工程管理专业届毕业设计材料6外文翻译英译汉.docx

工程管理专业届毕业设计材料6外文翻译英译汉.docx

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工程管理专业届毕业设计材料6外文翻译英译汉

学生毕业设计（论文）

英文翻译

课题名称

施工项目的成本控制

姓名

XXXX

学号

XXXXXXX

院、系、部

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专业班级

XXXX

指导教师

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2013年5月

Theconstructionprojectcostcontrol

1Introduction

Projectisacorporateimagewindowandeffectivenessofthesource.Withincreasinglyfiercemarketcompetition,thequalityofworkandtheconstructionofcivilizationsrisingmaterialpricesfluctuations.uncertaintiesandotherfactors,maketheprojectoperationalinarelativelytoughenvironment.Sothecostofcontrolisthroughthebuildingoftheprojectsincethebiddingphaseofacceptanceuntilthecompletionoftheentireprocess,Itisacomprehensiveenterprisecostmanagementanimportantpart,wemustorganizeandcontrolmeasuresinheighttotheattentionwithaviewtoimprovingtheeconomicefficiencyofenterprisestoachievethepurpose.

2Outliningtheconstructionprojectcostcontrol

Thecostoftheprojectreferstothecostandprocessofformationoccurred,ontheproductionandoperationoftheamountofhumanresources,materialresourcesandexpenses,guidance,supervision,regulationandrestrictions,inatimelymannertoprevent,detectandcorrecterrorsinordertocontrolcostsinallprojectcostswithintheintendedtarget.toguaranteetheproductionandoperationofenterprisesbenefits.

3Thecostoftheconstructionenterpriseprinciplesofconstructionenterprisescontrol

Thecostofcontrolisbasedoncostcontrolofconstructionprojectforthecenter,Constructionoftheprojectcostcontrolprincipleistheenterprisecostmanagementinfrastructureandthecore,ConstructionProjectManagerintheMinistryofConstructionoftheprojectcostcontrolprocess,wemustadheretothefollowingbasicprinciples.

1）Principleslowestcost.Constructionoftheprojectcostcontrol,thebasicpurposeistocostmanagementthroughvariousmeans,promoteconstructionprojectscontinuetoreducecosts,toachievethelowestpossiblecostoftheobjectiverequirements.Theimplementationoftheprincipleofminimumcost,attentionshouldbegiventothepossibilityofreducingcostsandreasonablecostoftheminimum.Whilevariousminingcapacitytoreducecostssothatpossibilityintoreality;Theothermustproceedfromactualconditions,enactedsubjectiveeffortscouldachieveareasonableleveloftheminimumcost.

2）Overallcostcontrolprinciples.CostManagementisacomprehensiveenterprise-wide,andfullmanagementoftheentireprocess,alsoknownasthe"three"ofmanagement.Thefullprojectcostcontrolisasystemofsubstantivecontent,includingthedepartments,theresponsibilityforthenetworkandteameconomicaccounting,andsoon,topreventthecostcontroliseverybody'sresponsibility,regardlessofeveryone.Projectcostoftheentireprocesscontrolrequirementstocontrolitscostswiththeprogressofconstructionprojectsinvariousstagesofcontinuous,neitheroverlookednortimewhen,shouldenableconstructionprojectsthroughoutcostsundereffectivecontrol.

3）DynamicControlprinciple.Constructionoftheprojectisaone-time,costcontrolshouldemphasizecontroloftheprojectinthemiddle,thatis,dynamiccontrol.Constructionpreparationstagebecausethecostisunderthecontrolofconstructiondesigntodeterminethespecificcontentofthecost,preparecostplans,thedevelopmentofacost-controlprogramforthefuturecostcontrolready.Andthecompletionofphasecostcontrol,asaresultofcostfinancinghasbeenbasicallyaforegoneconclusion,evenifthedeviationhasbeentoolatetorectify.

4）Principleofmanagementbyobjectives.Managementobjectivesinclude:

settinggoalsanddecomposition,thegoalofresponsibilityandimplementationoftheaimsoftheinspectionresultsoftheimplementation,evaluationofthegoalsandobjectivesthatformthemanagementobjectivesoftheplanning,implementation,inspection,processingcycle,PDCA.

5）Responsibility,authority,inlightoftheprofitprinciple.Constructionoftheproject,projectmanagerofthedepartment,theteamshoulderingtheresponsibilityforcostcontrolatthesametime,enjoythepowerofcostcontrol,projectmanagerforthedepartment,Teamscostcontrolintheperformanceofregularexaminationandappraisalofimplementationofacrosswordpunishment.Onlytodoagoodjobduties,rights,andinterestscombiningcostcontrol,inordertoachievethedesiredresults.

4Theconstructioncostcontrolmeasures

ProjectManageroftheprojectcostmanagementresponsibilityforthefirst,comprehensiveorganizationoftheprojectcostmanagement,timelyunderstandandanalyzeprofitandlosssituationandtakepromptandeffectivemeasures;engineeringtechnologydepartmentshouldensurethequality,Regulartaskstocompleteasmuchaspossibleunderthepremiseadoptadvancedtechnologyinordertoreducecosts;MinistryofEconomicAffairsshouldstrengthenbudgetmanagementcontract,theprojecttocreatethebudgetrevenue;FinanceMinistryinchargeoftheproject'sfinancial,Analysisoftheprojectshouldkeepthefinancialaccountsofreasonableschedulingoffunds.

Developadvancedeconomiesreasonableconstructionprogram,whichcanshortentheperiod,andimprovequality,reducecostspurpose;paidattentiontoqualitycontroltoeliminateredone,shortentheacceptanceandreduceexpenses;controllaborcosts,materialcosts,Machineryandotherindirectcosts.

5Strengthenprojectcostcontrolpracticalsignificance

1）Strengthenprojectcostcontrolrailwayconstructionenterprisesoutoftheirpredicament,theneedtoincreaserevenue.Atpresent,therailwayconstructionenterprisesjustintothemarket,toparticipateinmarketcompetition,willfaceatoughtestofthemarket.Nowtheconstructionmarketliberalization,implementbiddingsystem,andthestrikehasverylowweight,Tocreateefficiencyistheonlywaytostrengtheninternalmanagementandimprovetheirinternalconditions,internalefficiencypotentials.Therefore,thestrengtheningofprojectcostcontrolisaveryrealisticway.

2）StrengtheningProjectCostcontrolisadapttothemarketcompetition,andstrengtheninginternalmanagementtotheneedsoftheirwork.Withtherailwayenterprise'srapiddevelopment,constructionincreasinglyfiercemarketcompetition.Foraperiodoftime,therailwayconstructionenterpriseswillfacetheincreasinglyfiercemarketchallengesConstructionofthebusinessenvironmentdifficulttobeimproved.Efficiencyincreases,effectivecostcontrolandclaimswillbestrengthenedinthefuturemanagementfocus.Thisrequirestherailwayconstructionenterprisesshouldrespecttheunityoftheworktoreducecostsandenhanceefficiencyobjectives.

6Currentlyconstructionenterpriseprojectcostcontrolanalysisofthecurrentprojectcost

6.1Problemsandthecausesofthecurrentprojectimplementation

Insummary,thecurrentprojectofcostmanagement,accountingonlyaftertheaccounting,ratherthanadvancethepreventionandcontrolthings.Thereasonsare:

lackofcostawareness.simplythatthecostofmanagementisthefinancialsectororthesuperiorleadership,havenothingtodowiththem.onlyfocusedonthe"productiontasksarecompleted"and"contractingprofitandloss,"thegroupshavea"negativeeffect."Therefore,projecttomobilizethefullparticipationoftheMinistryofcostcontrol,deepeningoftheprojectcostmanagementimperative.

6.2ProjectDepartmentanalysisofthereasonsforthelossesasaprojectofbuildingproducts

Commoditiesdirectproducers,bothunderthecontractandconstructiondrawings,self-regulatingorganizationsoftheconstructionauthority,butalsobycontracting,design,Enterprisesandotherprojectsrelatedtotheconstructionoftheunitsaffectedandconstrained.Inaddition,geologicalandclimatechanges,Designchanges,butonobjectivefactorsoftheconstructionprojectshaveasignificantimpact,andalloftheabovefactorswillaffectthecostofprojectexpenditures.

6.2.1Lostcontrolofthecostoftheso-calledsubjectivereasons,

Subjectivereasonsrefertotheproject,cannotdisposeofanyexternalinfluenceonthecontrolofthecosts,AsmentionedabovetheprojectwiththeMinistryofConstructionfortheautonomyofthecost.mainlyincludethefollowingaspects:

1）Nostrictcostcontroloftheoverallgoalornocostcontrolgoals.MostofthelossitemsDepartmenthead,thereisnocostcontrolgoals.Althoughsomebutnotstrictlyenforced,thusthecostoftheprojectisoutofcontrol.

2）Materials,sparepartsplanning,procurement,inspection,custody,outofthereservoir,consumptionofthesystemisnotsound.thelossoftheitem,thepurchaseofmaterialsandaccessoriesunplannedphenomenonabound.procurementliesinthenumberofprojectmanagersevenmaterial,theresultisboundtoleadtoabacklogofmaterial,costoverruns.

3）Seriousqualityproblems.seriouslossesProjectDepartment,almostallrelativelyseriousqualityproblems,resultinginrework,repair,Itseemsarepetitionofconstruction,increasethecostsofconstruction.Forexample,inthebridgeconstruction,thereisthebasissank,Pierdeflectsuchphenomena.

4）Unreasonablearrangements.Duringtheconstructionprocess,theprojectwasnotinareasonableallocationofmanpower,materials,equipmentandotherresources.leadtoawasteofsabotagework;Constructionofthemanufacturingarrangementsunreasonabletostepintocompletetheactualconductofthesecond,threecomplete,theresultingredone,andsoon.

5）Moreaccidents.thelossoftheitem,MostoftheprojectshaveoccurredintheDepartmentofvaryingdegreesofsecurityincidentsandminorinjuriesaffectedemployeesworkinjuri