PAGEPAGE17武漢工業(yè)學(xué)院畢業(yè)設(shè)計外文參考文獻(xiàn)譯文本2021屆畢業(yè)設(shè)計譯文出處：萬方數(shù)據(jù)庫畢業(yè)設(shè)計題目：建設(shè)項目乙施工組織設(shè)計院（系）土木工程與建筑學(xué)院專業(yè)名稱工程管理學(xué)生姓名魏磊學(xué)生學(xué)號070602225指導(dǎo)教師劉菁菁2021年6月9日CONSTRUCTIONPROJECTMANAGEMENTThisworktriestodefineandpresentthecharacteristicsandofprojectmanagementandconstructionprojects.Onecanfindargumentsfortheneedtouseprojectmanagementintheconstructionindustryandthemainmanagementproceduresmakingtheessenceofconstructionprojectmanagement.Keywords:project,management,construction,invest1.ProjectManagement-definition,characteristicsProjectmanagementisaspecializedbranchofmanagementappearedin1950forcoordinationandcontrolofcomplexmodernindustry.ItsemergenceanddevelopmentaremainlyrelatedtotheinitiationandconductoftheNASAspaceprograms,tothecompetitionbetweennationsforsupremacyinthemilitaryfield,tothepressureoftheclientswhowantedtheirprojectstobecompletedassoonaspossiblesothattheycouldrecoverfastertheirinvestment.Intheconstructionindustry,projectmanagementbegantobeusedonlyinthelatter20-30years,butdevelopmentinthisfieldhasbeenverypronouncedwhereascorrespondsverywelltotheneedsofthisindustry.AlthoughitappearedintheU.S.,projectmanagementwasquicklyapprehendedinEurope.Thefirstattemptstostandardizepracticesinthefielddatefrom1979andbelongtoaninstituteintheUK-TheCharteredInstituteofBuilding.Ithasnowbecome,alongwithotherorganizationssuchasProjectManagementInstitute,anorganizationthatcertifiesbothprojectmanagersandtrainingprogramsinthefieldthroughouttheworld.AlsoatEuropeanlevel,therehavebeendevelopedqualityproceduresforprojectmanagement,proceduresincludedinISOstandards.Projectmanagementincludesprogressiveandlogicaldecision-makingprocesses,anappropriateorganization,financialmanagementandeffectivemarketing,aspecialattentioninpreparingdocumentsandadministrativetasksandapplicationofmethodsandtechniquesoftraditionalmanagementadaptedaccordingly."ConstructionProjectsmanagement”consistsofplanning,organizing,coordinatingandmonitoringoftheproject,fromthebeginningtotheend,withtheaimofachievingcustomerrequirementsonproducingaviableproject,financiallyandfunctionally,incompliancewithqualitystandards,costsandimplementationdeadlinesagreedupon.Projectmanagementinvolvessettingofbenchmarksaccordingtowhichthereshallbeestablishedguidelinestobefollowed,observingtheprogressinachievingthecorrectexecutionoftasksandprojects,accordingtothedifferencesobservedbetweentheactualandtheplannedbenchmarks.Inordertorealizeaconstructionprojecttheremustbeinvolvedvariousentities:beneficiary,investor,fundingbodies,builder,draftsman,consultants,suppliersofmaterialsandequipment,etc..,whichrequiresfocusoncoordinatingandadjustingallthenecessaryinputs.Thus,theprojectmanagermustworkpredominantlywithpeoplefromotherorganizationsthantheonehebelongsto.Insuchcircumstances,hisauthorityisconferredbycontracttermsandislessdirectthanthatofaregularmanager.Projectmanagementisconducted,inmostcases,bystaffbelongingtodifferentorganizations,closelycooperatingtoachievedifferentobjectives,oftencontradictory,ofthepartiesinvolved.Responsibilityfortheprojectmanagementlies,asmentioned,todifferentorganizations,dependingoncustomer’spreferencesandcompetencesandonthenatureofthecontractualtermsbetweenparties.Whetherprojectmanagementisexercisedbytheclient,thedesigner,thebuilderorbyaspecializedindependentorganization,relevantmanagerialproceduresarelargelythesame.Inordertohaveanunitarypointofview,managementmethodspresentedinthisworkwillbeapproachedfromthegeneralcontractor’sperspective.2.ConstructionProjectThemainsubjectintheconstructionprojectsmanagementistheconstructionproject.Theconstructionprojectisanentitywithlimitedtimeofaction,designedforachievement,rehabilitationordemolitionofabuildingobjective,executingvariableandnon-standardworksinagivenperiod,withacertainbudgetandincompliancewiththeagreedqualityspecifications.Aconstructionprojecthasthefollowingcharacteristics:?itrequirestheconstructionofaself-organizationalnetwork:theprojectteam;?itistemporary,theachievementtermsbeingindicatedbycontractualprovisions;?youmustmeetcertaintargetsrelatingtotime,costandquality;?itsresultisabuildingobjective(consistingofoneormoreconstructionobjects);?itrequiresinputfromseveralorganizationsforitsachievement,thusleadingtopotentialcommunicationproblemsandahighpotentialconflict;?itrequiresmajoranddiversifiedfinancial,materialandhumanresources;?itrequiresimplementationofactivitieswithcomplextechnologicalandorganizationalconditioning;?itdescribesallthepeculiaritiesoftheconstructionprocessandproduction.Realizingaconstructionprojectmeansgoingthroughseveralphasesthatmakeupthelifecycleoftheproject.Inthespecializedliteraturetherearevariousapproachesofthismatter.Thus,withinthemethodologyO.N.U.D.I.forthedevelopmentoffeasibilitystudies,thelifecycleoftheprojectincludesthefollowingphases:I.Pre-investmentphases:?Identificationstudiesofinvestment’sneedsandopportunities?Previousfeasibilitystudies?Feasibilitystudies?EvaluationanddecisionstudiesII.Investment?Negotiationandcontracting?Design?Building?PuttinginserviceIII.OperationalAnotherreputablespecialistRonaldMcCaffer(1995)presentsthelifecycleoftheprojectusingthefollowingscheme:PHASEACTIVITYACTIVITIESSUCCESSIONInitiationProductidentificationDefinitionoftheneedPreliminaryFeasibilitystudies，DecisiontorealizethestudystrategicandfinancialplanningGeneraldesignDesignandcostsestimationDecisiontocarryouttheprojectDetaileddesignDetaileddesignStartingauctionorganizationornegotiationsContractingNegotiationorauction–ConclusionofcontractsofferingandcontractingBuildingBuildingFinalreceptionoftheworksFinalizingWorksfinalizingandDesignedparametersfinalreceptionachievementOperationandOperationandMaintenanceMaintenanceGenesisofaconstructionprojectcomprisesthefollowingsteps:A.DefinitionAftertheowner(investor,author,client,beneficiary)hasidentifiedtheneedtorealizetheconstruction,heshoulddefinerequirementsandbudgetaryconstraints.Definingtheprojectincludesestablishingitsgeneralcharacteristicssuchas:location,size,configuration,performancecriteria,equipmentneededetc..Inthisphasethegeneralprojectiscarriedoutofthefutureobjective,thisworkbeingtheresponsibilityoftheowner,buthemayuseadesigner.Figure1.GenesisofaconstructionprojectSource:McCaffer,Harris,1995B.DesignThisphaseconsistsincarryingoutpreviousfeasibilitystudiesandfeasibilitystudies,ending,shouldthebeneficiarytakethedecisiontorealizetheproject,withthetechnicaldrafting.Inpractice,ifcertaintypesofcontractualarrangements,design,supplyandconstructionoverlap,theconstructionbeingrealizedasthedesignprogresses.Thedesigncanbeachievedbythebeneficiary,but,asinmostcases,heisnotaspecialistinthefield,aspecializeddesignerorconsultantsareneeded(forpreviousfeasibilitystudiesandfeasibilitystudies).C.ContractingThisphaseconsistsinconcludingtheconstructioncontract.D.SupplyandConstructionSupplyreferstoorderingandreceivingequipmentandkeymaterialsneededfortheproject,particularlythosehavinglongintervalsbetweenorder’slaunchingandreceipt.Supplymaybedonebythegeneralcontractor,bythecustomerorbyaspecializedcompanyhiredbythecustomer.Constructionistheprocessoflayingmaterialsandequipment.Thisinvolvesprovidinghumanresources,equipment,materialsandoverseeingthecompletionofwork.E.MaintenanceandrepairingAfterputtinginoperationanddesignedparametersachievementtheconstructionmayrequireexecutionmaintenanceandrepairingworks.Toachievethem,onecanusetheservicesoftheinitialbuilder(surelyduringthewarrantyperiod)orthoseofanotherconstructionfirm,ifthebeneficiarydoesnothaveaspecializeddepartment.F.DemolitionorconversionAfterexpirationofthenormallifeoftheobjectiveorevenearlier,ifeconomicortechnologicalreasonsrequiresit,anobjectivemaybedemolishedoraltered.Thisrequirestheservicesofaconstructioncompany.CONCLUSIONSForaprojecttobebuiltrespectingthebudgetandimplementationdeadlines,aprofessionalmanagementofoperationscarriedoutonsite,isneeded.Thetechnicalcomplexity,theimportanceofworksrealizationonduetime,constraintsrelatedtoresourcesandsubstantialcostsimposethoroughplanning,programmingandcontrolTheconstructionprocessisnotaselfadjustingmechanism,butitrequirescoordinatedinterventionofexpertsfortheactivitiestobeconductedaccordingtotheplans.Theconstructionrealizationcanbedeeplyaffectedbyeventsthataredifficultorimpossibletopredict.Insuchchangingcircumstances,costanddurationareconstantlyalteringandcansuddenlydeteriorate.Aneffectivemanagementisnotonlydesirable,butisneededinordertoachieveasatisfactoryfinalresult.Regardlessofthecontractualarrangementchosenfortheconstructionproject’realization,thesafestwaytoachieveobjectivesistoapplyaprojectmanagementsystem.TwoPointsontheCostManagementofEngineeringProjectsAbstract--Costmanagementofengineeringprojectsisaneverlastingtopicforconstructionenterprises．Howtomanagethecostandwhattheperformanceofthecostmanagementisdirectlyrelevanttotheeconomicbenefits，survivalanddevelopmentoftheconstructionenterprises．Toreducetheengineeringcost，weshouldminimizethematerialandlaborconsumptionthroughthewholeprocessandineveryaspectoftheconstruction．Andtherootwaytoenhancethemarketcompetitivestrengthoftheconstructionenterpriseistocontrolalltheconsumptionsinfluencingtheengineeringcostwithintheplannedscope．Thearticlemakesaprimaryprobeintothemanagementofthecostfromtwoaspects：thea11-sidedmanagementandthewholelife-spancyclemanagementoftheEngineeringcost.IndexTerms--Constructionengineering，projectmanagementandcostcontro1．I．INTRODUCTIONEngineeringprojectisthecostcenteroftheconstructionenterprisesaswellasthemainsourceoftheprofits．Whentheindustrycompetitionisbecomingfiercerandtheprofitmakingspaceisbecomingsmaller,inthissituation，themostimportantthingforaconstructionenterprisetoenhancethemarketcompetitivestrengthisminimizingthematerialandlaborconsumptionintheconstructioncoursetoreducethecostandcontrolalltheconsumptionsinfluencingthecostwithintheplannedscope．Therefore，aconstructionenterprisemuststrengthenthecostmanagementsoastostandstillinthefiercecompetitionforfurtherdevelopment．II．ALL．SIDEDCOSTMANAGEMENTOFTHEENGINEERINGPROJECTTheengineeringprojectcostmainlyconsistsofmaterialcost，costofmachineuse，laborcost，temporaryfacilityfee.otherprimecostandprojectmanagementfee．Thecontrolofthesecostsinvolvesthecooperationandcoordinationofsuchmanagementdepartmentsastechnology，finance．material，equipment．a(chǎn)dministrationandlogistics．Socostmanagementmustfocusontheinternalcontrolamongeachdepartmentandwholecontroloftheengineeringprojectandconductanall-sidedmanagement．1)TosetupandbetterthecostcontrolsystemThecostcontrolsystemisaorganizingsystemandmanagementsystem，whoseultimateobjectiveandmajortaskiscostmanagement，toassigntheprojectmanagerasthepersonfirstlyresponsible，andmakeeveryoneofeachmanagementteamandconstructionteamengagedinit．Inthecostcontrolsystem，everyonefromtheprojectmanager,technicalprincipaltospotadministratorisendowedwithacertaintaskandauthorityofcostmanagement，andtakesoncorrespondingresponsibilities．Everyoneineachadministrativelevelmusthaveadefiniteunderstandingofwhatthemanagementcontentis,whatcontrolaimshouldbereachedandhowtocontroleffectively．Thecostcontrolsystemshouldbeadjustedandimprovedtimelyaccordingtotheproject’sprogressanddemand．Inthemeantime,theoperationaltrainingoftheadministrativepersonnelshouldbepaidattentiontoenhancetheirprofessionalqualityandmanagementlevel．2)ToformulateregulationsandstandardizetheoperationalbehaviorTheeffectofthecostcontrolrelieslargelyontheintegrityandcarefulimplementationoftheadministrativesystems,especiallythesegmentsofmaterial，equipmentandmanagementfee．Materialmanagement：Materialalwaysaccountsfor60％oftheengineeringcostintheconstruction．Thusmaterialmanagementisthemostimportantincostmanagementandstrictmaterialmanagementsystemmustbeestablished.Materialmanagementshouldstartfromthepurchasing．Staplematerialsshouldbepurchasedbythematerialdepartment，toinvitepublicbiddingasmuchaspossibleandtoreducethecostbyintensivemanagement．Regardingthematerialsboughtbyprojectdepartmentthemselves，theymustknowwellaboutthemarket，price，quality，service，creditandlong—termcooperationstrategytochooseanddecidethesuppliers．Rigorousverificationandexaminationmustbedonebeforesigningthecontractsandblackcaseworkmustberootedout．Othersegmentsasmaterialreceipt,storageanddistributionmustbechargedbyaspecificpersontoreachthematerialquantityinaccordancewiththeaccount．Theinternalmonitoringandrestrictionineverysegmentshouldbefocusedon．Equipmentmanagement：Equipmentmanagementdepartshouldequipmachinesinreasonaccordingtotheengineeringquality，constructionprogressandequipmentcapacity．Rentingfacilitiesfromoutsideshouldbeconsideredfromthepointofreducingthecost，inwayofdifferentleasemodes,suchasaccordingtotheshifts，workloadandleaseperiod．Rationsofequipmentmaintenanceandoilconsumptionshouldbedrawnandcheckedmonthly．Setupmaintenancesystemandorganizetoimplementcarefullyinordertoassuretheintactequipment,rootoutthemachineaccidentsandtryhardtoreducetheusecostofthemachine．Administrationexpensesincetheflexibilityofthemanagementexpenseisverybig,itmustbestrictlycontrolled.Weshouldfixareasonableproportionaccordingtotheproject’svolumetocontrolthetotalamountandassessitembyitem．Theestablishmentoftheprojectadministrativeteamshouldbeeffectiveandnotoverstaffedtolessenthetotalexpenseofthesalary．Expensesinworking，transportationandbusinesstripsmustbestrictlyenforcedwithsavingandadoptthewayofexpenseshandledbyeachdepartmentandrewardingtheeconomizers．Businessexpensesshouldfollowtheprincipleofnecessityandstrictness．Strictexaminationandapprovalandreimbursementapplicationsystemshouldbesetupandtheregulatedauthoritycannotbebrokethrough.Financedepartmentshouldcarefullycarryouttherelevantsystemsandleadsupervision．III．WHOLELIFE-SPANCYCLEMANAGEMENTOFTHEENGINEERINGCOSTTheengineeringcostcontrolshouldmanagethelife—spancycleofthewholeproject，notonlyconductingasimpleaccountingcostcalculationattheendoftheprogram．1)GoodcontrolbeforeactionAnideaisclearinmindwhencalculatebeforetakeaction’．Beforecarryonaproject，wecandoariskforecast，makingariskassessmentoftheproject’sfeasibilitytominimizetheriskpossibility．Makinguseofthefunctionaldemandofvalueengineering，inpremiseofguaranteedengineeringquality，putforthkindsofconstructionplans，compareandevaluatetechnologicallyandeconomically．Forexample，tocopewiththebigpriceincreaseofthebuildingmaterials，pricediscrepancyanalysisshouldbedoneinthebeginningoftheprojectstartandthenreportedtothedecision,makingdepartment．Besides，thereliabilityoftheestimationoftheprojectvolumeshouldbeenhancedasmuchaspossibleinthebiddingsothatthemacro-controlledbiddingpricecanguaranteethesuccessfulbiddingaswellasthecostandreasonableprofit．Basedonthefunctionalanalysisofprojectandcapabilityanalysisofmaterials，westrivetouselow．pricematerials，bychangingtheproportionandusingadditivetodecreasethematerialconsumptionexpense．Throughsettingupadatabaseofsubcontractorsandmaterialsuppliers,choosesuitablesuppliers．Alsowecanmakebidding，comparingdifferentsupplierstochoosethesupplierwhohasstrongeconomicstrength，spotmanagementexperience，goodtechnologiesandexperiencedworkersaswellasqualifiedproducts,assureddeliveryandgoodcredit．Atthesametime，weshoulduseprogramevaluationandreviewtechniquetoreachafavorablecollocationoftheproductionfactors．Weshouldcheckandcomparetimeandtimeagainonwhethertobuyorrentturnovermaterialsandequipments，weighingthecostperformanceofboththemethodstomakeacorrectdecisionatlast．2)GoodcontrolduringtheactionThecontrolintheformationprocessoftheengineeringcostshouldbedoneby‘calculatingwhendoingandkeepadjusting’tocontrolthecostfactually．Intermoftherequirementofengineeringconstructionitselfandinherentrules，workoutaconstructionplanwithadvancedtechnology，reasonabletechniquesandcrackorganizationandarrangeprogressofeachprogramregularly．Accordingtotheexerciseprincipleofplaneflowandsolidcrossing，workoutreasonablenetworkdesignoftheconstructiontoinsureworkingfacenotleftunused，workingprocedureuninterrupted，constructionandinstallationteamsworkinorderandharmony．①Everyprogramteamshouldcontrolthematerialusage．Toreducethewastage，materialscanbedistributedbyquota．Intermsofthefactualsituation，toconfirmthereasonablewastageratewitheachteamorsubcontractor．Lumpworkusecanbecarriedouttorewardeconomizersandpunishquotabrokers,tomakethematerialusagerelevanttopersonaleconomicbenefit．②Practicematerialreceiptrecordingsystem,sortingandcountingthequantity，signedbyrecorders．Materialdepartmentshouldmakeamaterialdetailedaccounttopreventtheunconformityoftheaccountandthephysicalquantityonthespotandinthewarehouse．Whenonedrawsthematerials，constructionteamshouldcheckandconfirmthequantity，strictlyperformsaccordingtotheproceduretorootoutwasteandtheftpossibility．Thematerialusageshouldbeinreason．Ononehand，theadministrativetroublecausedbyoverabundanceofthespotmaterialsshouldbecutdown．Ontheotherhand，acceleratetheflowofcurrentcapital，whichisgoodforboostingupthefluidityoftheassetsandmakingthecapitalusagemorereasonable．③Equipmentandturnovermaterialsshouldberationallyattempted．Administrativeandoperationalstaffshoulddoagoodcostcalculationduringtheactionaccordingtothetargetcost．Listtheaccountseparatelybyproject．Setupintactcostfinancesystem．Takingprojectdepartmentasaseparatecheckunit，listaseparateaccountforalltheincomeandexpenses，analyzetheresultofeachprogramandeachitemimplementingthecostplanmonthbymonth，findoutthefactorsinfluencingthecostsavingsandthereasonofoverspendingtoseekapproachandmethodstofurtherreducethecost．Alsoworkoutthecostanalysisreportandprofitandlossforecastreportsothatthecadresandprojectmanagercangetthecostsituationatanymoment，andthentakepowerfulmeasurestoavoidcostoverspendingwhentheprojectiscompleted．3)ControlafteractionInthecheckandacceptancestage，docostcheckandanalysis，andfollowtheprincipleof‘settletheaccountwhenfinishedtosetupastandardforthecomingprojects’，doagoodmop-up．①Sortthemanpower，machines，materialsandlogisticsfacilities．Clearandreturnthethingsneedtobeclearedandreturnedintime,andtransferthethingsneedtobetransferredassoonaspossibletodecreasetheexpensesandthenreducethecost．②Checktheremainedworkloadall．a(chǎn)roundtoavoidanyskip．Preparesufficientmaterialsforthechangesduringtheconstructionandputforthchangerequestintimeandfixaspecificpersontoberesponsible．③Arrangetechnologicalpersonneltofinishthecheckandacceptancematerialsinasettime．Afterthecompletionoftheproject，doatotalcostsettlement．Accordingtotheresult，evaluatethegainandlossoftheprojectcostmanagement，writeacompletesummingupreporttoprovidenecessarymaterialsforeverysegmentsofcostmanagementandfulfilltherewardingandpunishmentsystem．IV.CONCLUSIONInall，costmanagementofengineeringsystematicengineering．Onlywithadvancedsoundmechanism，conductingawholestaff,wholeprocessmanagementcanachievesuccessindeed．建設(shè)項目管理這篇文章嘗試界定和介紹項目管理和建設(shè)項目的特點。人們可以從本文章中找到需要用建筑行業(yè)中項目管理和主要的管理程序來闡述建設(shè)項目管理的精髓的論點。關(guān)鍵詞：項目，管理，建設(shè)，投資1、項目管理——概念，特點項目管理是出現(xiàn)在1950年的管理的一個專業(yè)的分支，以便于復(fù)雜的現(xiàn)代工業(yè)的協(xié)調(diào)和控制。它的出現(xiàn)和發(fā)展主要涉及美國宇航局空間計劃的啟動和進(jìn)行，是為了提高各國之間在軍事領(lǐng)域的競爭優(yōu)勢，是為了減少客戶希望自己的項目得以盡快完成的壓力，以至于讓他們可以更快地收回投資。在建筑行業(yè)中，只有在最近的20-30年間項目管理才開始被應(yīng)用，但在這個領(lǐng)域的發(fā)展一直非常明顯，而這個行業(yè)的需求也是非常之好。雖然項目管理出現(xiàn)在美國，但是項目管理很快就在歐洲出現(xiàn)了。在項目管理這一領(lǐng)域的規(guī)范的第一次嘗試是從1979年開始的，而且這一嘗試是屬于英國學(xué)院——英國皇家特許建造學(xué)會。如今，這一學(xué)會已成為，以及諸如項目管理協(xié)會，這個組織在整個世界上證明該領(lǐng)域的項目經(jīng)理和其他組織的培訓(xùn)方案。此外，在歐洲的層面上，已開發(fā)項目管理的質(zhì)量管理的程序，這個程序包括ISO標(biāo)準(zhǔn)。項目管理包括進(jìn)步和合乎邏輯的決策過程，一個適當(dāng)?shù)慕M織，財務(wù)管理和有效的營銷，在準(zhǔn)備文件和行政任務(wù)方面要特別注意，以及和傳統(tǒng)的管理方法和技術(shù)的應(yīng)用，這些應(yīng)該得到相應(yīng)的調(diào)整?！敖ㄔO(shè)項目的管理”是由規(guī)劃，組織，協(xié)調(diào)和項目的監(jiān)測組成的，從開始到結(jié)束，以達(dá)到實現(xiàn)客戶對于生產(chǎn)一個可行性的項目的要求的目標(biāo)，在財務(wù)上和功能上，符合質(zhì)量標(biāo)準(zhǔn)，成本和執(zhí)行商定的最后期限項目管理包括基準(zhǔn)的設(shè)定，這種設(shè)定是根據(jù)應(yīng)該被建立能夠遵循的指導(dǎo)方針而設(shè)立的，在實現(xiàn)觀測任務(wù)和項目的正確執(zhí)行進(jìn)度前提下，是根據(jù)不同的實際觀察和計劃的基準(zhǔn)而來的。為了實現(xiàn)建設(shè)項目，必須有包括以下的各有關(guān)單位：受益人，投資者，融資機(jī)構(gòu)，建筑工地，繪圖員，顧問，材料和設(shè)備等的供應(yīng)商，等等，這就需要重視協(xié)調(diào)和調(diào)整所有必要的投入。因此，項目經(jīng)理的工作主要必須是與人打交道的，而且這些人是屬于其他組織的。在這種情況下，他的權(quán)威是通過合同條款賦予的，并且這種權(quán)利不是直接的，這種權(quán)利也不能與一個普通的經(jīng)理的權(quán)利相比。項目管理一般情況下是被指揮的，在大多數(shù)情況下，工作人員屬于不同的組織，他們密切合作，以實現(xiàn)不同的目標(biāo)，往往意見是不同的，這些是包括不同的當(dāng)事方。項目管理的責(zé)任在于，如前面所提到的，對于不同的組織，可以根據(jù)客戶的喜好和能力以及對當(dāng)事人之間的合同條款的性質(zhì)而定。無論是項目管理是由客戶，設(shè)計師，建筑商，或??由一個獨立的專門機(jī)構(gòu)行使的，但相關(guān)的管理程序是大致相同的。為了能夠有一個統(tǒng)一的觀點，在這項工作中提出的管理方法將接近由總承包商提出的觀點。2、建設(shè)項目建筑項目管理的主要議題是該建設(shè)項目工程。建設(shè)項目是一個在有限的時間內(nèi)實現(xiàn)的行動的個體，為獲得成績而設(shè)計，恢復(fù)或拆除建筑物實體，在特定時期內(nèi)執(zhí)行變量和非標(biāo)準(zhǔn)的工程設(shè)計，具有一定的預(yù)算，并在約定的質(zhì)量規(guī)范要求下建設(shè)的實體。一個建設(shè)項目要有以下的特點：?它需要一個自發(fā)組織的網(wǎng)絡(luò)工作的建設(shè)團(tuán)隊：項目團(tuán)隊;?它是暫時的，成果是根據(jù)合約條款的規(guī)定所指示而獲得的;?你必須符合與時間，成本和質(zhì)量有關(guān)的特定的目標(biāo);?其結(jié)果是一個建設(shè)的實體（由一個或多個對象組成的建設(shè)實物）;?它需要從幾個組織為了實現(xiàn)目標(biāo)而投入的，結(jié)果導(dǎo)致潛在的溝通問題，以及高度潛在的沖突;?它需要專業(yè)和多元化的財力，物力和人力資源;?它需要復(fù)雜的技術(shù)活動的提供，并且要有協(xié)調(diào)組織活動的執(zhí)行;?它描述了施工過程和生產(chǎn)的所有的特性。實現(xiàn)建設(shè)項目意味著經(jīng)過了幾個階段，這些階段構(gòu)成了該項目的生命周期。在專業(yè)文獻(xiàn)中也有這個問題的各種方法和決策。因此，在方法論O.N.U.D.I.，這個方法論是為了可行性研究的發(fā)展，該項目的生命周期包括以下幾個階段：I.預(yù)投資階段?鑒別投資的需要和機(jī)會的研究?以前的可行性研究?可行性研究?評估和決策研究II.投資?談判和簽約?設(shè)計?建設(shè)?投入服務(wù)III.業(yè)務(wù)另外有一個知名的專家RonaldMcCaffer（1995）介紹了項目的生命周期，他就是使用以下方案：周期活動活動交替發(fā)生產(chǎn)品標(biāo)識定義的需要初步可行性研究，戰(zhàn)略和財務(wù)規(guī)劃實現(xiàn)了研究的決策一般設(shè)計設(shè)計和成本估算決定實施該項目詳細(xì)設(shè)計詳細(xì)設(shè)計開始組織拍賣或談判合同談判或競標(biāo)合同的訂立施工施工工程的最后接收定型工作定型和接收獲得設(shè)計參數(shù)操作和維護(hù)操作和維護(hù)建設(shè)項目的建立包括以下幾個步驟：A．定義當(dāng)業(yè)主（投資者，作家，客戶，受益人）已經(jīng)確定需要完成的建設(shè)項目之后，他應(yīng)該制定需求和預(yù)算的限制。定義項目，包括建立項目的一般特征，例如：項目建設(shè)的位置，項目德大小，建設(shè)項目需要的配置，建設(shè)項目的性能標(biāo)準(zhǔn)，建設(shè)項目所需要的設(shè)備等等。在這個階段，一般情況下，項目進(jìn)行了對未來的目標(biāo)實現(xiàn)，這項工作已經(jīng)成為業(yè)主的一項責(zé)任了，但他也可以請一個設(shè)計師來幫助他。可行性研究前期可行性研究設(shè)計（詳細(xì)）定義一般設(shè)計可行性研究前期可行性研究設(shè)計（詳細(xì)）定義一般設(shè)計技術(shù)項目技術(shù)項目開始組織拍賣或談判建設(shè)者的決策合同開始組織拍賣或談判建設(shè)者的決策合同供貨和合同供貨和合同維護(hù)和修復(fù)維護(hù)和修復(fù)操作中的服務(wù)拆除/改換終技術(shù)和/或經(jīng)濟(jì)周期圖1。建設(shè)項目建立過程來源：McCaffer,Harris,1995B．設(shè)計這一階段包括進(jìn)行項目的前期的可行性研究和項目的可行性研究，結(jié)束，應(yīng)該讓受益人采取的決策，以完成項目，以及項目的起草技術(shù)。實際上，如果合同安排是某些特定的類型，也就是設(shè)計，供應(yīng)和施工的重疊，那么這種某些類型的建筑設(shè)計將被視為設(shè)計的進(jìn)展。該設(shè)計可以由受益人來實現(xiàn)，但是，在大多數(shù)情況下，他在設(shè)計領(lǐng)域不是一個專家，或者專業(yè)設(shè)計師，或者所需要的專業(yè)顧問（關(guān)于項目前期的可行性研究和項目可行性研究的咨詢?nèi)藛T）。C.合同事項這一階主要涉及到建造合同等。D．供貨與施工供貨是指訂購與接受設(shè)備材料等，并且也包括項目所需要的主要材料，特別是那些在訂單的發(fā)射和接收之間需要很長的時間間隔的設(shè)備材料。供貨可以由總承包商來執(zhí)行，由客戶或者是由客戶雇傭的專業(yè)公司等。建設(shè)施工是布置如何使用材料和設(shè)備的過程。它包括提供人力資源，設(shè)備，材料和監(jiān)督工作的完成。E．建筑的維護(hù)與檢修經(jīng)過多方運(yùn)作和設(shè)計參數(shù)的建設(shè)成績的收獲，建筑物也可能需要維護(hù)和修理工作的實施。為了實現(xiàn)這些目標(biāo)，一個人可以使用最初的建設(shè)者的服務(wù)（當(dāng)然，必須在保修期內(nèi)）或者其他建筑公司中的一些維修公司，如果受益人沒有一個專業(yè)的維護(hù)和修理部門的話。F．建筑物的拆除或改建當(dāng)建筑物的正常的使用年限到期之后或者早于更使用年限，如果經(jīng)濟(jì)或技術(shù)原因需要的情況下，這個建筑物可能會被拆卸或改建。這就需要一個建筑公司來完成了。結(jié)論為了使項目的建成遵守預(yù)算和實施的期限，一個業(yè)務(wù)的專業(yè)管理是要在現(xiàn)場進(jìn)行的，這種專業(yè)管理是必要的。專業(yè)管理技術(shù)的復(fù)雜性，在某些適當(dāng)?shù)臅r候，它對工程項目的完成起到很重要的作用，相關(guān)的資源和巨大的成本限制，徹底貫穿在規(guī)劃，計劃和控制之中。施工過程不是一個自我調(diào)節(jié)的機(jī)制，但它需要專家的協(xié)調(diào)和干預(yù)，這種協(xié)調(diào)和干預(yù)的活動是根據(jù)計劃而進(jìn)行的。建設(shè)項目的完成可能要受到很難或無法預(yù)測的事件的深刻影響。在這種不斷變化的情況下，成本和持續(xù)時間都在不斷改變，并且這種改變也可能突然惡化。一種有效的管理方法不僅是可取的，而且是必要的，以為了能夠最終取得令人滿意的結(jié)果。不管是為了使建設(shè)項目能夠順利完成而采取的合約安排，但實現(xiàn)目標(biāo)最安全有效的方式是應(yīng)用項目管理系統(tǒng)。兩個關(guān)于工程項目成本管理的要點摘要—工程項目成本管理是施工企業(yè)永恒的話題。如何管理成本費用和什么樣的成本管理系統(tǒng)的性能與經(jīng)濟(jì)利益直接相關(guān)，也關(guān)系到施工企業(yè)的生存和發(fā)展。為了降低工程造價，我們應(yīng)該在建設(shè)中的整個過程和每一個方面盡量減少材料和勞動的損耗。并且提高建筑企業(yè)的市場競爭力的最根本的方法是要控制所有影響規(guī)劃范圍內(nèi)的工程造價的物質(zhì)和勞動的消耗。這篇文章做了兩個方面探討：各個方面的管理和工程造價在工程全工程的管理。關(guān)鍵詞——建設(shè)工程，項目管理和成本控制I．引言工程項目是建筑企業(yè)的主要成本，也是利潤的主要來源。當(dāng)這個行業(yè)的競爭日趨激烈惡時候，利潤空間也會越來越小，在這種情況下，對于建筑企業(yè)來說最重要的事情是加強(qiáng)市場上的競爭實力，也就是在施工過程中盡量減少物質(zhì)和勞動消耗以及控制影響計劃范圍內(nèi)的成本。所以，施工企業(yè)必須加強(qiáng)成本管理，以在激烈的競爭中進(jìn)一步發(fā)展。II．工程項目的各個方面造價的管理工程項目成本主要構(gòu)成為材料成本，機(jī)械使用成本，勞動力成本，臨時設(shè)施費用，其他的基本成本和項目管理費用，這些成本的控制包括涉及到這種管理部門的合作和技術(shù)協(xié)調(diào)的費用，財經(jīng)，材料，設(shè)備，行政和后勤。因此，成本管理必須著眼于內(nèi)部工程項目的相互之間的控制，并且進(jìn)行全面的管理。1）建立和更新的成本控制系統(tǒng)成本控制系統(tǒng)是組織系統(tǒng)和管理系統(tǒng)，其最終目標(biāo)和主要任務(wù)是成本管理，用來分配作為第一責(zé)任人的項目經(jīng)理的責(zé)任，并盡一切可能使每個管理隊伍和施工隊伍的每個人專注于其中。在成本控制體系中，從每一個項目經(jīng)理，主要技術(shù)員以現(xiàn)場管理員都被賦予樂一定的任務(wù)和成本管理的權(quán)力，并采取相應(yīng)的責(zé)任制。在每個技術(shù)水平的每個人必須對項目管理內(nèi)容是什么有一個明確的了解，以及控制要達(dá)到的目標(biāo)和怎么樣有效的控制。成本控制系統(tǒng)應(yīng)根據(jù)項目的進(jìn)度和需要及時調(diào)整和改。同時，應(yīng)注意提高行政人員的專業(yè)素質(zhì)和管理水平的培訓(xùn)。2）制定規(guī)章和操作行為的規(guī)范成本的有效控制在很大程度上依賴于行政系統(tǒng)的誠信和謹(jǐn)慎。特別是材料，設(shè)備和管理費的組成部分。物料管理：物料總是占建設(shè)工程造價的60％左右。因此物料管理是成本管理中最重要的，所以必須建立嚴(yán)格的物料管理系統(tǒng)。物料管理應(yīng)該從采購管理開始。大宗的材料應(yīng)該由材料部門購買，盡可能多的采用邀請招標(biāo)，以減少密集成本的管理。對于項目部自己買德材料，他們必須熟悉有關(guān)的市場，價格，質(zhì)量，服務(wù)，信貸和長期合作的選擇和決定供貨方的戰(zhàn)略。在完成簽署合同之前必須嚴(yán)格核驗前以及暗箱操作必須徹底清除。其他的環(huán)節(jié)如物料接收，儲存和分配必須由專業(yè)的人員監(jiān)控，以在該賬戶里面達(dá)到物料的質(zhì)量。應(yīng)該注意每一個環(huán)節(jié)內(nèi)部的監(jiān)督和限制。設(shè)備管