The construction industry is one of the pillar industries of our national economy, which directly or indirectly serves the national economy and social development. With the deepening of the reform of the construction industry and the gradual formation of the socialist market economic system, especially the implementation of the Construction Engineering Law, the project legal person's leadership and management responsibility for the construction project cost has been increased, and the original project cost management system can no longer meet the needs of the development of the market economy. Construction project cost management is an important part of project management and plays a very important role in project management. It is not simply the control and management of project cost in the construction stage, but involves the overall management of project conception, feasibility study, participation, bidding, construction delivery and operation. Whether the project cost is well controlled and whether the control methods are used reasonably and timely will directly affect the economic benefits of high-rise building projects.
At present, the competition in China's high-rise building contracting market is fierce, and the profit space of construction enterprises is getting smaller and smaller. In order to maximize profits, enterprises must rationalize, minimize and optimize product costs. Therefore, strengthening enterprise project cost management, comprehensively controlling project cost and improving scientific management level are one of the important ways for construction enterprises to change their operating mechanism, turn losses into profits and improve their profitability, and it is also an urgent task for sustainable and stable development and an eternal theme of enterprise management.
First, the analysis of the current situation of high-rise building installation project cost in China
(A) the contract management is not in place
Because of the large investment, long construction period, many kinds of materials involved, complex technology, strict quality requirements and the influence of geographical environment, it is often necessary to get in touch with design units and local government departments in the construction process. Therefore, the construction contract of high-rise building engineering involves many and complicated contents. At present, due to various reasons, there are some problems in the contract management process.
1. The contract managers of some construction enterprises are unfamiliar with the contract business, and their objectives are unclear, which leads to poor consideration when dealing with the contract business, which will not only cause economic losses, but also affect the reputation of the enterprise;
2. Due to the weak legal awareness, the contract signing is not standardized, the contract signing is not rigorous, and the terms are incomplete;
3. Due to the lack of perfect contract management organization and relevant implementation measures, some "wrangling phenomena" have been prevented, resulting in the delay of construction period and the increase of construction cost.
(B) backward information management
With the rapid development of information technology and the continuous change of management mode, the traditional construction project cost management mode has failed to keep up with the development of the times, and the informationization of project cost management has become an inevitable trend. In recent years, the basic framework of project cost management informatization has been initially established, the series of project cost software with project cost calculation as the core has been improved day by day, and the number of websites providing information and services for project cost management and related activities has increased day by day, which has laid a certain foundation for the informatization construction of project cost management, but there are also some problems that cannot be ignored.
1. Due to the backward management concept and rigid organizational system, the management of project cost information resources is not systematic;
2. The collection technology is backward, and the information classification standard is not uniform, so it is difficult to improve the internal quality of information resources and the update speed of information maintenance, which can not meet the needs of the information market and lag behind the requirements of the information society;
3. Due to the shortage of funds and talents, the basic management is not strong, and the informationization of enterprise management can't keep up with the pace of the times, which makes the project cost and workload increase, the work purpose is blind, and the cost increases.
(C) employees' job responsibilities are not clear, and there is a general lack of economic awareness
The construction project management department includes the project manager, all managers and constructors of the project department. It is a relatively independent economic entity with the project manager as the core and the main body of cost management of construction enterprises. However, some construction units do not have a sound supervision mechanism for the project management department and a sound restraint mechanism for the project manager. They regard financial accounting personnel as the main body of cost control management, and simply attribute the responsibility of project cost control to the project cost management supervisor or financial personnel, and all personnel have no cost management responsibility.
From the internal management of the project, there are some quality problems in the project manager's own quality, such as weak sense of responsibility or lax financial control, resulting in the loss of funds. At the same time, the economic concept of the project manager is weak. On the surface, they have a clear division of labor and perform their duties. Those engaged in technology are only responsible for the division of technology and quality, those engaged in construction are only responsible for construction production and progress, and those engaged in materials are only responsible for material inspection. However, cost management is neglected, which increases the project cost and reduces the profits and economic benefits of construction enterprises.
Second, China's high-rise building installation project cost management reform measures
(A) to standardize and improve contract management.
The construction contract defines the rights and obligations of the construction enterprise in the project contracting in the form of law, which is the legal basis for the construction enterprise to operate the project. Contract management is the key and effective means to control the project cost in the whole process of project implementation, and it is also an important guarantee for project management. Therefore, it is necessary to strengthen contract management, realize the procedural and standardization of contract signing process, the integrity of engineering and work content, and the coordination of technology and time.
First of all, the decision-making and executive levels of enterprises, including contract managers, should establish contract awareness, attach importance to contract management, study national laws and regulations seriously, master business knowledge, and carefully check the formulation of construction enterprise contracts;
Secondly, strengthen the contract management within the enterprise, formulate contract management measures, formulate the audit management system for signing contracts, strengthen the job responsibilities of economic contract managers, have contract managers who know the relevant knowledge stipulated in the economic contract law, supervise and inspect the performance of contracts, seriously consider the signing of contracts, thoroughly study the contents of contracts, collect all kinds of materials that are beneficial to them, and put forward claim plans according to the materials to avoid counter-claims;
Finally, construction personnel, especially on-site construction management personnel, should study the contract carefully and make clear the construction scope stipulated in the contract and the responsibilities, rights and obligations of both parties.
(B) effectively strengthen the project cost information management.
In view of the problems existing in the informatization construction of high-rise building project cost management, the project cost management department should focus on creating an environment conducive to the informatization construction of project cost management, establish and improve the corresponding working mechanism, persist in taking reform as the driving force, closely focus on the purpose of improving the level of project cost management and overall competitiveness, proceed from reality, make overall plans, highlight key points and implement them step by step, so as to achieve practical results.
1. Strengthen and improve the information disclosure system. Strengthen and improve the information disclosure system, including joint credit investigation system, credit disclosure system and credit rating system. By establishing the credit database of construction enterprises around the country and then uploading it to the national credit network monitoring system of construction enterprises, the information and image of each enterprise can be queried, recorded and evaluated. In addition, as far as possible to reduce information asymmetry, enhance the transparency of credit information, prevent adverse selection and moral hazard behavior, and establish an open, just and fair competition order.
2. Rational development and utilization of information resources. On the basis of unified standards and formats, we will focus on developing all kinds of engineering cost information resources, cultivating the information demand market and establishing an all-round information service system. In addition, establish a complete project cost information base system, strengthen information disclosure, reasonably ensure information standardization and classification, improve information quality, and realize the modernization of project cost information processing and management;
3. Strengthen the cultivation of information talents. Human resources are the key to any management work, and the information management of project cost, like any other work, is ultimately determined by human resources. In order to realize the informatization of project cost management, it is necessary to establish corresponding mechanisms and adopt various effective forms to cultivate a large number of talents at all levels who can adapt to the informatization development of petrochemical project cost management and understand both information technology and petrochemical project cost business, and to establish a strong professional team of information technology development and application to meet the needs of informatization construction of petrochemical project cost management.
(C) improve the quality of employees, clear job responsibilities
Employees at all levels are the main body of cost control management. In order to effectively control the project schedule and cost, it is necessary to improve the quality of engineering technicians and managers, enhance their cost awareness, clarify their post responsibilities, constantly improve the post responsibility system within the project, and establish the economic awareness of all staff.
1. The project manager is fully responsible for the project and its team, and its economic benefits are directly proportional to the project cost control. The quality of project cost control directly affects one's own interests. Therefore, the project manager should define the project objectives, coordinate and organize the internal management personnel of the project, pay special attention to the project quality and control the project cost;
2. On the premise of paying special attention to the quality of the project, the construction personnel should make a good progress in production, construct in strict accordance with the drawings and specifications, try to avoid economic losses caused by rework or repair, and carefully check the labor, materials and other expenses consumed in the construction process, and make on-site visas for adding, subtracting or changing projects;
3. Engineering and technical personnel. Design stage is the key and key point of project cost control. The quality of a project design directly affects the project cost and construction period, and directly affects the project investment. This requires our engineering designers not to raise the safety factor or design standard at will, but to consider the engineering quality and control the engineering cost reasonably economically.
4. Materials personnel should go deep into the site to understand the situation, do a good job in acceptance, storage, use and recycling of materials according to the needs of construction and production tasks, strengthen contact with budget personnel and construction personnel, timely adjust the procurement demand plan of materials, do a good job in procurement, transportation and supply of materials and tools, and reduce losses caused by improper planning. At the same time, be familiar with the specifications and acceptance criteria of various materials, check the quality and quantity, test raw material specimens, prohibit unqualified or unqualified materials from entering the site, and at the same time strengthen the management and use of on-site materials, implement fixed reserves and plan materials, and put an end to material waste in all links; Grasp the market information in time, do a good job in cost accounting and improve economic benefits;
5. For budget personnel, it is necessary to go deep into the site, formulate the overall material plan of the project according to the actual construction situation and construction progress, including the specifications, models and materials of materials, calculate the demand for materials, labor and machinery and equipment in the next stage, provide the basis for the procurement of materials, the arrangement of labor and machinery and equipment, provide the actual price according to the market price provided by material personnel or finance, prepare the monthly project progress budget and material adjustment, and report it to relevant departments for approval in time; In addition, as budget personnel, we should study the construction contract carefully, master the accurate market price and budget price, be familiar with the relevant quota, and calculate according to the settlement method and relevant valuation basis stipulated in the contract to prepare for the completion settlement. Do the above work at the same time. Assist finance in cost accounting;
6. The cost engineer shall be responsible for compiling or auditing the investment estimate, design estimate and construction drawing budget, as well as the investment control in the stages of design, bidding, construction and settlement in the whole process from project decision to completion and commissioning supervision, and implement different cost control in five stages: feasibility study stage, design stage, bidding stage, construction stage and completion acceptance stage, so as to facilitate the cost engineer to always intervene in cost control.
Four. conclusion
With the development of socialist market economy, the competition in China's construction market is fierce, especially for high-rise buildings. In order to stand out from the fierce competition and remain invincible, construction enterprises need to have their own development space, control construction costs and increase corporate profits. In addition, with China's entry into WTO, domestic construction enterprises are facing competition from international construction enterprises. Therefore, construction enterprises must strengthen cost management, explore, practice and innovate the cost control methods of high-rise building construction projects, make cost control run through all aspects of the construction process and construction scheme, strengthen budget management, effectively improve the economic benefits of engineering projects, and form a virtuous circle of enterprise development.
In short, through scientific construction cost control, taking reasonable economic measures, improving the quality of employees and perfecting the contract management system, and rationally applying the principle of value engineering, the project management level of construction enterprises will be continuously improved, and enterprises will be in an invincible position in the fierce competition.
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