本文關(guān)鍵詞：WFJ地鐵項(xiàng)目施工成本管理研究　出處：《北京交通大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 地鐵施工項(xiàng)目 成本管理 成本計(jì)劃 PDCA循環(huán)

【摘要】：目前,施工領(lǐng)域競(jìng)爭(zhēng)非常激烈,施工企業(yè)能否在市場(chǎng)競(jìng)爭(zhēng)中實(shí)現(xiàn)快速平穩(wěn)發(fā)展,關(guān)鍵在于企業(yè)能否練好內(nèi)功,實(shí)現(xiàn)施工生產(chǎn)的標(biāo)準(zhǔn)化、高效化、現(xiàn)代化;而施工項(xiàng)目能否獲得較大的經(jīng)濟(jì)效益,關(guān)鍵在于其成本的高低;施工項(xiàng)目成本的高低在很大程度上取決于成本管理水平。因此,施工項(xiàng)目成本管理是施工項(xiàng)目管理乃至施工企業(yè)的核心。本文通過對(duì)WFJ地鐵項(xiàng)目施工成本管理進(jìn)行深入分析研究,發(fā)現(xiàn)在施工成本管理方面的不足和缺陷,在項(xiàng)目管理、成本管理等相關(guān)理論知識(shí)的基礎(chǔ)上,運(yùn)用實(shí)踐與理論相結(jié)合的方法以及基本的管理學(xué)研究方法,結(jié)合項(xiàng)目施工成本控制的原理與方法對(duì)該項(xiàng)目的施工成本管理問題進(jìn)行研究,為WFJ地鐵項(xiàng)目施工成本管理提出對(duì)策建議,提高施工成本管理水平,降本增效。具體研究?jī)?nèi)容如下:(1)本文針對(duì)地鐵項(xiàng)目施工成本管理粗放的問題,基于責(zé)任成本管理、目標(biāo)成本管理、質(zhì)量成本管理等理論方法并梳理了國(guó)內(nèi)外相關(guān)研究,為本文研究奠定理論基礎(chǔ)。在文獻(xiàn)梳理的基礎(chǔ)上結(jié)合地鐵項(xiàng)目施工成本管理的特點(diǎn)對(duì)地鐵項(xiàng)目施工成本的相關(guān)概念進(jìn)行了界定描述,并且對(duì)其構(gòu)成、分類基本原理和量化方法等進(jìn)行總結(jié),按地鐵項(xiàng)目施工成本形成的時(shí)間先后將成本可分為三類:競(jìng)爭(zhēng)性成本、指導(dǎo)性成本、實(shí)施性成本。對(duì)成本的動(dòng)態(tài)控制原理(PDCA循環(huán))、全面成本管理原理、經(jīng)濟(jì)定購(gòu)批量、設(shè)備經(jīng)濟(jì)壽命、贏得值原理進(jìn)行了深入分析。(2)結(jié)合WFJ地鐵項(xiàng)目的特點(diǎn)對(duì)其成本管理的影響因素進(jìn)行深入分析,總結(jié)指出其成本管理中諸如組織保障不健全、成本意識(shí)不強(qiáng)、成本管理體系、程序不完善、施工要素投入有欠缺、進(jìn)度管理不到位、質(zhì)量與安全管理不成體系、合同管理存隱患等層面所存在的問題和不足。其中組織保障、成本意識(shí)、成本管理體系、程序涉及公司和項(xiàng)目部層面;施工要素投入涉及人力資源配置、物質(zhì)設(shè)備供應(yīng)、管理;進(jìn)度涉及施工組織設(shè)計(jì)安排、成品保護(hù);質(zhì)量與安全涉及質(zhì)量管理及安全管理標(biāo)準(zhǔn)化;合同涉及合同工期和合同管理在施工成本管理方面的問題。(3)在對(duì)WFJ項(xiàng)目施工成本管理指出問題、分析問題的基礎(chǔ)上,本文提出了解決問題的對(duì)策建議,對(duì)施工成本管理中的薄弱環(huán)節(jié)進(jìn)行了加強(qiáng),更從施工現(xiàn)場(chǎng)成本控制細(xì)節(jié)進(jìn)行深入分析研究,提出了切實(shí)可行的具體控制方法,明確了解決問題的具體措施,包括完善管理體系,增強(qiáng)成本意識(shí);實(shí)施責(zé)任成本管理,強(qiáng)化激勵(lì)機(jī)制落實(shí);優(yōu)化方案,降本增效;合理配置施工要素,有效控制施工成本;突出動(dòng)態(tài)管理,注重開源節(jié)流;統(tǒng)籌現(xiàn)場(chǎng)管理,減少費(fèi)用開支六大方面。
[Abstract]:At present, the competition in the field of construction is very fierce. Whether the construction enterprise can achieve rapid and steady development in the market competition, the key lies in whether the enterprise can practice the internal work well, realize the standardization, high efficiency and modernization of the construction production; Whether the construction project can obtain greater economic benefits, the key lies in the level of its cost; The cost of construction project depends on the level of cost management to a great extent. The construction project cost management is the core of the construction project management and even the construction enterprise. This article through the WFJ subway project construction cost management carries on the thorough analysis research, discovered in the construction cost management aspect insufficiency and the flaw. In the project management, cost management and other related theoretical knowledge based on the use of the combination of practice and theory, as well as the basic management research methods. Combined with the principle and method of project construction cost control, this paper studies the construction cost management of the project, and puts forward some countermeasures and suggestions for the construction cost management of WFJ subway project, and improves the level of construction cost management. The specific research contents are as follows: 1) this paper aims at the extensive management of subway project construction cost, based on responsibility cost management, target cost management. Quality cost management and other theoretical methods and combing the relevant research at home and abroad. On the basis of combing the literature, combined with the characteristics of subway project construction cost management, the related concepts of subway project construction cost are defined and described, and its composition is described. The basic principles of classification and quantitative methods are summarized. According to the time of the construction cost formation of the subway project, the cost can be divided into three categories: competitive cost, guiding cost. The dynamic control principle of the cost is PDCA cycle, the total cost management principle, the economical order batch, the equipment economical life. Based on the characteristics of WFJ subway project, the factors affecting cost management are deeply analyzed, and it is pointed out that the cost management is not perfect in cost management, such as organizational security. The cost consciousness is not strong, the cost management system, the procedure is not perfect, the construction element input is deficient, the schedule management is not in place, the quality and the safety management is not systematic. Problems and deficiencies in the level of hidden dangers in contract management. Among them, organizational security, cost awareness, cost management system, procedures are related to the company and the project department level; The input of construction elements involves the allocation of human resources, the supply of material and equipment, and the management; Schedule involves construction organization design arrangement, finished product protection; Quality and safety involve quality management and standardization of safety management; The contract involves the contract time limit and the contract management in the construction cost management aspect. (3) on the basis of the WFJ project construction cost management points out the question, analyzes the question. This paper puts forward the countermeasures and suggestions to solve the problem, strengthens the weak links in the construction cost management, analyzes and studies the details of the construction site cost control in depth, and puts forward practical and practical control methods. The concrete measures to solve the problem are made clear, including perfecting the management system and enhancing the cost consciousness; Implementing responsibility cost management and strengthening incentive mechanism; Optimize the scheme, reduce the cost and increase efficiency; Reasonable allocation of construction elements and effective control of construction costs; Highlight the dynamic management, pay attention to increase income and cut down expenditure; Overall site management, reduce expenses in six major areas.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：U231.3

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