基于集成管理的建设项目全过程造价咨询业务研究

发布时间：2018-01-28 05:45

本文关键词： 全过程造价管理造价咨询集成管理　出处：《重庆大学》2013年硕士论文　论文类型：学位论文

【摘要】：随着我国国民经济的蓬勃发展，固定资产投资不断增长。但长期以来，我国固定资产投资领域的造价管理普遍存在只注重事后控制而不注重事前、事中控制的现象。建设项目具有建设周期长、组成内容复杂等专业技术特点，，面对如此复杂的造价管理对象，“事后审核”的传统造价管理方式难以有效地控制工程造价，造成固定资产投资失控的现象层出不穷，远远不能满足业主对投资控制的需求。工程造价咨询企业推出的建设项目全过程造价咨询业务能够对工程造价进行有效的控制，因而受到业主的普遍欢迎。但现阶段，我国工程造价咨询企业在开展建设项目全过程造价咨询业务时存在很多问题，如建设项目全过程造价咨询业务的实施还是以实现分阶段为目标，信息不能充分的传递，咨询工具和方法的使用比较单一，缺乏完善的造价咨询信息平台，没有系统的对建设项目全过程造价咨询业务中存在的问题及控制对策进行全面深入的研究等，这些问题极大影响了我国工程造价咨询企业实施建设项目全过程造价咨询的业务水平。因此，全面总结并分析建设项目全过程造价咨询业务中存在的问题，利用集成管理的理论及方法来完善建设项目全过程造价咨询业务的控制对策，从而提高工程造价咨询公司实施建设项目全过程造价咨询的业务水平，是文章研究的出发点和目的。首先，文章从从业人员、造价咨询公司、行业规范及参与方层面总结并分析了建设项目全过程造价咨询业务中普遍存在的问题，并分别从过程集成管理、要素集成管理、参与方集成管理及知识集成管理的视角提出应对这些问题的控制对策；其次，文章还详细介绍了J造价咨询公司运用上述研究成果进行建设项目全过程造价咨询的一个典型案例，将集成管理应用到建设项目全过程造价咨询业务的实践。通过上述研究，过程集成管理可以解决目前全过程造价咨询业务分阶段、信息传递不充分的问题及工程造价咨询公司管理不到位等问题；其次，要素集成管理可以解决工程造价咨询公司仅从成本角度考虑控制全过程造价等问题；再次，参与方集成管理可以解决各参与方缺少配合、行业缺少规范等问题；最后，知识集成管理可以解决从业人员知识水平低等问题。文章为工程造价咨询公司提高建设项目全过程造价咨询的业务水平提供一些建议，为其他学者对建设项目全过程造价咨询业务的后续研究提供一些借鉴。
[Abstract]:With the vigorous development of our national economy, the fixed assets investment is increasing, but for a long time, the cost management in the field of fixed assets investment in our country has always paid attention to the control after the event rather than the advance. Construction project has the characteristics of long construction cycle, complex composition and other professional technical characteristics, facing such a complex object of cost management. The traditional cost management method of "afterwards audit" is difficult to control the project cost effectively, resulting in the phenomenon of losing control of the fixed assets investment in endlessly. It is far from meeting the demand of the owner for investment control. The whole process cost consulting business of the construction project launched by the engineering cost consulting enterprise can effectively control the project cost, so it is generally welcomed by the owner. However, at this stage, there are many problems in the construction project cost consulting business in our country, such as the implementation of the whole process cost consulting business of the construction project is still to achieve the goal of stages. Information can not be fully transmitted, the use of consulting tools and methods is relatively simple, the lack of a complete cost consultation information platform. There is no systematic and in-depth study on the problems and control countermeasures in the whole process of construction project cost consultation. These problems have greatly affected the construction cost consulting business level of the whole process of construction project cost consulting enterprises in our country. Therefore, the problems existing in the whole process cost consultation business of construction project are summarized and analyzed comprehensively. The theory and method of integrated management are used to perfect the control countermeasures of the whole process cost consulting business of construction project, so as to improve the business level of implementing the whole process cost consultation of construction project in the engineering cost consulting company. It is the starting point and purpose of the article. First of all, the article summarizes and analyzes the common problems in the whole process of construction project cost consulting business from the aspects of practitioners, cost consulting companies, industry norms and participants, and respectively from the process integration management. The factors integrated management, the participants integrated management and the knowledge integration management are analyzed. The control countermeasures are put forward to deal with these problems. Secondly, the article also introduces a typical case of cost consultation in the whole process of construction project by J cost Consulting Company. The integrated management is applied to the practice of the whole process cost consulting business of the construction project. Through the above research, the process integrated management can solve the current whole process cost consultation business in stages. Insufficient information transmission and engineering cost consulting company management is not in place; Secondly, factor integrated management can solve the problem that engineering cost consulting company only considers controlling the whole process cost from the point of view of cost. Thirdly, the integration management of participants can solve the problems of lack of cooperation among participants and lack of standardization in the industry. Finally, knowledge integration management can solve the problem of low knowledge level of practitioners. This paper provides some suggestions for engineering cost consulting company to improve the whole process of construction project cost consulting business level. It provides some reference for other scholars to study the whole process cost consulting business of construction project.
【学位授予单位】：重庆大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：TU723.3

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