Construction project cost management measures

Construction project cost management measures

There are many uncertain factors in project cost management. These factors are often cannot be ignored in project cost management. Only some uncertain and dynamic factors can be determined Only then can the problem be solved. Below I will share with you some cost management measures for construction projects. You are welcome to read and browse.

1. Turn uncertainty into certainty

There are many uncertain factors in project cost management. These factors are often cannot be ignored in project cost management. Only by turning Only when some undeterminable and dynamic factors are determined can the problem be solved. For example, project entertainment and office expenses are determined based on the needs of the leader and department, and the corresponding standards for entertainment and office expenses are determined and approved on a monthly basis; telephone fee management is based on fixed positions and personnel, and reimbursement of telephone expenses is determined based on the matters in charge of the leader, department, and individual, and the reimbursement of telephone expenses is determined based on the matters in charge of the leader, department, and individual Approved monthly, the excess will be taken care of by itself, changes will become static, and the control purpose will be achieved.

2. Change the control means and use point to point to achieve success

The management of project machinery is a major headache and difficulty for all construction units. It has a great impact on the refined management and cost control of the project. difficulty. The project can control the current fuel consumption of the machinery, the mechanical integrity rate, the maintenance and repair costs and time of the single machine, and at the same time adopt the control method of linking the fuel consumption with the wages of the pilots. This not only improves the enthusiasm of the pilots, but also improves the motivation of the pilots. This drives cost control and management of single machines.

3. Develop thinking and break conventions

The slogan of the X project is "Expand thinking and break conventions", which also reflects the determination of the project in cost management. Yes, cost management is comprehensive and multi-faceted. We must open up our minds, break the rules, and change the original unreasonable practices and bad habits. The original functional division of departments was not reasonable. In order to facilitate cost control, the functions of individual project departments must be decomposed and re-divided, and the functions that currently belong to the leader in charge and are managed by the department but cannot be managed well are assigned to more professional counterparts. Supervising leaders and departments ensure that no dead ends are left in cost management.

4 Control focus, auxiliary management

Places that have a greater impact on project costs are the focus of control, and places that have a smaller impact on project costs drive the management of sub-key places. The project department should focus on controlling machinery, materials, and on-site construction. In terms of materials, the functions of the material department have been re-engineered, and material process procedures, bulk material procurement procedures, warehouse entry and exit procedures, mixed material discharging procedures, and target assessment of material quantities, etc. have been formulated. In terms of machinery, bidding, market and In the comprehensive inspection method, the roller compaction paving equipment adopts single machine accounting and assessment, and the power fuel of the mixing equipment adopts unit consumption and mechanical utilization assessment, etc.; in terms of on-site aspects, the improvement of construction technology and the control of paving thickness and width should ensure that On the premise of ensuring specifications, not using too much material, implementing unit consumption assessment and other key controls to achieve key controls. In auxiliary control, office supplies, labor insurance, entertainment expenses, management fees, etc. are determined by fixed positions and fixed quotas to achieve management goals.

5. Be good at mobilizing the enthusiasm of all employees

Cost control is not just a matter for the project leader. It should involve the participation, suggestions and collective efforts of all employees. Only by mobilizing the enthusiasm of all employees can it be achieved. Cost control objectives. It is necessary to control key points, have goals, assessments and rewards; at the same time, the significance, goals and role of cost control should be publicized to project backbones and operators through special meetings, so that every employee can mentally realize their responsibilities and obligations and achieve their goals. benefits, thus uniting all employees to work together to focus on and control costs.

6. Process control is the key

Cost control is a process. Only by controlling each process can the goal of cost control be achieved.

For example, weighing and testing of moisture content of floor materials at entry; weighing of mixtures at entry; on-site water stabilization construction formwork; control of the thickness and width of asphalt surface paving (to improve the dispersion rate and thickness uniformity of paving), etc.

The moisture content of the mixture is tested and summarized by the laboratory every day. The paving thickness is calculated and summarized by the survey team. The quality inspector at the construction site tracks and detects the actual measured compaction on site and makes statistics. The materials department summarizes the relevant data on the statistical quantities of the mixing plant and the weighing room into tables. The construction ledger and The material entry ledger data is statistically summarized by the Engineering Department and the Materials Department. The above data can be published and shared on the project LAN. Based on these relevant data, the use of the finished mixture can be analyzed and evaluated, so that it can basically be done The quantity of raw materials entering the site, the actual consumption quantity and the designed quantity at the construction site are clear at a glance, and the work quality and management loopholes of each management link can be judged.

7 Use system management and method control

In order to do a good job in project cost control and ensure that project cost control has rules to follow and tangible operations, the project department should issue a series of information on materials, Management and assessment methods for machinery, on-site construction, finance, office, etc.; issue management procedures (operational methods) for machinery, materials, labor, office supplies, procurement, contracts, etc., requiring relevant departments and individuals to act according to procedures and manage with systems, Turn the intangible into tangible, turn uncertainty into certainty, so as to achieve the goal of cost control.

8. Pay attention to project contract management and focus on public bidding for subcontracting and procurement.

Contract management is an important part of enterprise operation and management, and it is also the core of project management. Only by strictly fulfilling the project contract and ensuring safety, quality, environmental protection and construction period can we protect our rights and interests externally and obtain greater benefits internally. The company should guide, supervise, and inspect the performance of the main project contract, track, collect statistics, and analyze the project contract management status, effectively prevent contract risks, and improve the economic and social benefits of the enterprise.

The company’s management of project subcontracting and procurement contracts should be further strengthened, and a complete management system should be established for a certain range of project subcontracting and material and machinery procurement (leasing), and guide prices should be proposed and disclosed. Bidding, or even centralized bidding by the company; at the same time, the project department should also implement bidding for small projects and temporary procurement or the procurement of small machinery and materials. In this way, the cost of the project will be greatly reduced, and the project efficiency, and even the overall efficiency of the company, will be improved. ;