Measures to strengthen the cost management of construction projects

Measures to strengthen the cost management of construction projects

In the new competitive environment, accurately predicting project cost, monitoring the process of cost occurrence and analyzing the causes of cost occurrence will become the focus of project cost management of construction enterprises. Below, I have compiled articles for you on how to strengthen the cost management of construction projects. Let's see:

1 Establish a standardized, unified and standard cost management system combining responsibilities and rights.

The construction project management department is a relatively independent economic entity with the project manager as the core. The main body of cost management of construction enterprises is the construction project management department, which is composed of project managers and builders, and the project manager is the core leader of the main body of project cost management, thus forming a cost management system with the project manager as the core.

2 Benefit from quality cost management

For construction enterprises, the higher the product quality, the better. If it exceeds a reasonable level, it belongs to excess quality. Whether the quality is insufficient or excessive, it will increase the quality cost, which should be adjusted through quality cost management.

The goal of quality cost management is to make the synthesis of quality cost reach the lowest value. Generally speaking, the cost of quality prevention is low at first, and it will gradually increase with the improvement of quality requirements. When the quality reaches a certain level and then requires improvement, the cost will rise sharply. The quality inspection cost is relatively stable, but it will increase to some extent with the improvement of quality. However, quality loss is not. At first, due to poor quality, the loss was great, and with the continuous improvement of product quality, the loss gradually decreased. The interaction of the three must find an ideal point with the lowest quality and cost.

3 from time limit for a project cost control to benefit

How to deal with the relationship between construction period and cost is an important topic in construction project cost management, that is, for construction enterprises and construction project management departments, the management and control of construction period cost is not as short as possible, but to seek the best value of construction period cost through reasonable adjustment of construction period and control the construction period cost at the lowest point.

The goal of duration cost management is to correctly handle the relationship between duration and cost, so that the sum of duration costs can reach the lowest value. The cost of construction period is manifested in two aspects: on the one hand, the cost of measures taken by the project management department to ensure the construction period; On the one hand, it is the owner's claim expenses caused by the delay in construction period. Generally speaking, the shorter the construction period, the smaller the cost of construction measures; However, when the construction period is short to a certain limit, the cost of construction period measures will rise sharply. However, there is no time limit for a project loss. The amount of time limit for a project loss caused by natural conditions is relatively small, so it is usually not compensated or the amount of compensation is small, and this part of time limit for a project loss can be ignored. Therefore, we must correctly handle the relationship between two aspects of construction period cost, that is, the relationship between construction period measure cost and construction period loss. On the premise of ensuring that the construction period meets the contract conditions, reduce the construction period cost as much as possible. In order to improve the reputation and market competitiveness of enterprises, we must not blindly grab the construction period to catch up with the progress, which will increase the project cost and lead to project losses.

4. Strengthen the economic concept and establish the economic awareness of all employees.

Construction enterprises must increase publicity and establish the economic awareness of all employees. First of all, we must unify our thinking and understanding. From the project manager to the ordinary construction personnel, we should carry out economic education, instill economic consciousness, and deeply engrave the consciousness of efficiency in every employee's mind. In addition to organizing large-scale education, the construction zuoyedui should also publicize through large-scale slogans and billboards. Such as "saving glory, wasting shame", "building famous brand projects, creating the best benefits" and so on, so that every employee puts project cost management in the main position. Secondly, organizing training to improve the quality of professionals is the guarantee to achieve the cost goal.

5. Improve cost management methods

Through investigation, it is found that about 60% of the cost management methods of the project management department are not perfect, but only simple rules and regulations. As for who will do it, when and to what extent, it is just an empty theoretical thing, which is either very difficult to operate or impossible to implement, and will not play much role in actual cost control.

Each project has its own characteristics, and it is necessary to formulate targeted project cost management measures according to the characteristics of the project itself, such as project quality cost management measures, time limit cost management measures, project bidding management measures, contract review management measures, and material use control measures.

6. Improve the contract text to avoid legal losses.

All kinds of economic activities of construction projects are carried out in the form of contracts or agreements. If the terms of the contract are not rigorous, it is easy for the other party to take advantage of the loopholes, and the claim clause that expires when losses are suffered cannot be established, resulting in unnecessary losses. Therefore, we must make strict contract terms carefully.

First of all, there must be relatively fixed economic contract management personnel, proficient in relevant knowledge of economic contract laws and regulations, and hold relevant certificates when necessary; Secondly, we should strengthen the responsibility consciousness of economic contract managers; The third is to formulate the corresponding fixed contract standard format. Various contract terms must be finalized by engineering, technology, contract, finance, cost and other business departments before they are formed, so that the connotation of each term is clear and rigorous.

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