英语翻译工程项目管理的主要目标是通过恰当的计划和控制,使项目的各项实施活动达到最好的成绩,实现资金、进度和效益的预期要求

英语翻译
工程项目管理的主要目标是通过恰当的计划和控制,使项目的各项实施活动达到最好的成绩,实现资金、进度和效益的预期要求,圆满完成项目任务,并使公司取得最大限度的利润,达到这一目标的重要手段就是实行有效的项目控制,其主要内容有:质量控制、进度控制和成本控制.这些控制贯穿于项目的全过程.其中进度和成本控制是项目管理的主要目标,以往的情况是对他们分别管理,相互间缺少紧密联系,这给项目管理工作带来很多的问题.项目挣值管理是迄今为止最有成效的一种综合控制方法,它克服了以往成本控制和进度控制相互孤立带来的种种偏差,使他们相互联系起来,成本和进度的综合化控制采用网络计划技术,将成本和进度的控制在一个模型上进行,从而简化了计算过程,减少了用在这方面的人力、物力和财力；成本和进度的综合化控制使得项目管理的各个过程和各个方面都可以共享整个项目的数据.
进度、成本、质量共同构成项目管理的目标系统,互相联系,互相影响,某一方面的变化必然引起另一方面的变化,其中进度与成本的关系尤为密切.成本偏差控制只比较来自预算的偏差,不提供比较工作安排与工作完成的方法；进度偏差控制提供了计划和实际执行的比较,但不包括成本.因此,成本偏差与进度偏差必须一起比较,进度与成本的综合控制是项目管理迫切需要解决的问题.
本文通过分析工程项目进度控制与成本控制,提出进度与成本综合控制与优化的思想.本文首先分析了当前建设工程项目管理中成本和进度的关系和分离控制的现状；将先进的“挣值法”和“网络计划技术”理论引入到项目进度和成本的综合控制中,并通过Y公司Z工程项目实践该方法的实施过程.从实践中证明：本项论文的研究结果为“挣值法”和“网络计划技术”在资源相对固定而工程量随时间起伏较大的工程项目进度与成本综合控制中的有效应用提供了一种可操作的方法.

The main objective of project management through appropriate planning and control, the implementation of the project activities to achieve the best results, achieve financial, progress and effectiveness of the anticipated requirements, the successful completion of project tasks and enable the company to achieve maximum profits , an important means to achieve this goal is the implementation of effective project control, and its main contents are: quality control, schedule control and cost control. These controls throughout the whole process of the project. Progress and cost control which is the main objective of project management, the past is that they are managed, the lack of close contact with each other, it brings to the project management of many problems. Earned value project management is by far the most effective control of an integrated method, which overcome the past cost control and progress control deviation between isolation brought about so that they link with each other, cost and schedule of the integrated control of a network plan technology, cost and schedule control in a model, thereby simplifying the calculation process, reducing the use in this area of human, material and financial resources; cost and schedule of the integrated control makes the process of project management and various aspects of each The data can be shared throughout the project.
Schedule, cost, quality, project management, together constitute the target system, mutual contact and mutual influence of changes in certain aspects of the changes would inevitably lead to the other hand, the progress and cost of which is particularly close relationship. Comparison of cost variance control only the deviation from the budget, does not provide a more complete work arrangements and working methods; progress of the bias control provides a comparison of planned and actual implementation, but does not include costs. Therefore, the cost to be deviation and schedule variance to compare the progress and cost control is integrated project management an urgent need to address the problem.
This paper analyzes the project schedule control and cost control, schedule and cost proposed integrated control and optimization ideas. This paper analyzes the current construction project management in the relationship between cost and schedule status and the separation of control; the advanced "earned value" and "Networking for Technology" theory into a comprehensive project schedule and cost control, and through the Y Company Z project implementation practice of the method. Proof from the practice: this study results for "earned value" and "Networking for Technology" project in the amount of resources are relatively fixed and large fluctuations over time the progress of projects and cost effective application of integrated control provides a kinds of operational methods.