| 1. | Post project evaluation and followup 项目后评价和后继行动 |
| 2. | Post project evaluation is one of the most import aspects of project management 项目后评价是投资项目管理的重要内容之一。 |
| 3. | Post project evaluation 项目后评价 |
| 4. | Ensure that secco post project have the relevant documentation available , and the necessary maintenance contracts are in place 确保赛科项目具备相关文档和必需的维护合同。 |
| 5. | Ensure post project handover that all documentation such as control schematics and system , databases are maintained 确保项目移交,维护所有文档,如控制方案、控制系统和数据库。 |
| 6. | Post project handover to work within the secco management of change process and continue to develop the advanced control and optimization schemes 在赛科变化管理流程范畴内实施项目移交,继续开发高级控制和优化方案。 |
| 7. | Finally , to make sure post project evaluation could be operated in real situation of sichuan telecom , several analysis methods are applied and improving measures are proposed 同时,为确保项目后评价实施运作,结合四川电信的实际情况,运用几种分析方法进行了实证分析,并且提出改进后评价的对策措施。 |
| 8. | Post project evaluation has been non - standard without systematic evaluation programme in sichuan telecom corp for a long term . project audit taking over all evaluation is overwhelming which leads to difficult lessons learning , analyzing and costs reduction 长期以来,四川电信公司项目后评价管理工作很不规范,缺乏系统性的后评价程序, “以审计代替后评价”问题十分突出,不利于总结经验,分析原因,提高投资效益。 |
| 9. | Through post project evaluation , lessons could be learned as well as problems and reasons could be found . moreover , immediate and effective feedback could lead to adjust measures that help to achieve project goal . therefore , post project evaluation is very important especially for improving decision - making 通过后评价,全面总结项目实施后的经验教训,找出存在的问题和原因,并通过及时有效的信息反馈,采取纠偏矫正措施,对于实现项目目标,提高项目决策水平,具有十分重要的现实意义。 |