelopment PlanDevelopment processDeviationDeviation PermitDiagramDifferencesDifferentialsDiffering Site ConditionsDirect CostDirect Cost ContingencyDirect CostsDirect LaborDirect Project CostsDirectingDirectionDirectiveDirectorDisciplineDiscipline MaintenanceDiscontinuous ActivityDiscontinuous ProcessingDiscount RateDiscountingDiscrete EffortDiscrete MilestoneDiscrete TaskDiscriminationDiscussionDisplayDisposal of MaterialsDisputeDisruptionDisruptiveDisseminationDistinguishing ConstraintDistributedDistributed Computing Environment Distributed ProcessingDistribution ListDistribution of information Distribution of MinutesDiversityDocumentDocument ControlDocument ManagementDocumentaryDocumentationDocumentation Change Notice Documentation Requirements Description Dog and Pony ShowDomainDual Concern ModelDual ResponsibilityDummyDummy ActivityDurationDuration CalculationDuration CompressionDuty and Tax AdministrationDynamic Baseline ModelDynamic ClassificationEarliest Feasible DateEarliest FinishEarliest Finish TimeEarliest StartEarliest Start TimeEarly DatesEarly FinishEarly Finish DateEarly StartEarly Start DateEarly Start TimeEarly Warning SystemEarned HoursEarned ValueEarned Value AnalysisEarned Value Cost ControlEarned Value ManagementEarned Value Management Systeme-BusinessEconomic AnalysisEconomic Commercial ValueEconomic EvaluationEconomic LifeEconomic SuccessEconomic ValueEconomic Value AddedEconomicsEconomistEconomy of GovernanceEducation and TrainingEducation in project management Effective CommunicationEffective InterestEffectivenessEffectiveness in project planning EfficiencyEfficiency FactorEfficiency in project execution EffortEffort RemainingEffort-Driven ActivityEighty-Twenty RuleElaborationElapsed DurationElapsed TimeElectronic FilesElementElement Definition DictionaryEmailEmployee RelationsEmploymentEmpowermentEnclosed DocumentEnd ActivityEnd EventEnd ItemEnd Stage AssessmentEnd Tranche AssessmentEndorsementEnd-Phase AssessmentEngineering Change Notice Engineering Change Proposal Engineering Change Request Engineering Cost Estimate Engineering ProcessEnterpriseEnterprise Project Management Enterprise Project Structure Enterprise Resource Planning Enterprise Resource Planning Systems EntitlementEntrepreneurEnvironmentEnvironment Characteristic Environment generalEnvironment naturalEnvironment projectEnvironmentalEnvironmental Approvals Environmental Factoring Environmental Requirements Environmentally ConcernedEqual OpportunityEquipment ProcurementEquitable AdjustmentEquity Theory of Motivation Equivalent ActivityERPErrorError ProbabilityErrorsErrors and OmissionsEscalated Base PriceEscalationEssential Characteristics Essentials of Project Management EstimateEstimate at CompletionEstimate Based on Working Drawings Estimate Class AEstimate Class BEstimate Class CEstimate Class DEstimate ConversionEstimate of costEstimate To CompleteEstimated Actual at Completion Estimated Completion Date Estimated Cost at Completion Estimated Cost to Complete Estimated Final CostEstimated Market Penetration EstimatingEstimating CostsEstimating FactorEstimator's AllowanceETCEthicalExecutive ManagementExpandingExpectancyExpectancy TheoryExpectation of Accountability Expectation of ReliabilityExpectationsExpected Monetary ValueExpected ValueExpected Value riskExpected Working PeriodExpeditingExpendedExpenditureExpenditure AuthorityExpenditure Management Report Expenditure ProfileExpenditure to BudgetExpenditure to DateExpenseExperienceExperimentExpertExpert PowerExpertiseExposureExtended Life CycleExtended Subsequent Applications Review ExternalExternal ConstraintExternal PoliticsExternal Procurement Sources ExternalitiesExtinctionExtra Work OrderExtra WorksFabricationFACFacilitatingFacilitatorFacilities/Product Life CycleFacilityFactorFailureFair and Reasonable CostFair Market PriceFallback PlanFallback PositionFast TrackFast TrackingFaultFeasibilityFeasibility BudgetFeasibility PhaseFeasibility ReportFeasibility StudyFeasible Project Alternatives Feasible ScheduleFeatureFeeFeedbackFFPFieldField ClarificationField CostField InspectionField/Project Office Overhead FIFOFileFile TransferFile Transfer ProtocolFilterFinal CompletionFinal Contract ReviewFinal DesignFinal ObjectivesFinal PaymentFinal ReportFinanceFinancialFinancial Administration Financial AnalysisFinancial CloseoutFinancial ControlFinancial Management Financial RatiosFinancial SourcingFinancial ViabilityFinancingFinishFinish DateFinish FloatFinish to FinishFinish to Finish LagFinish to StartFinish to Start LagFinishing ActivityFirewallFirm Fixed Price ContractFirmwareFirst In First OutFirst In First OutFiscal YearFixed CostFixed CostsFixed DateFixed FeeFixed FinishFixed PriceFixed Price ContractFixed Price ContractsFixed Price Plus Incentive Fee Contract Fixed StartFixed-Duration SchedulingFlexibilityFlexibleFloatFloat Trend ChartsFloating TaskFlow ChartFlow DiagramFMFollow-on WorkFollyForce AccountForced AnalysisForcingForecastForecast At CompletionForecast At CompletionForecast Final CostForecast Remaining WorkForecast ReportForecast To CompleteForecast to CompletionForecastingForeignForm Fit and Function DataForm of OrganizationFormalFormal AuthorityFormal BidFormal Qualification Review Formal Reprogramming Formative Quality Evaluation FormingFormulationForward PassFPFPPIFFractalFragnetFrameworkFree FloatFree RidingFree SlackFreightFrequencyFrequency of MeasureFront EndFront LoadingFTCFTPFull and Open CompetitionFull Operational Capability Full TimeFunctionFunction Point Analysis Function PointsFunction project management Functional AnalysisFunctional Configuration Audit Functional Department Manager Functional Line Manager Functional Management Functional ManagerFunctional MatrixFunctional Organization Functional Personnel Functional Plan administrative Functional Plan architectural Functional ProgramFunctional Project Leader Functional Requirements Functional Responsibility Functional Specification FunctionalityFunction-Quality IntegrationFundingFunding ProfileFURPSFuture ValueFuzzy Front EndG&AGAAPGain Sharing ArrangementsGame PlanGanttGantt BarGantt ChartGantt ChartsGantt HenryGatesGeneral Accounting SystemGeneral and AdministrativeGeneral and Administrative CostsGeneral ConditionsGeneral Management SkillsGeneral ManagerGeneral Project AlignmentGeneral ProvisionsGeneral RequirementsGeneral SequencingGeneralizationGeneralized Activity NetworkGenerally Accepted Accounting Principles GenerationGeographical SeparationGERTGFEGo/No-goGo/No-go DecisionGoalGoal Setting TheoryGoodsGoodwillGovernanceGovernmentGovernment Contract Quality Assurance Government Furnished Equipment Government Regulations and Requirements GradeGrape VineGraphGraphical Evaluation and Review TechniqueGraphical User Interface Group CommunicationGroup workGroupthinkGrowthGuaranteeGuaranteed Maximum Guaranteed Maximum PriceGUIGuidanceGuidelineHammockHammock ActivityHandlingHand-OverHand-Over PhaseHandover PlanHand-Over PlanHangerHanging ActivityHard ProjectHardwareHardware Configuration Item Hardware Project HarmonizationHazardHeadquartersHeads UpHeavy ConstructionHeuristicHierarchical Coding Structure Hierarchical Planning HierarchyHierarchy of NetworksHigh Level Forecasting Highlight ReportHighway Construction HistogramHistoric RecordsHistorical Data Banks Historical DatabaseHold PointHolidayHolisticHome OfficeHome Office OverheadHost OrganizationHQHR Compensation and Evaluation HR Organization Development HR Performance EvaluationHR Records ManagementHRMHTMLHTTPHuman ResourcesHuman Resources Management Human Resources Responsibility Hurdle Rate of ReturnHygieneHyper Text Markup Language Hyper Text Transport Protocol HypercriticalHypercritical Activities HyperlinksHypothesisI/TIAWIBRIDCIdentificationIdentifierIdentify OpportunityIdle TimeIFBi-j notationImageImmediate ActivityImpactImpact AnalysisImpact InterpretationImpact riskImplementationImplementation Completion of Implementation Phase Implementation Plan Implementation Planning Implementation Review Implementation View Implementation VisitImplied WarrantyImportance of a project Imposed DateImposed FinishImposed StartImpossibilityImpossibility of Performance ImpracticalityImprovementIn Accordance WithIn ProgressInaction in negotiatingIncentiveIncentive SchemeIncentive SchemesInceptionInclusionInclusive OR relationshipIncomeINCOTERMSIncrementIncrementalIncremental DevelopmentIncurred CostIncurred CostsIndependentIndependent Cost AnalysisIndependent Cost EstimateIndependent FloatIndependent Verification and Validation IndexIndicatorsIndirectIndirect CostIndirect Cost PoolsIndirect CostsIndirect Project CostIndividualIndividual Activity CostIndividual Development PlanIndividual Work PlanIndustrial RelationsIndustryInefficiencyInexcusable DelaysInflationInflation/EscalationInfluenceInformalInformal ReviewInformation。
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公司理财(罗斯)第15章(英文
Multinational company capital budget
01
Foreign Project Evaluation
02
Capital Budgeting Decision
Capital Structure Decision
03
04
Divided Policy Decision
Foreign exchange risk management
Corporate Finance (Ross) Chapter 15
目录
• Introduction • Capital Structure and Cost of Capital • Financial stress and financial crisis • Finance of multinational
Bankruptcy or reception
In extreme cases, bankruptcy or reception may be necessary to resolve financial conflicts
Hale Waihona Puke Finance of04 multinational corporations
Master the analysis methods and influencing factors of capital structure decision-making.
Understand the impact of capital structure adjustment on enterprise value and financial condition.
Capital Structure of Multinational Corporations
北京市2023～2024学年新高三入学定位考试英语试题
·Bryce Canyon National Park—June 14-17
Situated in southern Utah, Bryce Canyon earned its dark-sky title in 2019. The 35,835-acre park is an ideal place to stay up late. This year, its annual astronomy festival includes guided stargazing sessions, lectures and “star stories” presentations, family-friendly activities, and even a performance by strings musicians in the northern Arizona-based Dark Sky Quartet.
1. A.tinyB.secretC.romanticD.natural
2. A.concernB.relaxationC.delightD.excitement
3. A.appreciatedB.doubtedC.noticedD.recognized
4. A.homeB.backC.awayD.further
2023—2024学年北京市新高三入学定位考试
英语
本试卷共13页，100分。考试时长90分钟。考生务必将答案答在答题卡上，在试卷上作答无效。考试结束后，将本试卷和答题卡一并交回。
第一部分：知识运用(共两节，30分)
第一节(共10小题;每小题1.5分，共15分)
阅读下面短文，掌握其大意，从每题所给的A、B、C、D四个选项中，选出最佳选项，并在答题卡上将该项涂黑。
成本与管理会计英文版第十五版课后练习题含答案
Cost and Management Accounting English Version 15th Edition Exercise Questions with Answers Cost and management accounting is a crucial aspect of any business organization. It is a process that involves collecting, analyzing, and interpreting financial information to help companies make informed decisions. The 15th edition of Cost and Management Accounting focuses on the principles, techniques, and practices that are important inanalyzing costs in a manufacturing and service environment.In this article, we will provide a series of exercise questions with answers from the 15th edition of Cost and Management Accounting.Exercise Questions1.Expln the difference between actual and normal capacity.2.Describe the different types of cost behavior: fixed,variable, and semi-variable.3.What is cost-volume-profit analysis? How can this analysisbe used to make decisions?4.What are the different methods for allocating overhead costs?Which method is most appropriate in a particular situation?5.Expln the difference between job-order costing and processcosting.6.What is activity-based costing? How can it be used toimprove decision-making?7.Define cost of goods manufactured and cost of goods sold.8.What is the difference between job costing and processcosting?9.Expln the difference between direct materials, direct labor,and manufacturing overhead.10.How can a company use budgeting to plan, control, andevaluate performance?Answers1.Actual capacity refers to the maximum amount of goods orservices a company can produce in a given period, while normal capacity is the expected capacity level given typical business conditions.2.Fixed costs remn constant regardless of the level ofactivity, while variable costs change in proportion to changes in activity levels. Semi-variable costs have both fixed and variable cost components.3.Cost-volume-profit analysis is a tool used to understand howchanges in volume, price, and costs affect a company’s profits.It can be used to make decisions regarding pricing, product mix, and cost reduction strategies.4.The different methods for allocating overhead costs includedirect labor hours, direct labor cost, machine hours, andactivity-based costing. The most appropriate method depends on the nature of the costs and the activities being performed.5.Job-order costing is used for unique, customized products orservices, while process costing is used for mass-produced products or services that are identical.6.Activity-based costing is a costing method that identifiesall the activities that go into producing a product or service and assigns costs based on the activities. It can be used to improvedecision-making by providing more accurate cost information andidentifying areas where costs can be reduced.7.Cost of goods manufactured is the total cost of producinggoods, including direct materials, direct labor, and manufacturing overhead. Cost of goods sold is the cost of the goods that havebeen sold during a period.8.The mn difference between job costing and process costing isthe type of product being produced. Job costing is used for unique, customized products, while process costing is used for mass-produced products.9.Direct materials are the materials that go into a product,such as raw materials or components. Direct labor is the cost ofthe workers directly involved in producing the product.Manufacturing overhead includes all other costs that are necessary for producing a product, such as utilities, rent, and equipmentmntenance.10.Budgeting can be used to plan, control, and evaluateperformance. By setting targets and monitoring actual performanceagnst those targets, a company can identify areas where it needsto make changes to achieve its goals.In conclusion, cost and management accounting is a critical aspectof business decision-making. The 15th edition of Cost and Management Accounting provides a comprehensive overview of the principles, techniques, and practices that are essential for analyzing costs in amanufacturing and service environment. These exercise questions and answers can be used to reinforce your understanding and test your knowledge.。
【企业成本管理】中英文对照,专业名词,财务成本管理完整版
【企业成本管理】中英文对照,专业名词,财务成本管理完整版PART I Fundamentals to Financial Management第一部分财务管理导论Section I Fundamentals to Financial Management第一节财务管理概述1.profit maximization*利润最大化1-1 EPS maximization* 每股收益最大化【讲解】EPS, earnings per share 每股收益1-2 Maximization of shareholders wealth* 股东财富最大化e.g. Shareholder wealth maximization is a fundamental principle of financial management. In financial management we assume that the objective of the business is to maximize shareholder wealth. This is not necessarily the same as maximizing profit.【讲解】（1）maximization [,mæksimai'zeiʃən] n.最大化，极大化（2）minimization [,minimai'zeiʃən, -mi'z-] n.最小化（3）maximize ['mæksɪmaɪz] v. 最大化，取……最大值，达到最大值（4）minimize ['mɪnɪmaɪz] v. 最小化（5）minimum n.最小值，最小量adj.最小的，最低的（6）maximum n. 极大，最大限度，最大量adj.最高的，最多的（7）the same as 和……一样，与……相同学习成果回顾【译】股东财富最大化是财务管理的基本原则。
某汽车的成本培训资料英文
Research Costs for New Car Models: The cost of researching and developing new car models, including the design, engineering, and testing required to bring a new model to the market This cost is calculated based on the resources required for research and development, such as manpower, materials, and testing equipment
Labor Costs for Assembly Workers
Labor Costs for Quality Assurance
Labor Costs for Management
Equipment Cost for Machinery: The cost of purchasing and maintaining the machinery and tools used in the production process This cost is calculated based on the number and type of machines and tools required, as well as their purchase price and maintenance costs
The cost of paying management personnel to oversee the production process and ensure that it runs smoothly This cost is calculated based on the number of management personnel, their hourly rate, and the number of hours they work
某汽车公司成本法培训资料英文版
Background introduction: In order to improve the accuracy of sales forecasts and the effectiveness of sales strategies, a certain automobile sales enterprise has decided to use the cost method for predictive analysis.
Optimization suggestions for cost method in automotive companies
Implement advanced cost accounting techniques, such as activity-based costing (ABC) and other related methods, to improve the accuracy and reliability of cost data
目录
Optimization suggestions for cost method in automotive companiesConclusion
Introduction
Enable employees to understand the cost method and its application in the automotive industry
Indirect Costs
These are the costs that are indirectly related to the production process but are still necessary for the operation of the company Direct costs can include rent, utilities, insurance, and other administrative expenses
zodiac关联的单词
zodiac关联的单词Zodiac Signs: Exploring the ConnectionIntroduction: Understanding Zodiac SignsThe zodiac is a concept deeply ingrained in cultural and astrological beliefs. People around the world have noted that individuals born during certain times of the year tend to exhibit similar personality traits and characteristics. This correlation has led to the creation of the zodiac signs, a system that categorizes people into twelve distinct groups based on their birth date. In this article, we will explore the association between zodiac signs and various aspects of life, including personality, relationships, and even career choices.1. The Origins of Zodiac SignsThe concept of zodiac signs can be traced back thousands of years. It is believed to have originated from ancient civilizations such as the Babylonians and Egyptians, who observed the correlation between human behavior and celestial movements. As they charted the movement of the sun through the sky, they divided theyear into twelve equal parts, each associated with a celestial constellation. These constellations eventually became what we know today as the zodiac signs.2. The Twelve Zodiac SignsThe zodiac signs can be classified into four elements: fire, earth, air, and water. Each element is represented by three different signs. Here is a brief overview of the twelve zodiac signs:- Fire Signs (Aries, Leo, Sagittarius): Fire signs are known for their passion, energy, and leadership qualities. They are often seen as dynamic and adventurous individuals.- Earth Signs (Taurus, Virgo, Capricorn): Earth signs are grounded, practical, and reliable. They have a strong sense of responsibility and are known for their patience and stability.- Air Signs (Gemini, Libra, Aquarius): Air signs are intellectual, sociable, and communicative. They are known for their analytical thinking, adaptability, and ability to connect with others.- Water Signs (Cancer, Scorpio, Pisces): Water signs are known for their emotional depth, intuition, and empathy. They tend to be compassionate and nurturing individuals.3. Zodiac Signs and Personality TraitsOne of the most popular aspects of the zodiac signs is its association with personality traits. Many people believe that the alignment of the planets and stars at the time of their birth influences their character and behavior. While there is ongoing debate about the scientific validity of this belief, it is undeniable that zodiac signs have become ingrained in popular culture.For example, individuals born under the sign of Aries are often described as confident, independent, and ambitious. They have a natural inclination towards leadership roles and enjoy taking on challenges. On the other hand, individuals born under the sign of Cancer are often known for their nurturing nature, emotional depth, and loyalty. They prioritize the well-being of their loved ones and are highly intuitive.4. Zodiac Signs and RelationshipsAnother area where zodiac signs have gained significant attention is in the realm of relationships. Many believe that certain zodiac signs are more compatible with each other, while others may clash. The compatibility between two individuals can be analyzed based on their zodiac signs, helping to understand potential areas of harmony or conflict.For example, it is often said that Virgo and Taurus make a great match due to their shared earth element, which brings stability and practicality to the relationship. Similarly, Gemini and Libra, both air signs, are believed to have a strong intellectual connection and enjoy engaging in stimulating conversations. Of course, it is essential to remember that astrology should not be the sole determining factor in a relationship but can provide valuable insights.5. Zodiac Signs and CareersInterestingly, zodiac signs are also thought to influence career choices and professional paths. Each sign has its unique strengths and characteristics that can be aligned with specific career fields.While this is not a hard and fast rule, exploring the connection between zodiac signs and careers can provide a starting point for individuals seeking to find an occupation that aligns with their natural inclinations and talents.For instance, Aries, known for their leadership qualities, may thrive in fields such as entrepreneurship, politics, or management positions. Taurus, with their practical nature, may excel in careers related to finance, real estate, or agriculture. Libra, known for their diplomacy and ability to see multiple perspectives, may find fulfillment in careers such as law, counseling, or diplomacy.Conclusion: Exploring the Zodiac ConnectionWhile there is ongoing debate about the scientific validity of zodiac signs, their influence on popular culture cannot be denied. For centuries, people have found comfort and guidance in the correlation between their birthdate and various aspects of their lives, including personality, relationships, and careers. Whether one believes in astrology or not, exploring the connection between zodiac signs and these aspects of life can be an interesting andengaging journey of self-discovery.。
Cost management∶ accounting and control 第三章解答手册
CHAPTER 3COST BEHAVIORQUESTIONS FOR WRITING AND DISCUSSION1. Knowledge of cost behavior allows a man-ager to assess changes in costs that result from changes in activity. This allows a man-ager to assess the effects of choices that change activity. For example, if excess ca-pacity exists, bids that minimally cover vari-able costs may be totally appropriate. Know-ing what costs are variable and what costs are fixed can help a manager make better bids.2.The longer the time period, the more likelythat a cost will be variable. The short run is a period of time for which at least one cost is fixed. In the long run, all costs are variable.3.Resource spending is the cost of acquiringthe capacity to perform an activity, whereas resource usage is the amount of activity ac-tually used. It is possible to use less of the activity than what is supplied. Only the cost of the activity actually used should be as-signed to products.4. Flexible resources are those acquired fromoutside sources and do not involve any long-term commitment for any given amount of resource. Thus, the cost of these resources increases as the demand for them increas-es, and they are variable costs (varying in proportion to the associated activity driver).mitted resources are acquired by theuse of either explicit or implicit contracts to obtain a given quantity of resources, regard-less of whether the quantity of resources available is fully used or not. For multiperiod commitments, the cost of these resources essentially corresponds to committed fixed expenses. Other resources acquired in ad-vance are short term in nature, and they es-sentially correspond to discretionary fixed expenses.6. A variable cost increases in direct proportionto changes in activity usage. A 1-unit in-crease in activity usage produces an in-crease in cost. A step-variable cost, howev-er, increases only as activity usage changes in small blocks or chunks. An increase incost requires an increase in several units ofactivity. When a step-variable cost changesover relatively narrow ranges of activity, itmay be more convenient to treat it as a vari-able cost.7.Mixed costs are usually reported in total inthe accounting records. The amount of thecost that is fixed and the amount that is vari-able are unknown and must be estimated. 8. A scattergraph allows a visual portrayal ofthe relationship between cost and activity. Itreveals to the investigator whether a rela-tionship may exist and, if so, whether a line-ar function can be used to approximate therelationship.9.Since the scatterplot method is not restrictedto the high and low points, it is possible toselect two points that better represent therelationship between activity and costs, pro-ducing a better estimate of fixed and varia-ble costs.10. Assuming that a scattergraph reveals that alinear cost function is suitable, then themethod of least squares selects a line thatbest fits the data points. The method alsoprovides a measure of goodness of fit sothat the strength of the relationship betweencost and activity can be assessed.11.The best-fitting line is the one that is “clo s-est” to the data points. This is usually mea-sured by the line that has the smallest sumof squared deviations. No, the best-fittingline may not explain much of the total costvariability. There must be a strong relation-ship as well.12.If the variation in cost is not well explainedby activity usage (coefficient of determina-tion is low) as measured by a single driver,then other explanatory variables may beneeded in order to build a good cost formula.13.The learning curve describes a situation inwhich the labor hours worked per unitdecrease as the volume produced increas-es. The rate of learning is determined empir-ically. In other words, managers use theirknowledge of previous similar situations toestimate a likely rate of learning.14.If the mixed costs are immaterial, then themethod of decomposition is unimportant.Furthermore, sometimes managerial judg-ment may be more useful for assigningcosts than the use of formal statistical meth-odology.EXERCISES3–1Activity Cost Behavior Drivera. Machining Variable Machine hoursb. Assembling Variable Units producedc. Selling goods Fixed Units soldd. Selling goods Variable Units solde. Moving goods Variable Number of movesf. Storing goods Fixed Square feetg. Moving materials Fixed Number of movesh. X-raying patients Variable Number of x-raysi. Transporting clients Mixed Miles drivenj. Repairing teeth Variable Number of fillings k. Setting up equipment Mixed Number of setupsl. Filing claims Variable Number of claims m. Maintaining equipment Mixed Maintenance hours n. Selling products Variable Number of circulars o. Purchasing goods Mixed Number of orders3–21. Driver for overhead activity: Number of speakers2. Total overhead cost = $350,000 + $2.20(70,000) = $504,0003. Total fixed overhead cost = $350,0004. Total variable overhead cost = $2.20(70,000) = $154,0005. Unit cost = $504,000/70,000 = $7.20 per unit6. Unit fixed cost = $350,000/70,000 = $5.00 per unit7. Unit variable cost = $2.20 per unit8. a. and b. 50,000 Units 100,000 UnitsUnit cost aUnit fixed cost bUnit variable cost ca [$350,000 + $2.20(50,000)]/50,000; [$350,000 + $2.20(100,000)]/100,000.b$350,000/50,000; $350,000/100,000.c Given in cost formula.The unit cost increases in the first case and decreases in the second. This is because fixed costs are spread over fewer units in the first case and over more units in the second. The unit variable cost stays constant.3–31. a. Graph of equipment depreciation:b. Graph of supervisors’ wages:c. Graph of materials and power cost:2. Equipment depreciation: FixedSupervisors’ wages: Fixed (A lthough if the step were small enough, the cost might be classified as variable—notice the cost follows a linear pattern;5,000 feet of tubing is a relatively wide step.) The normal operating range of the company falls entirely into the last step.Raw materials and power: Variable3–41. Committed resources: Lab facility, equipment, and salaries of techniciansFlexible resources: Chemicals, photo paper, envelopes, and supplies2. Depreciation on lab facility = $330,000/20 = $16,500Depreciation on equipment = $592,500/5 = $118,500Total salaries for technicians = 5 × $15,000 = $75,000Total processing rate = ($16,500 + $118,500 + $75,000 + $400,000)/100,000= $6.10 per rollVariable activity rate = $400,000/100,000 = $4.00 per rollFixed activity rate = ($16,500 + $118,500 + $75,000)/100,000= $210,000/100,000= $2.10 per roll3. Activity availability = Activity usage + Unused activityFilm capacity available = Film capacity used + Unused film capacity100,000 rolls = 96,000 rolls + 4,000 rolls3–4 Concluded4. Cost of activity supplied = Cost of activity used + Cost of unused activityCost of activity supplied = Cost of 96,000 rolls + Cost of 4,000 rolls[$210,000 + ($4 × 96,000)] = ($6.10 × 96,000) + ($2.10 × 4,000)$594,000 = $585,600 + $8,400Note: The analysis is restricted to resources acquired in advance of us-age. Only this type of resource will ever have any unused capacity. (In this case, the capacity to process 100,000 rolls of film was acquired—facilities, people, and equipment—but only 96,000 rolls were actually processed.)3–51. a. Graph of direct labor cost:b. Graph of cost of supervision:2. Direct labor cost is a step-variable cost because of the small width of thestep. The steps are small enough that we might be willing to view the re-source as one acquired as needed and, thus, treated simply as a variable cost.Supervision is a step-fixed cost because of the large width of the step. This isa resource acquired in advance of usage, and since the step width is large,supervision would be treated as a fixed cost (discretionary—acquired in lumpy amounts).3. Currently, direct labor cost is $90,000 (in the 1,001 to 1,500 range). If produc-tion increases by 400 units next year, the company will need to hire one addi-tional direct laborer (the production range will be between 1,501 and 2,000), increasing direct labor cost by $30,000. This increase in activity will require the hiring of one new machinist. Supervision costs will increase by $45,000, as a new supervisor will need to be hired.1.Yes, there appears to be a linear relationship.2. Low: 700, $2,628High: 3,100, $6,564V = (Y2–Y1)/(X2–X1)= ($6,564 – $2,628)/(3,100 – 700)= $3,936/2,400= $1.64 per visitF = $6,564 – $1.64(3,100)= $1,480ORF = $2,628 – $1.64(700)= $1,480YX3. Y = $1,480 + $1.64(1,900)= $1,480 + $3,116= $4,5961. Regression output from spreadsheet program:SUMMARY OUTPUTRegression StatisticsMultiple RR SquareAdjusted RSquareStandard ErrorObservations 9ANOVAdf SS MS F Regression 1 11432890 11432890Residual 7 480013Total 8 11912903Coefficients Standard Error t Stat P-value InterceptX Variable 1YX2. Y= $1,199 + $1.74 (1,900)= $1,199 + $3,306= $4,5053. R2is about 0.96. This says that about 96% of the variability in the tanningservices cost is explained by the number of visits. The t statistic for the num-ber of appointments is 4.784704, and the t statistic for the intercept term is12.91221. Both of these are statistically significant at better than the 0.001level, meaning that the number of visit is a significant variable in explaining tanning costs, and that some omitted variables (a fixed cost captured by the intercept) are also important in explaining tanning costs.1. YX1X2 X3where Y= Total cost of order fillingX1= Number of ordersX2= Number of complex ordersX3= Number of gift-wrapped items2. Y = $9,320 + $5.14(300) + $2.06(65)+ $1.30(100)= $11,1263. The t value for a 99% confidence interval and degrees of freedom of 20 is2.845 (see Exhibit 3-10).(Note that degrees of freedom is 20 = 24 observations – 4 parameters)Y f±t p S e$11,126 ±2.845($150)$11,126 ±427 (rounded to nearest whole number)$10,699 Y $11,5534. In this equation, the independent variables explain 92% of the variability inorder filling costs. Overall, the equation appears to be very sound. The confi-dence interval is narrow at a high level of confidence and the coefficient of determination is high.Helena can compare the cost of gift wrapping (an extra $1.30 per item) to the price charged of $2.50. If it would help Kidstuff to compete against other simi-lar companies, the price of gift wrapping could be reduced.3–91. f, kilowatt-hours2. a, sales revenues3. k, number of parts4. b, number of pairs5. g, number of credit hours6. c, number of credit hours7. e, number of nails8. d, number of orders9. h, number of gowns10. i, number of customers11. l, age of equipmentPROBLEMS 3–101. Scattergraph2. If points 1 and 9 are chosen:Point 1: 1,000, $18,600Point 9: 1,700, $26,000V= (Y2–Y1)/(X2–X1)= ($26,000 – $18,600)/(1,700 – 1,000)= $10.57 per order (rounded)F= Y2–VX2= $26,000 – $10.57(1,700)= $8,031YX3. High: 1,700, $26,000Low: 700, $14,000V= (Y2–Y1)/(X2–X1)= ($26,000 – $14,000)/(1,700 – 700)= $12 per orderF= Y2–VX2= $26,000 – $12(1,700)= $5,600Y = $5,600 + $12X4. Regression output from spreadsheet:SUMMARY OUTPUTRegression StatisticsMultiple RR SquareAdjusted R SquareStandard ErrorObservations 10ANOVAdf SS MS F Regression 1 2E+08Residual 8 4321123Total 9 233449000Coefficients Standard Error t Stat P-value InterceptX Variable 1Purchase orders explain about 85 percent of the variability in receiving cost, providing evidence that Adrienne’s choice of a cost driver is a good one.YX (rounded)5. S e = $2,079 (rounded)Y f= $3,618 + $14.67 (1,200)= $21,222Thus, the 95% confidence interval is computed as follows:$21,222 ±2.306($2,079)$16,428 Y f $26,0163–111. ScattergraphYes, the relationship between machine hours and power cost appears to be linear. However, the observation for quarter 1 may be an outlier.2. High: (30,000, $42,500)Low: (18,000, $31,400)V= (Y2–Y1)/(X2–X1)= ($42,500 – $31,400)/(30,000 – 18,000)F= Y2–VX2= $42,500 – ($0.925)(30,000)= $14,750Y X3. Regression output from spreadsheet:SUMMARY OUTPUTRegression StatisticsMultiple RR SquareAdjusted R SquareStandard ErrorObservations 8ANOVAdf SS MS F Regression 1 166680194 1.7E+08Residual 6 6754759Total 7 207208750Coefficients Standard Error t Stat P-value InterceptX Variable 1YX(rounded)R2is 0.80 so machine hours explains about 80% of the variation in power costs. Although 80% is fairly high, clearly, some other variable(s) could ex-plain the remaining 20%, and these other variables should be identified and considered before accepting the results of this regression.3–11 Concluded4. Regression output from spreadsheet, leaving out the first quarter observation(20,000, $26,000), which appears to be an outlier:SUMMARY OUTPUTRegression StatisticsMultiple RR SquareAdjusted R SquareStandard ErrorObservations 7ANOVAdf SS MS FRegression 1 9.9E+07Residual 5 477871Total 6Coefficients Standard Error t Stat P-value InterceptX Variable 1YX (rounded)R2 has risen dramatically, from 0.80 to 0.976. The outlier appears to have hada large effect on the results. Of course, management of Corbin Companycannot just drop the outlier. First, they should analyze the reasons for the first-quarter results to determine whether or not they will recur in the future.If they will not, then it is safe to delete the quarter 1 observation. This is a case in which, paradoxically, the high-low method may give better results than the original regression.3–121. Regression output from spreadsheet, application hours as X variable:Budgeted setup cost at 2,800 application hours:Y= $2,499 + $2.51(2,800)= $9,5272. Regression output from spreadsheet, number of applications as X variable:Budgeted setup costs for 90 applications:Y= $8,743 + 6.05(90)= $9,2883–12 Concluded3. The regression equation based on application hours is better because thecoefficient of determination is much higher. Application hours explain about 94% of the variation in application cost, while number of applications ex-plains only 1.3% of the variation in application costs.4. Regression output from spreadsheet, applications hours as X1variable,number of applications as X2 variable:Notice that the explanatory power of both variables is extremely high.The budgeted application cost using the multiple driver equation is:Y= $1,493 + $2.61(2,800) + $13.71(90)= $10,0355. S e = $50 (rounded)Thus, the 99% confidence interval is computed as follows:$10,035 ±3.707($50)$9,850 Y f $10,2203-131. Equation 2: S t G tEquation 4: S t = $600,000 + $10N t–1G t G t–12. To forecast 2010 sales based on 2009 sales, Equation 1 must be used:S t S t–1S2010= $500,000 + $1.10($1,500,000)= $2,150,0003. Equation 2 requires a forecast of gross domestic product. Equation 3 usesthe actual gross domestic product for the past year and, therefore, is observ-able.4. Advantages: Using the highest R2, the lowest standard error, and the equa-tion involves three variables. A more accurate forecast should be the out-come.Disadvantages: More complexity in computing the formula.3–141.Cumulative Cumulative Cumulative Individual Unit Number Average Time Total Time: Time for nthof Units per Unit in Hours Labor Hours Unit: Labor Hours(1) (2) (3) = (1) × (2) (4)1 1,000 1,000 1,0002 800 (0.8 × 1,000) 1,600 6004 640 (0.8 × 800) 2,560 4548 512 (0.8 × 640) 4,096 3552.1 unit2 units 4 units 8 units16 units 32 unitsDirect materials $ 10,500 $ 21,000 $ 42,000 $ 84,000 $ 168,000 $ 336,000 Conversion cost 70,000 112,000 179,200 286,720 458,787 734,076 Total variable cost $ 80,500 $ 133,000 $ 221,200 $370,720 $ 626,787 $1,070,076 Units 1 2 4 8 1632Unit variable cost $80,500 $ 66,500 $ 55,300 $ 46,340 $ 39,174 $33,440。
项目成本控制外文文献原文
项目成本控制外文文献原文Project Budget Monitor and ControlWith the marketing competitiveness growing，it is more and more critical in budget control of each project.This paper discusses that in the construction phase，how can a project manager be successful in budget control.There are many methods discussed in this paper，it reveals that to be successful，the project manager must concern all this methods.1.INTRODUCTIONThe survey shows that most project encounter cost over—runs （Williams Ackermann，Eden,2002,p192）.According to Wright （1997）’s research, a good rule of thumb is to add a minimum of 50％to the first estimate of the budget（Gardiner and Stewart，1998，p251）。
It indicates that project is very complex and full of challenge。
Many unexpected issues will lead the project cost over-runs。
Therefore, many technologies and methods are developed for successful monitoring and control to lead the project to success。
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Overview of the Constellation (Cx) 65% Confidence Level BackgroundConsistent with industry and DoD best practices, NASA has adopted a policy of using risk and uncertainty analysis in determining program and project cost estimates. This policy has been a topic at several Senior Management Council meetings and is in the process of being codified more formally by PA&E. A confidence level assessment on the Exploration architecture was performed during the Exploration Systems Architecture Study (ESAS) in November 2005 and is updated annually during the Cx budget process. The focus of the Cx assessment, both during and subsequent to ESAS, is on the cost to achieve the first major Vision milestone, ISS Initial Operations Capability (IOC). NASA’s external commi tment for initial operations is March 2015. Preliminary, internal analyses have been performed on the capabilities beyond the budget horizon for planning purposes.Confidence Level BudgetingConfidence level budgeting applies statistical methods to cost modeling techniques in order to capture some of the uncertainties and variability inherent in estimating costs. The assessment technique used produces a cumulative probability distribution curve that relates the amount of total funding necessary (x-axis) to achieve a specified cost confidence level (y-axis). The difference between the current best estimate (CBE) and the 65% confidence level is typically carried as reserves.In the pay-as-you-go environment that we are in, there are three degrees of freedom: program content, cost, and schedule. The program content is based on needed performance and architectural requirements. Budget is fixed and the 65% cost confidence level funding needed to fit within that budget is a matter of agency policy. Schedule is the remaining variable that is being used to budget the Cx Program to a 65% confidence level. For example,The cost confidence level (CL) curve above is data from the Cx FY07 Program Manager’s Recommend (PMR) for the ISS IOC scope. The ‘2013 IOC’ point depicts that the cost associated with the current program content ($23.4B) is at a 35% CL. Approximately $3B in additional funding is needed to get to the required 65% CL. Since the budget between now and 2013 is fixed, the only way to obtain the additional $3B in needed funding is move the schedule to the right. Based on analysis of the Cx New Obligation Authority (NOA) projection, the IOC date would need to be moved to 2015 for an additional $3B funding to be available (shown above as the 2015 IOC point). Based on this analysis, NASA’s commitment to external stakeholders for ISS IOC is March 2015 at a 65% confidence level for an estimated cost of $26.4B (real year dollars). Internally, the program is managed to the 2013 IOC date with the realization that it is challenging but that budget reserves (created by additional time) are available to successfully meet the external commitment.Cx project budgets are below the 65% confidence level. It is the policy of the Cx Program Manager to manage the reserves at the program level (Level II) with the flexibility to apply the reserves as needed. This somewhat protects the reserves from external scrutiny. Reserves are usually at risk of diversion to other uses without consideration of the long-term impact to the program because they are perceived by external managers and stakeholders to be ‘extra funds’ on top of a program budget. The confidence level assessment shows that the reserves are needed funds that have not been specifically allocated to lower levels, allowing management flexibility to manage reserves as an integral element of the total program budget.Why 65%?The recommended level of confidence varies throughout industry and government organizations, and usually falls between 50% and 80%. Any of these levels can be valid depending on the number of projects in the program portfolio and the level of budget risk a manager is willing to take. Budgeting at 100% confidence level is impractical because the underlying cost distribution is skewed and not closed (asymptotically approaches 100% on the curve shown above). In other words, we are never 100% sure of anything that happens in the future and it is theoretically possible to spend an unlimited amount of funds on a project that is never completed.Mike Griffin’s position is that …”T he confidence level i s selectable by managers; we’ve chosen 70% for agency projects in general, and I personally adjusted that to 65% for Cx.” Limitations of the AnalysisIt is important to note that the confidence level analysis does not integrate schedule or time-phased budget uncertainties at present. For example, present models assess only total funding needed to complete a project at a specified confidence level but do not assess impacts of not receiving the funding when needed. Similarly, the uncertainties associated with schedule estimating are not captured in the cost uncertainty even though schedule and cost are tightly coupled. These are known limitations and work is inprogress to develop an assessment capability that integrates time-phasing and schedule uncertainties.It is also important to note the types of uncertainties that are included in the analysis. Model residual error, database coverage, estimating input uncertainties (i.e., mass), and known program/project level threats are included. Scenarios outside of the stated program content are not included. These include Acts of God (i.e., recovery from Hurricane damage), acts of Congress (i.e., budget cuts), system test failures, major re-scope of the Program, and Directorate/Agency-level threats.。