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Engineering cost generally refers to the total cost of engineering construction. It is not only related to the project content, but also related to the economic development level of the construction area, the management and technical level of the builders, and the policies of the state and local governments.
Project cost management is a scientific management activity, which aims to achieve the predetermined cost target and reduce the cost as much as possible by planning, organizing, controlling and coordinating the expenses incurred in the project implementation under the premise of meeting the contract requirements such as project quality and construction period. It mainly achieves the predetermined goal through technology (such as the formulation and comparison of construction schemes), economy (such as accounting) and management (such as construction organization and management, various rules and regulations, etc.). )
Cost is the sum of all kinds of expenses in the process of project construction. The content of cost management is very extensive, running through the whole process and all aspects of project management activities. From project signing to construction preparation, site construction and completion acceptance, every link is inseparable from cost management. As far as the complete workflow of cost management is concerned, its contents generally include: cost prediction, cost control, cost accounting, cost analysis and cost assessment. The following focuses on cost forecasting, cost control and effective ways to reduce the cost of work items.
Do a good job in cost forecasting and determine the cost control objectives. Cost forecasting is the basis of cost planning and provides a basis for the formulation of scientific and reasonable cost control objectives. Therefore, cost forecasting plays an important role in improving the scientificity of cost planning, reducing costs and improving economic benefits. To strengthen cost control, we must first grasp the cost forecast. The content of cost prediction is mainly to predict the cost target of the project by using scientific methods, combining with the bid price and according to the construction conditions, mechanical equipment and personnel quality of each project.
Prediction of labor cost of labor, materials and machinery: firstly, analyze the unit price of labor cost used in the project, then analyze the wage level of workers and the market situation of social services, and analyze whether the labor cost in the contract price of the project can be controlled according to the construction period and the number of people ready to invest.
Material cost: Material cost accounts for a large proportion in the construction and installation cost, which should be grasped accurately as the key point. The cost of main materials, floor materials, auxiliary materials and other materials should be analyzed item by item, and the supply location, purchase price, transportation mode and handling fee of materials should be re-approved. We should analyze the difference between the material specifications specified in the quota and the actual material specifications, compare the difference between the actual cement dosage and the quota dosage, and make a summary analysis of other material expenses in the budget. Concrete should be mixed with a certain amount in actual operation.
Mechanical cost: The model and quantity of mechanical equipment in the bidding group are generally calculated by the construction method in the quota, which is different from the actual construction on site and has different work efficiency, so it is necessary to calculate the actual mechanical cost. At the same time, it is necessary to calculate the possible machinery rental fee and amortization fee for newly purchased machinery and equipment, and re-approve the machine-team output quota of main machinery.
Forecast of cost change caused by construction scheme
After winning the bid, the construction organization design with advanced technology, feasibility and economy must be worked out according to the actual situation of the construction site. Combining with the actual situation of the economic, natural and geographical conditions, construction technology, equipment selection, time limit for a project, etc., the construction method adopted by the implementation team is compared with the method adopted in compiling the tender or with the method adopted in the quota, so as to make a correct prediction according to the facts.
Auxiliary engineering cost forecast
Auxiliary quantities refer to quantities that are not given in the bill of quantities or design drawings, but are indispensable in construction, such as concrete mixing stations and templates. , but also according to the actual construction.
Cost forecast of large temporary facilities
The forecast of large-scale temporary work expenses should be investigated in detail, compared and demonstrated fully to determine a reasonable target value.
Prediction of small temporary facilities fee and site transfer fee
Small temporary facilities fees include: for the erection of temporary facilities, the scale and standard of temporary facilities should be determined according to the length of construction period and the number of personnel and equipment to be invested, and the target value should be determined according to the actual situation and referring to the historical data of contract control in previous engineering construction. The site relocation fee shall be determined according to the relocation distance and the number of personnel and equipment to be relocated.
Risk prediction of cost out of control
The risk analysis of the project cost target is to analyze the factors that may affect the early realization of the target in this project, which can usually be analyzed from the following aspects:
Understand the technical characteristics of the project, such as structural characteristics and geological characteristics.
Analyze the relevant information of the owner's unit, including the credit of the owner's unit, the availability of funds, and the ability of organization and coordination.
The internal analysis of project organization system includes organization design, resource allocation and team quality.
Analysis of transportation, energy and electricity in the project location.
Climate analysis.
In short, through the prediction of the above-mentioned main expenses, we can determine the control standards of labor costs, material costs, machinery costs and overhead costs, and also determine how long the project must be completed to achieve the target control of management fees. Therefore, cost forecasting is the basis of cost control. This paper is transferred from the project manager alliance to establish cost control principles around cost objectives. Construction project cost control is to supervise, inspect and measure the resource input, construction process and achievements in the implementation process, and take measures to ensure the realization of project cost objectives.
The object of cost control is engineering projects, and the main body is human management activities. The purpose is to make rational use of manpower, material resources and financial resources, reduce costs and increase benefits. To this end, the general principle of cost control is:
economic principle
Saving is the saving of manpower, material resources and financial resources for project construction, and it is the basic principle of cost control. Saving is definitely not a negative restriction and supervision, but a positive creation of conditions, paying attention to cost supervision and process control in advance, constantly checking whether there is deviation in the implementation process, and optimizing the construction scheme by improving the scientific management level of the project to realize saving.
General control principle
The principle of total control includes two meanings, namely total control and whole process control.
General project control
Cost control involves the work of all departments, teams and employees in the project organization and the vital interests of each employee. Therefore, we should fully mobilize the enthusiasm of every department, team and employee to control and care about costs, and truly establish the concept of full staff control. It is too one-sided to think that cost control is only responsible for budget, settlement and finance.
Whole process cost control of the project
The occurrence of project cost involves the whole cycle of the project, the whole process of project cost formation, from the beginning of construction preparation, through the construction process to the end of the warranty period after completion and handover. Therefore, cost control should be accompanied by every stage of project construction, such as making the best construction plan in the construction preparation stage, carrying out construction according to the design requirements and construction specifications, making full use of existing resources, reducing construction costs, ensuring project quality, and reducing the cost of project rework and warranty after project handover. In the stage of project acceptance and handover, the contract price should be added in time to handle the project settlement, so that the project cost can be effectively controlled from beginning to end.
Target control principle
Management by objectives is the basic technology and method of management activities. It is to implement the planning principles, tasks, objectives and measures one by one. In the process of implementing target management, the target setting should be practical, the more specific the better, and should be implemented in departments, teams and even individuals; The responsibility of the target should be comprehensive, including both work responsibility and cost responsibility; Do the combination of responsibility, right and benefit, evaluate the performance of the responsible department (person), and link it with its salary and bonus, so that rewards and punishments are clear.
Dynamic control principle
Cost control is a management activity in a constantly changing environment, so we must adhere to the principle of dynamic control. The so-called dynamic control is to put people, materials and machines into the construction process, collect the actual value of the cost, compare it with the target value, and check whether there is deviation. If there is no deviation, continue, otherwise we must find out the specific reasons and take corresponding measures. The process of implementing cost control should follow the "exception" management method. The so-called "exceptions" refer to those problems that do not often appear in the construction activities of engineering projects, but the key problems have a great influence on the smooth completion of cost objectives and must be highly valued. In the process of project implementation, the cases that are "exceptions" usually have the following aspects:
Importance:
Generally speaking, it is a significant difference in amount, which is called "exception". The determination of cost variance should be based on the specific situation of the project and the percentage of variance on the basis of the original standard. Among them, differences are divided into favorable differences and unfavorable differences. It is not necessarily a good thing that the actual cost is lower than the standard cost. There may be two situations: one is to adversely affect the subsequent partial projects or operations; The other is low quality, which may not only lead to rework, increase warranty costs, but also affect the reputation of enterprises.
Consistency:
Although some cost differences do not exceed the specified percentage or minimum amount, they have been hovering near the upper and lower limits of the control line, which should also be regarded as "exceptions". It means that the original cost forecast may be inaccurate and should be adjusted in time according to the actual situation.
Control ability: Some expense items are beyond the control of the project manager, even if there are significant differences, they should be regarded as "exceptions", such as land acquisition and demolition, and increase of temporary lease fees.
Particularity: All cost projects that have an impact on the whole process of project construction, even if the differences do not reach an important position, should be highly valued by cost managers. For example, one-sided emphasis on saving mechanical maintenance costs. Although the cost can be reduced in the short term, the lack of maintenance may lead to the shutdown of maintenance in the future, thus affecting the smooth progress of construction production.
There are many ways to find effective ways to achieve the goal of cost control and reduce the project cost. To sum up, we can take measures to control it from the aspects of organization, technology, economy and contract management.
Take organizational measures to control the project cost.
First of all, it is necessary to clarify the institutional setup and staffing of the project management department, and clarify the division of powers between the project management department, the project management department, the company or the construction team. The project management department is the operation management team, and the enterprise legal person designates the project manager as its representative to manage the project. After the project is completed, it will disintegrate, so it is not an economic entity, and should be responsible for the overall interests of the company, and should coordinate the relationship between companies.
Secondly, it is necessary to define the cost controller and task, so that someone is responsible for cost control and avoid the problems of high project cost, excessive expenses and unclear responsibilities.
Take technical measures to control the project cost.
Take technical measures, give full play to the subjective initiative of technicians in the construction stage, and conduct necessary technical and economic demonstration on the main technical schemes in the tender, so as to seek more economical and reliable schemes, thus reducing the project cost, including adopting new materials, new technologies and new processes, saving energy consumption and improving mechanized operation.
Take economic measures to control project cost
Take economic measures to control the project cost, including:
Labor cost control: Labor cost accounts for a large proportion of the total project cost, generally around 10%, so labor cost should be strictly controlled. We should start with controlling the number of workers, reduce or shorten the man-day consumption of some processes, so as to reduce the man-day consumption and control the project cost.
Material cost control: Material cost generally accounts for 65% ~ 75% of the total project cost, which directly affects the project cost and economic benefits. The general practice is to do a good job in three aspects according to the principle of separation of quantity and price.
Control of material consumption: first, insist on determining material consumption according to quota and implement quota acquisition system; Secondly, improve construction technology, popularize and use all kinds of new technologies, new processes and new materials, and reduce material consumption. Then analyze the function of the project and the performance of materials, strive to replace high-priced materials with low-priced materials, strengthen the management of turnover materials, and extend the turnover times.
Controlling the price of materials: mainly controlled by the purchasing department in the process of purchasing. First, investigate the market situation. On the premise of quality and quantity, we should shop around and choose the best materials. Secondly, organize transportation reasonably, purchase materials nearby, choose the most economical transportation mode, and reduce transportation costs. Thirdly, we should consider the time value of bonus, reduce the capital occupation, reasonably determine the purchase quantity and batch, and reduce the material reserve as much as possible.
Reasonable organization of materials in and out: a project often has hundreds of materials, so it is particularly important to arrange the time of materials in and out reasonably. In the process of construction, the material plan should be prepared according to the quota and construction progress, and the time of material entry and exit should be determined. Because you enter the market too early, you will pay the material supplier in advance, which will increase the company's loan interest and may also increase the secondary handling fee. Some materials that are susceptible to moisture are more likely to be stacked for too long and cannot be used, so they need to be re-ordered, which will increase the cost. If the materials arrive too late, it will not only affect the progress, but also cause late fines or increase the rush fee.
Control of mechanical cost: reduce the number of mechanical shifts consumed in construction as much as possible, improve the utilization rate and intact rate of mechanical equipment through comprehensive construction organization and mechanical deployment, strengthen the repair and maintenance of on-site equipment, reduce the cost of overhaul and regular repair, and avoid the idleness of mechanical equipment due to improper use; Strengthen the management of leased equipment plan, make full use of social idle mechanical resources, and reduce the price of mechanical fleet from different angles. Controlling project cost from an economic perspective also includes measures to reward departments and individuals involved in cost control.
Strengthen quality management and control rework rate. In the process of construction, strictly control the quality of the project, always implement the quality policy of "precision, sincerity, Excellence and innovation", and the quality self-inspection personnel at all levels will assign points, posts and responsibilities, strengthen the quality self-inspection and management in the construction process, take preventive measures, eliminate common quality defects, ensure that the project is formed once and qualified once, and put an end to rework.
Strengthening contract management and controlling project cost contract management is an important content of construction enterprise management, and it is also an effective way to reduce project cost and improve economic benefits. The time range of project construction contract management should be from the beginning of contract negotiation to the end of warranty date. In particular, strengthen the contract management in the construction process, paying special attention to the attack and defense of contract management. Attack refers to paying close attention to the progress and effect of our contract performance in the process of contract execution to prevent the other party from claiming compensation.
In short, cost forecasting establishes behavioral goals for cost, and cost control is targeted: without cost control, cost forecasting loses its meaning of existence, and cost management is out of the question. The two complement each other. Therefore, it is necessary to carry out in-depth research in theory, comprehensively carry out in practice, and effectively and solidly carry out these tasks.
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