Question

求助翻译

3.3.2 Earned Value Terminology
Department of Defense Instruction DODI 7000.2 defined a series of terms that have become synonymous with the earned value method of performance estimation. Those terms become standard terms, are widely used, and are likely to remain in use for the foreseeable future. Some of the most common terms are described below:
Actual Cost of Work Performed (ACWP) (Actual cost) – This is the total of all expenditure on the project, or part of the project, up to the reporting date; it is the sum of what has actually been spent irrespective of what has been planned or achieved (Fleming & Koppelman (2002)).
Budgeted Cost for Work Performed (BCWP) (Earned value) – This is the cost of all the progress achieved on the project, or part of the project, up to the reporting date and expressed in terms of the planned value originally set out in the initial estimate; it is also called the ‘Earned Value’ as it represents what has been earned, not simply what has been spent (Anbari(2003))
Budgeted Cost for Work Scheduled (BCWS) (Planned value) – This is the sum of all the planned costs in the project, or any given part of the project, up to the reporting date (Kim & Ballard (2002)).
Cost Variance (CV) – This is the numerical difference between the earned value and the actual cost at the reporting point (CV=BCWP -ACWP )9
Earned Value Management System (EVMS) criteria.10 It defines the attributes that management control systems must possess for earned value to be used effectively. Currently, there exist 32 EVMS criteria which are systemized into five categories that are attached to major project management activities: (1) organization, (2) planning and budgeting, (3) accounting, (4) analysis, and (5) revisions. Each criterion addresses a major principle necessary for effective management of large, flexibly priced defense projects.
Schedule Variance (SV) – This is the numerical difference between the earned value and the BCWS ) (Branch (2004)) BCWP planned expenditure at the reporting point ( SV
ork breakdown structure (WBS) – PMBOK® Guide, pp.209, defines the WBS as “a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work”. Tausworthe (1980) defines the WBS as an enumeration of all work activities in hierarchic refinement of detail, which organizes work to be done into short manageable tasks with quantifiable inputs, outputs, schedules, and assigned responsibilities. Some of the characteristics and benefits of the WBS are reviewed, and ways in which these can be developed and applied in software implementation projects are discussed. Although the material is oriented principally toward new-software production tasks, many of the concepts are applicable to continuing maintenance and operations tasks.

Answer 1

3.3.2挣值术语
国防部门的指示，多迪7000.2定义了一系列的条件，已成为同义词，与挣值的方法表现的估计。这些条款成为标准的条款，被广泛采用，并有可能继续使用，为可预见的将来。一些最常见的条款如下所述：
实际成本执行的工作（ acwp ） （实际成本） -这是总的所有的开支项目，或项目的一部分，截至本报告日期;这是一笔什么其实已用了，不论什么计划或取得（菲林明＆的Koppelman （ 2002 ） ） 。
预算费用的工作（ bcwp ） （挣值） -这是成本的所有方面取得的进展对项目，或项目的一部分，截至本报告日期，并表示在条件计划的价值原本载列于初步估计，它也被称为'挣值'因为它代表着什么已赚取的，并非单纯是什么已用完（ anbari （ 2003 ） ）
预算费用为工作定（ bcws ） （计划值） -这是总结的所有计划的费用项目，或任何特定项目的一部分，到报告日期（金＆巴拉德（ 2 002） ） 。
成本差异（简历） -这是数值之间的差额挣值和实际成本在报告点（变异系数= b cwp- a cwp） 9
挣值管理系统（ evms ） criteria.10它定义了属性管理控制系统必须具备为挣值，以有效地加以利用。目前，存在着32 evms准则，这是系统化，可分为五类是重视的主要项目管理活动： （ 1 ）组织， （ 2 ）规划和预算编制， （ 3 ）会计， （ 4 ）分析，及（ 5 ）修改意见。每个标准地址的一个主要原则，有必要有效的管理大型，灵活的价格国防工程。
附表差额（ sv ） -这是数值之间的差额挣值和b cws） （科（ 2 004） ）  b cwp计划开支在报告点（ s v
ORK中分解结构（ wbs ） -p mbok®为指导， p p.209，界定w bs作为“交付面向分组的项目内容，组织，并确定了总的工作项目的范围。每降一级，代表着越来越详细的定义，该项目的工作“ 。 tausworthe （ 1980年）的定义wbs作为列举的各项工作活动的层次细化，详细，组织工作要做，短期内到管理的任务与量化的投入，产出，日程，并指派责任。的一些特性和利益的wbs是检讨和途径，在这些可开发和应用软件在执行项目的讨论。虽然材料是主要面向对新的软件生产任务，许多概念是适用于继续维护和运行任务。

Answer 2