盐城G酒店办公综合体项目全过程造价管理研究

发布时间：2018-06-16 16:35

本文选题：综合体项目 + 全过程　；参考：《吉林大学》2017年硕士论文

【摘要】：在工程建设中,工程的造价控制一直是管理中的重点。随着国内工程建设管理的日趋发展与成熟,造价管理的理论、经验也不断的积累与发展,一大批造价咨询公司如雨后春笋般的发展和壮大。但工程造价管理仍是工程管理的一个难点,尤其是以对于非成熟开发商投资建设的工程项目,虽然也引入了专业的第三方造价咨询企业提供造价咨询服务,但从管理思想、管理内容的深度与广度、管理效果来看,与成熟的开发企业相比,仍有相当的差距。本文以盐城G酒店办公楼综合体项目为案例,结合项目全过程造价管理的实施情况进行总结分析,并借鉴本人参与包括绿地、万达等成熟开发企业的造价咨询工程经验,通过案例分析法、归纳总结法、成本分析法、对比分析法等方法,从建设方工程造价管理的立场,全面剖析从全过程造价管理思想、各个阶段造价管理存在的问题,以及项目所采取的措施,及项目造价管理的成效等内容。全过程造价管理的核心思想应体现两个方面,首先它是涵盖了从项目设计、招标、施工、竣工等每一个阶段的管理工作,而且造价管理工作越是提前,则对于造价管理的成效越是显著;其次造价管理不仅限于“造价”工作本身,不仅限于算量、计价等基础的造价工作,而是在任何一个阶段,都与工程管理的质量目标、进度目标等其他环节息息相关,造价管理工作如果脱离了其他的目标管理,不能从项目的最大价值出发,将是片面甚至是错误的。在本项目中,造价管理存在的主要问题主要表现在以下几个方面:建设方对于全过程造价管理理解或执行力不够,以致在设计前期阶段的造价管理工作有缺失、造价咨询公司进场滞后;在招标阶段又不能从工程进度、质量、造价来全面考虑而决策,以致在后期项目实施中的留有造价管理的纠纷和矛盾;在施工的前期阶段,对于项目的造价控制目标动态跟踪管理不力,未能做好过程结算工作,这些都回对最终的造价控制预埋隐患。任何一个阶段的造价管理工作不到位,都将会对本阶段以及下一个阶段的造价管理带来困难。本项目虽然竣工结算尚未启动,但通过在实施过程中的不断纠偏,包括项目造价控制目标的合理确定、部分设计方案的价值工程比选、招标环节的查漏纠偏、施工过程中的造价管理程序的制定和BIM技术的造价管理应用等措施,使实施过程中的造价管理逐步规范而有序,对于各个阶段遗留的风险和问题也得到有效的管理和控制,工程总体造价目标的控制也将有保障。通过对本项目全过程造价管理实施情况、采取措施、成效的总结与分析,以及实施过程中的管理方法的探索与尝试,希望能对于类似项目的工程造价管理有所借鉴和参考。
[Abstract]:In the engineering construction, the project cost control has been the focal point in the management. With the development and maturity of domestic engineering construction management, the theory and experience of cost management have been accumulated and developed constantly, and a large number of cost consulting companies have mushroomed. However, engineering cost management is still a difficult point in engineering management, especially for the construction projects invested by non-mature developers, although professional third-party cost consulting enterprises are also introduced to provide cost consulting services, but from the perspective of management, The depth and breadth of management content, management effect, compared with mature development enterprises, there is still a considerable gap. This paper takes the complex project of G hotel office building in Yancheng as a case, summarizes and analyzes the implementation of cost management in the whole process of the project, and draws lessons from the experience of cost consulting engineering of the mature development enterprises, such as green space, Wanda, etc. Through the methods of case analysis, summing up, cost analysis, comparative analysis and so on, from the standpoint of construction cost management of the constructors, this paper comprehensively analyzes the problems existing in the whole process cost management, the cost management in each stage, and so on. And the measures taken by the project, and the effectiveness of project cost management and so on. The core idea of cost management in the whole process should be reflected in two aspects. First, it covers the management work in every stage, such as project design, bidding, construction and completion, and the earlier the cost management is, The more effective the cost management is, the more significant the cost management is; secondly, the cost management is not limited to the work of "cost" itself, not only to the cost work based on the calculation quantity and valuation, but also to the quality objectives of the project management at any stage. Progress goals and other links are closely related. If the cost management work is divorced from other objective management, it will be one-sided or even wrong to start from the maximum value of the project. In this project, the main problems of cost management are shown in the following aspects: the constructors do not understand or execute the cost management in the whole process, so that the cost management work in the early stage of design is lacking. The cost consulting company is lagging behind in entering the field; in the bidding stage, the project progress, quality and cost can not be considered in an all-round way, so that there are disputes and contradictions in the cost management in the later stage of the project implementation; in the early stage of construction, there are still disputes and contradictions in the cost management during the early stage of construction. For the project cost control target dynamic tracking management is weak, failed to do a good job in the process of settlement work, these are the final cost control embedded hidden dangers. Any stage of cost management is not in place, will bring difficulties to the current and the next stage of cost management. Although the completion and settlement of the project has not yet been started, through the continuous correction in the implementation process, including the reasonable determination of the project cost control objectives, the value engineering comparison and selection of some design schemes, and the checking and correcting of the tendering links, The establishment of cost management procedures in construction process and the application of BIM technology in cost management make the cost management in the implementation process gradually standardized and orderly, and effectively manage and control the risks and problems left over in each stage. The control of the overall cost of the project will also be guaranteed. Through the implementation of cost management in the whole process of the project, taking measures, summing up and analyzing the effectiveness, and exploring and trying the management methods in the course of implementation, it is hoped that it can be used for reference and reference for the project cost management of similar projects.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：TU723.3

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