中外合作EPC項(xiàng)目作為工程總承包發(fā)展的“過渡模式”正發(fā)揮著積極的作用。然而,EPC項(xiàng)目成本超支已成為決定項(xiàng)目失敗的關(guān)鍵因素。在此形勢(shì)下,C公司面臨項(xiàng)目成本超支,項(xiàng)目利潤(rùn)率被壓縮的問題。C公司迫切需要提高成本管理水平,提高項(xiàng)目成功率。本文首先結(jié)合近十年國(guó)內(nèi)外研究,闡述了工程項(xiàng)目成本管理和EPC總承包項(xiàng)目成本管理的概念和基本理論,通過項(xiàng)目成本績(jī)效偏差現(xiàn)狀分析,發(fā)現(xiàn)C公司EPC項(xiàng)目成本管理存在的問題。針對(duì)這些問題,本文通過問卷調(diào)研探討影響EPC項(xiàng)目成本超支的因素。通過主成分分析、相關(guān)性分析和回歸分析,找出EPC項(xiàng)目成本超支的主要影響因素為項(xiàng)目團(tuán)隊(duì)管理能力不足、項(xiàng)目變更、低估項(xiàng)目預(yù)算、項(xiàng)目風(fēng)險(xiǎn)預(yù)判不足、缺乏項(xiàng)目全生命周期管理。項(xiàng)目建設(shè)階段是項(xiàng)目成本超支的主要發(fā)生階段,業(yè)主方是影響項(xiàng)目成本的關(guān)鍵相關(guān)方。在此基礎(chǔ)上,本文從承包商的視角提出解決EPC項(xiàng)目成本超支的優(yōu)化改進(jìn)方法和措施,即把控不同項(xiàng)目階段成本超支的關(guān)鍵因素,制定合理的項(xiàng)目預(yù)算,預(yù)提項(xiàng)目?jī)?chǔ)備金,完善項(xiàng)目變更流程,加強(qiáng)與業(yè)主方的溝通。通過對(duì)該公司項(xiàng)目成本管理方法的優(yōu)化設(shè)計(jì),能夠降低項(xiàng)目成本,提高企業(yè)項(xiàng)目利潤(rùn)率,實(shí)現(xiàn)項(xiàng)目成功交付,提升公司競(jìng)爭(zhēng)...

【文章頁(yè)數(shù)】：128 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter 1 Introduction
    1.1 Research Background
    1.2 Research Purpose and Content
        1.2.1 Research Purpose
        1.2.2 Research Content
    1.3 Research Significance
    1.4 Research Methods
    1.5 Research Innovation
Chapter 2 Basis Concept and Literature Review
    2.1 Overview of Project Cost Theories
        2.1.1 The Basic Concept
        2.1.2 Project Cost Classification
    2.2 Overview of Project Cost Management
        2.2.1 The Basic Concept
        2.2.2 The Main Content of Cost Management
    2.3 EPC General Contracting Project Cost Management
        2.3.1 Characteristics of EPC General Contracting Project Cost Management
        2.3.2 Three Phases of EPC General Contracting Project Cost Management
        2.3.3 Stakeholders Involved in Project Cost Management
    2.4 Research Review
        2.4.1 The Characteristics and Research Trends of the Existing Related Researches
        2.4.2 Insufficient of Research
Chapter 3 Case Description and Analysis
    3.1 C Company Profile
    3.2 Current Situation of Company C's EPC project
        3.2.1 The Project Contract
        3.2.2 EPC Project Stakeholders
        3.2.3 The Work Breakdown Structure of the Project
        3.2.4 Project Cost Plan and Cost Budget
        3.2.5 Project Settlement Cost
    3.3 Problems of Current Company's Project Cost Deviation
        3.3.1 Cost Deviation and Cause Analysis
        3.3.2 Schedule Deviation and Cause Analysis
Chapter 4 Factor Analysis and Results Discussion
    4.1 Selection of Project Cost Overrun Factors
    4.2 The Questionnaire
        4.2.1 Sample Selection
        4.2.2 Sample Data Process
    4.3 Sample Data Analysis
        4.3.1 Analysis Methods
        4.3.2 Descriptive Analysis
        4.3.3 Analysis of Factors of Project Cost Overrun
        4.3.4 Correlation Analysis
        4.3.5 Regression Analysis
    4.4 Results Discussion
        4.4.1 Five Factors in Project Cost Overrun
        4.4.2 Phase of Project Cost Overruns
        4.4.3 Stakeholders of Project Cost Overruns
    4.5 Chapter Summary
Chapter 5 Optimization Suggestions of EPC Project Cost Management
    5.1 General Ideas for Project Cost Management Optimization
    5.2 Basic Principles of Cost Management Optimization Suggestion
        5.2.1 The Lowest Cost
        5.2.2 Dynamic Control
        5.2.3 A Combination of Responsibilities,Rights and Interests
    5.3 Optimization Suggestion of Resolve Project Cost Overruns
        5.3.1 Optimization of Contractor Control the Project Cost in Phases
        5.3.2 Optimization of Reduce the Impact of Project Stakeholders
        5.3.3 Optimization of Reserve Project Compound Talents
    5.4 Evaluation of Optimization Suggestion
Chapter 6 Conclusion
    6.1 Conclusion
    6.2 Research Deficiency and Prospect
REFFERENCE
APPENDIX EPC Project Cost Overrun Factor Research Questionnaire



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