1、projectcostcontrolintroduction project a corporate image window and effectiveness 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 i

2、n a relatively tough environment so the cost of control is through the building 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

3、attention with a view to improving the economic efficiency of enterprises to achieve the purpose.2, outlining the construction project cost control, the cost of the project refers to the cost and process of formation occurred, on the production and operation of the amount of human resources, materia

4、l 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 guarantee the production and operation of enterprises benefits.3, the cost of the const

5、ruction enterprise principles of construction enterprises control the cost of control is based on cost control of construction 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

6、 ministry of construction of the project cost control process, we must adhere to the following basic principles.3.1 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,

7、 to achieve the lowest possible 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;

8、the other must proceed from actual conditions, enacted subjective efforts could achieve a reasonable level of the minimum cost.3.2 overall cost control principles. cost management is a comprehensive enterprise-wide, and full management of the entire process, also known as the "three” of managem

9、ent. 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 prevent the cost control is everybody's responsibility, regardless of everyone. project cost of the entire process cont

10、rol 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 throughout costs under effective control.3-3 dynamic control principle. construction of the project is a one-time, c

11、ost control 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 th

12、e future cost 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.3.4 principle of management by objectives. management objectives include : setting goals and decomposition

13、, 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 management objectives of the planning, implementation, inspection, processing cycle, pdca.3.5 responsibility, authority, in light of the p

14、rofit principle. construction of the project, project manager of the department, the team 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

15、of implementation of a crossword punishment. only to do a good job duties, rights, and interests combining cost control, in order to achieve the desired results.4, the construction cost control measures cost control measures.reduce the cost of construction projects means, we should not only increase

16、 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.project manager of the project cost management

17、 responsibility for the first, comprehensive organization of the project cost management, timely understand and analyze profit and loss situation and take prompt and effective measures; engineering technology department should ensure the quality, regular tasks to complete as much as possible under t

18、he premise adopt advanced technology in order to reduce costs; ministry of economic affairs should strengthen budget management contract, the project to create the budget revenue; finance ministry in charge of the projects financial, analysis of the project should keep the financial accounts of reas

19、onable scheduling of funds. develop advanced economies reasonable construction program, which can shorten the period, and improve quality, reduce costs purpose; paid attention to quality control to eliminate redone, shorten the acceptance and reduce expenses; control labor costs, material costs, mac

20、hinery and other indirect costs.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 approach to the management of the project. as a management departm

21、ents 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 management, can control project costs; only achieve cost control projec

22、t 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 the core. construction of the project cost control of construc

23、tion project management performance evaluation of the objectivity and fairness of the scale.5. strengthen project cost control practical significance5.1 strengthen project cost control railway construction enterprises out of their predicament, the need to increase revenue. at present, the railway co

24、nstruction enterprises 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 an

25、d improve their internal conditions, internal efficiency potentials. therefore, the strengthening of project cost control is a very realistic way.5.2 strengthening project cost control is adapt to the market competition, and strengthening internal management to the needs of their work. with the rail

26、way enterprise rapid development, construction increasingly fierce market competition. for a period of time, the railway construction enterprises will face the increasingly fierce market challenges construction of the business environment difficult to be improved. efficiency increases, effective cos

27、t control and claims will be strengthened in the future management focus. this requires the railway construction enterprises should respect the unity of the work to reduce costs and enhance efficiency objectives. in accordance with the requirements of the market economy research, adjustment and impr

28、ove the management system, to further strengthen the management of infrastructure, enterprise management from the physical management to value management, thus enabling cost management into enterprise management centers.6, the construction project cost control of construction cost control in many wa

29、ys, this highlights deviation analysis. deviation refers to the actual value of the construction costs with the planned value of the difference. deviation analysis available bar graph method, the form, method.(1) bar graph method is different transverse-line marking the completion of the project has

30、 been the construction costs, end to construction projects have been completed and cost (the cost-effective construction, transverse-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 deviat

31、ions, but one can feel the gravity of deviation. however, this method of information below.(2) 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

32、the form of direct comparison. as the deviations are shown in the table. construction costs makes 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 grea

33、tly improve speed.(3) curve is a total construction cost curve (s ok curve) for the partial construction costs a differential analysis methods, a figure which indicated the actual value of the construction cost curve, p. construction cost of the scheme said the value curve, the curve between two ver

34、tical distance between construction cost deviation. the method used is the same image analysis, and visual characteristics, but this is very difficult to direct for quantitative analysis of quantitative analysis can play a role.7 currently construction enterprise project cost control analysis of the

35、 current project cost7.1 problems and the causes of the current project implementation after the restructuring projects implemented "five responsibility for the costs," "100 of responsibility for the content of the output value of wages11 and hcontracting indicators kaun various forms

36、 of economic management contract responsibility system. construction projects in the ministry of production 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

37、weak awareness cost management as dispensable. in the past two years the department of grasping items complain, enterprise project appraisal of the indicators, all focus on the production tasks to complete, objective, fueled by such acts. specific indications : 1. in the use of labor, not by post, a

38、ccording 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 and twa also retained his spare time, workers can be indifferent to the production and operation, but the mont

39、hly wages, allowances, bonuses can spend less, artificially expand the expenditure of funds. 2, 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 mate

40、rials and book a difference to thousands of dollars, tens of thousands 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 accessori

41、es not review, bad on the other, very few people to repair; fill empty fuel consumption result was secretly putting the oil sold. 3. construction machinery efficiency is not high (example : monthly leasing machinery and equipment), less to him, usually poor maintenance. with mechanical equipment fai

42、lure 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 examination on the induction training mechanical damage to the non-normal, impact of the construction

43、progress. 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 nothing to

44、do with them, only focused on the hproduction tasks are completedh and contracting profit and loss/ the groups have a "negative effect.11 therefore, project to mobilize the full participation of the ministry of cost control, deepening of the project cost management imperative.7.2 project depart

45、ment analysis of the reasons for the losses as a project of building products commodities direct producers, both under the contract and construction drawings, self-regulating organizations of the construction authority, construction of that arrangement, the deployment of personnel, materials, equipm

46、ent parts procurement, custody, use, consumption, safety, quality of management with a measure of autonomy; but also by contracting, design, enterprises and other projects related to the construction of the units affected and constrained. in addition, geological and climate changes, design changes,

47、but on objective factors of the construction projects have a significant impact, and all of the above factors will affect the cost of project expenditures. l subjective reasons lost control of the cost of the so-called subjective reasons, refer to the project, can not dispose of any external influen

48、ce on the control of the costs, as mentioned above the project with the ministry of construction for the autonomy of the cost, mainly include the following aspects :（1） no strict cost control of the overall goal or no cost control goals. most of the loss items department head, there is no cost contr

49、ol goals. although some but not strictly enforced, thus the cost of the project is out of control.（2） materials, spare parts planning, procurement, inspection, custody, out of the reservoir, consumption of the system is not sound, the loss of the item, the purchase of materials and accessories unpla

50、nned phenomenon abound, procurement lies in the number of project managers even material, the result is bound to lead to a backlog of material, cost overruns. as the project is difficult to grasp the department of the relatively reasonable price information for the procurement of materials not calcu

51、lated the cost of capital, so that the item purchased a large quantity of high-value materials, some items of no transceiver system, the purchase of materials unmanned testing, no more physical account, which can not be kept out and the. particularly aggregate, tile, etc. to build. some project the

52、ministry never specialized departments managed to purchase substituting consumption; serious or even false invoices for reimbursement of materials. projects not on the scale expected, the number of construction workers to be the number, the result of multiple materials is not a waste of throwing at

53、the site, the site is being sold secretly staff, many can recall no more waste management. contract measures are incomplete. projects within the ranks of the contract is not be supporting management measures implemented after contracting loopholes 100, resulting in cost overruns. for example, some c

54、ontracting for the completion of the mission and the number of wages, but the consumption of materials and equipment use, maintenance is not explicitly required to form the contracting not-included, the surplus excluding packet loss, some contracting program, though reasonable, but pricing is not ti

55、mely, not in accordance with the contract or program honored so that the contractor could not continue.(4) sub-loopholes. projects contingent on the labor subcontractor, the contracting not-included, to allocate more projects; or sub-unreasonable price; or the extensive use of sub-teams, resulting i

56、n super funds arrears sub-teams such phenomena occurring; or to link a number of external units, all lead to the rehabilitation costs are all linked by the department of the project.(5) serious quality problems, serious losses project department, almost all relatively serious quality problems, resul

57、ting in rework, repair, it seems a repetition of construction, increase the costs of construction. for example, in the bridge construction, there is the basis sank, pier deflect such phenomena. construction equipment utilization rate is not high. some of the projects undertaken projects a loss what

58、to do, to ensure uninterrupted construction, acquisition or blind items transferred from other large equipment reserve, even bought some of the projects do not require the equipment, resulting in long-term suspension equipment.，(7) construction unreasonable arrangements. during the construction proc

59、ess, the project was not in a reasonable allocation of manpower, materials, equipment and other resources, lead to a waste of sabotage work; construction of the manufacturing arrangements unreasonable to step in to complete the actual conduct of the second, three complete, the resulting redone, and so on.(8) more accidents, the loss of the item, most of the projects have occurred in the department of varying degrees of security incidents and minor injuries affected employees work injuries have affected staff work, also the cost of medical expenses, but can