| 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。 |
