After China's entry into WTO, the highway engineering construction market will face more intense competition. On the one hand, China will open its market and allow more foreign enterprises to enter China. On the other hand, China enterprises will go abroad and fully participate in the international construction market. The competition in the international and domestic markets will be unprecedented. As a service trade, project cost management will undoubtedly be brought into the process of international economic integration, but as far as the competitiveness of this industry is concerned, it is far from meeting the requirements of post-WTO competition, and many links are far from the provisions of WTO. Therefore, our engineering cost practitioners are required to constantly explore and practice new ideas and new contents of engineering cost management and reform, so as to promote its gradual integration with the international community and ensure that engineering cost management will enter a sustained, stable and healthy development stage in the future. First, the existing problems of the current project cost management system 1. Cost management is fragmented and poorly coordinated. From the perspective of capital construction procedures and China's management system, the whole process of construction projects is divided into investment decision-making stage, construction project contracting stage and construction implementation stage. Highway engineering cost should be priced separately in stages, and investment estimate, design estimate, construction drawing budget and completion settlement should be worked out respectively. Its competent departments are the Planning Commission, the Communications Department and the Construction and Development Corporation. Relevant government departments have their own methods and rules and regulations. Objectively, the connection and coordination between the two are not enough, and the documents are often inconsistent, which indirectly leads to serious problems such as "three excesses" (settlement over budget, budget over budget, budget over investment estimation) and so on. The main reason lies in the unsmooth and uncoordinated management system, unsynchronized and uncoordinated reform, and the shackles of traditional concepts and conformism, which have not formed a unified and coordinated project cost management. 2. The project cost pricing model does not meet the needs of the market economy. The characteristics of the current project pricing model can be summarized as a word "fixed", that is, fixed quota. In short, the engineering cost practitioners calculate the engineering quantity according to the engineering drawings, and then set a fixed unit price to get the engineering cost. This poet model played a certain role in the planned economy era, but at present it can't meet the needs of market economy development and further opening up the market, exposing more and more disadvantages; First, it is not conducive to the transformation of government functions. Highway engineering is a general competitive industry, but the most important factor in the highway construction market-price has obvious administrative color, that is, the government pricing color is too strong. The government's control and intervention in project cost is reflected in the offside of government power under the condition of market economy. Second, it is not conducive to the full competition of micro-subjects. As the main body of market competition, enterprises are not the main body of product pricing. The practice of charging project cost according to enterprise qualification grade or project category and pricing according to social average labor level hinders enterprises from participating in complete market competition and inhibits their creativity, thus restricting their rapid development and growth under market economy conditions. 3. The consciousness of comprehensive management in the whole process of construction project cost is weak. At present, most of the project cost management in China is a phased management model, and people in the industry generally lack the awareness of comprehensive management of the whole process of construction project cost. Furthermore, the construction unit, design unit and construction unit lack unified cost management objectives and mutual communication. The construction unit started from the subjective will at the project establishment stage, lacking scientific argumentation and underestimating the project establishment, resulting in the gap. Although the design unit made the project budget estimate in the design stage, even refined it to the budget, due to the lack of control constraints of the design cost index, the design is conservative and the investment is high. Entrusted by the project owner, the supervision unit is often limited to the quality and progress management in the construction stage, and rarely participates in the investment decision analysis. Supervisors are only responsible for the quality and progress of the construction process, but pay little attention to the cost, especially when it comes to engineering changes and on-site visas, which can not effectively consider the quality, progress and economy. It has directly led to the long-standing phenomenon of "three overloads" in China's construction projects, which has seriously troubled the investment benefit management of construction projects.

Some suggestions on the reform of highway engineering cost management. Reform the cost management system and straighten out the relations between all parties. For a long time, the cost of highway construction projects in China has been managed by relevant government departments in stages, so it is necessary to straighten out the relationship between all parties. Ensure the continuity of cost management at all stages. Establish a necessary and regular system of coordination and contact between relevant departments, ensure the convergence of standards and indicators, support each other in management system, avoid the phenomenon of "three excesses" in engineering construction investment, and ensure the realization of investment objectives. After China's entry into WTO, it should be in line with international practice. Therefore, the transformation of project cost management should be completed gradually in recent years to meet the requirements of international economic integration. In particular, the relevant administrative departments of the government should not only change their functions, but also strictly enforce the law, shoulder their respective responsibilities, check at different levels, reduce administrative intervention, ensure that the project cost management works run according to the rules and smoothly realize the smooth integration with international practices. 2. Change the guiding ideology of project pricing and establish the pricing model of market economy. The guiding ideology of project pricing should be based on the requirements of the current market economy development, and realize the transformation from planned pricing to market pricing. That is, the reform of project cost management should be market-oriented, that is, in order to finally establish a mechanism for forming project prices by the market and realize the integration with international practices. Market-oriented project cost management reform does not oppose the consumption standard part of quantity in quota, but opposes the binding of "price" and "quantity" in quota to form quota unit price. Therefore, the relevant government cost departments should return the offside right to the market and enterprises, truly change their functions, separate the fixed quantity from the price, and make consumption a national standard; In order to make price become market information, we should implement the principle of "quantity" rather than "price" for quota. For consumption, engineering cost management institutions at all levels should carefully formulate statistical samples, carefully sample and carefully compile, so that the standard of fixed consumption can truly meet the development level of productive forces and truly reflect the actual construction technology and management level in China. The so-called pricing model of market economy is to formulate unified engineering quantity calculation rules throughout the country and give the consumption standards of each project under the unified project division. When inviting tenders, the tenderee provides the bill of quantities, and each tendering unit (contractor) makes an independent quotation according to the strength and competitive strategy of its own enterprise, so that the enterprise truly becomes the pricing subject in the market, and the owner chooses the best through the project contract, making the quotation legal. If there is any inconsistency with the bidding documents or contract provisions or changes in engineering quantity during construction, claim compensation according to the facts. This pricing model is an international practice. We should learn from its implementation in China and combine the current situation of China's project cost industry to establish and implement a project pricing model that conforms to the operating rules of market economy and has China characteristics, and gradually realize the goal of integrating China's project cost management reform with international practices. 3. Strengthen the awareness of the whole process management of project cost, and pay close attention to the implementation of cost management in design, bidding and construction stages. When analyzing and studying the problems of highway engineering cost control and management, it is necessary to make a comprehensive study in connection with each stage of its formation process, and establish the idea and system of comprehensive management of the whole process of engineering cost, so as to effectively control the engineering cost in each stage and ensure the realization of the overall goal of the project. Third, the conclusion of the reform of project cost management should first reform the project cost management system, straighten out the relationship between relevant government departments, and make them connect with each other. Run smoothly; Gradually establish a project cost pricing model that is compatible with the market economy; Through the operation of the market price mechanism, a unified, coordinated and orderly comprehensive management system for the whole process of project cost will be formed, so as to achieve the purpose of rational use of investment, effective control of project cost and optimal investment benefit, and gradually establish a project cost management mechanism that is not only suitable for the socialist market economic system, but also in line with China's national conditions and international practices.

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