本文關(guān)鍵詞： 掙值管理 項(xiàng)目管理 工程項(xiàng)目　出處：《青島大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：當(dāng)今,隨著項(xiàng)目管理理論和成本控制方法的發(fā)展,許多科學(xué)方法和理論在實(shí)踐中逐步得到應(yīng)用。但是,大多數(shù)施工企業(yè)還是沿用傳統(tǒng)模式,重點(diǎn)集中在完工后的核算,過度重視傳統(tǒng)模式的成本管理模式,不敢輕易嘗試新的成本控制理論。目前建設(shè)項(xiàng)目在進(jìn)行成本控制管理時(shí),傳統(tǒng)成本會表現(xiàn)出以下劣勢,核算方法簡單、落后,沿用傳統(tǒng)模式、缺乏對新問題的解決方法,對項(xiàng)目的定量分析不夠等現(xiàn)象。根據(jù)這些情況下,施工企業(yè)必須改進(jìn)成本管理模式,大膽創(chuàng)新,逐步建立自己的成本管理模式,有效的控制成本。應(yīng)用項(xiàng)目管理進(jìn)行醫(yī)院新建的研究最重要的三個(gè)管理目標(biāo)為:質(zhì)量、成本、工期。一個(gè)項(xiàng)目的成功涉及到項(xiàng)目的眾多因素:成本、時(shí)間、質(zhì)量、范圍、風(fēng)險(xiǎn)等。在實(shí)施時(shí)要做好項(xiàng)目全面的管控,才能真正實(shí)現(xiàn)項(xiàng)目管理的目標(biāo)。傳統(tǒng)項(xiàng)目管理注重于時(shí)間規(guī)劃和進(jìn)度的控制,而掙值管理則是成本控制的分析的重要內(nèi)容,即考慮規(guī)劃管理時(shí)間與資源的。本文嘗試將掙值管理方法運(yùn)用到實(shí)際的項(xiàng)目管理中,利用案例分析討論掙值管理運(yùn)用在項(xiàng)目管理上的可行性和經(jīng)濟(jì)效益。本文結(jié)合項(xiàng)目管理的基本概念、基本理論,為醫(yī)院項(xiàng)目管理水平的提升提供技術(shù)依據(jù)。本文按照項(xiàng)目成本控制的基本框架研究項(xiàng)目的實(shí)際過程,提出項(xiàng)目中成本控制的具體方法(掙值分析法),并根據(jù)DMX人民醫(yī)院新建項(xiàng)目成本控制的實(shí)際特點(diǎn)和情況,提出項(xiàng)目成本控制的建議和對策。本文介紹項(xiàng)目屬于大型工程預(yù)算為六億,運(yùn)用項(xiàng)目管理大約可節(jié)約成本6%,工程進(jìn)度管理都能完成,是成功的項(xiàng)目管理案例。本文研究的案例為個(gè)案,資料來源都是項(xiàng)目行進(jìn)中的實(shí)際數(shù)據(jù),因此對相似的項(xiàng)目管理有一定的啟示和幫助。
[Abstract]:Nowadays, with the development of project management theory and cost control method, many scientific methods and theories are gradually applied in practice. However, most construction enterprises still follow the traditional mode. Focus on the accounting after completion, pay too much attention to the traditional mode of cost management model, dare not easily try the new cost control theory. At present, the construction project is carrying on the cost control management. Traditional cost will show the following disadvantages, accounting method is simple, backward, using the traditional model, lack of solutions to new problems, the quantitative analysis of the project is not enough, and so on. Construction enterprises must improve the cost management model, bold innovation, and gradually establish their own cost management model. The three most important management objectives are: quality, cost, duration. The success of a project involves many factors of the project: cost, time. Quality, scope, risk, etc. In order to achieve the goal of project management, traditional project management pays attention to time planning and schedule control. Earned value management is an important part of cost control analysis, that is, considering planning management time and resources. This paper tries to apply earned value management method to actual project management. This paper discusses the feasibility and economic benefit of the application of earned value management in project management by case analysis. This paper combines the basic concept of project management and basic theory. According to the basic framework of project cost control, this paper studies the actual process of the project, and puts forward the specific method of cost control in the project (earned value analysis). According to the actual characteristics and situation of the new project cost control in DMX people's Hospital, the paper puts forward some suggestions and countermeasures for the project cost control. This paper introduces that the project belongs to a large project budget of 600 million. The use of project management can save about 6 costs, the project schedule management can be completed, is a successful project management case. The case studied in this paper is a case, data sources are the actual data in the project. Therefore, similar project management has some enlightenment and help.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：TU723.3

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本文編號：1484642