Before I begin to write the text, let me say that this is some problems in the cost management process of our project department that I have worked in the construction unit for seven years, and some cost management countermeasures that I have thought about. Please correct me if there are any shortcomings. (ps: If you have friends who need to write a cost management summary, you can learn from it. )
First, the project cost management lacks a perfect management system combining responsibility and rights.
Here, I want to explain first. I think a perfect management system combining responsibility and rights is the basic guarantee of project cost management. At present, all departments of our project know the facts of cost management, but it cannot be effectively used in specific production management work. Everyone's cost management only depends on their own level of cost awareness, and carries out unconscious or unconscious management. Everyone is fighting on their own, only completing the basic business of the department, which can't be effectively combined with cost management. Eventually, the cost management of each department is arbitrary, without effective supervision and punishment.
Therefore, the cost management of the project is the root of the confusion.
Countermeasures: Improve the project cost management system combining responsibility and right.
So how to avoid or change this situation? I think the project manager should organize all departments to formulate management systems for this problem. Before the preparation, all departments should carefully sort out their current business processes, specifications and terms, form materials such as words, charts and so on, and conduct meetings and exchanges in combination with the actual situation of work, instead of copying them mechanically. Then find the collision points and missing points of each work link, make records and form data. Finally, the Ministry of Economic Relations and Trade (Contract Cost Department) takes the lead in compiling the cost management responsibility system of each department in combination with the company's cost management system, and defines the responsibility boundary division, audit and assessment mechanism in the management process. After being examined and approved by the project department, each department shall perform its own duties and supervise the implementation.
Second, I have no idea about the second operation and can't find the direction.
The so-called secondary operation is the work of finding favorable conditions in the construction process and finally generating benefits. As the main departments responsible for the secondary operation, the General Office of our project department and the Ministry of Industry and Economics have little communication at ordinary times, which leads to the failure to promote the secondary operation. Mainly reflected in the lack of understanding of the scene by the staff of the Ministry of Industry and Economics (this is to emphasize that friends who make budgets must go to the scene more often), and they did not actually go to the scene to draw pictures to discuss whether there was a secondary business theme; The General Engineer's Office did not feedback the information that the actual construction on site was different from the work content agreed in the drawings or subcontracts. In the end, what should be taken back can't be taken back, and what should not be taken out can be taken out. In addition, the secondary operation problems reflected in the technology are mainly manifested in the fact that some projects will have greater costs if they are constructed according to the drawings. If it can be optimized, it can save a lot of costs on the premise of ensuring the use conditions. However, due to the lack of professional level and cost management awareness of technical management personnel in my project, I finally chose to construct according to the drawings, and missed the purpose of saving costs by using the scheme.
Countermeasures: strengthen cost control, open source and intercept, and take secondary operation as an important task.
So, how can this be tampered with? I think the second operation is not only the open source work for the owner, but also the interception work for Party B. In this way, the project department can hold regular cost work management meetings every week, sort out the main cost control priorities this week and next week, divide responsibilities, strengthen process control and reporting, assess node objectives and establish a reporting mechanism. Establish two cost management ledgers and update them dynamically. One is to increase the field work content and change the design drawings, and the other is to change the performance of the subcontract (supply) contract, so as to ensure that the increased and changed expenses are well documented and the contract conditions change reasonably due to the change of field conditions. At the same time, for exceptions to the contract, it is necessary to improve the information in time and complete the signature in time.
Third, there is a lack of understanding of market price dynamics
As we all know, the cost of construction projects is mainly divided into direct costs and indirect costs, and the main sources of direct costs are labor and materials. The main performance of our project's lack of dynamic understanding of the market price is that before the contract is signed, the project department or the responsible department can't provide or understand the market price at that time, and often only rely on experience or telephone communication to make an inquiry, with limited empirical data and inquiry objects. The market is fluctuating, and it is impossible to make correct negotiations on contract negotiations only by experience and a small amount of inquiry. In the end, labor teams or suppliers earn excess profits through cooperation on projects, but they may also ridicule projects for making good money. On the other hand, the ignorance of the market price dynamics shows that the relevant departments have not established and dynamically updated the statistical-analytical table of the market price of labor and materials, and conducted mental arithmetic pricing negotiations entirely from memory. The existing mentality is that it is enough to estimate how much the unit price will be cut. If you don't know the market and the proposed partner is difficult to explain, you may make the wrong cooperation intention.
Countermeasures: Go deep into the scene and understand the market (WeChat official account: cost theory, share original dry goods regularly, and you can pay attention if you are interested).
To change this situation, it is necessary to strengthen market price investigation according to the actual demand on the spot. The project department should set up a market price research group. On the one hand, it is necessary to deeply understand the actual labor consumption of unit project in the routine process with large quantities of work, and compare it with the fixed labor consumption to calculate the subcontracting profit rate at the current unit price, so as to reasonably control the subcontracting unit price in the subsequent projects. At the same time, the project department can know how much profit the subcontracting team has from the data (if the friends concerned have private bosses, they may be unhappy), and reasonably avoid unreasonable visa and change fees of the subcontracting team. On the other hand, it is necessary to investigate the market price of materials with large engineering consumption, stable price fluctuation or large price fluctuation. The content of this article requires material price investigators to be familiar with the names, models, brand differences, technical parameters, production areas, etc. of commonly used materials, so as to avoid passive negotiation caused by information asymmetry in the process of material bidding and negotiation, and make the second-class products inferior during the supply period after the contract is signed. At the same time, the price research team should do a good job in establishing the ledger and dynamically updating the content. Through the establishment of the database and the analysis after the database is perfected, the construction period, process adjustment and material procurement should be carried out at the time point with price advantage as far as possible.
Seeing this, everyone is a little tired. Stick to a hahaha (not from Sichuan, I may not know, "a hahaha" means temporary, "a hahaha" means temporary, and the third "ha" means negotiation. Come and read with me, a hahaha ~ ha (the third emphasis is on decline)). There is only one after today.
Question 4: Contract management (contract signing, scheme cost determination, disclosure, performance, settlement) (WeChat official account: cost theory, sharing original dry goods regularly, you can pay attention if you are interested).
In fact, in the construction unit to do budget, the main thing is contract management. Contract management runs through the whole process of project management and plays a crucial and decisive role in project cost management. As far as the contract management of my project is concerned, there are several serious problems:
1. Before signing the contract, there is a lack of clear understanding of the contract signing background (such as background factors related to unit price, such as construction site, technical parameters, planned construction period, etc. ), the reserve price is vague, and the profit target of the project is unclear, so they hold the mentality of talking before thinking;
2. The production and technical management departments are not involved enough in the contract. Many times, the construction (procurement) plan is put forward when the production department is about to carry out a certain process and purchase a certain material, and at the same time, it is impossible to provide detailed construction plan (process practice), material specifications and material parameter requirements. In the end, the department responsible for signing the contract will compile and negotiate the terms of the contract completely according to its own level, resulting in the negotiation content or procurement content can not meet or fully meet the construction needs.
3. The decision-making cost of this scheme is not well implemented or difficult to implement. The scheme preparation is still at the purely technical level, lacking of comparison. The relevant cost management departments are not convened for consultation on important schemes or special schemes, and the cost factors are less considered, and the optimization scheme is not effectively organized to reduce the cost.
4. The disclosure of contract is just a form. Mainly reflected in the project review of most contracts, most departments and personnel have a weak sense of review, and only skim the draft contract or sign the agreement without reading it at all, which can not effectively play the role of various departments in the initial control of the contract review. After the contract was signed, the disclosure work was not carried out in place or did not reach the designated position, and most of the information was supplemented by the later A/P inspection. (WeChat official account: cost said, share original dry goods regularly, if you are interested, you can pay attention)
The most direct impact of inadequate contract disclosure on cost management is that the construction organization and management personnel completely rely on experience or memory or temporary telephone consultation for specific requirements, which is arbitrary and inaccurate, resulting in unfounded on-site management, arrangement of fixed teams, repeated pricing, many rework operations and great quality risks. Moreover, the boundary of vague sporadic projects can not be clarified, which will eventually lead to the increase of construction period cost, quality cost and organization cost.
5. Inadequate supervision of contract performance. This is mainly reflected in the fact that after the signing of the contract, the contract signing department's supervision over the performance of the contract is only manifested in the aspects of the receiver (point collection), pricing, payment and settlement, etc., and the contract process has not been effectively controlled. The illusion caused to subcontractors and suppliers is that as long as the contract is signed, the content of the subject matter of the contract becomes the idea of making money, and even the project manager has such a wrong idea more or less. Another manifestation of poor supervision of contract performance is that the on-site management personnel are not clear about the contract and can't distinguish the boundaries. They often make wrong decisions without knowing the terms of the contract, and helping subcontractors may eventually lead to their dissatisfaction.
Countermeasures: the responsibility of contract management
The so-called responsibility of contract management, but for a single subcontract (material) contract, it is necessary to establish a contract management team that can restrict each other to ensure that the cost can be controlled from contract drafting to settlement.
The responsibility of contract management can strengthen the communication between the contract drafter and relevant departments, the scheme preparer's full consideration of the implementable plan, the auditor's familiarity with the contract terms, the process controller's supervision of the contract performance, and the receiver's settlement personnel's recheck of the project quantity, so as to minimize the cost of a single contract, reduce the occurrence of quality problems and rework procedures, reduce the waste of materials, and reduce the procurement cost, inventory cost, waste cost and capital cost caused by inaccurate material plans.
The specific operation plan is that before signing the contract, the engineers, engineers, site managers, security personnel and material suppliers related to the main contents of the contract will be included in the contract management team to participate in and control all stages of the contract from the drafting, and a reasonable cost analysis report will be prepared from the aspects of scheme preparation, engineering quantity, material consumption plan, personnel organization and quality requirements, and submitted to the project department for approval to strengthen process control.
The key requirements for the enforceability of this proposal are: 1. Each contract and subdivisional work must provide detailed and operable written construction scheme or technical disclosure, and members of the contract management team should communicate in the process of scheme preparation; 2, engineering personnel, industrial economic personnel and field control personnel should start from their respective posts, calculate and audit the quantities; 3. Strengthen the ability to control the material plan and the remaining materials on site; 4. Strengthen the control of the quantity and quality of materials entering the site; 5. Strengthen the quality inspection during and after construction to avoid increasing the cost of rework due to quality problems. 6, one post and many responsibilities, one expert and many talents.
For example: 1. The temporary hydropower management team includes material personnel, mechanical and electrical personnel, engineering personnel and security personnel, each of whom is responsible for the division of labor, process control, reasonable improvement of the temporary electricity management ledger, and ensuring that the loss of temporary facilities such as cables and distribution boxes is reasonable and controllable; 2, template project management team personnel including workers and technicians, engineering construction personnel, materials personnel, from cutting to planning to construction to settlement with each other, the team responsibility system, etc.