《建设单位加强工程造价控制与管理的方法-中英(共7页).doc》由会员分享，可在线阅读，更多相关《建设单位加强工程造价控制与管理的方法-中英(共7页).doc（7页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、精选优质文档-倾情为你奉上On the construction unit how to strengthen the project cost control and managementONE,construction phase of the project investment decision-making According to statistics, in various stages of project construction, the investment decision-making stage of the highest degree of influence
2、of project cost can be achieved by 70% -80%. Therefore, the investment decision-making phase of cost control is to determine the basis of project cost, which directly affects the various construction phases of project cost control is reasonable. 1. Actively carry out preparatory work before the proj
3、ect decision-making and seriously to collect relevant information, such as equipment operation, equipment, technical parameters need to be addressed and so on. 2. According to market demand and development prospects, rationally determine the scale of construction and construction standards. 3. Scien
4、ce in the project-benefit analysis, preparation of project investment estimates. Investment should be based on estimates prepared, meticulous as far as possible, and seek investment estimation as comprehensive as possible from the reality, take full account of the construction process may occur in a
5、 variety of situations and adverse effects of factors on the project cost, consider the market situation and the construction period reserve price fluctuations factor, so that investment is largely in line with reality, and leave room. To make the investment to play a real control of estimating the
6、total project investment. TWO,construction project design stage Studies have shown that engineering design fees, although it accounted for 3% of construction costs -5%, but the impact of its project cost may exceed 75%. The design phase of the project cost management is the management of the entire
7、project cost a decisive part. 1. To develop construction project investment objectives of the plan. In the construction plans often encounter this situation: in structure, number of storeys, geological conditions are similar cases, the designers used different base and upper part of a larger differe
8、nce between concrete and steel consumption, some of the design safety factor greatly exceed the design specifications, thus causing a lot of investment waste. Thus, with the practical objective of the capital projects planning, so that designers focus on engineering design quality and functionality
9、at the same time, will also be project investment as a design control objectives. 2. To carry out activities such as technical and economic analysis, coordination and cooperation to make the design sought to rationalize the design unit. 3. Optimum design to meet the revenue requirement of the capita
10、l projects. Preliminary design is complete, the construction unit should organize the relevant experts to design optimization, so that the final design of both the scientific and economical. 4. Vetting budget estimate, suggest improvements. The design phase and construction drawing budget estimates
11、for a full and accurate, try not to Lou Xiang, without leaving any gaps, and to consider a variety of price fluctuations enough. THREE.the implementation phase of construction project Construction units in project implementation stages of the project cost control and management of the focus of manag
12、ement from the bidding, construction management, billing management of three parts to this. 1. Tender Management Construction project bidding system is a construction unit cost efficient means of control engineering, in The Peoples Republic of China Zhaotoubiaofa promulgation and implementation of p
13、ublic bidding activities in the actual operation is more standardized, and the legal system. The construction unit to take full advantage of this effective competition in the bidding by means of project cost control, tender documentation, specifications, rigorous becomes particularly important. Tend
14、er documents must be clear project addresses, on-site conditions, status, project outline, the scope of project tendering, project contracting methods based on valuation, engineering, advance payment and settlement progress payments, schedule quality requirements, technical requirements, evaluation
15、rules, tender, bid opening , evaluation time, tender offer requirements, the contract price is determined, tender compliance requirements, the main terms of the contract, construction drawings and drawings Mixed flow map; A content, BOQ and other substantive contents of the other bidders but also a
16、clear unified pricing caliber, unified measurement basis for a reasonable price, etc. The general terms in order to choose the right construction unit signed tight construction contracts, so as to enhance the quality of the tendering exercise. 2. Construction Management The project construction phas
17、e, due to engineering design has been completed while the volume has been completely specific, and completed the construction of the tendering exercise and to enter into an engineering contract. According to statistics, the impact at this stage the possibility of project cost only 5% 10%, saving the
18、 possibility of investment has been small, but the project investment has mainly occurred in this stage, the possibility of a wasted investment is very large, so , the construction unit should focus on construction site management should be strengthened to eliminate wasteful investment. Strengthen t
19、he construction site management, the construction unit should primarily do the following areas: (1) to strengthen the unit on-site construction management personnel, engineering and technical personnel of the economic concept, quality education, develop their pragmatic working style, and actively as
20、sist with the supervising engineers do engineering quality, duration, safety oversight at the same time, fully emphasis on the importance of investing to save. Also in this stage, the construction unit should also actively cooperate with the construction side to assist its doing a good job of constr
21、uction organization design, reasonable arrangements for personnel, finance, materials, and speed up the construction speed, improve project quality. Case concerns the issue should be promptly get in touch with the designer, select both the scientific and economically feasible alternatives. (2) The c
22、onstruction unit should strengthen on-site construction management, supervision and construction side according to the drawings, and strictly control the project from the construction side changes, material substitution, on-site visa, extra labor and all kinds of extra-budgetary costs, the absence o
23、f exceptional circumstances resolutely refused to make design changes . If it is necessary, it is best to do the first budget, after spending money on the necessary engineering changes to the budget by professional staff and construction side at that time should increase or decrease in the amount be
24、 settled at any time increase or decrease in the amount of project cost control. To avoid the backlog piled up, uncertainty about. Relevant personnel to supervise the construction side doing all kinds of records, particularly records of concealed works and visa work, to reduce settlement time of buc
25、k-passing phenomenon. (3) the control of project cost control is the main material prices, the market economy the supply of building materials to provide multi-channel, materials, prices of many species, the construction unit budget, personnel and on-site management personnel should pay close attent
26、ion to market conditions, master Materials Information price and purchase affordable building materials, and construction company co-management, so that a reasonable control of project investment. 3. Settlement Management Settlement completion of the project management work should mainly be doing a
27、good job in the following areas: (1) strict the examination volume, under the construction contract requirements, the construction design changes arise in the process, on-site visa review, no more cost-effective or calculated according to calculation rules to require auditors of the construction dra
28、wings, site conditions, the existing fixed in the budget instructions, rules, calculation rules are clear, and must have a specified account. (2) The audit sub-correctness, not repeat the column entries, auditing personnel drawing the contents of fixed lines and fixed the division of the elements co
29、ntained in the project must be very familiar with, and should be convincing. (3) review the project unit, and some ambiguous projects, one shall be arbitrarily pick the highest value, and should be consistent with the actual situation of the missing items shall be arbitrarily fixed overestimated, in
30、 line with the actual situation of the scene sub-folding calculations. If digging side of this as an ordinary soil and can not set a fixed set of three types of soil, steel forming and transportation is key to be listed according to the site circumstances, and self-compiled to add a fixed cost price
31、 should be realistic and get management approval. (4) The audit fee of procedures and accuracy, not repeat to take charge. Audit personnel must state the existing economic policy and management in this region and the various costs of the relevant provisions contained in the content is clear, such as
32、 the cost of the fixed, the other direct costs and lump-sum payment of construction drawing budget contains what must be very clear, such as the have been taken into account lump sum payments, you should not count other direct costs of materials, secondary handling charges. (5) audit finished, prepa
33、red in accordance with the actual completion of settlement reports, analyze the utilization and investment, to analyze the reasons for cost overruns, sum up experiences and lessons to improve future work. To sum up, project cost control and management is a dynamic process. Changing market economy, m
34、aking the identification and control of project investment has become more complex, the construction units should always control the cost of the economic-minded to play first-hand information on the advantages of careful analysis and make full use of the building cycle of important information , gra
35、sp the pulse of the market economy to maximize return on investment in construction funds.建设单位加强工程造价控制与管理的方法一设项目投资决策的制定据统计，在项目建设各阶段，阶段，对工程造价的影 响程度最高的投资决策阶段可以达到70-80。因此，成本控制投资决策阶段 是确定项目的成本，把直接影响到工程成本控制的施工阶段作为基础是合理的。1.积极开展项目前的决策，认真收集，如设备操作，设备，技术参数有关的 信息，需要加以解决的筹备工作等。2.根据市场需求和发展前景，合理确定建设规模和建设标准。 3.科学的项
36、目效益分析，项目投资估算编制。投资估算应准备的基础上， 尽可能细致，寻求全面，尽可能从实际投资估算为，利用施工过程中充分考虑到 可能出现的各种情况和对项目成本因素的不利影响， 考虑市场的情况和建设时期 二.建设项目设计阶段的研究表明，工程设计费，虽然它占建筑成本的3-5， 但其工程成本的影响可能超过75。该项目的设计阶段成本管理是整个项目的 管理成本的决定性作用。 1.要加强施工项目的计划投资目标。 在建设规划经常遇到这种情况： 在结构， 层数，地质条件类似的情况下，设计者采用了不同的基础和一间混凝土和钢材消 费量较大差别，上部设计安全因素溢出大大超过设计规范，从而造成了投资的浪 费很多。因此
37、，随着资本项目的具体目标，规划，使设计人员集中在同一时间对 工程设计质量和功能，也将作为一个设计项目的投资控制目标。 2.如要进行技术和经济分析，协调与合作活动，使设计力求合理化。 3.优化设计，以满足资本项目的收益要求。初步设计完成后，建设单位应当 组织有关专家进行优化设计，使双方的科技和经济的最终设计。 4.审批财政预算，提出改进意见。在设计阶段和施工图的充分和准确，尽量 不要娄西昂概算，不留任何空白，并考虑足够的各种价格波动。 第三，在建设项目工程造价控制和管理的招投标，施工管理的重点管理项目的实 施阶段，建设单位实施阶段，计费管理，这三个部分。一。建设工程招标投标管 理系统是建设单位控
38、制工程成本的有效手段在人民对中国招投标法颁布和 实施公开招标活动的共和国，在实际操作更加规范，法制。建设单位要在通过这 个项目的成本控制手段充分利用有效的竞争投标，投标文件，规范，严谨变得特 别重要。投标文件必须明确的项目地址，现场条件，地位，项目概述，项目范围的招标，工程承包方式的基础上估价，工程预付款和结算进度付款，进度质量要求，技术要求，评价规则，投标，开标，评价时间，投标报价要求，合同价格是 确定的，符合要求的投标，合同，施工图纸及图纸混合问答内容，工程量清单和 其他投标人的其他实质性内容，但主要条款还明确统一定价口径，统一为一个合 理的价格，计量基础等方面的一般，以选择合适的紧张施工
39、建设单位签订合同， 以加强投标文件的操作效果。2。项目建设施工管理阶段，由于工程设计已完成， 该卷已经完全明确，完成了施工招标和签订了工程合同。据统计，在这一阶段工 程造价只有5 10的可能性的影响，节省了投资的可能性已经很小，但该项 目的投资，主要发生在这一阶段，浪费投资的可能性是非常大，因此，建设单位 应当在施工现场管理的重点应加强，以消除浪费投资。加强施工现场管理，建设 单位应首先抓好以下几个方面： （1） 加强单位现场施工管理人员， 工程技术人员的经济的概念， 素质教育， 培养他们务实的工作作风，积极协助监理工程师做工程质量，时间，在安全监督 同时，充分重视节约投资的重要性。此外，在这
40、一阶段，建设单位也应积极配合 施工方，以协助其做好施工组织设计工作，对人事，财务，物资合理安排，加快 建设速度，提高工程质量。案件涉及的问题应及时取得联系的设计师，同时选择 科学和经济上可行的办法。 （2）建设单位应加强现场施工管理，监理，施工方按照图纸，并严格控制 在施工方的变化，物质替代项目，现场签证，额外的劳动和各种形式的课外预算 费用，如无特殊情况坚决拒绝进行设计更改。如果它是必要的，最好是做一次预 算后花钱必要的工程变更由专业工作人员和施工方的预算在那个时候， 应增加或 减少的数额在任何时候增加或减少结算项目成本控制额。为了避免积压成堆， 不 确定性。有关人员监督施工方做 （3）工程
41、造价控制的控制是主要的原材料价格，市场经济的建筑材料，以 提供多渠道，材料供应，许多物种的价格的，建设单位预算，人员和现场管理人 员应支付密切关注市场情况，掌握材料信息价格和购买负担得起建材，建筑公 司共同管理，这样才能使项目投资的合理控制。 三.结算管理的解决项目管理工作的完成主要应做好以下方面的工作： 1.严格的考试卷， 根据建筑合同的要求， 在建筑设计中的施工过程出现变化，对现场签证的审查，没有更多的成本，有效或计算规则来计算，要求审计人员对 施工图纸，现场情况 ，现行的预算指示，规则固定，计算规则是清楚的，必须 有一个指定的目录。 2.审计小组的正确性，而不是重复列项，审计人员制定的固
42、定线路和固定的 内容，在项目中的元素师必须非常熟悉，应该有说服力。 3.审查项目单位，以及一些含糊的项目，不得任意取最高值，并应与该名失 踪的项目实际情况相一致，不得任意加以固定高估，与现场实际情况，符合分折 叠计算。如果挖的一面作为一项普通的土壤和无法设定的三土，钢铁，运输型 固定形成一套关键是要根据规范中根据对现场环境， 和每一个固定的成本价格应 该是现实的并得到管理层的批准。 4.程序和准确性审计费，不采取重复收费。审计人员必须在本地区国家现行 的经济政策和管理中所载的有关规定的各种费用 5.审计结束后，按照编写的实际竣工结算报告，分析和利用投资，分析成本 超支的原因，总结经验和教训，以改进今后的工作。 总之，工程造价控制和管理是一个动态的过程。瞬息万变的市场经济，使鉴 定和项目投资控制变得更加复杂， 建设单位应始终控制经济头脑的成本发挥第一 手的资料进行认真分析的优势，使建设周期的充分利用重要的信息，把握市场脉 搏，以最大限度地提高经济建设资金的投资回报。专心-专注-专业