畢業(yè)論文設(shè)計(jì)外文譯文(共12頁)

1、四川大學(xué)錦江學(xué)院畢業(yè)論文(設(shè)計(jì))PAGE - 9 -PAGE - 2 - 畢業(yè)論文(b y ln wn)（設(shè)計(jì)）外文(wiwn)譯文題 目 關(guān)于全面造價(jià)管理(gunl)的研究 學(xué) 院 土木工程學(xué)院 專 業(yè) 土木工程 年級(jí) 學(xué)生姓名 PAGE - 1 -關(guān)于全面(qunmin)造價(jià)管理的研究1前言(qin yn) 建設(shè)項(xiàng)目全面造價(jià)管理(gunl)是一種全新的建設(shè)項(xiàng)目造價(jià)管理模式,全面造價(jià)管理就是有效地使用專業(yè)知識(shí)和專門技術(shù)去計(jì)劃和控制資源、造價(jià)、盈利和風(fēng)險(xiǎn)。簡單地說，全面造價(jià)管理是一種管理各種企業(yè)、工作、設(shè)施、項(xiàng)目產(chǎn)品或服務(wù)的全過程造價(jià)的系統(tǒng)方法。全面造價(jià)管理是一個(gè)工程實(shí)踐領(lǐng)域，在這個(gè)領(lǐng)域中，工

2、程經(jīng)驗(yàn)和判斷與科學(xué)原理和技術(shù)方法相結(jié)合，以解決經(jīng)營管理和工作計(jì)劃，造價(jià)預(yù)算，經(jīng)濟(jì)和財(cái)務(wù)分析，造價(jià)工程，工作與項(xiàng)目管理，計(jì)劃與排產(chǎn)，造價(jià)與進(jìn)度的情況度量與變更控制等問題。 2研究現(xiàn)狀“美國造價(jià)工程師協(xié)會(huì)（AACEI）”指出：全面造價(jià)管理的理論與方法是與建設(shè)工程項(xiàng)目的特點(diǎn)所分不開的。建設(shè)項(xiàng)目全面造價(jià)管理的理論與方法包括以下四方面內(nèi)容：工程項(xiàng)目全過程造價(jià)管理、工程項(xiàng)目全要素造價(jià)管理、工程項(xiàng)目全風(fēng)險(xiǎn)造價(jià)管理和工程項(xiàng)目全團(tuán)隊(duì)造價(jià)管理。2.1 建設(shè)項(xiàng)目全過程造價(jià)管理 工程項(xiàng)目是人類通過自己的生產(chǎn)技術(shù)活動(dòng)，將各種資源轉(zhuǎn)化為人們所需工程設(shè)施的一種獨(dú)特的過程。一個(gè)工程項(xiàng)目的全過程是由許多個(gè)分過程和許許多多子過程

3、構(gòu)成的。譬如通常把一個(gè)工程項(xiàng)目的建設(shè)分為投資決策、可行性研究、設(shè)計(jì)、招投標(biāo)、施工及竣工階段等。而每個(gè)過程、分過程、子過程又是由許多不同的具體活動(dòng)構(gòu)成的。所以一個(gè)工程項(xiàng)目的全過程造價(jià)是由各個(gè)分過程、子過程的造價(jià)構(gòu)成的，而這些分過程和子過程的造價(jià)又是由許多項(xiàng)具體活動(dòng)的造價(jià)構(gòu)成的。因此，工程項(xiàng)目的全過程造價(jià)管理必須是基于活動(dòng)與過程的，必須是按照工程項(xiàng)目的過程與活動(dòng)的組成與分解的規(guī)律去實(shí)現(xiàn)對(duì)于項(xiàng)目全過程的造價(jià)管理。在這樣一個(gè)過程中，又包括兩個(gè)工作內(nèi)容： 基于各項(xiàng)具體活動(dòng)造價(jià)的確定。其工作的具體步驟如下：明確要確定的具體活動(dòng)的造價(jià)種類，是估算、概算還是預(yù)算等；根據(jù)所需造價(jià)的精確程度，收集相應(yīng)精確程度的工

4、程技術(shù)資料和其它信息；對(duì)項(xiàng)目的全過程所包含的各項(xiàng)活動(dòng)進(jìn)行分析；確定各項(xiàng)具體活動(dòng)的造價(jià)；將各項(xiàng)具體活動(dòng)的造價(jià)進(jìn)行整理匯總，最后得到基于活動(dòng)的整個(gè)項(xiàng)目的總造價(jià)。在以上步驟中，最重要的是活動(dòng)分析和確定各項(xiàng)具體活動(dòng)的造價(jià)這兩個(gè)步驟. 基于建設(shè)項(xiàng)目活動(dòng)過程和全過程的造價(jià)控制。其工作的核心包括兩個(gè)循環(huán)，即全過程的控制與持續(xù)改善循環(huán)和具體活動(dòng)過程的控制與持續(xù)改善循環(huán)，其中具體活動(dòng)過程的控制與持續(xù)改善循環(huán)可描述如下：確定要控制的過程；對(duì)控制對(duì)象開展活動(dòng)分析；找出具體活動(dòng)過程中存在的問題；分析和改進(jìn)現(xiàn)有的具體行動(dòng)方法，以使其達(dá)到最佳；對(duì)“未使用能力”進(jìn)行分析，以確定是否有閑置的占用性資源；結(jié)束當(dāng)前的分析過程，開

5、始新的循環(huán)。全過程的控制與持續(xù)改善循環(huán)是由許多個(gè)個(gè)體活動(dòng)過程的控制與持續(xù)改善循環(huán)所構(gòu)成的。其具體階段如下：2.1.1 建設(shè)前期工程造價(jià)控制項(xiàng)目建設(shè)前期,是指項(xiàng)目立項(xiàng)、進(jìn)行可行性研究的投資決策階段。這一階段對(duì)建設(shè)項(xiàng)目工程造價(jià)的控制,在總體上起到?jīng)Q定性作用。建設(shè)廠址的選擇、投資方案的選擇以及項(xiàng)目在技術(shù)上和經(jīng)濟(jì)上是否可行,無一不對(duì)工程造價(jià)產(chǎn)生重大影響,決定著項(xiàng)目未來的命運(yùn),特別是廠址選擇和礦山開采項(xiàng)目的礦點(diǎn)選擇、選定廠址和礦點(diǎn)的水位和地質(zhì)情況、廠區(qū)地形和地面高程、土地價(jià)格、外部建設(shè)條件都直接影響到建設(shè)工程造價(jià)的高低、建設(shè)工期的長短以及項(xiàng)目建成投產(chǎn)后的營運(yùn)(yn yn)成本和經(jīng)濟(jì)效益。2.1.2設(shè)計(jì)階

6、段的工程造價(jià)控制設(shè)計(jì)方案優(yōu)化程度,設(shè)計(jì)圖紙(tzh)是否完整清楚,都會(huì)影響工程總造價(jià)。在投資確定的基礎(chǔ)上,應(yīng)該采取限額設(shè)計(jì),在設(shè)計(jì)的每一個(gè)階段,及各個(gè)專業(yè)設(shè)計(jì)時(shí)都要具有造價(jià)控制的意識(shí)。在可研階段和初步設(shè)計(jì)階段,應(yīng)將限額設(shè)計(jì)與價(jià)值工程中的功能分析相結(jié)合,遵循PDCA循環(huán)的模式,既要做到以最少的投資換取最大效益,又要保證設(shè)計(jì)質(zhì)量,從而達(dá)到合理降低工程造價(jià)的目的。在結(jié)構(gòu)設(shè)計(jì)當(dāng)中,應(yīng)對(duì)不同結(jié)構(gòu)方案分別做出經(jīng)濟(jì)分析,根據(jù)使用功能選擇最合理的結(jié)構(gòu)方案,大幅度降低工程造價(jià)。項(xiàng)目管理論壇2.1.3招投標(biāo)階段的工程造價(jià)控制工程招標(biāo)投標(biāo)是按競爭方式以合理的最低造價(jià)來擇優(yōu)選擇施工企業(yè)的一種有效機(jī)制。通過投標(biāo)競爭來擇

7、優(yōu)選擇承包商,不僅有利于確保工程質(zhì)量和縮短工期,更有利于降低工程造價(jià),是造價(jià)控制的一個(gè)重要手段造價(jià)咨詢單位應(yīng)注意做好如下工作:協(xié)助業(yè)主制定招標(biāo)計(jì)劃,充分了解業(yè)主的要求選擇不同的招標(biāo)方式,使業(yè)主認(rèn)識(shí)到合理的工程造價(jià);協(xié)助業(yè)主綜合考慮施工單位的信譽(yù)、人員素質(zhì)、工程施工組織設(shè)計(jì)、質(zhì)量保證措施等條件。由于投標(biāo)企業(yè)施工方案的優(yōu)劣.直接影響工程的建設(shè)安裝造價(jià),應(yīng)特別注意不能忽視施工方案對(duì)造價(jià)的影響;協(xié)助業(yè)主簽定合同。合同作為貫穿整個(gè)施工過程的結(jié)算過程的合約,是確定工程造價(jià)的主要依據(jù),對(duì)工程造價(jià)的控制起著十分重要的作用。初步明確工程項(xiàng)目的結(jié)算方式,合同價(jià)變更的規(guī)定,材料、設(shè)備的供應(yīng)方式,分包工程的管理(gu

8、nl)等方面的內(nèi)容,避免“低報(bào)價(jià)、高索賠”的發(fā)生;提醒業(yè)主注意建設(shè)工期對(duì)工程造價(jià)的影響。業(yè)主要求的建設(shè)工期往往比正常工期大大壓縮,應(yīng)讓業(yè)主認(rèn)識(shí)到加快施工進(jìn)度來縮短工期,會(huì)增加人力或機(jī)械設(shè)備及高費(fèi)用。從而增加工程造價(jià)。所以與合理工期相比。延長和縮短工期都會(huì)增加造價(jià)。2.1.4施工實(shí)施階段的工程造價(jià)控制實(shí)施階段工程造價(jià)的控制，是建設(shè)全過程工程造價(jià)控制不可缺少的重要一環(huán)。首先，應(yīng)認(rèn)真做好建設(shè)工程招投標(biāo)工作，完善招投標(biāo)制度，優(yōu)選施工隊(duì)伍，實(shí)行工程總承包；嚴(yán)格執(zhí)行建筑市場管理?xiàng)l例，選用合理的建筑材料及制品，加強(qiáng)施工管理；加強(qiáng)對(duì)隱蔽工程的驗(yàn)收，合理組織施工，是控制工程造價(jià)的關(guān)鍵。促使施工單位采取措施精打細(xì)

9、算，壓縮各項(xiàng)費(fèi)用開支，降低成本，提高市場競爭力，為施工企業(yè)健康發(fā)展(fzhn)，增添壓力和活力。其次，嚴(yán)格按規(guī)定和合同撥付工程進(jìn)度款，嚴(yán)格控制工程變更。最后，及時(shí)處理索賠工作，做到這些就能夠有效地進(jìn)行工程造價(jià)控制。2.1.5 竣工結(jié)算(ji sun)階段對(duì)工程造價(jià)控制有一定的影響竣工結(jié)算階段是項(xiàng)目建設(shè)全過程的最后一個(gè)程序，是全面(qunmin)考核建設(shè)工作，檢查設(shè)計(jì)、工程質(zhì)量是否符合要求，審查投資是否合理的重要環(huán)節(jié)，它對(duì)保證工程質(zhì)量，促進(jìn)建設(shè)項(xiàng)目及其投產(chǎn)，發(fā)揮投資效益，總結(jié)經(jīng)驗(yàn)教訓(xùn)都有重要作用在此階段，工作人員應(yīng)全面匯集在工程建設(shè)中實(shí)際花費(fèi)的全部費(fèi)用，編制好竣工決算，以達(dá)到工程造價(jià)的全過程控制

10、2.1.6 建設(shè)項(xiàng)目后評(píng)價(jià)是工程造價(jià)全過程控制方法的必要補(bǔ)充后評(píng)價(jià)是在項(xiàng)目投資完成以后，通過對(duì)項(xiàng)目目的、執(zhí)行過程、效益、作用和影響所進(jìn)行的全面系統(tǒng)的分析，總結(jié)正反兩方面的經(jīng)驗(yàn)教訓(xùn)，使項(xiàng)目的決策者、管理者和建設(shè)者學(xué)習(xí)到更加科學(xué)合理的方法和策略，提高決策、管理和建設(shè)水平實(shí)際上，工程造價(jià)控制歸根結(jié)底是對(duì)人的行為的控制，而后評(píng)價(jià)是增強(qiáng)工作者責(zé)任心的重要手段由于后評(píng)價(jià)的透明性和公開性特點(diǎn)，通過對(duì)投資活動(dòng)成績和失誤的主客觀原因分析，可以比較公正客觀地確定投資決策者、管理者和建設(shè)者工作中實(shí)際存在的問題，以提高人們的責(zé)任心和工作水平，進(jìn)而達(dá)到控制工程造價(jià)的目的2.2建設(shè)項(xiàng)目全要素造價(jià)管理由于工程項(xiàng)目的實(shí)現(xiàn)過程

11、中每項(xiàng)活動(dòng)都受三個(gè)基本要素：造價(jià)、工期與質(zhì)量的影 響。 因此工程項(xiàng)目的造價(jià)不僅需要從全過程造價(jià)管理入手去考慮對(duì)于一個(gè)項(xiàng)目造價(jià) 的全面管理，而且還需要從管理好影響工程項(xiàng)目造價(jià)的全部要素人手，去考慮對(duì)于一 個(gè)項(xiàng)目造價(jià)的全面管理。在工程項(xiàng)目全過程中，上述三個(gè)要素是相互影響和相互轉(zhuǎn)化的，一個(gè)工程項(xiàng)目的工期和質(zhì)量在一定條件下可以轉(zhuǎn)化成工程項(xiàng)目的造價(jià)。項(xiàng)目工期的長短和質(zhì)量的高低都會(huì)直接造成工程造價(jià)的變動(dòng)。例如，當(dāng)需要縮短工期時(shí)，就需要增加額外的資源投入，這樣工期的縮短就轉(zhuǎn)化成了造價(jià)的增加。同樣，當(dāng)需要提高工程質(zhì)量時(shí)，也需要增加資源的投入，這樣質(zhì)量的提高就轉(zhuǎn)化成了造價(jià)的 增加。 因此對(duì)于工程項(xiàng)目的全面造價(jià)管

12、理而言，還必須從影響造價(jià)的全要素管理的角度，去分析和找出一套從全要素管理人手的全面造價(jià)管理具體技術(shù)方法。要實(shí)現(xiàn)對(duì)于建設(shè)項(xiàng)目的全要素管理，其工作內(nèi)容主要包括兩個(gè)方面：即分析和預(yù) 測各要素的變動(dòng)與發(fā)展趨勢以及控制這些要素的變動(dòng)以實(shí)現(xiàn)造價(jià)管理的目標(biāo)。全要素造價(jià)管理同樣是一個(gè)不斷循環(huán)往復(fù)的過程。因?yàn)閷?duì)于一個(gè)建設(shè)項(xiàng)目來講，在其實(shí)施的過程中，經(jīng)常會(huì)發(fā)生對(duì)目標(biāo)和控制指標(biāo)進(jìn)行修正的情況，與此相應(yīng)的全要素造價(jià)管理中也必須要有目標(biāo)和控制指標(biāo)的重新修訂，通過不斷的修訂過程，逐步開展各項(xiàng)全要素造價(jià)管理活動(dòng)循環(huán)過程。2.3建設(shè)項(xiàng)目全風(fēng)險(xiǎn)造價(jià)管理建設(shè)項(xiàng)目的實(shí)現(xiàn)過程和一般的產(chǎn)品生產(chǎn)過程不同，它是在一個(gè)存有許多風(fēng)險(xiǎn)的不 確定

13、性外部環(huán)境和條件下進(jìn)行的，由于這樣一個(gè)特點(diǎn)，使用建設(shè)項(xiàng)目的造價(jià)中就包含 了三種不同的成分：確定性的造價(jià)、風(fēng)險(xiǎn)性的造價(jià)和完全不確定性的造價(jià)。這些不同 性質(zhì)的造價(jià)一直(yzh)貫穿于建設(shè)項(xiàng)目實(shí)施的全過程，只有到項(xiàng)目完成時(shí)，才會(huì)最終形成一 個(gè)完全確定的工程造價(jià)，因此 對(duì)于建設(shè)項(xiàng)目的全面造價(jià)管理還必須從全面管理確定 性造價(jià)、風(fēng)險(xiǎn)性造價(jià)和完全不確定性造價(jià)的角度去開展工作。 建設(shè)項(xiàng)目全風(fēng)險(xiǎn)造價(jià)管理包括三個(gè)方面的工作內(nèi)容：其一是分析、識(shí)別和確定風(fēng) 險(xiǎn)事件和風(fēng)險(xiǎn)性造價(jià)；其二是控制風(fēng)險(xiǎn)事件的發(fā)生與發(fā)展；其三是直接控制全風(fēng)險(xiǎn)造價(jià)。對(duì)風(fēng)險(xiǎn)性造價(jià)進(jìn)行控制，又包括造價(jià)變動(dòng)的分析、造價(jià)的控制、造價(jià)的報(bào)告和不 可預(yù)見費(fèi)等工

14、作。 建設(shè)項(xiàng)目全風(fēng)險(xiǎn)造價(jià)管理仍然是一個(gè)循環(huán)的過程， 它在建設(shè)項(xiàng)目的全過程中要不 斷地重復(fù)風(fēng)險(xiǎn)識(shí)別、風(fēng)險(xiǎn)控制、風(fēng)險(xiǎn)性造價(jià)控制，直到項(xiàng)目結(jié)束為止。2.4建設(shè)項(xiàng)目全團(tuán)隊(duì)造價(jià)(zoji)管理在工程項(xiàng)目實(shí)現(xiàn)過程中會(huì)涉及到參與項(xiàng)目建設(shè)(jinsh)的多個(gè)不同的利益主體。 這些利益 主體包括：工程項(xiàng)目的項(xiàng)目法人或業(yè)主，承擔(dān)工程項(xiàng)目設(shè)計(jì)任務(wù)的設(shè)計(jì)單位或建筑師與工程師，承擔(dān)工程項(xiàng)目監(jiān)理工作的工程監(jiān)理咨詢單位或監(jiān)理工程師，承擔(dān)工程項(xiàng)目 造價(jià)管理工作的造價(jià)工程咨詢單位或造價(jià)工程師與工料測量師，承擔(dān)工程項(xiàng)目施工任 務(wù)的造價(jià)工程咨詢單位或造價(jià)工程師與工料測量師， 承擔(dān)工程項(xiàng)目施工任務(wù)的施工單位或承包商及分包商，以及提供

15、各種工程項(xiàng)目所需物料、設(shè)備的供應(yīng)商等等。這些不同的利益主體，一方面為實(shí)現(xiàn)同一工程項(xiàng)目而共同合作，另一方面依照分工去完成工程項(xiàng)目的不同任務(wù)，而獲得各自的收益。在一個(gè)工程項(xiàng)目的實(shí)現(xiàn)過程中，這些利益主體都有各自的利益，而且有時(shí)這些利益主體之間的利益還會(huì)發(fā)生沖突。這樣就要求在工程項(xiàng)目的造價(jià)管理中必須全面協(xié)調(diào)各個(gè)利益主體之問的利益和關(guān)系，將這些利益相互沖突的不同主體聯(lián)合在一起構(gòu)成一個(gè)全面合作的團(tuán)隊(duì)，并通過這個(gè)團(tuán)隊(duì)的共同努力，去實(shí)現(xiàn)對(duì)于工程項(xiàng)目的全面造價(jià)管理。在全團(tuán)隊(duì)造價(jià)管理中，造價(jià)工程師起著特 殊作用，既是造價(jià)信息的記錄、收集、處理與提供者，也是各種造價(jià)管理行動(dòng)方案的評(píng)價(jià)者，造價(jià)管理溝通和決策的輔助者，

16、是合作各方的造價(jià)管理執(zhí)行者?？傊?，造價(jià)工程師是全團(tuán)隊(duì)造價(jià)管理中主要的決策輔助人員和造價(jià)管理作業(yè)人員， 需要具有很高 的專業(yè)知識(shí)與技能。工程造價(jià)管理是一項(xiàng)不確定性很強(qiáng)的工作，在項(xiàng)目實(shí)施的過程中，會(huì)出現(xiàn)許多不可預(yù)見的事項(xiàng),而對(duì)這些事項(xiàng)或者說風(fēng)險(xiǎn)的防范，僅僅靠投資(成本)的控制是很難能 做好的,需要對(duì)工程造價(jià)管理的全過程、全要素進(jìn)行系統(tǒng)的計(jì)劃與控制。造價(jià)工程師只有在工作中全面領(lǐng)會(huì)和貫徹這種思想，才能做好新世紀(jì)下的工程造價(jià)管理工作。3.總結(jié)綜上所述,全面造價(jià)管理是集全過程、全要素、全風(fēng)險(xiǎn)(fngxin)、全團(tuán)隊(duì)為一體的造價(jià)管理，是面向新世紀(jì)的工程造價(jià)管理，可以(ky)建立(jinl)起高效新型的具有建

17、設(shè)項(xiàng)目自身特點(diǎn)的全面造價(jià)管理的控制程序與方法，便于更好地指導(dǎo)實(shí)際工作。完善控制水平，發(fā)展全方位控制系統(tǒng)的投資項(xiàng)目，可以促進(jìn)全球經(jīng)濟(jì)一體化進(jìn)程。管理作業(yè)人員， 需要具有很高 的專業(yè)知識(shí)與技能。工程造價(jià)管理是一項(xiàng)不確定性很強(qiáng)的工作，在項(xiàng)目實(shí)施的過程中，會(huì)出現(xiàn)許多不可預(yù)見的事項(xiàng),而對(duì)這些事項(xiàng)或者說風(fēng)險(xiǎn)的防范，僅僅靠投資(成本)的控制是很難能 做好的,需要對(duì)工程造價(jià)管理的全過程、全要素進(jìn)行系統(tǒng)的計(jì)劃與控制。造價(jià)工程師只有在工作中全面領(lǐng)會(huì)和貫徹這種思想，才能做好新世紀(jì)下的工程造價(jià)管理工作。Research on the Comprehensive of Cost ManagementForeword O

18、verall construction project cost management is a new construction project cost management mode; Comprehensive cost management is the effective use of professional knowledge and expertise to plan and control resources, costs, profitability and risk. Simply put, the overall cost management is a system

19、atic approach to managing a variety of businesses, jobs, facilities, the whole process of the project cost of the product or service. Comprehensive cost management is a field of engineering practice ,in this area, engineering experience and judgment and scientific principles and techniques combined

20、to solve management and work plans, cost budget, economic and financial analysis, cost engineering, and project management work , planning and scheduling, cost and schedule metrics situation and change control and other issues.Research Status American Association of Cost Engineers (AACE) states: The

21、ory and methods of comprehensive cost management is indivisible with the characteristics of the construction projects .Theory and Methods of comprehensive cost management of construction projects include with the following four aspects: the whole process of project cost management, project total fac

22、tor cost management, project cost management and risk the whole project cost management with whole team.2.1 Cost Management of the Construction Project Process Project is a human activity translates a variety of resources into the engineering Facility of people need through a unique process by their

23、 own production technology, the entire process of a project is composed of many sub-processes and many sub-processes. For example, the construction of a project is usually divided into investment decisions, feasibility study, design, bidding, and construction and completion stage and so on. And each

24、 process of the process, a number of different sub-processes in turn composed of specific activities. So the whole process is the cost of a project by the various sub-processes, sub-processes constitutes cost, and the cost of these sub-processes and sub-processes composed of the cost of many items s

25、pecific activities. Therefore, the whole process of project cost management must be based on the activities and processes must be in accordance with the laws of composition ,decomposition process projects and activities to achieve the cost for the entire process of project management. In such a proc

26、ess, includes two work content: the determined of based on the cost on specific activities. The specific work steps as follows: the cost of specific types of activities to be clearly identified, is estimates, estimates or budgets and so on ; According to the required for the cost of collecting the a

27、ppropriate level of precision engineering and technical information and other information; the analysis in whole process of project included the activities ; determined the cost of specific activities; summary the cost of the specific activities and finally get the whole project based on the total c

28、ost activities . In the above steps, the most important thing is to analyze and determine the cost of the activities of these two steps. based on construction project activity and the whole cost control process. Its core consists of two loops, that is, control of the whole process and continuous imp

29、rovement process control loops and specific activities with the continuous improvement cycle, which control specific activities and continuous process improvement cycle can be described as follows: to determine the process to be controlled; on control object analysis activities; identify the specifi

30、c problems in the process activities; analyze and improve existing methods specific actions to make them achieve the best; for unused capacity is analyzed to determine whether there is idle occupation of resources; end of the current analysis, to start a new cycle. Control and continuous process imp

31、rovement cycle is a whole lot of individuals active process is controlled by the continuous improvement cycle posed. The specific stages are as follows:2.1.1 The Cost Control of Pre-construction Project Pre-construction is the project approval, the investment decision-making phase of the feasibility

32、 study. This phase of the construction project cost control, play a decisive role in the overall. Construction site of choice, the choice of investment programs and projects technically and economically feasible, and both have a significant impact on the project cost, determine the future fate of th

33、e project, especially mine site selection choices and mining projects selected given site and mine water level and geology, topography and plant ground elevation, land prices, the external conditions have a direct impact on the construction cost of construction height, the length of the construction

34、 period and after completion of the projects operating costs and economic benefits.2.1.2 The Design Phase of The Project Cost Control The degree of design optimization, design drawings are complete and clear, will affect the total project cost. Determined on the basis of the investment, the design s

35、hould take limits at every stage of the design, and each must have a sense of professional design cost control. In the feasibility study stage and preliminary design stage, should limit the value of engineering design and analysis capabilities combined PDCA cycle model, it is necessary to achieve th

36、e greatest return for the least investment efficiency, but also to ensure design quality, so as to achieve a reasonable reduce project cost purposes. In the structural design among the different structure of the program were made to deal with economic analysis to select the most reasonable solution

37、based on the use of structural features significantly reduce the project cost. Project Management Forum.2.1.3 Bidding Phase of the Project Cost Control Project bidding is a competitive basis to the lowest reasonable cost of an effective mechanism to choose the best construction companies. By bidding

38、 competition to choose the best contractor , not only help ensure project quality and shorten the construction period , more conducive to reducing construction costs, cost control is an important means of cost consulting unit should pay attention to do the following tasks: to assist owners in formul

39、ating the tender program , fully understanding the requirements of owners choose a different tender , so that the owners recognize the reasonable project cost ; assist owners considering the construction unit reputation, quality of personnel , engineering, construction design, quality assurance meas

40、ures and other conditions. Due to the merits of construction companies bidding program directly affects the cost of construction and installation works , special attention should not ignore the impact on the cost of the construction program ; assist the owners signed a contract . Contract as through

41、out the entire construction process of the settlement process of the contract, is to determine the main basis of project cost, project cost control plays a very important role. Explicit content preliminary settlement projects , the supply of ways to change the provisions of the contract price , mate

42、rials, equipment , subcontractors, project management, etc. , to avoid low pricing, high claims occurred ; remind owners pay attention to the construction period of the project cost impact. Construction period requirements of owners tend to greatly compressed schedule than normal, so that the owners

43、 should realize that accelerate the construction schedule to shorten the construction period, will increase the manpower or mechanical equipment and high costs. Thereby increasing the project cost. Therefore, compared with a reasonable period, Lengthen and shorten the construction period will increa

44、se the cost.2.1.4 Construction of the Imp-lem Enation Phase of the Project Cost Control Implementation phase of the project cost control is the whole process of the construction project cost control an important and indispensable part. First, it should do a good job working construction project bidd

45、ing, improve bidding system, preferably the construction team, the implementation of EPC; strict implementation of the construction market regulations, a reasonable selection of building materials and products, strengthen the construction management; strengthen the hidden works acceptance, rational

46、organization of construction, is the key to control of the project cost. Careful planning to take measures to promote the construction unit, the compression of the expenses, reduce costs, improve market competitiveness, the healthy development of construction enterprises, adding pressure and vitalit

47、y. Secondly, in strict accordance with the provisions of the contract to fund progress payments and strictly control the engineering change. Finally, the timely processing of claims for work, so these will be able to effectively carry out the project cost control.2.1.5 Completed Stage has a Certain

48、Influence on the Project Cost Control Projects completed stage is the last program of the whole process is a comprehensive assessment of the construction work, check the design, construction quality meets the requirements, review the reasonableness of an important part of the investment, it has to e

49、nsure project quality, and promote the construction of the project and its operation, play investment returns, the lessons learned have an important role. At this stage, the staff should be fully brought together the full cost of the actual cost of construction, completion of final accounts prepared

50、 well in order to achieve the whole process of project cost control.2.1.6 After the Evaluation of Projects is the Whole Process of Project Cost Control Methods Necessary Complement After the evaluation is completed after the project investment, through a comprehensive and systematic project purpose,

51、 the implementation process, effectiveness, role and impact analysis undertaken, summarize both positive and negative lessons for policy makers project managers and builders learn to be more scientific and rational methods and strategies to improve decision-making, management and construction standa

52、rds. In fact, the project cost control is ultimately the control of human behavior, and then the evaluation is an important means of enhancing worker responsible. Due to the transparency and openness characteristics after evaluation of investment activities by the achievements and failures of the an

53、alysis of objective and subjective reasons, can be compared fairly and objectively determine the investment decision-makers, managers and builders work in practical problems in order to improve peoples the level of responsibility and work, thus achieving the purpose of the project cost control.2.2 T

54、otal Factor Cost Management of Construction Projects As the implementation process of the project in each of the activities are governed by three basic elements: the impact of cost, schedule and quality. Therefore, not only the cost of the project from the start the whole process of cost management

55、to consider the cost of a project for the overall management and staff from all of the elements needed to manage the impact of the project cost , the cost of a project to be considered for the overall management . In the whole process of the project, these three elements are interrelated and mutuall

56、y transformed, duration and quality of a project under certain conditions can be transformed into the cost of the project. The length and quality of the project duration will be a direct result of changes in the level of the project cost. For example, when you need to shorten the construction period

57、, we need to invest additional resources; such shorter period would translate into increased cost. Similarly, when the need to improve the quality of the project, but also the need to increase investment in resources and improve the quality of this is converted into increased cost. So for overall ma

58、nagement of the project in terms of cost, must also affect the cost of total factor from a management perspective, to analyze and identify a specific technology management from the full cost method of total factor management manpower. To achieve total factor for the management of construction projec

59、ts, their work mainly includes two aspects: the analysis and prediction of changes and trends as well as the elements of a change of control of these elements in order to achieve the target cost management. Total factor cost management is also an ongoing iterative process. Because for a construction

60、 project is concerned, in the course of its implementation, the situation often occurs on the target and control indicators corrected, and the corresponding total factor this cost management also must be revised targets and control targets through continuous revision process, gradually carry out the