中铁八局房地产公司西子香荷项目成本及进度管理研究

发布时间：2018-07-05 06:32

本文选题：项目管理 + 管理模式　；参考：《吉林大学》2014年硕士论文

【摘要】：随着经济的发展，房地产项目成为国民经济的支柱性产业之一，但是随着国家宏观调控的影响，房地产开发项目的利润率明显下滑，因此加强房地产开发项目的管理水平已经成为房地产企业控制成本、保障企业收益的关键措施。本文的研究就针对这样的研究背景，针对中铁八局西子香荷项目成本及进度管理问题进行了研究，在本文研究的过程中，首先针对中铁八局房地产公司西子香荷项目的成本管理以及进度管理的现状进行了分析，并且深入的探讨了当前管理存在的问题以及形成的原因。其中在成本和进度控制方面存在的问题主要包括如下几个方面：首先在成本管理方面，中铁八局西子香荷项目普遍存在着缺乏完善的责任与权利相结合的成本管理体制、项目成本核算与实际成本脱节、项目工程变更太多，缺乏完善的变更登记管理以及缺乏完善的质量和工期成本控制体系等问题。在实际的项目施工过程中，具体体现为权责利不清，三者之间缺乏联系，导致成本管理机制不健全。项目管理模式陈旧，责任主体不明确、缺乏进度管理意识，人员认识不到位、项目管理手段落后，管理方法推广难度大以及项目评估不准确，变更缺乏控制等问题和原因。在香荷项目进度管理过程中，现代项目管理的先进方法和手段没有得到全面推广和普遍使用，项目的精细化管理水平还很低，导致了工程项目进度控制偏差不能在项目实施过程中得到有效控制、调节和纠正，导致项目进度偏差在最后才被发现，造成整体项目进度的拖期。在项目实施阶段，建设项目的内容变更是在所难免的，变更的提出有多种情况，有使用单位（客户）需求变化提出的变更，有地质勘探与实际情况不符的设计变更，有设计遗漏或国家法规变化的设计变更，也有施工工艺、新材料替代的变更等等，但无论是何种变更，必须要严格地进行管理和控制，特别是会引起投资和工期重大变化的变更，更要严格的进行审核、批准，否则项目的成本、工期控制就会失控。针对分析的结果，从项目成本控制以及进度控制两个方面提出了中铁八局房地产公司西子香荷项目成本及进度改进策略方案，其中在项目成本管理方面强调应该构建西子香荷项目成本控制指标体系，西子香荷项目在建立项目成本指标体系过程中，应当以成本核算涉及到的会计科目为基础。与此同时要完善西子香荷项目成本动态跟踪控制具体内容。首先，西子香荷项目立项时，必须对项目总体成本有一个基本的评估。其次，严格执行项目审批流程，并且持续优化改进审批流程。在项目进度控制方面应该确保进度与范围、成本、质量相协调、其中重点强调了工期管理与范围管理的协调、期管理与成本的协调以及工期管理与质量管理的协调等措施。并且强调实施进度目标绩效奖惩机制等措施。在奖惩设计上应该制订合理的考核目标。工尤其对于进度计划中的关键节点，应当在制订工期目标时着重标示出来，以便及时检查和督促。其次，制订具体且可执行的奖惩措施，，无法实施或者混乱的奖惩措施，不会给工期管理带来实际意义。最后，惩戒额度设计必须保证一定的经济压力，才能有效制约承包商的行为，使其无法忽视延期所带来的经济损失。奖惩额度的设定应当适度，太轻的无法起到激励或制约的效果，太重则很难实施，极易导致承包商为进度放弃质量与安全。进而达到对项目进度的有效控制。通过本文的研究，详细的分析了中铁八局房地产公司西子香荷项目在成本管理以及进度管理方面存在的问题，为企业进一步认清该项目的管理过程中存在的问题，进一步制定出管理方案起到借鉴作用和参考价值。
[Abstract]:With the development of the economy, the real estate project has become one of the pillar industries of the national economy. However, with the influence of the national macro-control, the profit rate of the real estate development project has declined obviously. Therefore, strengthening the management level of the real estate development project has become the key measure for the real estate enterprises to control the cost and guarantee the profits of the enterprises.
This study aims at the research background of this research. In this paper, the cost and schedule management of the eight bureau of China Railway is studied. In this paper, the cost management and progress management of the eight Real Estate Company Xizi project are analyzed, and the current situation is discussed. The problems existing in management and the reasons for its formation include the following aspects: cost and schedule control.
At first, in the cost management, there is a general lack of the cost management system which lacks the perfect responsibility and the right, the project cost accounting disjoins with the actual cost, the project engineering changes too much, the lack of the perfect change registration management and the lack of good quality and time cost control system in the eight bureau of the central railway. The actual project construction process is embodied in the indifference between the power and the responsibility, the lack of connection between the three and the lack of contact between them, which leads to the unsound cost management mechanism. The project management mode is old, the responsibility subject is not clear, the progress management consciousness is lack, the personnel's understanding is not in place, the project management means is backward, the management method is difficult to popularize and the project evaluation inaccurate and the project evaluation is inaccurate. In the progress management process of xiangho project, the advanced methods and means of modern project management have not been popularized and widely used, the fine management level of the project is still very low, which leads to the control deviation of the project schedule control, adjustment and correction in the project implementation process. At the stage of the project implementation, the change of the content of the construction project is unavoidable. There are various changes, the changes made by the change of the needs of the unit (customer), the design changes which are inconsistent with the geological exploration and the actual situation, and the design omission. Or the change of the state laws and regulations changes, there are also construction technology, the replacement of new materials, and so on, but no matter what changes, it must be strictly managed and controlled, especially the change of major changes in investment and construction period, more strict examination and approval, otherwise the cost of the project, the control of the time limit will be out of control.
In view of the results of the analysis, from two aspects of project cost control and progress control, this paper puts forward the strategy plan of cost and progress improvement of Real Estate Company Xizi xiangho project in the eight bureau of China Railway, which emphasizes that the project cost control index system should be constructed in the aspect of project cost management. In the course of the standard system, it should be based on the accounting subjects involved in the cost accounting. At the same time, we should improve the specific content of the cost dynamic tracking control of Xizi xiangho project. First, when the West Zi Xiang project is established, it must have a basic evaluation on the overall cost of the project. Secondly, Yan Ge carries out the project approval process and continues to optimize the improvement. Examination and approval process.
In the project progress control, we should ensure the coordination of progress and scope, cost and quality, which emphasizes the coordination of time period management and scope management, coordination of period management and cost, coordination of time period management and quality management, and emphasizes the implementation of progress target performance reward and punishment mechanism. Work out a reasonable assessment goal. In particular, the key nodes in the schedule should be marked out in order to check and supervise in time. Secondly, to formulate specific and executable rewards and penalties, unable to implement or confuse rewards and punishments, and will not bring practical significance to the management of the time limit. The design must guarantee certain economic pressure to effectively restrict the behavior of the contractor and make it impossible to ignore the economic loss caused by the delay. The setting of rewards and punishments should be moderate, too light to be incapable of stimulating or restricting, too heavy to be carried out, which will easily lead the contractor to give up quality and safety for progress. Effective control of the progress of the eye.
Through the study of this paper, the problems existing in the cost management and schedule management of the eight Real Estate Company West China Bureau of China Railway in the aspects of cost management and progress management are analyzed in detail, which can be used for reference and reference value for further identifying the problems in the management process of the project.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TU72;F299.233.4

【参考文献】