本文選題：建設(shè)單位 + 工程造價(jià)��； 參考：《北方工業(yè)大學(xué)》2017年碩士論文

【摘要】：建設(shè)單位工程造價(jià)及管控貫穿從項(xiàng)目建議書階段、初步設(shè)計(jì)階段、施工圖設(shè)計(jì)及預(yù)算編制階段、招投標(biāo)及合同簽訂階段、工程施工階段、竣工驗(yàn)收階段等整個(gè)項(xiàng)目建設(shè)。為有效節(jié)約投資成本,提高投資收益,必須對(duì)工程成本進(jìn)行全過程、全方位、行之有效的管理和控制。工程造價(jià)管理應(yīng)以符合社會(huì)市場(chǎng)平均水平,有效、規(guī)范管控,節(jié)約建筑投資,提高經(jīng)濟(jì)效益為目標(biāo),每一個(gè)階段所包含的內(nèi)容非常豐富。本文基于建設(shè)單位的角度,從宏觀和微觀兩個(gè)視角展開分析研究。在宏觀管理方面,以工程造價(jià)管理相關(guān)理論為指導(dǎo),結(jié)合投資管理各階段管理經(jīng)驗(yàn)和存在的問題,概括闡述了工程造價(jià)管理體制、管理流程、有關(guān)制度及辦法,分析了工程造價(jià)現(xiàn)行管理模式存在的不足,對(duì)工程造價(jià)全過程管理進(jìn)行了探討。在微觀管理方面,依據(jù)工程造價(jià)管理的前沿理論和全過程管控的機(jī)理,以FT公司為案例,總結(jié)了 FT公司工程造價(jià)各個(gè)階段的管理經(jīng)驗(yàn),分析了存在的問題,并針對(duì)問題,提出了切實(shí)可行的改進(jìn)措施和解決方案,使公司工程投資的管控水平得到提高,從而使公司在各個(gè)建設(shè)項(xiàng)目中更加合理地投入人力、物力、財(cái)力,最大限度地保障建設(shè)項(xiàng)目投資各項(xiàng)管理目標(biāo)的實(shí)現(xiàn),進(jìn)而取得投資效益的最大化�？傊�,工程建設(shè)項(xiàng)目規(guī)模大、投入大、工程量大、施工時(shí)間長(zhǎng)、工程復(fù)雜,很容易造成建設(shè)單位不必要的浪費(fèi)和損失。通過本文的分析研究,探討較為合理和有效的工程投資管控方案,加強(qiáng)工程項(xiàng)目的投資控制,使公司獲得最大的投資效益。
[Abstract]:The project cost and control of the construction unit runs through the whole project construction from the project proposal stage, the preliminary design stage, the construction drawing design and budget preparation stage, the bidding and contract signing stage, the project construction stage, the completion acceptance stage and so on. In order to save the investment cost and improve the investment income, it is necessary to manage and control the project cost in all directions and effectively. Engineering cost management should be in line with the average level of social market, effective, standardized management and control, save construction investment, improve economic benefits as the goal, each stage contains a very rich content. Based on the perspective of the construction unit, this paper carries out the analysis and research from the macro-and micro-perspectives. In the aspect of macro management, under the guidance of the theory of project cost management, combined with the experience and problems of investment management, this paper summarizes the management system, process, system and methods of project cost management. The deficiency of the current management mode of engineering cost is analyzed, and the whole process management of project cost is discussed. In the aspect of micro management, according to the advanced theory of project cost management and the mechanism of whole process control, taking FT Company as an example, this paper summarizes the management experience of every stage of the project cost of FT Company, analyzes the existing problems, and aims at the problems. Practical improvement measures and solutions are put forward to improve the management and control level of the company's project investment, so that the company can invest manpower, material and financial resources more reasonably in each construction project. To ensure the realization of construction project investment management objectives to maximize investment benefits. In short, the large scale, large investment, large amount of construction, long construction time and complex project can easily lead to unnecessary waste and loss of construction units. Through the analysis and study of this paper, the more reasonable and effective project investment control scheme is discussed, and the investment control of the engineering project is strengthened, so that the company can obtain the maximum investment benefit.
【學(xué)位授予單位】：北方工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：TU723.3

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