隨著我國改革開放的快速發(fā)展,房地產(chǎn)行業(yè)也進(jìn)入高速增長階段。國家為促進(jìn)房地產(chǎn)行業(yè)健康穩(wěn)定發(fā)展,相繼出臺(tái)多項(xiàng)宏觀調(diào)控政策及管理辦法。對(duì)房地產(chǎn)行業(yè)來講,高利潤、低風(fēng)險(xiǎn)、大回報(bào)的時(shí)代已經(jīng)過去,必須改變過往的經(jīng)營模式,。重視加強(qiáng)成本管理,嚴(yán)控各項(xiàng)成本費(fèi)用支出。本文通過對(duì)房地產(chǎn)行業(yè)背景研究,運(yùn)用文獻(xiàn)綜述法、案例分析法等方法進(jìn)行項(xiàng)目成本管理優(yōu)化策略研究。以HJ房地產(chǎn)企業(yè)L項(xiàng)目為研究對(duì)象,運(yùn)用全生命周期理論、價(jià)值工程理論、全面成本管理理論對(duì)項(xiàng)目的成本管理環(huán)境現(xiàn)狀、項(xiàng)目開發(fā)各階段進(jìn)行研究分析。旨在發(fā)現(xiàn)該項(xiàng)目成本管理過程中存在的問題,優(yōu)化改進(jìn)企業(yè)成本管理,提升企業(yè)核心競爭力。L項(xiàng)目成本管理目前存在較多問題,如組織架構(gòu)不完善、成本管理意思薄弱、制度缺乏更新、缺少責(zé)任成本、以及項(xiàng)目開發(fā)過程中各階段存在的成本管理問題。需通過優(yōu)化研究提出合理解決辦法。對(duì)L項(xiàng)目一期成本管理工作存在的問題進(jìn)行梳理總結(jié),吸取經(jīng)驗(yàn)教訓(xùn),將研究成果運(yùn)用到該項(xiàng)目二期的成本管理過程中,避免類似問題再次發(fā)生,并進(jìn)一步總結(jié)歸納分析,推廣到集團(tuán)的其他項(xiàng)目成本管理工作當(dāng)中,對(duì)類似的房地產(chǎn)企業(yè)提供參考。

【文章頁數(shù)】：85 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
Acknowledgement
Abstract
摘要
Chapter1 Introduction
    1.1 Research Background
    1.2 Research Significance
    1.3 Research Methods
    1.4 Thesis Structure,Research Thought
    1.5 Logical Framework
Chapter2 Literature Review
    2.1 Basic Concept of Real Estate Theory
        2.1.1 Cost Concept and Cost Structure
        2.1.2 Process of Real Estate Development and Cost Management
    2.2 Cost Management Theory
        2.2.1 Whole Life Cycle Cost Theory
        2.2.2 Value Engineering Theory
        2.2.3 Comprehensive Cost Management Theory
    2.3 Research Abroad
    2.4 Research at Home
        2.4.1 On the Application of Cost Management Theory
        2.4.2 On the Awareness of Cost Management System
        2.4.3 On the Management and Control in Each Stage of Project Development
    2.5 Summary
Chapter3 Case Description
    3.1 Introduction of HJ Group
    3.2 Introduction of Project L
    3.3 Current Environment of Project L’s Cost Management
Chapter4 Analysis of Problems and Causes of Project L’s Cost Management
    4.1 Problems and Causes of Current Environment of Cost Management
        4.1.1 Imperfect Organizational Structure
        4.1.2 Weak Awareness of Cost Management
        4.1.3 Lack of Establishment and Update of Cost Management System
        4.1.4 Lack of Assessment Mechanism of Refined Responsibility Cost
    4.2 Problems and Causes of Cost Management in Each Stage of ProjectDevelopment
        4.2.1 Incomplete Acquisition of Front-end Land Information
        4.2.2 Over Quota in Planning and Design Stage
        4.2.3 Imperfect Bidding and Evaluation System
        4.2.4 Belated Feedback of Onsite construction Management
        4.2.5 Lagging in Settlement of Time-limited Completion
Chapter5 Improvements of Project L’s Cost Control
    5.1 Establishing Cost Management Environment System from the Perspectiveof Operation
        5.1.1 Improving Organizational Structure
        5.1.2 Strengthening Core Idea of Cost Management
        5.1.3 Updating Cost Management System
        5.1.4 Establishing Assessment Mechanism of Project Responsibility Cost
    5.2 Improvement Measures for Cost Management in Each Stage of ProjectDevelopment
        5.2.1 Improvement Measures for Cost Management in the Front-end Land Acquisition
        5.2.2 Improvement Measures for Cost Management in Planning andDesign Stage
        5.2.3 Improvement Measures for Cost Management in Bidding andEvaluation Stage
        5.2.4 Improvement Measures for Cost Management in OnsiteConstruction
        5.2.5 Improvement Measures for Cost Management in the Settlement ofTime-limited Completion
Chapter6 Conclusion and Prospect
    6.1 Conclusion
    6.2 Limitations
    6.3 Prospect
Reference



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