Project investment management, that is, project cost management and project cost control, is the key to whether the project investment can achieve the expected benefits. Since the reform and opening up, China's engineering cost work has made great progress. The cost management department has developed from passive management under the planned economy system in the past to simply compiling quotas to regularly publishing the adjustment coefficients and cost coefficients of various engineering elements according to the changes of market economy; Participate in bidding, bid evaluation and contract management. However, at present, many projects are still out of control, over-estimated, over-estimated and over-settled.
2. The reasons for out-of-control investment management of construction projects.
There are many reasons why the investment management of construction projects is out of control, and the most important ones are the following aspects:
2. 1 defects in the investment management system. Leading investment decision-making is unscientific, and blindly investing without strict project budget; Construction units, design units and construction units lack unified cost management objectives and mutual communication, and engineering supervision units are often limited to quality and schedule management in the construction stage and rarely intervene in investment decision analysis. Although the design unit has made the project budget estimate or even refined it to the budget in the design stage, the design is conservative and the investment is high because of the lack of control and constraint on the design cost index. In the construction bidding stage, the pre-tender estimate and the pre-tender estimate are inaccurate, which makes the investment management in the project implementation stage out of control, or because of the shortage of funds or lax cost management. The project can't be completed on schedule, the loan interest keeps increasing, and the originally scarce funds run in a vicious circle, which has brought huge losses to enterprises, financial institutions and countries.
2.2 Project investment determination method is unscientific. The determination of project investment is mostly based on quota, and the quota unit price is based on the statistics of labor, materials and mechanical machine-team prices a few years ago. Although the development and application of the current project cost management information system can not provide the information needed by the cost managers in time, it is also difficult to implement the physical method budgeting in line with international practice. Therefore, this static and lagging pricing method can no longer meet the requirements of the ever-changing market economy. Different levels of contractors work out the prices of different projects according to the same quota, so it is impossible to distinguish the differences of contractors' prices in different places and projects.
2.3 The contract management is not standardized. On the one hand, the terms of the contract are not rigorous enough, and the two sides have different understandings of the terms of the contract during the implementation process, which affects the smooth progress of the project; On the other hand, there is insufficient understanding of the legal nature of the contract and there is no basis for it. For example, the project payment is often not paid in time according to the contract, and the contractor has to obtain the project payment through kickbacks and other means, which also causes more serious bribery in the construction industry.
2.4 The quality of cost management personnel is low. Most of the existing engineering cost consulting institutions or consulting companies in China rely on the quota to audit the project budget and settlement. Its personnel are often only qualified to engage in budget estimation. Therefore, in the implementation of cost management, one of the biggest problems exposed is that it does not meet the requirements of modern cost management. The concrete manifestations are as follows: first, the professional and technical quality is poor, and it is impossible to deal with complex engineering technical and economic problems independently and decisively, and the investment pre-control ability is poor, and a lot of work is still in the post-processing stage; -not good at organizing and coordinating the relationship between project subjects; Third, the lack of economic and legal knowledge, poor ability to deal with claims, especially the lack of understanding of FIDIC contract conditions in international engineering management. In today's fierce competition in the construction market, this professional level obviously cannot meet the requirements of modern project cost management. If the management level of enterprises is not improved as soon as possible, China construction enterprises will lose not only the foreign construction market, but also the domestic construction market will be occupied by foreign builders because of the globalization of the construction industry.
3, measures to avoid project investment out of control
3. 1 The engineering design scheme is reasonable.
Because the owner wants the construction industry to provide services for the whole process of building products, the cost consultant or consulting company hired by the owner participated in all the work from investment feasibility study to final accounts. However, in these continuous whole process management, different stages are different. According to the analysis of some western countries, the design fee generally accounts for less than 1% of the whole life cost of a construction project, but this is less than 1%, which is basically the cost. It can be seen that the investment management in the design stage is very important to the cost management of the whole project. In the design stage, the cost personnel should focus on assisting the owner to choose the best design scheme according to the technical and economic analysis method and the principle of value engineering. For example, in hang lung plaza, a 66-story building in downtown Shanghai, structural engineers provided three structural systems of the superstructure. According to the Shanghai construction market, the cost consulting company made a cost analysis of the above scheme. The results show that all-reinforced concrete structure has obvious advantages in cost, which is 34% lower than that of all-steel structure. Compared with steel reinforced concrete mixed structure, it saves 28%. At the same time, through further discussion on the building function and cost, it finally became the first choice of the owners.
Cost personnel can participate in the decision-making work in the design stage earlier, which is related to the change of construction mode. According to the changes in the international construction market, many people of insight in China suggested that China could try to popularize CM model. The original intention of CM is the cross operation of design and construction, which has changed the phenomenon of long-term separation of design and construction in China, and made the two processes of design and construction communicate and overlap with each other as much as possible, which is conducive to reducing costs, improving quality, shortening construction period and benefiting owners. At the same time, some experts pointed out that China's construction mode can also be extended from the traditional general contracting mode to the D D B mode, that is, the contractor is responsible for the planning and management of the early decision-making stage of the project, and is also responsible for the design and construction; Or extend backward to the D B FM mode, that is, the combination of design, construction and property management. These novel contracting modes have changed the business scope and functions of construction enterprises, made them have the ability of design, construction, cost management, development and management, and even tried to help the owners with project financing. This close connection between design and construction process enables the construction enterprise to provide the design unit with the least investment scheme at the design stage, and the contractor can finance the owner, linking the interests of the contractor and the owner. In this way, the whole process investment management focusing on the design stage is easier to become a reality.
3.2 Advanced dynamic cost control software
At present, the reason for the surplus of investment control funds in China is that the information management mode is backward and the data accuracy is not enough, which can not provide reliable basis for decision makers in a timely and comprehensive manner. In order to implement the dynamic management of project cost, it is very necessary to establish a project cost management system. The so-called project cost management system is a system composed of people and machines that collects, transmits, processes, saves, maintains and uses project cost information under the condition of using computers. It consists of quota management system, price management system, cost evaluation system and cost control system. Using this system can not only replace all kinds of daily business processing, but also replace manual and tedious work.
In project cost management, many excellent computer softwares can realize dynamic tracking of project investment and progress, such as P3 series software recommended by the World Bank and many government departments and MS Project 98 of Microsoft, which can calculate network parameters, critical paths and time difference, automatically generate crossing charts, network charts, calendar charts and task allocation schedules, automatically draw curves of resources, workload and expenses, and automatically balance all resources. Many domestic projects, including Three Gorges and Xiaolangdi, are using these softwares. However, for thousands of engineering projects in China, there are still many users who use these softwares. Therefore, we must attach importance to the development and research of the cost system in line with China's national conditions, truly realize the dynamic management of cost and ensure the effective implementation of investment control.
3.3 Comprehensive and standardized contract management
In international project contracting, contract management focuses on the following aspects:
(1) Whether the legality of the contract is complete; (2) Whether the contract is complete; (3) Whether the risk allocation is reasonable; (4) Pay special attention to the formulation of the second part (special terms) of the contract conditions, because it is the key to implement the contract to delete, add and modify the first part in combination with the actual situation of specific projects; (5) The project description should be as detailed, clear and technically feasible as possible;
At the same time, the cost consultants or consulting companies hired should also abide by fair professional ethics and prevent one-sided compliance with the owner's wishes and deliberately lowering the contractor's quotation. As far as the owners are concerned, it is generally hoped that the project cost will be lower, but from the contract management of the international construction industry, it can be seen that the superficial low price often leads to Jerry-building or frequent claims, and even leads to the delay of the construction period. The occurrence of serious events such as work stoppage. Therefore, reasonable pre-tender estimate and bid evaluation are important means to ensure controllable investment. This not only ensures the reasonable interests of the contractor, but also facilitates the smooth progress of the project, and actually indirectly safeguards the interests of the owner. In addition, compared with the international standard contract text, especially with the international FIDIC contract text, there are still some gaps in the rigor of the contract text and the responsibilities and rights of the contract subject. Therefore, it is necessary to absorb the reasonable parts of foreign contract terms, combine China's financial, insurance and construction laws and regulations, modify the current contract text, and ensure that the laws are strictly observed and the contract is serious under the supervision and cooperation of the legal department.
3.4 The comprehensive quality of the cost employees is excellent.
Foreign cost consultants or consulting companies generally have the characteristics of high talent quality and wide business scope. Generally speaking, the position, qualification, responsibility, obligation, working method and relationship with owners and contractors of cost managers are the core of QS system in Britain, CM system in America, and PM system (project management) widely adopted in America, Germany, France and Japan since 1960s. Economic freeze. Cost consultants or consulting companies in advanced countries generally have talents who have accumulated rich management experience in engineering, and the proportion of senior engineer titles is as high as 30% to 40%. After strict certification procedures, they can generally master the law, be good at management, have technical expertise, have various professional knowledge of construction and installation, conduct technical and economic analysis and master the application of computer technology. Its service scope can meet the requirements of a set of cost monitoring contents such as pre-project demonstration, project implementation management and post-project evaluation.
4. Concluding remarks
The investment management of construction projects is a dynamic management of the whole process involving many parties. In order to improve the benefit of project investment, all participants need to work together to make more efforts in the aspects of rationality of project design scheme, timeliness of dynamic control, standardization of contract management, and comprehensive quality of cost practitioners, and implement them in every link and detail of the construction process. I believe that the investment benefit of our construction project will make a qualitative leap.
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