Strengthen the control and management of construction projects?

The following is the relevant content about the control and management of construction projects brought to you by Zhongda Consulting for your reference.

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

The cost management model and system that combines responsibilities and rights should follow the principle of democratic centralism and standardization , established on the basis of standardized principles.

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 the construction enterprise is the construction project management department. The main body of cost management of the construction project management department is all project management personnel and All construction personnel of the construction team and the project manager are the core leaders of the project cost management body, thus forming a cost management system with the project manager as the core. The job responsibilities and scope of each department and person in the cost management system must be clearly defined; corresponding rights must be given to fully and effectively perform their duties; after completing the work tasks under the control of responsibilities, certain material rewards must be used to Stimulating, completely breaking the past pattern of doing good and bad things, doing more and doing less. In this way, it is implemented layer by layer and responsible step by step, so that the project cost management work can ensure that there are no gaps or overlaps in responsibilities and rights, and that everyone is in charge of everything and responsibilities are shouldered. This eliminates blame-shifting and has everything to be followed and documented. The cost management work of the project can form a complete cost management system, which facilitates the formation of a cost management system that combines responsibilities and rights, mobilizes the enthusiasm and initiative of employees, and facilitates everyone to contribute ideas and suggestions for the cost management of the project.

Target cost management should be adopted for construction projects, and the target cost should be formulated scientifically and reasonably.

2. Gain benefits from quality cost management

For construction companies, the higher the quality of the product, the better. When it exceeds a reasonable level, it is excessive quality. Whether it is insufficient or excessive quality, it will cause an increase in quality costs and must be adjusted through quality cost management. ?

The goal of quality cost management is to achieve the lowest value for the four types of quality costs. Generally speaking, the cost of quality prevention is low at first, and will gradually increase as quality requirements increase. When the quality reaches a certain level and then needs to be improved, the cost will rise sharply. Quality inspection costs are relatively stable, but will increase to a certain extent as quality improves. Quality loss is not the case. In the beginning, the loss was large due to poor quality. As product quality continues to improve, this loss gradually decreases. The intersection of the three will surely find an ideal point with the lowest quality cost.

Correctly handle the interrelationships between several aspects of quality cost, that is, the interrelationships between quality losses (internal and external failure losses), prevention costs and inspection costs, and adopt scientific, reasonable, advanced and practical technical measures. Under the premise of ensuring that the construction quality meets the design requirements, the project cost should be reduced as much as possible. The project management department cannot, in order to improve corporate reputation and market competitiveness, cause excessive quality in the project, resulting in a passive situation of large amounts of completed projects and low economic benefits.

On the other hand, to strengthen quality management, the rework rate must be controlled. During the construction process, the quality of the project must be strictly controlled. Quality self-inspection personnel at all levels should be assigned positions, positions, and responsibilities. The quality self-inspection and management of the construction process should be strengthened. This should be truly implemented throughout the entire process, and preventive measures should be taken to ensure the quality of the project. One-time molding, one-time pass, eliminates the occurrence of rework and avoids increasing project costs due to unnecessary investment in people, money, materials, etc.

3. Gain benefits from construction period cost control

How to deal with the relationship between construction period and cost is an important topic in construction project cost management, that is, the management and control of construction period costs. For construction companies and construction project managers, it is not that shorter is better, but it is necessary to seek the best construction period point cost through reasonable adjustments to the construction period and control the construction period cost at the lowest point.

The goal of construction period cost management is to correctly handle the relationship between construction period and cost so that the total construction period cost reaches the minimum value.

The construction period cost is reflected in two aspects. On the one hand, it is the cost of the measures taken by the project management department to ensure the construction period; on the other hand, it is the owner's claim cost due to the delay in the construction period. This situation may be caused by the construction environment and natural conditions. It may also be caused by internal factors, such as work stoppage, delayed work, rework, etc. The resulting construction period costs can be called construction period losses. Generally speaking, the shorter the construction period, the smaller the cost of construction period measures; but when the construction period is short to a certain limit, the cost of construction period measures will rise sharply. This is not the case for construction period losses. For construction period losses caused by natural conditions, the amount of loss is relatively small. Generally, no compensation is provided or the amount of compensation is small. This part of the construction period losses does not need to be considered. The construction period loss caused by internal factors of the construction project will gradually decrease with the passage of time and the accumulation of experience. Taking into account various factors of construction period cost, an ideal point with the lowest construction period cost will be found. This is the shortest construction period and the lowest cost.

Due to the constraints of internal and external environmental conditions and contract conditions, ensuring the contract construction period and reducing project costs is a very arduous task. Therefore, the relationship between the two aspects of the construction period cost must be correctly handled, that is, construction period measures Interrelationship between costs and lost time. On the premise of ensuring that the construction period meets the contract conditions, the construction period cost should be reduced as much as possible. In order to improve the company's reputation and market competitiveness, one must not blindly rush the construction period to rush the progress, increase the project cost, and lead to project losses.

4. Strengthen economic concepts and establish economic awareness among all employees

Construction enterprises must increase publicity and establish economic awareness among all employees. First of all, we must unify our ideological understanding. From project managers to ordinary construction workers, we must carry out economic education, instill economic awareness, and deeply engrave the awareness of all for efficiency in the minds of every employee. For construction work teams, in addition to organizing large-scale In addition to education, publicity must be carried out through large slogans and bulletin boards. For example, "saving is glorious, waste is shameful", "building famous brand projects and creating optimal benefits", etc., enable every employee to put project cost management in the main position. The second is to organize training and improve the quality of professionals, which is the guarantee for achieving cost targets.

5. Improve cost management methods

Through the survey, it was found that about 60% of the project management departments’ cost management methods are not perfect, and they are just simple rules and regulations. As for who should do it and how It is done from time to time, and there is no mention of the extent to which it can be achieved. It is just some empty theoretical stuff. In actual operation, it is either very difficult or impossible to implement, and it has little effect on actual cost management and control. ?

Each engineering project has its own characteristics. According to the characteristics of the engineering project itself, targeted project cost management methods should be formulated, such as project quality cost management methods, construction period cost management methods, project Management measures such as bidding management methods, contract review management methods, and material use control methods. These management methods should be responsibilities, practical and highly operational, so that the cost control of the project can be based on laws, rules and regulations, and documented. ?

6. Strengthen the control of work, materials and machines within the project

(1) Labor cost control: Labor cost accounts for a large proportion of the total project cost, generally within 10 or so, so labor costs must be strictly controlled. It is necessary to control the labor quantity and reduce or shorten the man-day consumption of certain processes in a targeted manner, so as to achieve the purpose of reducing man-day consumption and controlling project costs.

(2) Control of material costs: Material costs generally account for 60 to 70% of the total project cost, which directly affects the project cost and economic benefits. The general approach is to do a good job in two aspects based on the principle of separation of volume and price.

1) Control of material consumption: First, insist on determining material consumption according to quotas and implement a quota system; second, improve construction technology and promote the use of various new technologies and new processes that reduce material consumption. , new materials. Then there is the functional analysis of the project and the performance analysis of the materials, striving to replace high-priced materials with low-priced materials, strengthening the management of turnover materials, and extending the number of turnovers.

2) Control the price of materials: mainly controlled by the purchasing department during purchasing.

First, conduct a survey on the market conditions, and under the premise of ensuring quality and quantity, shop around and purchase materials of the best quality; secondly, organize transportation reasonably, purchase materials nearby, and choose the most economical transportation method to reduce transportation costs; and then consider funds. Value of time, reduce capital occupation, reasonably determine purchase quantities and batches, and reduce material reserves as much as possible.

3) Control of machinery costs: Try to reduce the number of mechanical shifts consumed during construction, improve the utilization rate and integrity rate of mechanical equipment through reasonable construction organization and machinery deployment, and at the same time, strengthen on-site equipment repair and maintenance work, reduce expenses such as overhaul and regular repairs, and avoid improper use of mechanical equipment causing idleness; strengthen the management of rental equipment plans, make full use of idle mechanical resources in society, and reduce mechanical shifts from different angles price. Controlling project costs from the perspective of economic management also includes measures to reward departments and individuals involved in cost control.

7. Strengthen project plan management and reduce losses

After winning the bid for the project, a construction progress network diagram or horizontal chart should be prepared according to the contract duration requirements and construction plan, and then various plans should be prepared. Such as annual, quarterly, monthly and ten-day material entry and exit plans, equipment entry and exit plans, fund use plans, personnel entry and exit plans, and supervise their implementation.

8. Strengthen contract management, increase resources and reduce expenditures

(1) Strengthen the construction contracting contracts, tender documents, tender documents, bid inquiry responses, etc. signed with the owner (builder) management to increase project revenue.

Contract management is an important part of construction enterprise management and an effective way to reduce project costs and improve economic benefits. The time range of project construction contract management should start from the contract negotiation to the end of the warranty date. In particular, we should strengthen the contract management during the construction process and do a good job in the attack and defense of contract management. Attack means paying close attention to our performance of the contract during the execution of the contract. Progress effect to prevent claims from the other party. The task of the contract manager is to read the contract sutra every day and look for offensive opportunities and defensive measures between the lines. In short, cost forecasting establishes behavioral goals for costs, and cost control is targeted: without cost control, cost forecasting loses its meaning, and there is no way to talk about cost management. The two complement each other, so we should deepen it theoretically. Research and practice will be carried out comprehensively to carry out these tasks in a solid and effective manner.

(2) Strengthen the management of contracts with consortiums, labor collaborators, material suppliers, equipment leasing companies, etc. to save costs and expenses.

1) Contract signing management:

① Whether the contract amount is within the authorization scope stipulated in the enterprise system, and whether the amount exceeding the prescribed authority is reported for approval;

② Whether the contract terms are complete and beneficial to the enterprise; whether they are clear and rigorously worded;

③Whether the project-related departments have the original contract documents;

④Whether the project department signed the contract Countersign by relevant departments;

⑤Whether the unit that has signed the contract has paid the deposit as required by the enterprise.

2) Strengthen the settlement management of the contract:

① Whether the unit price quantity settled is implemented according to the contract. For the unit price quantity settled in the labor cooperation contract, it is consistent with the contract list signed by the enterprise and the owner. Whether there is any discrepancy between the unit price quantity and the list unit price quantity on the measurement and payment report;

② Whether the settlement procedure complies with the relevant regulations of the enterprise, whether the original documents are complete, and whether they have the signature of the person in charge of the relevant department;

③Whether subcontracted projects are settled regularly (actual settlement and tentative settlement).

3) Strengthen payment management:

① Whether the payment method complies with the relevant provisions of the financial system;

② Whether the payment is made in accordance with the contract;

③Whether the payment amount is paid according to the ratio required by the contract;

④Whether the deposit has been deducted;

⑤Whether the relevant advanced expenses are deducted during the interim payment;

⑥Whether there is overpayment;

⑦Whether a confirmation letter is signed for the final settlement;

⑧If there are any changes in the payment contract subject, method, account bank, entrusted agent, etc. The other party’s statement or power of attorney;

⑨The receiving unit must issue a valid bill stamped with a special financial seal, and the names of the special financial seal, the unit signing the contract, and the receiving unit must be consistent;

⑩Whether the individual handling the collection business has a copy of his or her personal ID card.

9. Make full use of and play the role of computers in cost management

With the rapid development of computer application software, people are increasingly aware of its importance and use it as Apply it to production practice. At present, a lot of software for financial management has been developed in China, and there is also software specifically for cost control and management. This can not only greatly improve the work efficiency of managers, but also assist managers in design, decision-making and management. also played a very important role. Therefore, making full use of the role of computers in cost and expense control can improve the accuracy of planning, the timeliness of control, and improve transmission efficiency and resource utilization.

The cost control of road and bridge construction companies is a large and complex system project. The suggestions provided above as a reference, combined with the actual situation of the company, will play a significant role in reducing project costs.

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