本文選題：房地產開發(fā) + 成本管理　； 參考：《河北工程大學》2013年碩士論文

【摘要】：近些年,隨著我國經濟體制的改革,我國房地產開發(fā)企業(yè)無論是資本的構成,還是管理的模式都發(fā)生了根本性的轉變。房地產已經不是處在原來拿地即賺錢的時代,而是向著逐漸合理化和市場化的方向發(fā)展,房地產開發(fā)商也逐漸由原來的粗放式管理向著集約化管理的方向轉變。在激烈的市場競爭條件下,越來越多的房地產開發(fā)商意識到,要想站穩(wěn)腳跟,就要不斷提高自身的核心競爭力,而房地產企業(yè)的成本管理工作成為重中之重,必須引起足夠的重視。 近些年,雖然我國房地產開發(fā)企業(yè)的成本管理水平有了較大提高,但是在成本管理的體制、成本管理的觀念、成本管理的方法以及成本管理的重視程度等方面還存在許多的問題,開發(fā)商的成本管理工作還面臨前所未有的壓力和挑戰(zhàn)。 本文以案例公司開發(fā)的邯鄲市某項目為背景,通過科學的方法,采用目標成本法、改進的掙值法、關鍵比值法和激勵理論,客觀分析了該項目一期成本管理存在的問題,深入剖析了產生問題的原因。在項目的二期,吸取了項目一期成本管理的教訓,通過改進成本管理組織、完善成本預測和評估方法、通過目標管理和激勵理論加強了目標管理、以及通過改進的掙值法加強了成本管理的動態(tài)管理等一系列措施,使項目二期的成本管理有了質的飛躍,并取得了較理想的效果。
[Abstract]:In recent years, with the reform of our country's economic system, real estate development enterprises have undergone fundamental changes in both the structure of capital and the mode of management. Real estate has not been in the original time of making money, but is gradually developing in the direction of rationalization and marketization, and the real estate developers are gradually from the original. In the fierce market competition, more and more real estate developers realize that, in order to keep a stable heel, more and more real estate developers must constantly improve their core competitiveness, and the cost management work of real estate enterprises is the most important, and must be paid enough attention.
In recent years, although the cost management level of the real estate development enterprises in our country has been greatly improved, there are still many problems in the system of cost management, the concept of cost management, the method of cost management and the importance of the cost management. The cost management of the developers is still facing unprecedented pressure and challenge.
In this paper, based on a project in Handan, which is developed by a case company, through the scientific method, the objective cost method, the improved earned value method, the key ratio method and the incentive theory, the existing problems of the first phase cost management of the project are analyzed objectively, and the original cause of the problem is deeply analyzed. In the two phase of the project, the first phase cost management is absorbed. By improving the cost management organization, improving the cost prediction and evaluation methods, strengthening the target management through the target management and incentive theory, and strengthening the dynamic management of cost management through the improved earned value method, the cost management of the two phase of the project has a qualitative leap and has achieved a better effect.

【學位授予單位】：河北工程大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F299.233.42

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本文編號：1810408