Keywords: construction project; Information management; Cost management;
China library classification number: K826. 16 document identification number: a document number:
1, the project cost management organization should be accurate.
Positioning and clarifying the direction of construction project cost management runs through the whole process of construction management, and its core lies in supervising and guiding the preparation of investment estimation, design budget estimation, tender base price, tender quotation, agreement on project contract price and preparation of project settlement. There are misunderstandings in the positioning of engineering cost management institutions, which are mainly manifested in being too institutionalized and emphasizing management functions too much. At present, how to position the project cost management organization? The author thinks that the project cost management organization should have a dual orientation.
1. 1 government decision-makers and management assistants. At present, relevant policies and regulations such as "Measures for the Management of Project Cost" have been issued in various places, and we should better assume the responsibility of project cost supervision and cost market regulation.
1.2 As a professional authority in the engineering cost industry, it should shoulder the heavy responsibility of improving the management level of engineering cost and leading the healthy development of the engineering cost industry. According to this orientation, the development direction of engineering cost management institutions is to strengthen the sense of responsibility and mission, constantly explore the engineering cost supervision mode under the new situation, strengthen the supervision of engineering cost industry and market, improve the supervision efficiency, and ensure the healthy development of engineering cost industry and the standardized operation of engineering cost market.
1.3 Take the road of specialization and develop into professional authority. By compiling scientific and perfect valuation standards, publishing accurate and timely cost information, and conducting impartial and authoritative professional research, the level of project cost management in China will be continuously improved, and the status and influence of project cost management institutions in the field of project cost and construction will be comprehensively enhanced, serving the sustainable development of engineering construction and construction industry.
2. Realize the information management of project cost.
Project cost informatization is based on project cost information, with the application of modern information technology such as computer technology, communication technology and management science as the main content, and three aspects of work should be done well.
2. 1 Based on the research and development of engineering cost information technology and the training of specialized personnel, realize the transformation of engineering cost activities from traditional information acquisition, processing and paper information to modern electronic and networked methods, realize the in-depth development and utilization of engineering cost information resources, and comprehensively improve the accuracy and timeliness of engineering cost information.
2.2 Pay attention to the collection, processing, sorting, calculation, analysis, prediction, decision-making, transmission and storage of project cost information, that is, comprehensively utilize all kinds of data, information, knowledge and wisdom to assist people to provide services for project cost management decision-making. In recent years, the prices of steel and other major building materials fluctuate greatly, which has a great impact on the control of project cost. Therefore, the engineering cost management department should strengthen the dynamic management of material prices, establish a long-term mechanism to deal with price changes, timely release the guiding price of material price settlement, guide the employer and the contractor to adjust the contract price reasonably, and safeguard and protect the legitimate rights and interests of both parties.
2.3 Establish and improve the basis and rules of engineering valuation, continue to vigorously promote the bill of quantities valuation model, and adjust the quota level scientifically and reasonably according to the development of wages, material prices, construction technology and market needs.
3. Strengthen the whole process management of project cost.
3. 1 project decision-making stage. The project cost control in the investment decision-making stage plays a decisive role in the whole process cost control. Therefore, at this stage, when entrusting the project cost consulting unit to participate in the preparation of investment estimate, it should conduct a comprehensive analysis of the technical and economic feasibility of the project and ask investors whether the project is feasible to avoid blind investment. At the same time, the project cost consulting unit should do a good job of (1) accumulating data (estimation index) and correct it in time according to the actual situation. (2) The preparation of investment estimation should be fully considered and reasonable, fully estimate the benefits and risks during and after the construction of the project, and put forward preventive measures to prevent overestimation and calculation, and be as comprehensive, accurate and reasonable as possible.
3.2 Design stage. For a long time, construction units have generally ignored the cost control in the early stage of construction projects, neglected the design budget, and only paid attention to the tender offer and the final settlement price after completion, settled the construction and installation project price reasonably, and carried out detailed accounting. Although this has a certain effect, it is "better late than never", so under the current conditions, the engineering cost consulting unit can make use of its own technology and specialty, and after fully understanding the requirements of the construction unit for the construction project, cooperate with the design unit to prepare the budget estimate, and
3.3 Cost management in the construction stage. The cost control in the construction stage is to control the price according to the contract in the construction process. The change of the project contract price is mainly the project change and visa. Every project has more or less changes and visas. Therefore, in order to control the contract price, it is necessary to control the engineering change and visa. First, strictly control engineering changes. There are many reasons for the changes in the construction process, such as rough engineering design, which leads to the inconsistency between the drawings provided during construction and the contract awarding, and the inconsistency between the materials and equipment supplied by the market and the design specifications. Therefore, in the process of construction, strictly control the change. Cost management personnel shall make technical and economic comparison of quality, time limit for a project and cost for multiple change schemes, and recommend economic and reasonable technical measures. Strictly guard against expanding investment scale, improving design standards and increasing construction content by changing design, thus greatly increasing the project settlement cost. In the process of construction, "grading control and quota visa" should be implemented for changes. Secondly, strictly control the on-site visa. For engineering visas, a technical and economic visa system should be established. For visa matters with large engineering quantity or high unit price, before the visa is implemented, the construction party is required to inform the cost management personnel in the form of a written report, and the cost management personnel will report the increase or decrease of related expenses to the competent project manager for review and filing; After the contractor completes the project content of the visa, the cost management personnel should review and confirm the actual content, construction scope, physical quantities and visa price, keep abreast of the changes in the project cost, and strictly control the project change cost. In the process of construction, engineers should strengthen the management of the construction site, supervise the construction unit to construct according to the drawings, and strictly control the occurrence of extra-budgetary expenses such as change negotiation, material substitution, on-site visa and extra employment. If you need the necessary visa, you should settle accounts before spending money, so that you can keep track of the cost of the project at any time. The site representative and supervision engineer of the construction unit should urge the construction unit to make all kinds of construction records, concealed works records and visas, so as to reduce the troubles caused by wrangling in settlement. In addition, cost management personnel should actively promote the construction unit to improve construction methods and technical measures, which is also an important aspect of effectively controlling construction investment.
3.4 Cost management of completion settlement audit. Project completion settlement means that the construction enterprise completes all contracted projects according to the contents stipulated in the contract, and after passing the acceptance, it settles the final project price with the contractor. The final accounts after examination and approval are the basis for auditing the project cost, and we should attach great importance to the settlement audit. Project settlement is the last stage of project construction, and it is also an ex post control process, which is related to the huge economic interests of the constructor and the constructor. According to the experience of some cost personnel, the reduced funds for the settlement of Jian 'an projects often account for more than 8% of the settlement funds submitted for review, and the reduced amount of individual projects reaches 30% ~ 50%. It can be seen that strengthening the audit of completion settlement is the last important link to control investment. For a long time, there have been many problems in the construction industry, such as lax implementation of project quota and imperfect contract management, which have caused some common problems in the completion settlement, such as overestimating and calculating by using contract openings or other loopholes; Use concealed works to sign more concealed quantities; Do not seriously implement the prescribed quota, arbitrarily set the height; Adjust the material price at will; Such phenomena are not only related to omissions or even mistakes in contracts, on-site visas and design changes, but also related to the construction unit's concern that the project payment is in arrears or the settlement audit is too tight and deliberately exaggerated. Therefore, the following points must be done when reviewing the completion settlement: First, strictly implement the contract terms. In the project completion settlement, auditors should stick to the contract and strictly control the expenses outside the project. The amount of work not completed according to the requirements of the construction drawings and the project cost not according to the visa shall be deducted; The expenses clearly included in the terms of the contract, which belong to the risk expenses of the construction enterprise, and the liquidated damages for failing to implement the terms of the contract, etc., shall be reduced. Secondly, strictly review design changes and on-site visas. The audit of engineering quantity should be based on the agreement in the construction contract, and the design changes and on-site visas in the construction process should be audited and calculated according to the specified requirements. During the audit, attention should be paid to the correctness of the unit price and breakdown of the project in the settlement submitted by the construction enterprise, and the analysis should be made according to the site situation. Finally, strictly implement the bidding unit price. The bidder's comprehensive unit price guarantee for the settlement of the project subject to tender with bill of quantities. At the time of settlement, the unit price of engineering change and visa should strictly implement the bidding unit price, and the list omissions and calculation errors caused by the construction unit should be adjusted according to the pricing rules and contracts.
4, improve professional quality, and actively carry out various professional research.
4. 1 Explore the establishment of business training and academic exchange system in the field of engineering cost, and strive to improve the professional quality of staff in engineering cost management institutions. At present, there are some problems in engineering cost management institutions, such as low proportion of professionals and poor professional quality. In order to develop into an authoritative professional organization, engineering cost management institutions must first have a group of high-quality professionals who can keep pace with the times.
4.2 Focus on bidding management and project management of construction projects, grasp the core of cost management and cost control, provide reference for decision-making of government departments with scientific data, and provide guidance for cost determination and control of both parties to the contract with authoritative decision-making. Cost management is the core of both project bidding and project management. Engineering cost management institutions should take responsibility and formulate relevant systems according to scientific research and objective data.
4.3 Organize research on the relationship between project cost management and project management, actively advocate the concept of the whole process of project construction, strive to promote the transformation of project cost management from project service to project decision-making, strengthen the status of project cost consulting units and cost professionals, and highlight the basic role of cost management in project construction management.
4.4 Explore and study the relationship between the construction period and the cost, formulate and improve the construction period standard, and standardize the control and management of the project cost by guiding all parties in the project construction to reasonably determine the construction period.
5. Conclusion
To sum up, project cost management is a crucial link to effectively control construction investment, and it is a complex systematic project to manage the whole process of project cost well. In practice, cost management personnel must closely cooperate with design, supervision, construction and other related parties, sum up experience, and constantly improve the quality of cost management through unremitting efforts, so that cost management can give full play to the role of reasonably controlling construction investment and even promoting the development of the construction industry.