關(guān)于項目法施工工程成本管理中英文對照

1、 關(guān)于項目法施工工程成本管理中英文對照On the project cost management system of Construction Engineering in Chinese and English.摘 要：項目法施工是施工企業(yè)以中標(biāo)的單項工程為基礎(chǔ)，組建一個以項目經(jīng)理為首的項目經(jīng)理部，對整個項目的實施實行全過程的管理。面對競爭激烈的建筑市場，施工企業(yè)只有降低項目成本，才能使企業(yè)具有競爭力、具有更大的利潤空間。顯然，有效的項目成本管理，對于施工企業(yè)的生存與發(fā)展，極其重要。Abstract: the project law construction is the construc

2、tion enterprise to the single project as the basis, the formation of a led by Project Manager Project Manager Department, for the entire project implementation of the whole process of management. Facing the fierce competition in the construction market, construction enterprises have to reduce projec

3、t cost, can make the enterprise competitive, with greater profit space. Obviously, effective project cost management, for the enterprises to survive and develop, extremely important.關(guān)鍵詞：項目法 成本管理 成本控制Keywords: project cost management cost control隨著我國建筑行業(yè)的迅速發(fā)展，建筑施工企業(yè)的市場競爭激烈，為了獲得經(jīng)濟效益的最大化，項目法施工中如何加強施工成本

4、管理對施工企業(yè)效益有舉足輕重的作用。With the rapid development of Chinas construction industry, construction enterprises in the fierce market competition, in order to maximize the economic benefits, the project law construction to strengthen the management of construction cost has play a decisive role effect on the e

5、fficiency of construction enterprises. 所謂的施工成本管理即使在保證滿足工程質(zhì)量、工期等合同要求的前題下，對工程實施過程中所發(fā)生的費用通過進(jìn)行有效地計劃、組織、控制和協(xié)調(diào)等工作，實現(xiàn)預(yù)定的成本控制目標(biāo)，盡可能的降低成本費用，實現(xiàn)利潤，創(chuàng)造良好經(jīng)濟效益的一種科學(xué)管理辦法，施工成本管理貫穿于整個項目的施工期，是一個動態(tài)的管理過程。The construction cost management even guaranteed to meet the quality, time limit for a project contract requirements

6、under the premise, effectively plan, for the project cost through the organization, control and coordination of work, to achieve the goal of cost control, as much as possible to reduce costs, profits, a scientific management a way to create good economic benefits, construction cost management throug

7、hout the project, is a dynamic management process. 筆者認(rèn)為，項目法施工中要做好施工成本管理，關(guān)鍵在于搞好施工前編制施工成本計劃，施工中施工成本過程控制，施工后施工成本分析總結(jié)。The author thinks, project law construction to construction cost management is the key to do well, preparation of construction cost plan before construction, construction process control

8、 of construction cost, construction cost analysis summary after construction. 一、施工前編制好施工成本計劃One, construction work construction cost plan 施工成本計劃是根據(jù)施工項目的具體情況制定的施工成本控制方案，既包括預(yù)定的具體成本控制目標(biāo)，又包括實現(xiàn)控制目標(biāo)的措施和規(guī)劃，是施工成本控制的指導(dǎo)性文件。項目部在一項工程施工前認(rèn)真編制施工組織設(shè)計，優(yōu)選施工方案，施工方案主要包括四個方面內(nèi)容：施工方法的確定、施工機具的選擇、施工順序的安排和流水施工的組織。施工方案的不同，工期就

9、會不同、所需機具也就不同。因此施工方案的優(yōu)化選擇是項目法施工中降低工程成本的主要途徑。制定施工方案要以臺同工期為依據(jù)，聯(lián)系工程的實際情況，同時制定幾個施工方案，從中優(yōu)選方案，同時擬定經(jīng)濟可行的技術(shù)施工措施，列入施工組織設(shè)計中，項目部應(yīng)根據(jù)施工組織設(shè)計和生產(chǎn)要素等配置情況，按施工進(jìn)度計劃、確定項目的月、季成本計劃和項目總計劃，計算出計劃目標(biāo)成本和目標(biāo)利潤作為控制施工過程生產(chǎn)成本的依據(jù)。The cost of construction plan is based on the construction cost control plan specific construction projects

10、, including the specific cost predetermined control objectives, and implementation measures and planning control target, is a guiding document for the construction cost control. The project department to the preparation of construction organization design in a project before the construction, optimi

11、zation of construction scheme, construction scheme mainly includes four aspects: sure, construction machinery, construction method of choice, construction sequence arrangement and the flow construction organization. The construction scheme, construction period will be different, the required equipme

12、nt is different. Therefore, optimization of construction scheme selection is the main way to reduce engineering cost in project method construction. The construction project to the same period as the basis, contact the actual situation of engineering, and formulated several construction schemes, the

13、 optimal scheme, at the same time to develop technical construction measures of economic and feasible, included in the construction organization design, project department should according to the construction organization design and production elements configuration, according to the construction sc

14、hedule, project identification monthly, quarterly cost plan and project plan, calculate target costs and target profit as the production cost control of construction process. 二、施工中進(jìn)行施工成本過程控制For control of the construction cost, construction process two 施工階段是控制建設(shè)工程工程項目成本發(fā)生的主要階段，它通過確定成本目標(biāo)并按計劃成本進(jìn)行資源配置，

15、對項目部發(fā)生的各種成本費用進(jìn)行有效控制，具體控制方法如下：The construction phase is the main phase control of construction engineering project cost, it is determined by the cost target and the allocation of resources according to the planned cost, effective control of project cost department, the following control method: 1、人工費

16、控制1, artificial cost control 人工費控制實行“量價分離”的方法施工項目部通過與有資質(zhì)的勞務(wù)公司簽訂勞務(wù)合同，按照成本計劃所含的人工費將作業(yè)用工的零星用工按定額工日的一定比例綜合確定用工數(shù)量與單價，實現(xiàn)人工費的過程總量控制。The artificial cost control to implement the method of separation of quantity and price . The project department with qualified services company signed labor contracts, sporad

17、ic employment contained according to cost plan labour costs will work employment comprehensive according to a certain proportion of labor quota work to determine the quantity and the unit price, total process control to achieve artificial fee. 2、材料費控制2, material cost control 項目施工中材料費占建設(shè)工程總造價的60-70，其

18、重要程度自然是不言而喻。實際施工材料價格應(yīng)主要通過掌握市場信息，應(yīng)用招標(biāo)和詢價等方式控制材料、設(shè)備的采購價格。材料用量可以采用消耗定額控制、計劃指標(biāo)控制、計量控制、包干總量等方法進(jìn)行控制。In the project construction material costs account for a total construction cost of 60%-70%, its importance is self-evident. The actual construction materials prices mainly through the grasp of market infor

19、mation, the purchase price control materials, equipment and application of Tender Inquiry way. The amount of material consumption quota control, can be used to plan index control, measurement and control, contract amount, method of control. 3、施工機械使用費的控制3, construction machinery use costs control 合理選

20、擇機械設(shè)備對成本管理是有十分重要的意義，尤其是高層建筑。據(jù)統(tǒng)計，高層建筑地面以上部分總費用中，機械費約占6-l0。因此項目部應(yīng)從減少因安排不當(dāng)引起的設(shè)備閑置、提高設(shè)備利用率、避免不正確使用造成機械設(shè)備停置等方面控制施工機械使用費。Reasonable selection of mechanical equipment are very important significance to the cost management, especially in high-rise buildings. According to statistics, the above ground part of

21、 high-rise buildings in total cost, machine costs accounted for 6%-l0%. Therefore, the project department should reduce caused by improper arrangement of the idle equipment, improve avoid caused by improper use of machinery and equipment idle control construction machinery use costs, equipment utili

22、zation rate. 4、節(jié)約減少現(xiàn)場管理費支出4, save to reduce on-site management fee expenses 施工項目部臨時設(shè)施投入盡量本著經(jīng)濟適用原則，易于回收周轉(zhuǎn)利用?，F(xiàn)場經(jīng)費應(yīng)精簡，加強施工質(zhì)量管理，促進(jìn)管理水平不斷提高，減少管理費用支出。Temporary facilities construction project investment to adhering to the principle of economical, easy recovery of turnover use. Site funds should be streaml

23、ined, strengthen the construction of quality management, promote and constantly improve the level of management, reduce management costs. 5、施工分包費的控制5, construction subcontracting fees 分包工程價格較低，必然對施工成本產(chǎn)生一定的影響，為了對施工分包費進(jìn)行有效控制，項目部主要做好分包工程詢價、訂立平等互利的分包合同，建立穩(wěn)定的分包關(guān)系網(wǎng)絡(luò)。加強施工驗收和分包結(jié)算工作。The subcontract works the

24、 lower price, will have certain impact on the construction cost, in order to effectively control the construction subcontracting fees, project department is mainly to subcontract project inquiry, conclude the equality and mutual benefit to establish stable subcontracting, subcontracting relationship

25、 network. To strengthen the construction and acceptance of subcontracting clearing work. 6、質(zhì)量的控制6, quality control 工程質(zhì)量與項目成本息息相關(guān)，分項工程的表面平整度、垂直度精度越高，越能節(jié)約材料和人工。譬如，天棚面如平整度很高，可以不用抹灰，而通過刮膩子的方法一樣能達(dá)到使用要求，還能加大使用空間，節(jié)省費用。The project quality and project cost is engineering, surface flatness, perpendicularity o

26、f higher accuracy, more can save materials and artificial. For example, the ceiling surface such as smoothness is very high, can not plastering, and through the method of putty can meet the use requirements, but also increase the use of space, cost savings. 7、工期的控制7, schedule control 項目施工中，如能通過優(yōu)化施工方

27、案，提前完工，將節(jié)省大筆的機械及周轉(zhuǎn)料具的租賃費及項目的管理費，從而降低成本。因此，項目成本管理一定要圍繞著減少資源費用來進(jìn)行工期的優(yōu)化。In the project construction, such as through the optimization of construction scheme, completed ahead of schedule, will save the rental fee and project machinery and turnover material big with the management fee, thereby reducing t

28、he cost of. Therefore, the project cost management must be optimized to reduce resource costs around for the duration of the.8、施工技術(shù)的控制8 control, construction technology 技術(shù)與經(jīng)濟是相互依存的，技術(shù)的提高或新技術(shù)的采用，必然大幅度提高勞動效率和節(jié)省材料，從而節(jié)約成本。在項目成本管理中，要十分注重和發(fā)揮技術(shù)對于降低成本的重要作用。Technology and economy are interdependent, using te

29、chnology to improve or new technology, will greatly improve the efficiency of labor and material saving, thereby saving cost. In project cost management, to pay great attention to and play important role to reduce the cost of the technology for. 9、索賠的管理9, claims management 項目從合同履約之初，根據(jù)合同，就要加強對業(yè)主的索賠，

30、注重索賠證據(jù)的收集及確認(rèn)工作，勤辦理簽證，經(jīng)常向業(yè)主發(fā)索賠的函件并及時催促確認(rèn)。通過索賠來維護企業(yè)權(quán)益，提高項目的收入。在高度重視對業(yè)主的索賠的同時，要增強自身履行合同的意識，防止業(yè)主反索賠。From the beginning of the project contract, according to the contract, we must strengthen the owner of the claim, pay attention to evidence collection and confirmation work visa letter, frequently, often

31、to the owners claim and press the confirm and. The claim to protect corporate interests, improve project income. In the attach great importance to the employers claims at the same time, to enhance its performance of the contract consciousness, prevent the owner claim. 三、工程竣工后成本分析總結(jié)Three, after the c

32、ompletion of the project cost analysis summary 根據(jù)項目部指定的考核制度，對成本管理責(zé)任相關(guān)人員進(jìn)行考核，考核的重點是完成工作量、材料、人工費及機械使用費四大指標(biāo)，根據(jù)考核結(jié)果決定獎罰和任免，體現(xiàn)獎優(yōu)罰劣的原則，項目管理組織對施工項目經(jīng)理部進(jìn)行獎罰時，既要防止虛盈實虧，也要避免實際成本歸集差錯等影響。充分依靠項目部各級成本管理人員經(jīng)驗和智慧，使竣工后成本分析總結(jié)真正能切實反映施工成本管理成果，在此基礎(chǔ)上兌現(xiàn)施工成本責(zé)任制的獎罰和經(jīng)濟激勵措施。According to the project department designated assessm

33、ent system of cost management, responsible for examination, the examination is the focus of work, materials, labor costs and mechanical royalties four index, according to the results of examination and appointment of decided to reward and punishment, Jiangyoufalie principle, project management organization to reward and punishment on the construction project managers, it is necessary to prevent false profit, but also to avoid the actual cost accumulation error influence. Fully rely on the project cost management personnel at all levels o