外文文献工程管理造价.docx
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外文文献工程管理造价.docx
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外文文献工程管理造价
ConstructionprojectcostmanagementsystemoftheUnitedStatesofAmerica
Constructionindustryisthesecondbigindustry,about8%ofU.S.grossdomesticproduct.Inthepasttwoyears,theconstructionmarketofthetotalinvestmentofupto$sixhundredbillioneveryyear,theUnitedStatesfortheconstructionoftheprojectisdividedintothegovernmentinvestmentandprivateinvestmentprojects,forgovernmentinvestmentprojects,theUnitedStatestakesawhoeverinvestmentmanagementpattern,namely,directinvestmentbythegovernmentdepartmentmanagementtoprivatemanagementproject,thegovernmentdoesnotintervene,buttheengineeringtechnicalstandards,safetyandsocialimpactontheenvironmentandsocialbenefitbylaws,regulationsandtechnicalstandardstoguideorlimit.
thecharacteristicsoftheconstructionprojectengineeringcostmanagementinTheUnitedStates.
First,combinedwiththeprojectqualityandtimelimitforaprojectmanagementcost
Engineeringmanagementsystem,intheUnitedStatesdidnottakecostandtimelimitforaproject,qualitytoseparateseparatemanagement,butusethemasasystemforcomprehensivemanagement.Theideaisto:
1.Anyprojectmustmeetthequalitystandardsunderthepremiseofreasonablydeterminetheconstructionperiod;
2.Asabaitengineeringmusthaveengineeringqualitystandard,andthentalkaboutthecostofreasonable;
3.Theprojectmustbestrictlyaccordingtoplantimetoperform,couldnotbreakthroughapredeterminedcost.
Second,thepursuitofwholelifecyclecostminimum.
IntheUnitedStates,aftercalculatetheprojectcost,generallyneedtocalculatethemaintenancecostaftertheprojectputintooperation,maketheprojectlifeperiodcostestimates,andforthebenefitoftheprojecttoconductacomprehensiveanalysis,soastoavoidtheone-sidedpursuitoflowcost,theprojectputintoproductionaftermaintenanceusecostscontinuetoincrease.
Three,thewidelyapplicationofvalueengineering
Americanengineeringcostestimationisbasedonvalueengineering,inengineeringdesignresearch,generallyhasappraiser'sparticipation.Toensurethefunctionalityunderthepremiseofasfaraspossiblereducetheengineeringcost,makethecostbasedonareasonablelevel,soastoobtainthebestinvestmentbenefit.
Four,attachesgreatimportancetotheWorkBreakdownStructure(theWorkBreakdownStructure-theWBS)andaccountingcode
Forlargeandmedium-sizedproject,inordertoensurethesmoothimplementationoftheproject,alsoneedtoWorkshouldbecompletedbythedecomposition,necessarytodeterminethecostofeachunitandtheimplementationplan,aprocessknownasWorkBreakdownStructureofWBS(WorkBreakdownStructure),andbasedonWBSandunifiedcodingforaccounting.ProjectparticipantsintheUnitedStateshasalwaysattachedgreatimportancetotheWBSandtheaccountingcode,seeitasthebasisofcostplanandschedulemanagement.
Five,theengineeringcostchangeandprojectsettlementofstrictcontrol
(a)changestotheprojectcost
1.Allowthepremiseofchange
GenerallyoccursonlywhenthefollowingintheUnitedStates,onlythencarriesontheprojectcostmaychange:
Thecontractchanges
Projectinternaladjustment
Arrangeprojectplan
2.Thechangeprocess
Projectcostchangeallneedstofillintheengineeringbudgetpricechangeapplicationform,andaseriesofdocuments,approvedbytheownerandsupervisorengineerisrearexecutableprojectcostchange.
(b)theconstructionsettlement
1.Thesettlementofpaymentforthecontractordidnotexceedthebudgetapplication,entrustbyownerofthearchitect/engineerreviewandapprovalbytheownerthereofaftersettlement;
2.Allmorethanthebudgetmorethan5%ofthepaymentrequest,mustpassastrictcausalanalysisandreview.
Forconstructionoftheprojectconstructioncostmanagementmainbodyanditsfunction
One,thegovernmentdepartments
Governmentdepartmentsinvolvedintheprojectcostmanagementapproachandactionare:
(1)localgovernmentsregularlypublishallkindsofengineeringcostguidelines,referenceforsociety;
(2)shallberesponsibleforthedepartmentofthegovernmentinvestmentprojectsofhisownheaddirectmanagementandaccumulationoftherelevantinformationformtheirownvaluationstandard;
(3)thelaborstandardsaroundthedepartmentformulateandpublishtodirectlyinfluencetheprojectcost;
(4)inchargeofenvironmentalprotectionandfirefightingdepartmentsthroughtheorganizationtodevelopandreleaserelevantenvironmentalprotectionstandardstoindirectlyinfluencetheprojectcost;
(5)throughabankinterestratesandothereconomicleveragetomacroeconomicregulationandcontrolofthewholemarket,whichaffectthecomponentsoftheprojectcost,ultimatelyaffecttheprojectcost.
Second,privateowners
Ownersofprivateengineeringdistributedinallwalksoflife,suchascars,entertainment,banking,insurance,retail,energyproductionanddistribution.IntheUnitedStates,specializeddivisionoflaborisveryfine,can'talsodon'thavetohaveaownercompanyengagedinconstructioncostprofessionals,sothespecificmanagementoftheprojectcost,ownerisusuallyentrustsocialestimatecompany,engineeringconsultancy,etc.
Third,architectsandengineers
Architectsandengineers,alsoknownasdesignprofessionals.IntheUnitedStates,therearemanyarchitectsandengineersworkinginthepublicinstitutionsandlargeprivateinstitutions.ButtheUnitedStatesalsohasalotofarchitects,engineers,registeredprivateindependentdesigncompany,accordingtothecontracttocompletethedesignwork,thisarticlepointstothelatter.InusesuchaspleaseBuild(theDesign-Build)projectmanagementmode,thearchitectsandengineersandisinchargeofDesignandisresponsiblefortheconstructionofacompanytosigncontractwithotherprojectmanagementmode,thearchitectsandengineerssignedacontractwiththeowner.
Four,thecontractor
Contractorsaregenerallybeganinthemiddleandlateprojectinvolved,accordingtoowner,theinitialconditionsgivendesignorconstructionofafacility,astheowner'sintentionisclear,havemoresolutionwasstudied,andthechoiceandgiveup,thescopeoftheprojectandoutlineisquiteclear.
Contractortoverydetailed,andtheclassificationofcostapartfromtheabovedirectcostsandindirectcosts,foreaseofconstructioncontrol,alsodividedconstructioncostseparately,itincludingdirectLabour,constructionequipment,aswellastheindirectcosts.
Theconstructionenterprisetomanagetheprojectcostandagroupofmeasuresisatechnologymanagementandservicelayerseparation,employsonlyasmallamountoftechnicalmanagementpersonnel,havenofixedworkersandcontractworkersforalongtime.Accordingtotherequirementsoftheconstructiontask,atanytimeandsignthesubcontractandallkindsofprofessionalsubcontractorinsocietyafterthecompletionofthetask,immediatetermination.
Five,theconstructionmanager
ConstructionManager,ConstructionManager)asawholenewwayofprojectmanagementtoConstructionmanagement,ConstructiontheManage-CM),wasborninanewcareer.Constructionmanageristhatsomebuildingconstruction,constructionmanagementandconstructioneconomicsexpert,astheagentshiredbytheowner,mainjobisinconstructionstage,thearchitect/engineerandthecontractormanagement,supervisionandcoordination.Inaddition,theworkofconstructionbyhangingintheearlystagesoftheprojectworkare:
Stage1.decision-makingstages:
helpdeterminetheprojectgoals,objectivesandpriorityprograms,developingassessmentoperationplanning,preliminarycostestimates,preparationoftheinitialschedule,assistinfund-raising,assistwithsiteselection,assistdesignprofessionals.
Stage2.Thedesignphase:
toprovidetimelycostestimating,costcontrolanalysisoftheconstructionfeasibilityofalternativedesignschemeprimaryresearch,toprovidedataonengineeringmaterialzprepareperiodicprogressplanning,coordinationandcontractdocumentationprocessreview,valueanalysis,toprovideconstructiontechnicalandeconomicaspectsoftheproposal,responsibleforallrecordofthemeeting.
Stage3.Purchasing:
budgetingcontrol,estimatespublishedconstructiontenderannouncement,pre-trialselectedbidders,thedistributionofinformationandthebiddocuments,beforethemeetingandorganizesiteinspection,receiving,analyzingbiddingandawardofbidproposalisputforward,trackpurchasestageandsetupdocumentsforallactivities.
Thecommonmodelsandmethodsofprojectmanagement
One,theownermanagementmodedirectly
Thiswayisakindoftraditionalprojectmanagementmode.Underthismethod,theownerrespectivelywithdesignandconstructionofdesignagenciesandcontractorstosignthecontract,theownerdirectlytosuperviseandcontrolthedesignandconstructionworkinconstructionphase,designprofessionalsusuallybeartheimportantsupervisorywork.
Two,theDesign,constructionmodeoftheDesign-Building
So-calledwayofdesign,construction,projectisinprincipletodetermine,aftertheownersimplyselecttheonlyentityisresponsibleforthedesignandconstructionoftheproject,design,constructioncontractorresponsibleforthedesignandconstructionphaseofthecost,asforthespecificimplementationofengineeringdesignandconstruction,dependingonthespecificcircumstances,orcompletedbytheirprofessionalstoasubsidiary,withprofessionaldesignagenciesandthesubcontractororbysigningtheagreementbyitscomplete,
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