工程管理专业届毕业设计材料6外文翻译英译汉.docx
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工程管理专业届毕业设计材料6外文翻译英译汉.docx
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工程管理专业届毕业设计材料6外文翻译英译汉
学生毕业设计(论文)
英文翻译
课题名称
施工项目的成本控制
姓名
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学号
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院、系、部
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专业班级
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指导教师
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2013年5月
Theconstructionprojectcostcontrol
1Introduction
Projectisacorporateimagewindowandeffectivenessofthesource.Withincreasinglyfiercemarketcompetition,thequalityofworkandtheconstructionofcivilizationsrisingmaterialpricesfluctuations.uncertaintiesandotherfactors,maketheprojectoperationalinarelativelytoughenvironment.Sothecostofcontrolisthroughthebuildingoftheprojectsincethebiddingphaseofacceptanceuntilthecompletionoftheentireprocess,Itisacomprehensiveenterprisecostmanagementanimportantpart,wemustorganizeandcontrolmeasuresinheighttotheattentionwithaviewtoimprovingtheeconomicefficiencyofenterprisestoachievethepurpose.
2Outliningtheconstructionprojectcostcontrol
Thecostoftheprojectreferstothecostandprocessofformationoccurred,ontheproductionandoperationoftheamountofhumanresources,materialresourcesandexpenses,guidance,supervision,regulationandrestrictions,inatimelymannertoprevent,detectandcorrecterrorsinordertocontrolcostsinallprojectcostswithintheintendedtarget.toguaranteetheproductionandoperationofenterprisesbenefits.
3Thecostoftheconstructionenterpriseprinciplesofconstructionenterprisescontrol
Thecostofcontrolisbasedoncostcontrolofconstructionprojectforthecenter,Constructionoftheprojectcostcontrolprincipleistheenterprisecostmanagementinfrastructureandthecore,ConstructionProjectManagerintheMinistryofConstructionoftheprojectcostcontrolprocess,wemustadheretothefollowingbasicprinciples.
1)Principleslowestcost.Constructionoftheprojectcostcontrol,thebasicpurposeistocostmanagementthroughvariousmeans,promoteconstructionprojectscontinuetoreducecosts,toachievethelowestpossiblecostoftheobjectiverequirements.Theimplementationoftheprincipleofminimumcost,attentionshouldbegiventothepossibilityofreducingcostsandreasonablecostoftheminimum.Whilevariousminingcapacitytoreducecostssothatpossibilityintoreality;Theothermustproceedfromactualconditions,enactedsubjectiveeffortscouldachieveareasonableleveloftheminimumcost.
2)Overallcostcontrolprinciples.CostManagementisacomprehensiveenterprise-wide,andfullmanagementoftheentireprocess,alsoknownasthe"three"ofmanagement.Thefullprojectcostcontrolisasystemofsubstantivecontent,includingthedepartments,theresponsibilityforthenetworkandteameconomicaccounting,andsoon,topreventthecostcontroliseverybody'sresponsibility,regardlessofeveryone.Projectcostoftheentireprocesscontrolrequirementstocontrolitscostswiththeprogressofconstructionprojectsinvariousstagesofcontinuous,neitheroverlookednortimewhen,shouldenableconstructionprojectsthroughoutcostsundereffectivecontrol.
3)DynamicControlprinciple.Constructionoftheprojectisaone-time,costcontrolshouldemphasizecontroloftheprojectinthemiddle,thatis,dynamiccontrol.Constructionpreparationstagebecausethecostisunderthecontrolofconstructiondesigntodeterminethespecificcontentofthecost,preparecostplans,thedevelopmentofacost-controlprogramforthefuturecostcontrolready.Andthecompletionofphasecostcontrol,asaresultofcostfinancinghasbeenbasicallyaforegoneconclusion,evenifthedeviationhasbeentoolatetorectify.
4)Principleofmanagementbyobjectives.Managementobjectivesinclude:
settinggoalsanddecomposition,thegoalofresponsibilityandimplementationoftheaimsoftheinspectionresultsoftheimplementation,evaluationofthegoalsandobjectivesthatformthemanagementobjectivesoftheplanning,implementation,inspection,processingcycle,PDCA.
5)Responsibility,authority,inlightoftheprofitprinciple.Constructionoftheproject,projectmanagerofthedepartment,theteamshoulderingtheresponsibilityforcostcontrolatthesametime,enjoythepowerofcostcontrol,projectmanagerforthedepartment,Teamscostcontrolintheperformanceofregularexaminationandappraisalofimplementationofacrosswordpunishment.Onlytodoagoodjobduties,rights,andinterestscombiningcostcontrol,inordertoachievethedesiredresults.
4Theconstructioncostcontrolmeasures
ProjectManageroftheprojectcostmanagementresponsibilityforthefirst,comprehensiveorganizationoftheprojectcostmanagement,timelyunderstandandanalyzeprofitandlosssituationandtakepromptandeffectivemeasures;engineeringtechnologydepartmentshouldensurethequality,Regulartaskstocompleteasmuchaspossibleunderthepremiseadoptadvancedtechnologyinordertoreducecosts;MinistryofEconomicAffairsshouldstrengthenbudgetmanagementcontract,theprojecttocreatethebudgetrevenue;FinanceMinistryinchargeoftheproject'sfinancial,Analysisoftheprojectshouldkeepthefinancialaccountsofreasonableschedulingoffunds.
Developadvancedeconomiesreasonableconstructionprogram,whichcanshortentheperiod,andimprovequality,reducecostspurpose;paidattentiontoqualitycontroltoeliminateredone,shortentheacceptanceandreduceexpenses;controllaborcosts,materialcosts,Machineryandotherindirectcosts.
5Strengthenprojectcostcontrolpracticalsignificance
1)Strengthenprojectcostcontrolrailwayconstructionenterprisesoutoftheirpredicament,theneedtoincreaserevenue.Atpresent,therailwayconstructionenterprisesjustintothemarket,toparticipateinmarketcompetition,willfaceatoughtestofthemarket.Nowtheconstructionmarketliberalization,implementbiddingsystem,andthestrikehasverylowweight,Tocreateefficiencyistheonlywaytostrengtheninternalmanagementandimprovetheirinternalconditions,internalefficiencypotentials.Therefore,thestrengtheningofprojectcostcontrolisaveryrealisticway.
2)StrengtheningProjectCostcontrolisadapttothemarketcompetition,andstrengtheninginternalmanagementtotheneedsoftheirwork.Withtherailwayenterprise'srapiddevelopment,constructionincreasinglyfiercemarketcompetition.Foraperiodoftime,therailwayconstructionenterpriseswillfacetheincreasinglyfiercemarketchallengesConstructionofthebusinessenvironmentdifficulttobeimproved.Efficiencyincreases,effectivecostcontrolandclaimswillbestrengthenedinthefuturemanagementfocus.Thisrequirestherailwayconstructionenterprisesshouldrespecttheunityoftheworktoreducecostsandenhanceefficiencyobjectives.
6Currentlyconstructionenterpriseprojectcostcontrolanalysisofthecurrentprojectcost
6.1Problemsandthecausesofthecurrentprojectimplementation
Insummary,thecurrentprojectofcostmanagement,accountingonlyaftertheaccounting,ratherthanadvancethepreventionandcontrolthings.Thereasonsare:
lackofcostawareness.simplythatthecostofmanagementisthefinancialsectororthesuperiorleadership,havenothingtodowiththem.onlyfocusedonthe"productiontasksarecompleted"and"contractingprofitandloss,"thegroupshavea"negativeeffect."Therefore,projecttomobilizethefullparticipationoftheMinistryofcostcontrol,deepeningoftheprojectcostmanagementimperative.
6.2ProjectDepartmentanalysisofthereasonsforthelossesasaprojectofbuildingproducts
Commoditiesdirectproducers,bothunderthecontractandconstructiondrawings,self-regulatingorganizationsoftheconstructionauthority,butalsobycontracting,design,Enterprisesandotherprojectsrelatedtotheconstructionoftheunitsaffectedandconstrained.Inaddition,geologicalandclimatechanges,Designchanges,butonobjectivefactorsoftheconstructionprojectshaveasignificantimpact,andalloftheabovefactorswillaffectthecostofprojectexpenditures.
6.2.1Lostcontrolofthecostoftheso-calledsubjectivereasons,
Subjectivereasonsrefertotheproject,cannotdisposeofanyexternalinfluenceonthecontrolofthecosts,AsmentionedabovetheprojectwiththeMinistryofConstructionfortheautonomyofthecost.mainlyincludethefollowingaspects:
1)Nostrictcostcontroloftheoverallgoalornocostcontrolgoals.MostofthelossitemsDepartmenthead,thereisnocostcontrolgoals.Althoughsomebutnotstrictlyenforced,thusthecostoftheprojectisoutofcontrol.
2)Materials,sparepartsplanning,procurement,inspection,custody,outofthereservoir,consumptionofthesystemisnotsound.thelossoftheitem,thepurchaseofmaterialsandaccessoriesunplannedphenomenonabound.procurementliesinthenumberofprojectmanagersevenmaterial,theresultisboundtoleadtoabacklogofmaterial,costoverruns.
3)Seriousqualityproblems.seriouslossesProjectDepartment,almostallrelativelyseriousqualityproblems,resultinginrework,repair,Itseemsarepetitionofconstruction,increasethecostsofconstruction.Forexample,inthebridgeconstruction,thereisthebasissank,Pierdeflectsuchphenomena.
4)Unreasonablearrangements.Duringtheconstructionprocess,theprojectwasnotinareasonableallocationofmanpower,materials,equipmentandotherresources.leadtoawasteofsabotagework;Constructionofthemanufacturingarrangementsunreasonabletostepintocompletetheactualconductofthesecond,threecomplete,theresultingredone,andsoon.
5)Moreaccidents.thelossoftheitem,MostoftheprojectshaveoccurredintheDepartmentofvaryingdegreesofsecurityincidentsandminorinjuriesaffectedemployeesworkinjuri
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