青岛凯悦国际大厦项目施工成本管理研究

发布时间：2018-02-11 02:42

本文关键词： 项目责任成本质量成本成本管理 4BS技术即时控制　出处：《青岛理工大学》2013年硕士论文　论文类型：学位论文

【摘要】：工程项目的成本管理,是工程项目管理的核心任务。作为承包商而言,项目成本管理的不足主要体现在项目部只管生产任务的完成,成本意识淡薄、机械设备完好率、利用率低,使用费高、安全事故较多、间接费用控制不力以及分包工程存在漏洞。尤其是对质量成本、进度成本和安全成本缺乏监控,导致生产成本额外增加。本论文针对我国目前工程总承包商项目管理的现状、存在的问题以及成本目标控制这一重要问题进行了深入研究,目的是为不断提高我国工程总承包企业的项目管理水平,提升盈利水平,增强我国建筑企业的竞争力,促进企业持续、有序发展,提供有益的借鉴和指导；其实用价值在于促进施工企业对质量成本、进度成本、安全成本、资源节约、和环境保护等关乎企业长远发展问题的重视,并切实采取措施改进自身在这些方面的不足。本文主要创新点在于： (1)运用“标价分离”管理方法,在确定项目责任成本的基础上,统筹进度、质量等的控制措施,层层分解成本指标,以责任成本控制为切入点,结合进度成本、质量成本控制,进行全方位的施工项目成本管理。 (2)运用WBS-OBS-CBS-TBS关联组合(4BS技术),通过项目的工作分解与成本分解相结合,同时进一步将成本分解与组织分解和时间分解相结合,利用进度计划、成本计划、质量计划实施及责任分解的同步比照,实现了偏差分析的即时性和责任的明确性,提升了施工成本计划动态控制的效能。 (3)利用4BS技术,将定期的(周、月、季)实施状态信息数据采集改进为按工作子项作为里程碑和定期相结合进行实施状态信息数据采集,大大提高了施工项目成本管理和进度、质量控制的即时性和实效性。
[Abstract]:The cost management of engineering project is the core task of project management. As a contractor, the shortage of project cost management is mainly reflected in the project department is only concerned with the completion of production tasks, weak cost awareness, mechanical equipment completion rate, Low utilization rate, high usage rate, high safety accidents, weak overhead cost control and loopholes in subcontract project, especially lack of monitoring of quality cost, schedule cost and safety cost, lead to extra production cost. This paper has carried on the thorough research in view of the present situation, the existing problem and the cost target control of the project management of the general contractor in our country, in order to continuously improve the project management level of the project general contractor enterprise of our country. Improve the level of profit, enhance the competitiveness of Chinese construction enterprises, promote the sustained and orderly development of enterprises, provide useful reference and guidance, its practical value lies in promoting construction enterprises to quality cost, schedule cost, safety cost, resource saving, And environmental protection and other issues related to the long-term development of enterprises, and take practical measures to improve their own shortcomings in these areas. The main innovation of this paper is:. 1) using the "price separation" management method, on the basis of determining the project responsibility cost, coordinating the control measures of progress, quality, etc., decomposing the cost index layer by layer, taking responsibility cost control as the starting point, combining schedule cost, quality cost control, etc. Carry out all-round construction project cost management. (2) using the WBS-OBS-CBS-TBS association combination of 4BS technology, through the project work decomposition and cost decomposition, at the same time, the cost decomposition and organization decomposition and time decomposition, the use of progress plan, cost plan, The simultaneous comparison between the implementation of quality plan and responsibility decomposition realizes the immediacy of deviation analysis and the clarity of responsibility, and improves the efficiency of dynamic control of construction cost planning. 3) using 4BS technology, the implementation status information data collection of regular (week, month, season) is improved to carry out implementation status information data collection according to work item as milestone and regular combination, which greatly improves the cost management and progress of construction project. Timeliness and effectiveness of quality control.
【学位授予单位】：青岛理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：TU723.3

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