HJ房地产企业L项目成本管理优化策略研究

发布时间：2024-05-29 23:35

　　随着我国改革开放的快速发展,房地产行业也进入高速增长阶段。国家为促进房地产行业健康稳定发展,相继出台多项宏观调控政策及管理办法。对房地产行业来讲,高利润、低风险、大回报的时代已经过去,必须改变过往的经营模式,。重视加强成本管理,严控各项成本费用支出。本文通过对房地产行业背景研究,运用文献综述法、案例分析法等方法进行项目成本管理优化策略研究。以HJ房地产企业L项目为研究对象,运用全生命周期理论、价值工程理论、全面成本管理理论对项目的成本管理环境现状、项目开发各阶段进行研究分析。旨在发现该项目成本管理过程中存在的问题,优化改进企业成本管理,提升企业核心竞争力。L项目成本管理目前存在较多问题,如组织架构不完善、成本管理意思薄弱、制度缺乏更新、缺少责任成本、以及项目开发过程中各阶段存在的成本管理问题。需通过优化研究提出合理解决办法。对L项目一期成本管理工作存在的问题进行梳理总结,吸取经验教训,将研究成果运用到该项目二期的成本管理过程中,避免类似问题再次发生,并进一步总结归纳分析,推广到集团的其他项目成本管理工作当中,对类似的房地产企业提供参考。

【文章页数】：85 页

【学位级别】：硕士

【文章目录】：
Acknowledgement
Abstract
摘要
Chapter1 Introduction
    1.1 Research Background
    1.2 Research Significance
    1.3 Research Methods
    1.4 Thesis Structure,Research Thought
    1.5 Logical Framework
Chapter2 Literature Review
    2.1 Basic Concept of Real Estate Theory
        2.1.1 Cost Concept and Cost Structure
        2.1.2 Process of Real Estate Development and Cost Management
    2.2 Cost Management Theory
        2.2.1 Whole Life Cycle Cost Theory
        2.2.2 Value Engineering Theory
        2.2.3 Comprehensive Cost Management Theory
    2.3 Research Abroad
    2.4 Research at Home
        2.4.1 On the Application of Cost Management Theory
        2.4.2 On the Awareness of Cost Management System
        2.4.3 On the Management and Control in Each Stage of Project Development
    2.5 Summary
Chapter3 Case Description
    3.1 Introduction of HJ Group
    3.2 Introduction of Project L
    3.3 Current Environment of Project L’s Cost Management
Chapter4 Analysis of Problems and Causes of Project L’s Cost Management
    4.1 Problems and Causes of Current Environment of Cost Management
        4.1.1 Imperfect Organizational Structure
        4.1.2 Weak Awareness of Cost Management
        4.1.3 Lack of Establishment and Update of Cost Management System
        4.1.4 Lack of Assessment Mechanism of Refined Responsibility Cost
    4.2 Problems and Causes of Cost Management in Each Stage of ProjectDevelopment
        4.2.1 Incomplete Acquisition of Front-end Land Information
        4.2.2 Over Quota in Planning and Design Stage
        4.2.3 Imperfect Bidding and Evaluation System
        4.2.4 Belated Feedback of Onsite construction Management
        4.2.5 Lagging in Settlement of Time-limited Completion
Chapter5 Improvements of Project L’s Cost Control
    5.1 Establishing Cost Management Environment System from the Perspectiveof Operation
        5.1.1 Improving Organizational Structure
        5.1.2 Strengthening Core Idea of Cost Management
        5.1.3 Updating Cost Management System
        5.1.4 Establishing Assessment Mechanism of Project Responsibility Cost
    5.2 Improvement Measures for Cost Management in Each Stage of ProjectDevelopment
        5.2.1 Improvement Measures for Cost Management in the Front-end Land Acquisition
        5.2.2 Improvement Measures for Cost Management in Planning andDesign Stage
        5.2.3 Improvement Measures for Cost Management in Bidding andEvaluation Stage
        5.2.4 Improvement Measures for Cost Management in OnsiteConstruction
        5.2.5 Improvement Measures for Cost Management in the Settlement ofTime-limited Completion
Chapter6 Conclusion and Prospect
    6.1 Conclusion
    6.2 Limitations
    6.3 Prospect
Reference



本文编号：3984268