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长期以来,很多人把工程造价控制理解为目标值与实际值的比较,往往是在工程竣工后才进行比较。当实际值偏离目标值时,才分析其产生偏差的原因,想进一步采取措施纠正时为时已晚。实际上,立足于下达控制目标—收集成本资料—分析—决策及采取措施—决策及采取措施之后的偏离—再收集资料—再分析—再纠偏的控制流程是十分被动的,这样做只能发现偏差,不能预防可能出现的偏差。为尽可能地减少和避免目标值与实际值的偏离,必须立足于事先主动地采取控制措施,实施主动控制。对施工单位而言,工程造价控制不仅要反映发包、施工及分包等的被动控制要素,更要能动地影响工程设计、发包方及分包方,主动控制工程造价,以达到为项目增值的目的。
For a long time, many people understood the control of construction cost as the comparison between the target value and the actual value, which was often compared only after completion of the project. When the actual value deviates from the target value, it analyzes the reasons for the deviation, and it is too late to take further measures to correct it. In fact, the control process based on the release of control objectives - the collection of cost data - analysis - decision-making and taking measures - the decision-making and the deviations after taking measures - then collect information - re-analysis - re-correction control process is very passive, this can only be found Deviations can not prevent possible deviations. In order to minimize and avoid deviation of the target value from the actual value, we must take the initiative to take the initiative to take control measures and implement proactive control. For the construction unit, the project cost control should not only reflect the passive control factors such as contracting, construction and subcontracting, but also affect the engineering design, contractor and subcontractor initiatively and control the project cost actively so as to achieve the value added purpose.