本文選題：房地產(chǎn) + 成本控制��； 參考：《河北工業(yè)大學(xué)》2013年碩士論文

【摘要】：近年來，我國的房地產(chǎn)行業(yè)發(fā)展十分迅猛，時下已經(jīng)成為廣大商家投資的熱點。但隨之而來的國家以及各級地方政府的調(diào)控政策的競相出臺，也給房地產(chǎn)行業(yè)的發(fā)展帶來了前所未有的挑戰(zhàn)。近一段時期，由于市場空間不斷被擠壓，使得房地產(chǎn)行業(yè)競爭日趨白熱化，地產(chǎn)項目的利潤空間也越來越小。為了讓我國的房地產(chǎn)行業(yè)逐漸走進一個平穩(wěn)發(fā)展的良性軌道，因此，如何有效地降低地產(chǎn)項目開發(fā)成本就成為了房地產(chǎn)開發(fā)企業(yè)增加利潤空間的重要途徑。 在地產(chǎn)項目的推進過程中，影響地產(chǎn)項目成本的決定因素紛繁復(fù)雜，，大多數(shù)觀點認為成本控制要以項目為核算單位，其決定因素包括：項目所在的城市以及所處的位置、地域，項目定位，產(chǎn)品功能，項目規(guī)模，開發(fā)周期和管理人員素質(zhì)，尤其是參與管理的人員素質(zhì)被認為是決定項目成本的關(guān)鍵。 本文穿越傳統(tǒng)的成本控制思維，以河北中辰集團房地產(chǎn)開發(fā)有限公司開發(fā)的匯通新天地具體項目為例，從項目管理的客觀角度，系統(tǒng)地分析如何控制成本費用，用項目整個生命周期全過程成本控制方法，重點剖析地產(chǎn)項目成本費用產(chǎn)生的關(guān)鍵環(huán)節(jié)，尋求產(chǎn)生成本費用的根源所在，從而有效控制成本，并結(jié)合匯通新天地項目管理過程中的實踐經(jīng)驗與感悟，探究如何改善和降低地產(chǎn)項目成本。
[Abstract]:In recent years, China's real estate industry is developing very rapidly, and has become a hot spot of investment. However, the national and local governments at all levels of regulation and control policies, but also to the development of the real estate industry has brought unprecedented challenges. In recent years, because the market space is constantly squeezed, the competition in the real estate industry is becoming more and more intense, and the profit space of real estate projects is becoming smaller and smaller. In order to make the real estate industry of our country step by step into a benign track of steady development, how to effectively reduce the development cost of real estate projects has become an important way for real estate development enterprises to increase their profit margins. In the process of promoting the real estate project, the determinants of the cost of the real estate project are numerous and complicated. Most views think that the cost control should take the project as the accounting unit. The decisive factors include: the city where the project is located and the location and region of the project. Project positioning, product function, project size, development cycle and quality of management personnel, especially those involved in management, are considered to be the key to determining project cost. Taking Huitong Xintiandi project developed by Hebei Zhongchen Group Real Estate Development Co., Ltd. As an example, this paper systematically analyzes how to control cost from the objective point of view of project management. By using the method of cost control in the whole life cycle of the project, the key link of the cost of the real estate project is analyzed, and the root of the cost is found, so that the cost can be effectively controlled. Combined with Huitong Xintiandi project management process of practical experience and perception, explore how to improve and reduce the cost of real estate projects.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F275.3;F299.233.4

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