工程項(xiàng)目中成本控制Project-Cost-Control

1、工程項(xiàng)目中成本控制Project_Cost_Control工程項(xiàng)目中成本控制Project_Cost_Control工程項(xiàng)目中成本控制Project_Cost_Control資料僅供參考文件編號(hào)：2022年4月工程項(xiàng)目中成本控制Project_Cost_Control版本號(hào)： A修改號(hào)： 1頁 次： 1.0 審 核： 批 準(zhǔn): 發(fā)布日期： Project Cost Control序言：本文主要論述工程項(xiàng)目中成本控制問題。就成本控制原則、措施、方法和意義進(jìn)行分析。作者：thinkerIntroduction Project is corporate image window and benefi

2、t of the source. With increasingly fierce market competition, the quality of work and the construction of civilizations rising material prices fluctuations. Uncertainties and other factors, make the project operational in a relatively tough environment. So the cost of control is through the building

3、 of the project since the bidding phase of acceptance until the completion of the entire process, It is a comprehensive enterprise cost management an important part, we must organize and control measures in height to the attention with a view to improving the economic efficiency of enterprises to ac

4、hieve the purpose. 介紹項(xiàng)目是企業(yè)形象窗口和利益的來源。與日益激烈的市場競爭,工作質(zhì)量和文明的建設(shè)材料價(jià)格波動(dòng)上升。不確定性和其他因素,使項(xiàng)目運(yùn)行在一個(gè)相對惡劣的環(huán)境。所以成本控制是通過建筑工程項(xiàng)目的投標(biāo)階段以來的驗(yàn)收,直到完成整個(gè)過程,這是一個(gè)全面的企業(yè)成本管理的重要組成部分,我們必須組織和控制措施在高度注意為了提高企業(yè)經(jīng)濟(jì)效益的實(shí)現(xiàn)這一目標(biāo)。Outlining the Construction Project Cost Control The cost of the project refers to the cost and process of formation o

5、ccurred, on the production and operation of the amount of human resources, material resources and expenses, guidance, supervision, regulation and restrictions, in a timely manner to prevent, detect and correct errors in order to control costs in all project costs within the intended target, to guara

6、ntee the production and operation of enterprises benefits.概述了施工項(xiàng)目成本控制這個(gè)項(xiàng)目的成本是指成本和形成的過程發(fā)生,在生產(chǎn)和操作的數(shù)量的人力資源、物質(zhì)資源和費(fèi)用、指導(dǎo)、監(jiān)督、監(jiān)管和限制,及時(shí)預(yù)防、發(fā)現(xiàn)和糾正錯(cuò)誤為了控制成本在所有項(xiàng)目成本在預(yù)定目標(biāo),保證企業(yè)的生產(chǎn)經(jīng)營效益。Construction Enterprise Cost Control PrincipleConstruction enterprises control the cost of control is based on cost control of constr

7、uction project for the center, construction of the project cost control principle is the enterprise cost management infrastructure and the core, construction Project Manager in the Ministry of Construction of the project cost control process, we must adhere to the following basic principles. 施工企業(yè)成本控

8、制的原則建筑施工企業(yè)控制成本控制是基于成本控制的建設(shè)項(xiàng)目為中心,建設(shè)項(xiàng)目成本控制的原則是企業(yè)成本管理基礎(chǔ)設(shè)施和核心,建設(shè)項(xiàng)目經(jīng)理在建設(shè)部的項(xiàng)目成本控制的過程,我們必須遵循以下基本原則。Principles lowest cost. Construction of the project cost control, the basic purpose is to cost management through various means, promote construction projects continue to reduce costs, to achieve the lowest p

9、ossible cost of the objective requirements. The implementation of the principle of minimum cost, attention should be given to the possibility of reducing costs and reasonable cost of the minimum. While various mining capacity to reduce costs so that possibility into reality; the other must proceed f

10、rom actual conditions, enacted subjective efforts could achieve a reasonable level of the minimum cost. (一)原則成本最低。建設(shè)項(xiàng)目成本控制的基本目的是成本管理通過各種途徑,促進(jìn)建設(shè)項(xiàng)目繼續(xù)降低成本,以達(dá)到盡可能低的成本的客觀要求。實(shí)現(xiàn)原理的最低成本,需注意的可能性降低成本和合理的成本最低。雖然不同的開采能力來降低成本,這樣可能變成現(xiàn)實(shí);其他必須從實(shí)際情況出發(fā),制定主觀努力可能達(dá)到合理水平的最低成本。(b) Overall cost control principles. Cost Mana

11、gement is a comprehensive enterprise-wide and full management of the entire process, also known as the three of management. The full project cost control is a system of substantive content, including the departments, the responsibility for the network and team economic accounting, and so on; to prev

12、ent the cost control is everybodys responsibility, regardless of everyone. Project cost of the entire process control requirements to control its costs with the progress of construction projects in various stages of continuous, neither overlooked nor time when, should enable construction projects th

13、roughout costs under effective control. (b)總體成本控制的原則。成本管理是一個(gè)全面的企業(yè)范圍的和完整的管理的整個(gè)過程,也稱為“三”的管理。整個(gè)項(xiàng)目成本控制是一個(gè)系統(tǒng)的實(shí)質(zhì)性內(nèi)容,包括部門,負(fù)責(zé)網(wǎng)絡(luò)和團(tuán)隊(duì)經(jīng)濟(jì)核算,等等;防止成本控制是每個(gè)人的責(zé)任,不管每個(gè)人。項(xiàng)目成本的整個(gè)過程控制要求來控制其成本的發(fā)展建設(shè)項(xiàng)目不同階段的連續(xù),既不被忽視,也沒有時(shí)間時(shí),應(yīng)使建設(shè)項(xiàng)目遍布成本進(jìn)行有效控制。(c) Dynamic Control principle. Construction of the project is a one-time, cost control

14、 should emphasize control of the project in the middle, that is, dynamic control. Construction preparation stage because the cost is under the control of construction design to determine the specific content of the cost, prepare cost plans, the development of a cost-control program for the future co

15、st control ready. And the completion of phase cost control, as a result of cost financing has been basically a foregone conclusion, even if the deviation has been too late to rectify. (c)動(dòng)態(tài)控制原理。建設(shè)項(xiàng)目是一個(gè)一次性的、成本控制應(yīng)該強(qiáng)調(diào)控制項(xiàng)目在中間,即動(dòng)態(tài)控制。施工準(zhǔn)備階段,因?yàn)槌杀镜目刂浦碌慕ㄖO(shè)計(jì)來確定成本的具體內(nèi)容,準(zhǔn)備成本計(jì)劃,開發(fā)的一種成本控制項(xiàng)目成本控制的未來做好準(zhǔn)備。和完成階段的成本控制

16、,由于成本融資已基本成定局,即使偏差已經(jīng)來不及糾正。(d) Principle of management by objectives. Management objectives include: setting goals and decomposition, the goal of responsibility and implementation of the aims of the inspection results of the implementation, evaluation of the goals and objectives that form the managem

17、ent objectives of the planning, implementation, inspection, processing cycle, PDCA. (d)原則的目標(biāo)管理。管理目標(biāo)包括:設(shè)定目標(biāo)和分解,目標(biāo)的責(zé)任和實(shí)施的目標(biāo)實(shí)現(xiàn)的檢驗(yàn)結(jié)果,評價(jià)的目的和目標(biāo),形成了管理目標(biāo)的計(jì)劃、實(shí)施、檢查、處理周期,PDCA。(e) Responsibility, authority, in light of the profit principle. Construction of the project, project manager of the department, the te

18、am shouldering the responsibility for cost control at the same time, enjoy the power of cost control, project manager for the department, Teams cost control in the performance of regular examination and appraisal of implementation of a crossword punishment. Only to do a good job duty, rights, and in

19、terests combining cost control, in order to achieve the desired results.(e)的責(zé)任,權(quán)威,在光的利潤原理。建設(shè)項(xiàng)目中,項(xiàng)目經(jīng)理的部門,團(tuán)隊(duì)肩負(fù)著責(zé)任成本控制的同時(shí),享受成本控制的力量,項(xiàng)目經(jīng)理部門,團(tuán)隊(duì)成本控制在性能定期檢查和評價(jià)實(shí)施一個(gè)縱橫字謎的懲罰。只做一份好工作職責(zé)、權(quán)利和利益結(jié)合成本控制,以達(dá)到預(yù)期的結(jié)果。The Construction Cost Control Measures Cost control measures. Reduce the cost of construction projects me

20、ans, we should not only increase revenue is also reducing expenditure, or both also increase savings. Cutting expenditure is not only revenue, or revenue not only to cut expenditure, it is impossible to achieve the aim of reducing costs, at least there is no ideal lower cost effective. 施工成本控制措施成本控制措

21、施。降低成本的建設(shè)項(xiàng)目意味著,我們不僅要增加收入也減少支出,或兩者同時(shí)增加儲(chǔ)蓄。削減支出不僅是收入或收入不僅削減支出,這是不可能實(shí)現(xiàn)的目的,降低成本,至少?zèng)]有理想的低成本有效的。Project Manager of the project cost management responsibility for the first, comprehensive organization of the project cost management, timely understand and analyze profit and loss situation and take prompt and

22、 effective measures; engineering technology department should ensure the quality, Regular tasks to complete as much as possible under the premise adopt advanced technology in order to reduce costs; Ministry of Economic Affairs should strengthen budget management contract, the project to create the b

23、udget revenue; Finance Ministry in charge of the projects financial, Analysis of the project should keep the financial accounts of reasonable scheduling of funds. Develop advanced economies reasonable construction program, which can shorten the period, and improve quality, reduce costs purpose; paid

24、 attention to quality control to eliminate redone, shorten the acceptance and reduce expenses; control labor costs, material costs, Machinery and other indirect costs. 項(xiàng)目經(jīng)理的項(xiàng)目成本管理責(zé)任第一,全面組織的項(xiàng)目成本管理,及時(shí)了解和分析損益情況,采取及時(shí)有效的措施;工程技術(shù)部門應(yīng)確保質(zhì)量、常規(guī)任務(wù)完成盡可能多的前提下采用先進(jìn)技術(shù),以降低成本;經(jīng)濟(jì)部應(yīng)加強(qiáng)預(yù)算管理合同,想要?jiǎng)?chuàng)建的項(xiàng)目預(yù)算收入;財(cái)政部負(fù)責(zé)項(xiàng)目的財(cái)務(wù)分析、項(xiàng)目應(yīng)該保

25、持金融賬戶資金的合理安排。發(fā)展先進(jìn)經(jīng)濟(jì)體合理的施工程序,它可以縮短周期,提高質(zhì)量、降低成本的目的;注重質(zhì)量控制消除重做,縮短驗(yàn)收和減少開支;控制勞動(dòng)力成本、材料成本、機(jī)械和其他間接成本。With the construction market competition intensifies, more and the price low, the scene increasingly high management fees. This requires project managers to more scientific and more rigorous management appro

26、ach to the management of the project. As a management departments should be a reasonable analysis of regional economic disparities, to prevent the input across the board. From the foregoing analysis, project management and cost control are complementary, it is only by strengthening project managemen

27、t, can control project costs; only achieve cost control project aims to strengthen the management of construction project can be meaningful. Construction of the project cost control of construction reflects the nature of project management features, and represents construction project management at

28、the core. Construction of the project cost control of construction project management performance evaluation of the objectivity and fairness of the scale.與建筑市場競爭的加劇,更多,價(jià)格低,現(xiàn)場越來越昂貴的管理費(fèi)。這需要項(xiàng)目經(jīng)理更科學(xué)、更嚴(yán)格的管理方法來管理項(xiàng)目。作為一個(gè)管理部門應(yīng)該是一個(gè)合理的分析區(qū)域經(jīng)濟(jì)差異,以防止輸入整個(gè)董事會(huì)。從上述分析、項(xiàng)目管理和成本控制是互補(bǔ)的,只有通過加強(qiáng)項(xiàng)目管理,可以控制項(xiàng)目成本;只有實(shí)現(xiàn)成本控制項(xiàng)目旨在加強(qiáng)建

29、設(shè)項(xiàng)目的管理可以有意義的。建設(shè)項(xiàng)目成本控制的建筑反映了項(xiàng)目管理功能的性質(zhì),代表了建設(shè)項(xiàng)目管理的核心。建設(shè)項(xiàng)目成本控制的建設(shè)項(xiàng)目管理績效評價(jià)的客觀性和公平性的規(guī)模。 Strengthen Project Cost Control Practical Significance (a) Strengthen project cost control railway construction enterprises out of their predicament, the need to increase revenue. At present, the railway construction e

30、nterprises just into the market, to participate in market competition, will face a tough test of the market. Now the construction market liberalization, implement bidding system, and the strike has very low weight, to create efficiency is the only way to strengthen internal management and improve th

31、eir internal conditions, internal efficiency potentials. Therefore, the strengthening of project cost control is a very realistic way.加強(qiáng)項(xiàng)目成本控制的現(xiàn)實(shí)意義(一)加強(qiáng)項(xiàng)目成本控制鐵路建筑施工企業(yè)的困境,需要增加收入。目前,鐵路施工企業(yè)剛剛進(jìn)入市場,參與市場競爭,將面臨嚴(yán)峻考驗(yàn)的市場?，F(xiàn)在,建筑市場自由化,實(shí)現(xiàn)招標(biāo)系統(tǒng),罷工已經(jīng)非常低的重量,創(chuàng)造效率是唯一的辦法,加強(qiáng)內(nèi)部管理,并改善他們的內(nèi)部條件、內(nèi)部效率的潛力。因此,加強(qiáng)項(xiàng)目成本控制是一個(gè)非?，F(xiàn)實(shí)的方式。

32、(b) Strengthening Project Cost control is adapted to the market competition, and strengthening internal management to the needs of their work. With the railway enterprises rapid development, construction increasingly fierce market competition. For a period of time, the railway construction enterpris

33、es will face the increasingly fierce market challenges Construction of the business environment difficult to be improved. Efficiency increases, effective cost control and claims will be strengthened in the future management focus. This requires the railway construction enterprises should respect the

34、 unity of the work to reduce costs and enhance efficiency objectives. In accordance with the requirements of the market economy research, adjustment and improve the management system, to further strengthen the management of infrastructure, enterprise management from the physical management to value

35、management, thus enabling cost management into enterprise management centers.(b)加強(qiáng)項(xiàng)目成本控制是適應(yīng)市場競爭,加強(qiáng)內(nèi)部管理的需要,他們的工作。隨著鐵路企業(yè)的快速發(fā)展,建設(shè)日益激烈的市場競爭。在一段時(shí)間內(nèi),鐵路施工企業(yè)將面臨日益激烈的市場挑戰(zhàn)建設(shè)的商業(yè)環(huán)境很難得到改善。效率提高,有效的成本控制和宣稱將在未來加強(qiáng)管理焦點(diǎn)。這需要鐵路施工企業(yè)應(yīng)該尊重團(tuán)結(jié)的努力降低成本和提高效率的目標(biāo)。按照市場經(jīng)濟(jì)的要求研究,調(diào)整和完善管理體制,進(jìn)一步加強(qiáng)基礎(chǔ)設(shè)施的管理,企業(yè)管理從物理管理價(jià)值管理,從而使成本管理到企業(yè)管理中心。Cons

36、truction Poject Cost Control Method Construction cost control method of many, this highlights deviation analysis. Deviation refers to the actual value of the construction costs with the planned value of the difference. Deviation analysis may be used to a bar chart method, form method, curve method體育

37、事業(yè)建設(shè)成本控制方法工程造價(jià)控制的方法很多,這突顯出偏差分析。偏差是指實(shí)際價(jià)值的建設(shè)費(fèi)用與計(jì)劃的值的區(qū)別。偏差分析可用于一個(gè)條形圖方法,形成方法,曲線的方法 (a) Bar Graph method is different Transverse-Line marking the completion of the project has been the construction costs, End to construction projects have been completed and cost (the cost-effective construction, Transver

38、se-Line length is proportional to the amount of their cases. Bar Graph with image, audio-visual, very clear advantages, it can accurately express construction cost deviations, but one can feel the gravity of deviation. But this method is less amount of information(一)條形圖的方法是不同的橫向線標(biāo)記完成項(xiàng)目施工成本,最終建設(shè)工程已完工

39、,成本(具有成本效益的建設(shè)、橫向線長度成正比,與他們的案件數(shù)量。條形圖和形象,視聽,非常明顯的優(yōu)勢,它可以準(zhǔn)確地表達(dá)施工成本,但人會(huì)偏差的重力偏差。但這種方法更少數(shù)量的信息 (b) Form method is error - analysis of the most commonly used method, it will project code name, construction of the cost parameters and construction cost deviation integrated into the number one form, and in the

40、form of direct comparison. As the deviations are shown in the table, construction costs make integrated managers to understand and deal with these data. Flexible, applicability; informative; forms can be handled by computer, thus saving a large amount of data to deal with the human, and greatly impr

41、ove speed. (b)形式的方法是錯(cuò)誤的分析最常用的方法,它將項(xiàng)目代號(hào)、施工成本參數(shù)和施工成本偏差集成到一個(gè)表單,數(shù)量和形式的直接比較。隨著偏差是顯示在表、施工成本使集成經(jīng)理理解和處理這些數(shù)據(jù)。靈活、適用性;信息;形式可以由計(jì)算機(jī),從而節(jié)約大量的數(shù)據(jù)來處理人類,并大大提高速度。(c) Curve is a total construction cost curve (S line curve) for the partial construction costs differential analysis methods. A figure which indicated the act

42、ual value of the construction cost curve, p. construction cost of the scheme said the value curve, the curve between two vertical distances between construction cost deviations. The method used is the same image analysis, and visual characteristics, but this is very difficult to direct for quantitat

43、ive analysis of quantitative analysis can play a role.(c)曲線是一個(gè)總建筑成本曲線(S線曲線)的部分建筑成本差異分析方法。一個(gè)圖顯示實(shí)際價(jià)值的建設(shè)成本曲線,p .建設(shè)成本的方案表示值曲線,該曲線在兩個(gè)垂直建設(shè)成本之間的距離偏差。該方法使用相同的圖像分析和視覺特征,但這很難直接定量分析的定量分析可以扮演一個(gè)角色。Currently Construction Enterprise Project Cost Control Analysis Problems and the causes of the current project imple

44、mentation after the restructuring projects implemented five responsibility for the costs, 100 of responsibility for the content of the output value of wages and contracting indicators Kau various forms of economic management contract responsibility system. Construction projects in the Ministry of Pr

45、oduction and quality aspects of the rapid progress. But beyond doubt is just working, regardless of the mode of production accounts still exist. Some only production tasks are completed, the cost of a weak awareness cost management as dispensable. In the past two years the Department of grasping ite

46、ms complain, enterprise project appraisal of the indicators, all focus on the production tasks to complete, objective, fueled by such acts. Specific indications: 目前施工企業(yè)項(xiàng)目成本控制分析問題和原因的當(dāng)前項(xiàng)目實(shí)施重組后實(shí)施的項(xiàng)目“五責(zé)任成本”、“100責(zé)任的內(nèi)容輸出的工資價(jià)值”和“承包指標(biāo)滘“各種形式的經(jīng)濟(jì)管理承包責(zé)任制。建筑工程部門的生產(chǎn)和質(zhì)量方面的快速進(jìn)步。但毋庸置疑的是工作,不管生產(chǎn)方式的賬戶仍然存在。一些只有生產(chǎn)任務(wù)的完成,

47、成本意識(shí)薄弱的成本管理作為可有可無的。在過去的兩年國務(wù)院把握項(xiàng)目抱怨,企業(yè)項(xiàng)目評估的指標(biāo),都把重點(diǎn)放在生產(chǎn)任務(wù)完成,客觀,受這種行為。特定的跡象:In the use of labor, not by post, according to the actual needs staffing, they can complete the work for three; can be used for low-cost trades and the use of subjects of labor costs. To take care of relations, sensibilities an

48、d TWA also retained his spare time. Workers can be indifferent to the production and operation, but the monthly wages, allowances, and bonuses can spend less. Artificially expand the expenditure of funds. (一)在使用勞動(dòng),而不是通過郵寄,根據(jù)實(shí)際需要人員,他們可以完成工作三;可用于低成本交易和使用主題的勞動(dòng)力成本。照顧關(guān)系、情感和兩個(gè)還保留他的業(yè)余時(shí)間。工人可以漠視生產(chǎn)和操作,但是每月的工資

49、和獎(jiǎng)金、津貼、花費(fèi)更少。人為地?cái)U(kuò)大支出的資金。(b) Material management can be simplified to what extent on what is the level of simplification, operational staff only to facilitate easy and timely withdrawal credit card, and some kind of engineering materials and book a difference to thousands of dollars, tens of thousands

50、 or even hundreds of some of its few. Consuming the works, the procedure is incomplete. Not fixed by the material. Placing arbitrary site materials, engineering materials stolen have occurred from time to time; Consuming accessories not review, bad on the other, very few people to repair; fill empty

51、 fuel consumption result was secretly putting the oil sold. (b)材料管理可以簡化到什么程度級別是什么上的簡化,方便操作人員只有簡單和及時(shí)撤離信用卡,和一些類型的工程材料和書影響成千上萬的美元,成千上萬甚至數(shù)以百計(jì)的一些很少。消費(fèi)作品,過程是不完整的。沒有固定的材料。將任意網(wǎng)站材料、工程材料被盜不時(shí)發(fā)生;消費(fèi)配件不審查,糟糕的另一方面,很少有人來修理;填補(bǔ)空的燃料消耗的結(jié)果是秘密地把石油銷售。(c) Construction machinery efficiency is not high (example: Monthly leas

52、ing machinery and equipment), less to him, usually poor maintenance. With mechanical equipment failure analysis is not objective and subjective reasons, not to pursue the responsibility of the parties, have bad information on the exchange, no other information on. TWA did not undergo a rigorous exam

53、ination on the induction training mechanical damage to the non-normal, impact of the construction progress. (c)工程機(jī)械效率不高(例如:每月租賃機(jī)械和設(shè)備),更少的他,通常保養(yǎng)不善。與機(jī)械設(shè)備故障分析不是客觀和主觀原因,不追究當(dāng)事人的責(zé)任,有不良信息的交換,沒有其他的信息。兩個(gè)沒有經(jīng)過嚴(yán)格的檢查在入職培訓(xùn)機(jī)械損傷非正常,影響施工進(jìn)度。 In summary, the current project of cost management, accounting only after the accounting, rather than advance the prevention and control things. The reasons are: lack of cost awareness. Simply that the cost of management is the financial sector or the superior leadership, have