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Discussion on cost management method of construction project

Source: China Paper Download Center.

[07-01-1713: 38: 00] Author: Li Meiyun Editor: studa20

In China, the cost management of construction projects is usually divided into six interrelated links, namely, cost prediction, cost planning, cost control, cost accounting, cost analysis and cost assessment; Through the in-depth discussion of the above four links, this paper points out the shortcomings of project cost management in China, and points out that project cost management is an important link for enterprises to survive and develop in modern competition. Firstly, the important role of cost forecast in cost management is analyzed. Cost forecast is the basis of cost planning, which provides a basis for formulating scientific and reasonable cost control objectives. Secondly, the important role of cost control and the important relationship between cost control and cost forecast are discussed in detail. The content of cost accounting is expounded again. Strengthening project cost accounting is the objective need of the development of construction project cost management. Finally, the article briefly introduces the cost analysis. Cost analysis is an important part of cost management. In the analysis content, it breaks through the method of analyzing the production process of products and is limited to economic factors. It is necessary to expand the analysis object to the whole process of production and operation and go deep into the technical field. In the aspect of analysis function, the analysis focus shifts from evaluating the implementation of cost plan to cost-benefit analysis. In short, for construction enterprises, the competition between enterprises will gradually transition from product quality competition to price competition. Strengthening project cost accounting, reducing costs and increasing efficiency will become the long-term business strategy of most enterprises.

Construction project cost is a concrete form of cost. In the construction project management, the sum of the labor cost, material cost, construction machinery use fee, other direct costs and management fees incurred by the project manager for organizing the project construction is the project cost. Limit the occurrence range of the cost to a certain project, excluding the operating expenses, profits and taxes during the construction enterprise. It is the project manager who organizes personnel to carry out cost accounting and control. In China, the cost management of construction projects is usually divided into six interrelated links, namely, cost prediction, cost planning, cost control, cost accounting, cost analysis and cost assessment.

2 cost forecasting in cost management

Cost forecast is the basis of cost planning, which provides a basis for formulating scientific and reasonable cost control objectives. Therefore, cost forecasting plays an important role in improving the scientificity of cost planning, reducing costs and improving economic benefits. The content of cost prediction is mainly to predict the cost target of the project by using scientific methods, combining with the bid price and according to the construction conditions of each project and the quality of mechanical equipment personnel.

2. 1 labor, materials and cost forecast

Firstly, the unit price of labor cost adopted in the project is analyzed, then the wage level of workers and the market situation of social services are analyzed, and whether the labor cost in the contract price of the project is overspent is analyzed according to the construction period and the number of people ready to invest. Secondly, the cost of materials accounts for a large proportion in the cost of construction and installation, which should be accurately grasped as a key point. The cost of main materials, ground materials, auxiliary materials and other materials should be analyzed item by item, and the supply location, purchase price, transportation mode and handling fee of materials should be re-approved. We should analyze the differences between the material specifications specified in the quota and the actual material specifications, compare the differences between the actual consumption and the quota consumption, and summarize and analyze the differences between the prices of other materials in the budget and the actual prices.

2.2 machinery use fee forecast

The model and quantity of mechanical equipment in bidding construction organization are generally calculated by the construction method in quota, which is different from the actual construction on site and has different work efficiency, so it is necessary to calculate the actual machine cost. At the same time, it is necessary to calculate the possible machinery rental fee and amortization fee for newly purchased machinery and equipment, and re-approve the machine-team output quota of main machinery.

2.3 Prediction of temporary facilities fee and site transfer fee

The contents of temporary facilities fee include: for the erection of temporary facilities, the scale and standard of temporary facilities should be determined according to the length of construction period and the number of personnel and equipment to be invested, and the target value should be determined according to the actual situation and the historical data of contract control in previous engineering construction. The site relocation fee shall be determined according to the relocation distance and the number of personnel and equipment to be relocated.

In short, through the prediction of the above-mentioned main expenses, we can determine the control standards of labor costs, material costs, machinery costs and overhead costs, and also determine how long the project must be completed to achieve the target control of management fees. Therefore, cost forecasting is the basis of cost control.

3 cost control

3. 1 Objects and general principles of cost control

The object of cost control is engineering projects, and the main body is human management activities. The purpose is to make rational use of manpower, material resources and financial resources, reduce costs and increase benefits. To this end, the general principle of cost control is:

3. 1. 1 saving principle

Saving is the saving of manpower, material resources and financial resources for project construction, and it is the basic principle of cost control. Saving is definitely not a negative restriction and supervision, but a positive creation of conditions, paying attention to cost supervision and process control in advance, constantly checking whether there is deviation in the implementation process, and optimizing the construction scheme by improving the scientific management level of the project to realize saving.

3. 1.2 general control principle

The principle of total quantity control includes two meanings, namely total quantity control and whole process control.

(1) Total cost control The control of the project involves the work of all departments, teams and employees in the project organization, and is related to the vital interests of every employee. Therefore, it is necessary to fully mobilize every department, team and employee to control costs and truly establish the concept of full staff control.

(b) The whole process control of the project, from the construction preparation to the warranty period and completion handover after the construction process. Therefore, cost control should be accompanied by every stage of project construction, such as making the best construction plan in the construction preparation stage, carrying out construction according to the design requirements and construction specifications, making full use of existing resources, reducing construction costs, ensuring project quality, and reducing the cost of project rework and warranty after project handover. In the stage of project acceptance and handover, the contract price should be added in time to handle the project settlement, so that the project cost can be effectively controlled from beginning to end.

3. 1.3 target control principle

Management by objectives is the basic technology and method of management activities. It is to implement the planning principles, tasks, objectives and measures one by one. The more specific the better, it should be implemented in departments, teams and even individuals; The responsibility of the target should be comprehensive, including both work responsibility and cost responsibility; Do the combination of responsibility, right and benefit, evaluate the performance of the responsible department (person), and link it with its salary and bonus, so that rewards and punishments are clear.

3.2 Find an effective way to achieve the goal of cost control.

There are many ways to reduce the project cost, which can be summarized from the aspects of technology, economy and contract management.

3.2. 1 Take technical measures to control the project cost.

Take technical measures, give full play to the subjective initiative of technicians in the construction stage, and conduct necessary technical and economic demonstration on the main technical schemes in the tender, so as to seek more economical and reliable schemes, thus reducing the project cost, including adopting new materials, new technologies and new processes, saving energy consumption and improving mechanized operation.

3.2.2 Take economic measures to control the project cost.

Take economic measures to control the project cost, including:

① Labor cost control: Labor cost accounts for a large proportion of the total project cost, generally around 10%, so it is necessary to strictly control labor cost. It is necessary to control the number of workers, reduce or shorten the man-day consumption of some processes in a targeted manner, put an end to rework and reduce the proficiency of workers. So as to reduce the consumption of working days and control the project cost.

② Control of material cost: Generally, material cost accounts for 65% ~ 75% of the total project cost, which directly affects the project cost and economic benefits. The general practice is to do a good job in two aspects according to the principle of separation of quantity and price. First, the control of material consumption: First, insist on determining the material consumption according to the quota and implement the quota acquisition system; Second, improve the construction technology, promote the use of various new technologies, new processes and new materials, and reduce material consumption. Then analyze the function of the project and the performance of materials, strive to replace high-priced materials with low-priced materials, strengthen the management of turnover materials, and extend the turnover times. Finally, reasonable construction will not rework and waste materials. The second is to control the price of materials: it is mainly controlled by the purchasing department in procurement. First, investigate the market situation. On the premise of quality and quantity, shop around and choose the best materials. Secondly, organize transportation reasonably, purchase materials nearby, choose the most economical transportation mode, and reduce transportation costs. Thirdly, consider the time value of funds, reduce the occupation of funds, reasonably determine the purchase quantity and batch, and minimize the material reserve.

(3) Control of mechanical cost: minimize the number of mechanical shifts consumed in construction, improve the utilization rate and intact rate of mechanical equipment through reasonable construction organization and mechanical deployment, strengthen the repair and maintenance of field equipment at the same time, reduce the cost of overhaul and regular repair, and avoid the idleness of mechanical equipment caused by improper use; Strengthen the management of leased equipment plan, make full use of social idle mechanical resources, and reduce the price of mechanical fleet from different angles. Considering the project cost from the economic point of view also includes measures to reward departments and individuals involved in cost control.

④ Control of other direct costs: The control of other direct costs should be controlled from the management of water, electricity, wind and gas consumption of the project, the unit cost of auxiliary production, and the control of secondary loading and unloading fees of materials.

⑤ Strengthen quality management and control rework rate. In the process of construction, it is necessary to strictly control the quality of the project, assign the responsibility to the quality self-inspection personnel at all levels, strengthen the quality self-inspection and management in the construction process, and take preventive measures to ensure that the project is formed once and qualified once, prevent the occurrence of rework, and avoid increasing the project cost due to unnecessary investment of people, money and materials.

⑥ Strengthen contract management and control project cost. Contract management is an important content of construction enterprise management, and it is also an effective way to reduce project cost and improve economic benefits. The time range of project construction contract management should be from the beginning of contract negotiation to the end of warranty date. In particular, strengthen the contract management in the construction process, paying special attention to the attack and defense of contract management. Attack refers to paying close attention to the progress and effect of our contract performance in the process of contract execution to prevent the other party from claiming compensation.

4 Cost accounting in cost management

The concept of cost has two branches: one is enterprise financial cost, and the other is project management cost.

4. 1 Construction engineering cost accounting method

4. 1. 1 Establish cost accounting indicators according to the cost plan.

The first step for a project manager to organize cost accounting is to establish cost accounting indicators. In order to facilitate cost control, the setting of cost accounting indicators should correspond to the cost plan as much as possible. Compare the accounting results with the cost plan to reflect the implementation of the cost plan in time. For example, the ratio of the actual machine-shift expenditure of a certain type of machinery to the planned machinery expenditure of this division can be used as an accounting index for the use fee of this kind of construction machinery, which comprehensively reflects the utilization rate, intact rate and actual use status of construction machinery. Using cost accounting indicators to reflect the implementation of project cost can avoid too many accounting statements in previous cost accounting, simplify the accounting process and improve the operability of accounting.

4. 1.2 Cost accounting results

Establish an information-based cost accounting system, which stores the project cost accounting results. In the construction project management organization, every project manager should be required to have the qualities of expert and generalist, not only the personnel for project quality inspection and progress supervision, but also the personnel for cost control and accounting. Managers should ensure the internal operation time of 1 hour before completing the work every day, in which cost accounting is one of the important internal tasks. Through the development of project management software and the establishment of project local area network, the computer will summarize the accounting results of various managers according to the established accounting system, and submit the processing information to the project manager as the basis for formulating cost control measures. In the process of cost accounting, data collection, sorting and processing, project managers and managers will also greatly improve their management level.

5 Cost analysis in cost management

Cost analysis is an important part of cost management, but historically, the cost analysis of most construction enterprises in China is a weak link, mainly reflected in the following aspects:

5. 1 cost analysis is limited to regular analysis afterwards, and daily analysis and forecast analysis are not carried out, so labor costs account for a large proportion of all project costs. The analysis method is mainly based on cost report.

5.2 Cost analysis is limited to product cost analysis. Due to the lack of information on responsibility cost accounting, there is no responsibility cost analysis.

5.3 Cost analysis is limited to economic analysis in some enterprises, and technical and economic analysis is not in-depth.

5.4 Cost analysis is limited to the analysis of the implementation of the cost plan, without cost-benefit analysis.

Therefore, we believe that the traditional cost analysis should be further reformed. In the analysis content, the breakthrough analysis only focuses on the construction process and is limited to the method of economic factor analysis. It is necessary to expand the analysis object to the whole process of operation, go deep into the technical field and conduct technical and economic analysis; In terms of analysis, the focus of analysis has shifted from checking the implementation of cost plan to cost-benefit analysis to optimize economic benefits; In the analysis time, strengthen the timeliness of analysis, and engage in post-analysis to pre-analysis; In terms of methods and scope of analysis, it is necessary to analyze not only the cost of enterprises, but also the cost of responsible units.

Project cost management is an important part of construction enterprise management, an advanced management method to reduce costs and improve economic benefits, and an effective way to enhance the market competitiveness of enterprises and maintain their sustained, stable and healthy development. Survival of the fittest is the basic law of competition. In order to survive and develop, enterprises must practice their internal strength, take various measures to reduce the project cost, and operate at a cost lower than that of competitors, so as to be invincible in the competition. Therefore, modern enterprise management must pay more attention to project cost management in order to make the project cost management method more perfect and scientific.

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Engineering construction management of intelligent building

Source: China Paper Download Center [06-03-03 13:47:00]

Author: Liu Editor: studa9ngns

2 1 century will be the era of intelligent buildings. This paper briefly discusses the implementation process of intelligent buildings, so that owners can manage intelligent buildings scientifically and orderly.

Keywords: intelligent process implementation of project management

1. Overview

With the rapid development of science and technology, the wave of informatization is sweeping the world, in order to meet the needs of fierce international competition. The intelligent building that integrates all kinds of modern high technologies came into being. At present, intelligent building has become a concrete symbol of the comprehensive strength of various countries, and it is also an image symbol of the international competitiveness of major multinational enterprise groups. Therefore, the construction of intelligent buildings has become a development hotspot in the new century.

The intelligent buildings in China were built in 1990s. Although they started late, the development speed is amazing. At present, Beijing, Shanghai, Shenzhen and other places have built a number of large public buildings with certain intelligence. Domestic cities and coastal open areas have become a huge market for intelligent buildings, attracting a large number of foreign intelligent system equipment vendors, system integrators, architectural design companies and real estate developers. Intelligent building is the crystallization of high technology, system integrators, architectural design companies and real estate developers. Intelligent building is the crystallization of high technology, which is both technology-intensive and capital-intensive. Its design and construction can not copy the traditional architectural methods, and it needs professional design teams and contractors.

2. The implementation process of intelligent building

2. 1 An objective and independent market demand analysis is the first premise of intelligent building construction.

Different customers and different buildings have different needs, and demand is the driving force to promote and promote technological development. Under the current national conditions, the widespread use of Gigabit network wiring in ordinary working-class houses is an unnecessary waste, because customers have no such demand for the time being. Therefore, understanding customer needs is the first prerequisite for effective intelligent building construction.

At present, in the urban engineering construction of Shanghai, Shenzhen and other cities, demand analysis is carried out by professional consulting companies. The consulting company represents the interests of the owner, provides necessary bidding documents and supervises the implementation process of the project according to the actual requirements of the owner and the development of technology. Consulting companies stipulate the technical performance of the system by compiling technical specifications, and have veto power over product selection and implementation scheme, but have no right to recommend products.

In a reasonable project implementation framework, the roles of consultants and designers must be separated from those of contractors and integrators. There is a simple reason. Designers have the leading ability of engineering scheme, and modify the design according to the development of equipment technology. If the leader of this plan. If the reviser and implementer of the scheme are separated, they can restrict each other, and the quality and cost of the project will be guaranteed. If the design and construction are completed by the same company, it may cause the scheme to be biased towards Party B and the project to be biased towards Party B, and the project will be changed during the project implementation. In addition, each system integrator has a fixed partner? That is, the supplier of the products he represents, the scheme he provides is inevitably prone to objective deviation, and it is difficult to produce demand analysis beneficial to customers. Therefore, it is difficult for the same company to get a reasonable scheme in line with the national conditions when designing and constructing, which is easy to cause the waste of "perfection".

2.2 Strict and reasonable scheme design is the key to intelligent building construction.

Scheme design must be based on demand analysis, and a scheme different from other buildings must be made according to the specific requirements of the building. The design must be diversified and personalized, and there can be no unique solution for buildings in different regions, different properties and different scales. At present, the solutions provided by some companies are the same and unchangeable, and each project is different. The scheme book has been stored in the computer for a long time, and the scheme that can be released in ten days and a half months cannot meet the actual needs of different buildings.

In the construction of intelligent buildings, we should pay special attention to the relationship between "skin" and "hair". The so-called "if the skin does not exist, how can the hair be attached?" . It should be noted that between building intelligent system and building ontology, building ontology is "skin" and intelligence is "hair"; Between building control system and electromechanical equipment, electromechanical equipment is "skin", control system is "hair", and so on.

In reality, in the initial stage of design, owners and architects basically do not consider or rarely consider the requirements of intelligent systems, even if the main structure has been completed. Such a model can only lead to a series of unreasonable results. Therefore, architects and professional engineers must work closely together to create perfect intelligent building works. Assuming that architects and engineers from different professions come from different companies, the EMC design of PCB (comprehensive and practical! ), practice has proved that its cooperation is very difficult. Therefore, the Ministry of Construction issued a special document, requiring the main design unit to be fully responsible for the design of intelligent building systems. The so-called "overall responsibility" is actually the concept of design general contracting. Owners, designers, supervisors and constructors should realize that the overall design is the leader of the whole project construction and cannot be sloppy.

"Integration based on customer demand and actual demand" is a pragmatic and correct technical concept in intelligent building design. As designers, we should realize that technology ultimately serves users, and users should not be subject to technology. Good design should make users become masters of technology rather than slaves of technology. The viewpoints of "technology for technology's sake" and "technology first" are wrong, which should become the necessary quality of competent professional engineers.

2.3 Integrated system design is the foundation of intelligent building construction.

The system design is carried out after the scheme is approved, which is a process of further deepening and refining the scheme design. Generally, it should be synchronized with the preliminary design and construction drawing design of the building main body. However, due to the particularity of the building intelligent system, the main design unit of the building cannot draw the detailed construction details of the building intelligent system according to the depth of the customary construction drawing, and can only draw the technical design drawings between the current preliminary design and the construction drawing. It can be called system design construction drawing. The design of the main technical indicators, pipeline routing, power supply, system grounding and other main components of each system has been basically completed, and the cooperation with the main building specialty and other equipment specialties must be completed.

The construction drawing design of the whole system is the basis and basis for future bidding work and deepening design.

2.4 The selection of weak current contractors is the focus of intelligent building design.

At present, the project management of intelligent buildings has not yet formed a recognized model. At present, there are three common modes in China:

2.4. 1 The owner divides the weak current system into subsystems, each subsystem selects a contractor, and the coordination work is completed by the owner.

2.4.2 The owner regards the weak current system as a part of the whole construction project, and the general civil contractor will coordinate and manage the subsystems of the weak current system.

2.4.3 The owner selects a weak current general contractor to coordinate and manage all subsystems and subcontractors, and the work of the weak current general contractor is supervised by the owner and the supervision unit.

The above three modes have their own advantages and disadvantages, but in terms of the highest efficiency and best effect, it should be the third mode of weak current general contracting for several reasons:

Intelligent building is a new industry in China, which is the product of the combination of building technology, information technology, computer technology and automatic control technology. At present, the development is still immature, and new technologies and products are constantly emerging. Like mode 1, the owner divides the weak current system into several subsystems, which requires the owner to have strong professional knowledge and construction management experience of intelligent buildings. At present, the owners of general units lack in-depth understanding of weak current engineering. Even some large units have infrastructure offices and some professional technicians are in charge of the project, but often these people are only familiar with the conventional systems of structures, electricity, plumbing and other buildings, and they still lack understanding of the emerging building intelligence, which will inevitably lead to the inability to manage weak current systems. Each subsystem does not consider the open communication protocol, which causes the trouble of overall integration. The person in charge has made great efforts, but the effect is not good, and the huge investment cannot be rewarded accordingly. This situation is not uncommon. Even if the owner can recruit some employees with strong intelligent architectural knowledge and construction management experience, it will make the owner's infrastructure team very large, and once the building is completed, these people will be useless. Therefore, this way of subcontracting by the owner's single system requires the owner to have strong technical ability and project management ability, which is difficult to do under the current actual situation.

If the general contractor undertakes the subcontracting and management of the weak current system, it should be said that this can make the weak current and other professions cooperate more closely. However, there is also a problem that the general contractor of civil engineering lacks technicians and managers with intelligent buildings. Moreover, in the current domestic construction industry model, the design institute is responsible for designing drawings, and the general civil contractor is only responsible for construction and site management according to drawings, which is bound to conflict with the standard that the intelligent building contractor requires to have the ability to deepen design. Therefore, according to the current situation, the general contractor of civil engineering can not reach the ability of comprehensive management of weak current technology and construction.

The overall weak current system is managed by the weak current general contractor in a unified way, which is in line with the international specialization trend. Because he has been engaged in the work of building intelligence, the general contractor of weak current must have a strong professional technology and management team of intelligent building. These people have strong technical ability of weak current subsystem and the ability to grasp key problems and key points in engineering practice for many years. The weak current general contractor specializes in building intelligence and strives for its own continuous development. They will follow the new technology and try to make things perfect.

To sum up, the weak current general contracting mode is a good way, but everything has advantages and disadvantages. For the owner, how to choose a qualified weak current general contractor is a risky problem. At present, with the rapid development of intelligent technology, more and more contractors claim that they can do intelligent building. Under the tide of development, it is inevitable that mud and sand will fall. In addition to the team without "building intelligence special qualification", the level of companies with "building intelligence special qualification" is also mixed. Choosing a good weak current general contractor is very important for the project, which is also the key to whether the final project can meet the requirements of the owner.

2.5 Deepening design is the implementation guide of intelligent building construction.

Different products have different installation methods, wiring methods, power supply methods and other specific processes, so it is impossible for designers to draw detailed construction drawings before the products are determined. After the optimization design is completed, the weak current general contractor or each subsystem contractor shall complete the traditional detailed drawing according to the optimization design data and the technical data of the winning product. Detailed construction drawings shall be confirmed and approved by the overall designer. The confirmed detailed construction drawing has clear design responsibility and mandatory work effect.

2.6 Standard installation and debugging is a powerful guarantee for intelligent building construction.

The construction process of intelligent building must conform to the current norms and regulations, and must be effectively supervised. The approved detailed construction drawing has legal guiding significance and cannot be modified at will. At this time, the system integrator is equivalent to the construction unit in the traditional sense, and the responsibility of the construction unit is to "construct according to the drawing". Any change in construction must be confirmed by the overall designer, otherwise it is easy to have quality problems that are inconsistent with the original design.

When debugging the system, the integrator can abbreviate the relevant interface drivers after obtaining the software and hardware conditions provided by the mechanical and electrical equipment manufacturers. This driver should allow other programs to call legally without knowing the specific device in detail. For example, the temperature and humidity of the system can be read by the driver without considering the way of measuring the temperature and humidity, and the operation of the unit can be controlled by driving at equal distance without considering which path to control, and so on. Only in this way can we create conditions for the second integration. With the driver, the user interface language can be organized and written according to the rules of software engineering technology. When all the equipment of the primary integration system is installed and debugged successfully, and the complete universal system interface hardware and qualified system interface software are submitted, the primary integration is completed.

2.7 Comprehensive customer training is a necessary means of intelligent building construction.

Due to the rapid development of intelligent building team, equipment and technology are updated quickly. Without training, it is impossible to require property management companies to be proficient in operating systems. Therefore, before and after the completion of the system, the system integrator must conduct comprehensive training for the relevant management operators of the owner.

2.8 system maintenance and management is the basic guarantee of intelligent building construction.

The opening and operation of intelligent system is an important symbol of the success or failure of the project, and the performance, achievements and return on investment of intelligent building are the ultimate goals of intelligent project implementation. Therefore, although the intelligent system has passed the acceptance and evaluation, the system maintenance and management is still very important. Intelligent system is the product of high-tech application technology, but its system operation needs to be equipped with highly skilled personnel to operate, maintain and run. Although the equipment is first-class and reliable in quality, it must be maintained by someone. Therefore, only by establishing a high-quality system maintenance and operation team and building a property management system with intelligent engineering characteristics can we become a veritable intelligent building with the characteristics of the times in the long river of history.

3. Concluding remarks

To sum up, the overall design of intelligent building engineering is the forerunner and embodiment of the function and level of intelligent building. Project implementation is the key to the success or failure of intelligent buildings. The selection of system general contractor, project management centered on the implementation of defined engineering interfaces, and construction and quality control in strict accordance with design, product technical standards and construction specifications are the three elements of project success or failure. The maintenance and management of the system is the basic guarantee for the historical achievements or achievements of intelligent buildings.