【正文】 設(shè)計的前期準(zhǔn)備工作和設(shè)計的過程中，提出了許多寶貴的設(shè)計意見，使我受益非淺。在設(shè)計初期，由于我從沒參與過實踐，在理論應(yīng)用方面欠缺很多經(jīng)驗，遇到了許多棘手的問題。*老師給予了我細(xì)致的輔導(dǎo)，為我查漏補(bǔ)缺，不時地給我以鼓勵，并且在自己緊張的工作中，還時常關(guān)心我的設(shè)計進(jìn)度情況，認(rèn)真地幫我分析問題，解決問題。同時，我還要感謝和我一起并肩作戰(zhàn)的同學(xué)們，他們在畢設(shè)的過程中經(jīng)常和我切磋問題，交換意見，使我在設(shè)計方案的實施過程中一步步明確思路，提高了效率，也讓我明白了團(tuán)結(jié)就是力量的真切含義。有了他們的幫助和支持，我才有了更多探索的勇氣，在遇到問題時勇于克服困難，一步一個腳印，平穩(wěn)而踏實地完成了畢業(yè)設(shè)計。 最后，我還要深深感謝我的父母。他們的鼓勵一直鞭策著我迎難而上，是他們在我退縮的時候告訴我，堅持下去。他們的關(guān)愛和鼓勵是我不斷進(jìn)取的力量，我只有加倍努力才能回報他們。 對上述所有在這次畢業(yè)設(shè)計中給予過我?guī)椭娜?，再一次真誠地表示感謝！參 考 文 獻(xiàn)[1]建設(shè)項目工程量清單計價規(guī)范. 中國計劃出版社，2008[2]江蘇省建筑與裝飾工程計價表. 知識產(chǎn)權(quán)出版社，2004[3]2010年二季度**市工程造價信息[4]項國平，建筑施工工藝操作技能手冊，北京：中國勞動社會保障出版社，2008[5]：同濟(jì)大學(xué)出版社，2005[6]滕紹華，實用建筑施工手冊(第二版)，北京：金盾出版社，2002[7]建設(shè)部標(biāo)準(zhǔn)定額研究所. 《建筑工程工程量清單計價規(guī)范》輔導(dǎo)教材. 北京：中國計劃出版社，2004[8]俞國鳳，呂茫茫，建筑工程概預(yù)算與工程量清單， 上海：同濟(jì)大學(xué)出版社，2005[9]李希倫. 建設(shè)工程工程量清單計價編制實用手冊. 北京：中國計劃出版社，2003[10]上海市工程建設(shè)監(jiān)督研究會．建筑工程安全施工指南．北京：中國建筑工業(yè)出版社，2000[11]叢培經(jīng)，工程項目管理，北京：中國建筑工業(yè)出版社，2007[12]全國建筑業(yè)企業(yè)項目經(jīng)理培訓(xùn)教材編寫委員會，施工組織設(shè)計與進(jìn)度管理，北京：中國建筑工業(yè)出版社，2001[13]鄧學(xué)才, 施工組織設(shè)計的編制與實施,北京：中國建材工業(yè)出版社，2006[14] 金帆 李岷，建筑裝飾裝修工程施工組織設(shè)計與項目管理實務(wù)全書，北京：當(dāng)代中國音像出版社，2003[15] 天津市建設(shè)管理委員會，房屋建筑工程施工組織設(shè)計編制標(biāo)準(zhǔn)，天津：天津市建設(shè)管理委員會，2005附 錄附錄一 外文文獻(xiàn)原文Cost Control, Monitoring and Accounting1． The Cost Control ProblemDuring the execution of a project, procedures for project control and record keeping bee indispensable tools to managers and other participants in the construction process. These tools serve the dual purpose of recording the financial transactions that occur as well as giving managers an indication of the progress and problems associated with a project. The problems of project control are aptly summed up in an old definition of a project as any collection of vaguely related activities that are ninety percent plete, over budget and late. The task of project control systems is to give a fair indication of the existence and the extent of such problems. In this chapter, we consider the problems associated with resource utilization, accounting, monitoring and control during a project. In this discussion, we emphasize the project management uses of accounting information. Interpretation of project accounts is generally not straightforward until a project is pleted, and then it is too late to influence project management. Even after pletion of a project, the accounting results may be confusing. Hence, managers need to know how to interpret accounting information for the purpose of project management. In the process of considering management problems, however, we shall discuss some of the mon accounting systems and conventions, although our purpose is not to provide a prehensive survey of accounting procedures. The limited objective of project control deserves emphasis. Project control procedures are primarily intended to identify deviations from the project plan rather than to suggest possible areas for cost savings. This characteristic reflects the advanced stage at which project control bees important. The time at which major cost savings can be achieved is during planning and design for the project. During the actual construction, changes are likely to delay the project and lead to inordinate cost increases. As a result, the focus of project control is on fulfilling the original design plans or indicating deviations from these plans, rather than on searching for significant improvements and cost savings. It is only when a rescue operation is required that major changes will normally occur in the construction plan. Finally, the issues associated with integration of information will require some discussion. Project management activities and functional concerns are intimately linked, yet the techniques used in many instances do not facilitate prehensive or integrated consideration of project activities. For example, schedule information and cost accounts are usually kept separately. As a result, project managers themselves must synthesize a prehensive view from the different reports on the project plus their own field observations. In particular, managers are often forced to infer the cost impacts of schedule changes, rather than being provided with aids for this process. Communication or integration of various types of information can serve a number of useful purposes, although it does require special attention in the establishment of project control procedures. 2. The Project BudgetFor cost control on a project, the construction plan and the associated cash flow estimates can provide the baseline reference for subsequent project monitoring and control. For schedules, progress on individual activities and the achievement of milestone pletions can be pared with the project schedule to monitor the progress of activities. Contract and job specifications provide the criteria by which to assess and assure the required quality of construction. The final or detailed cost estimate provides a baseline for the assessment of financial performance during the project. To the extent that costs are within the detailed cost estimate, then the project is thought to be under financial control. Overruns in particular cost categories signal the possibility of problems and give an indication of exactly what problems are being encountered. Expense oriented construction planning and control focuses upon the categories included in the final cost estimation. This focus is particular relevant for projects with few activities and considerable repetition such as grading and paving roadways. For control and monitoring purposes, the original detailed cost estimate is typically converted to a project budget, and the project budget is used subsequently as a guide for management. Specific items in the detailed cost estimate bee job cost elements. Expenses incurred during the course of a project are recorded in specific job cost accounts to be pared with the original cost estimates in each category. Thus, individual job cost accounts generally represent the basic unit for cost control. Alternatively, job cost accounts may be disaggregated or divided into work elements which are