[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)（英文）

1、 Procedia - Social and Behavioral Sciences 226 ( 2016 ) 124 – 131 Available online at www.sciencedirect.com1877-0428 © 2016 The Authors. Published by Elsevier Ltd. This is an open access article under the CC

2、BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the organizing committee of IPMA WC 2015. doi: 10.1016/j.sbspro.2016.06.170 ScienceDirect29th World Congress Int

3、ernational Project Management Association (IPMA) 2015, IPMA WC 2015, 28-30 September – 1 October 2015, Westin Playa Bonita, Panama Global professional standards for project cost management Peter Smith* University of Tec

4、hnology Sydney, PO Box 12, Broadway NSW 2007, Australia Abstract This paper explores the need for global professional standards in the project cost management field. A range of global standards and guides have been deve

5、loped for the project 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 proj

6、ect cost management (be 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

7、will examine the various national and regional professional standards that have been developed for the Quantity Surveying, Cost Engineering and Project Controls professions by various countries and professional associa

8、tions around the world. It 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. T

9、he paper then describes current 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 resear

10、ch methodology underpinning this study comprises a review of professional standards around the world and interviews with practitioners and members of professional cost management associations within the International C

11、ost Engineering Council (ICEC). The paper concludes with a range of recommendations and strategies to help address these issues. © 2016 The Authors. Published by Elsevier Ltd. Peer-review under responsibility of t

12、he organizing committee of IPMA WC 2015. Keywords: global standards, project cost management * Corresponding author. Tel.: +612-9514 8732 E-mail address: peter.smith@uts.edu.au © 2016 The Authors. Published by Else

13、vier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the organizing committee of IPMA WC 2015.126 Peter Smith /

14、 Procedia - Social and Behavioral Sciences 226 ( 2016 ) 124 – 131 developing countries and facilitate free and fair global trade” (ISO 2015, p.1). They have a membership of over 164 national standard bodies thro

15、ughout the world and publish over 19,500 standards. The Organization for Economic Cooperation and Development and the US Department of Commerce have estimated that standards and related conformity assessment (checking

16、that products and services measure up to standards) have an impact on 80% of the world’s trade in commodities (ISO, 2015). Perhaps more importantly major global entities such as the World Trade Organisation (WTO) requi

17、re their members to use international standards where available. This helps to avoid the technical barriers to trade that can be caused by differing national or regional standards. It is notable that there is no ISO S

18、tandard or any other global standards that relate directly to the core processes/services of the project cost manager. Whilst ISO standards exist in allied fields such as Risk Management, Quality Management and Environ

19、mental Management there are none that relate specifically to project cost management. The project management profession has made tremendous progress in the development of international standards that the quantity surv

20、eying/cost engineering profession can learn from. Cost management and project management are clearly inter-related with Quantity Surveyors/Cost Engineers commonly carrying out project management services and Project Ma

21、nagers commonly carrying out cost management as part of their suite of services. However, cost management should be regarded as a specialist field requiring specialist standards and processes. The first ISO standard in

22、 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 that this standard was not widely adopted

23、 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 standard with the input of 31 countries and

24、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 principles and processes that have universa

25、l 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 Body of Knowledge (PMBoK®) Guid

26、e 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 accounting profession provides a good e

27、xample 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 support of major global orga

28、nisations 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 so that company accounts

29、 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 prepare accounts using

30、 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 goals and frameworks. G

31、lobal 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 producing assets vary mar

32、kedly 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 professional inconsi

33、stency 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 organisations who have d

34、eveloped 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 organisations forme

35、d 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 considerabl

36、e momentum and is developing standards for property measurement (separately from construction measurement). The coalition comprises over fifty not-for-profit, standard-setting organisations and non-commercial firms. Th