(doc)-工程管理專業(yè)外文翻譯---研究建筑施工企業(yè)的項(xiàng)目成本控制-建筑結(jié)構(gòu)-預(yù)覽頁(yè)
【正文】 工資的情況,我們可以識(shí)別儲(chǔ)蓄和浪費(fèi)在分娩過(guò)程中使用和固定的管理。如果我們想要得到更詳細(xì)的信息,每個(gè)成本項(xiàng)目分析,項(xiàng)目單位需要。(4)對(duì)比工程單位在削減成本。檢查成本降低項(xiàng)目以及偏差之間的實(shí)際成本和計(jì)劃成本。它是在條款進(jìn)行的預(yù)算、決算、成本降低計(jì)劃和施工安裝成本。間接成本是導(dǎo)致項(xiàng)目管理和公司的費(fèi)用分擔(dān),涵蓋項(xiàng)目運(yùn)營(yíng)成本(包括歐盟委員會(huì)的外國(guó)項(xiàng)目),項(xiàng)目的管理成本(包括外匯損失的外國(guó)項(xiàng)目)和公司的費(fèi)用分?jǐn)偂Ｋ粌H是基金補(bǔ)償范圍,但也依據(jù)檢查實(shí)施成本計(jì)劃。建筑施工企業(yè)主要采取“項(xiàng)目管理為中心”的模式,因此,尤其重要的是要加強(qiáng)項(xiàng)目成本控制。它要求所有施工企業(yè)加強(qiáng)成本控制,降低成本,提高管理效率和獲得最大的利潤(rùn)。 specific circumstances, we should formulate specific control processes, identify levels for controlling reporting periods, and arrange specific persons to monitor. Throughout reporting period, two kinds of data or information need to be collected: (1) the actual execution of data, including the actual time for beginning or end, and the actual cost. (2) the project scope, progress plan and budget change information. These changes may result from the clients or project teams, or from some unforeseen things such as natural disasters, labor strikes or key project team members to resign. These changes should be included in project plan and obtained the consent of customers, then new baseline plan need to establish. The scope, progress and budget of new plan may be different from initial plan.Abovediscussed data or information must be timely collected, so that it can bee the base to update project progress and budget. For example, if the project reporting period is a month, data and information should be collected at the end of month as far as possible, which can guarantee progress in the updated plan and budget. Improve project financial subjectBased on work breakdown structure, enpterpries should improve project financial subjects so that projects match with realtime cost control, pany39。t provide the support of decisionmaking for projects management under construction. Lack of errorchecking and errorcorrecting mechanismThe current costcontrol method is the singleclass without errorchecking and errorcorrecting mechanism. If mistakes occur in the future, we can39。s management costs (including exchange losses of foreign projects)and pany39。s costsharing, covering project operating costs (covering the mission of foreign projects), project39。t monitor and reflect timely costs change, therefore, this method can39。s financial sector, reporting cycle for a month or a quarter). Such three class cost control system resolve the problems of realtime and errorcorrecting mechanism. Develop specific control processes According to enterprises39。項(xiàng)目利潤(rùn)逐漸減少。建筑施工企業(yè)必須不斷提高整體競(jìng)爭(zhēng)力,如果他們想進(jìn)一步發(fā)展在國(guó)內(nèi)外建筑市場(chǎng)。企業(yè)產(chǎn)品成本是綜合指標(biāo)來(lái)衡量企業(yè)質(zhì)量的所有方面。直接成本包括材料成本、人員成本、施工機(jī)械成本,材料運(yùn)輸費(fèi)用,臨時(shí)設(shè)施費(fèi)用,工程費(fèi)用和其他直接成本。綜合分析項(xiàng)目成本。(2)比較實(shí)際成本和項(xiàng)目成本。分析原因和提出了改進(jìn)方向。綜合分析只有理解項(xiàng)目成本超支或更低。(2)勞動(dòng)成本分析。(4)管理成本分析。(6)其他直接成本分析。目前,施工企業(yè)的成本控制是一個(gè)簡(jiǎn)單的控制成本。當(dāng)前的控制系統(tǒng)是控制問(wèn)題出現(xiàn)后,它不能避免損失。如果錯(cuò)誤發(fā)生在未來(lái),我們不能發(fā)現(xiàn)及時(shí),甚至不可能發(fā)現(xiàn)。特定的軟件,金融部門的國(guó)內(nèi)建筑施工企業(yè)通常采用一些通用財(cái)務(wù)軟件,如超濾、IBM。同時(shí),它增加了概率的錯(cuò)誤信息和錯(cuò)誤的決定 這些日子,大多數(shù)施工企業(yè)在改善成本控制系統(tǒng)中面臨著人才短缺,找到一個(gè)合適的具有預(yù)算和財(cái)務(wù)知識(shí)和實(shí)際的項(xiàng)目管理經(jīng)驗(yàn)的人是非常困難的。基于當(dāng)前的固定預(yù)算、企業(yè)開(kāi)發(fā)工作分解結(jié)構(gòu)的具體條件。 在報(bào)告期內(nèi),兩種數(shù)據(jù)或信息需要收集:(1)實(shí)際執(zhí)行數(shù)據(jù),包括實(shí)際的時(shí)間開(kāi)始或者結(jié)束,和實(shí)際的成本。范圍、進(jìn)度和預(yù)算的新計(jì)劃可能不同于最初的計(jì)劃。公司的財(cái)務(wù)和成本控制系統(tǒng),可以解決成本控制和財(cái)務(wù)之間的兼容性。 當(dāng)提高項(xiàng)目控制系統(tǒng),我們應(yīng)該注意平衡精度控制和成本控制。 企業(yè)應(yīng)該逐漸培養(yǎng)現(xiàn)有員工為未來(lái)做準(zhǔn)備。
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