电网生产技改工程造价偏差分析

为了满足高效化、精细化、动态化的管理需求,对电力工程实行信息化的偏差管理方式,可以提高资源利用率和电力工程的工作效率,为电力企业创造更多的经济利益。大数据时代,数据信息作为工程造价量化必不可缺的一种载体,直接影响工程管理的准确性和有效性。随着信息技术的发展,工程造价信息管理通过广泛应用互联网技术,可以大幅提高信息管理的整体水平,对工程造价进行有效的控制。偏差管理是工程造价信息化管理的重要运用,在数据繁多的生产技改工程中,建设内容庞杂、执行偏差较大、工程的成本控制难、全过程造价管理难以有效开展等问题阻碍造价管理的进行,而偏差分析以数据分析为基础、造价控制为目标,可以有效解决技改工程管理难题。因此,为了更好地实现信息化管理,提高造价管理效率,亟需对生产技改工程中偏差管理进行相关研究。     

中国工程造价管理发展历史梳理

我国工程造价管理历史悠久,自周朝便有记载可查。几千年来,历代工匠技能不断传承,造价知识逐渐积累,国外先进造价管理经验不时融入,我国工程造价管理结合国情不断改革发展。文章以时间为线索,依据文献记载,将周朝至今分为封建王朝及民国时期、新中国成立至今两个阶段,从工程造价管理的内容、管理机构的演变两个方面进行详细梳理,对工程造价管理发展承继进行整理,并总结港澳台地区工程造价管理发展现状,分析归纳我国各阶段工程造价管理发展的特点,找出现存的问题与可改进的方向,总结出我国工程造价管理未来发展三大趋势。通过梳理工程造价管理的历史脉络,帮助工程造价管理人员更好地理解和掌握工程造价管理的理论与方法,在“一带一路”带来的机遇下,促进工程造价管理更好的发展。     

电网建设项目造价全过程管控评价体系研究

电网建设项目造价全过程管控评价体系是以输变电工程项目管理流程为主线,分析管控关键环节造价管控要素,构建指标体系,实现对输变电工程全过程、全要素、全风险、全信息的管控评价。文中从造价管控评价的环节、涉及的主体和要点以及国家电网公司、各网省公司以及国网北京市电力公司输变电工程的实际情况入手,分析了输变电工程造价管理过程,各阶段目标、行为和管控技术要点,影响造价管控效果的因素,阐述了评价指标的设置原则,并在此基础上提出了输变电工程造价管理各阶段行为、管控技术要点和管控效果的评价指标及体系。最后提出,建立一套行之有效的输变电工程项目造价全过程管控评价指标及体系。为了有效管控全过程工程造价,必须加强输变电工程从前期立项到投产运行全过程管理,建立建设协调机制,优化建设实施过程,并在实践中不断总结经验教训,改进工作方法,研究开展造价全过程管控评价。     

石油化工工程造价管理要点及优化策略

从最近几年实际情况看,在开展石油化工工程管理的过程中,十分重要的一项工作就是造价管理,其关系到前期造假控制以及工程目标是否能够得以达到。文章在研究过程中就是将此作为切入点,从管理内涵角度出发加以探讨,分别从设计阶段、采购阶段、施工阶段、结算阶段入手对石油化工工程造价管理要点以及优化措施提出了几点建议对策。     

工程咨询公司全过程造价控制研究

工程咨询公司参与全过程造价管理是近年来兴起的一种新型管理模式,文章界定建设项目全过程造价咨询服务范围,强调以工程造价咨询机构为主体的建设项目全过程造价管理,分析了全过程造价咨询管理中存在的问题,构建了工程咨询公司从投资决策、设计、招投标、施工,以及工程竣工结算等全过程造价控制模式.     

油气田工程造价管理中标准化造价的应用研究

工程项目管理中造价管理是较为重要的内容,对工程造价管理有着较为重要的促进作用。尤其近几年来,油气田行业竞争较激烈,而科学合理的造价管理能够提高油田企业的整体效益,进而提升竞争力。而标准化造价能够提升油田工程造价管理效率,促进其发展。因此,本文则针对长庆油田的工程造价管理现状,重点对标准化造价在油田工程造价管理中的应用做详细阐述,以望对同仁提供参考借鉴。     

煤矿建设工程的造价控制与管理探讨

煤矿建设工程的造价控制与管理作为工程管理的重要工作内容,对提升工程经济效益、社会效益等发挥着非常重要的作用。对于大部分煤矿建设工程而言,在进行造价预算时没有明显的差别,但不同的工程在进行造价管理过程中又有着独特特征。为此,我们应根据工程项目的具体情况,有针对性地选择工程造价控制与管理方案,以使煤矿建设工程造价得到有效控制。     

造价管理策略在工程招投标阶段的运用

随着我国工程种类和数量的增加,竞争也越来越激烈,工程招投标也遇到了更多的挑战.为了做好工程的招投标,施工单位需要对招投标每个阶段的造价进行控制和管理.笔者根据建设工程在招投标阶段的造价管理工作要求,从招投标的基本特点出发,分析招投标工作对工程造价管理的影响和工程造价管理在招投标阶段的意义,并总结我国建设工程招投标阶段造价控制的现状,提出了相关对策和建议.     

工程造价改革助力中国海油中下游建设项目投资管控提升

随着工程造价市场化改革的不断深入,为更好发挥市场在资源配置中的决定性作用,近期住房和城乡建设部提出了我国工程造价改革方案,中国海洋石油集团公司积极响应。文章介绍了我国工程造价管理模式和计价模式的现状和中国海油中下游工程建设项目工程计价标准体系、工程造价定额体系和工程造价信息体系的建设现状,并从工程造价改革的主要任务改进工程计量和计价规则、完善工程计价依据发布机制、加强工程造价数据积累、强化建设单位造价管控责任、严格施工合同履约管理出发分析中国海油中下游工程建设项目投资管控应对措施,包括完善企业工程量计量规则和相关定额;建设企业数据库,形成企业指标库和价格库,完善企业价格查询机制;改进项目管理模式,推广全过程造价咨询。     

供应链成本管理视阈下的铁路工程造价控制研究

随着铁路工程建设的不断发展,工程造价也日益增加。为了可以更好的控制工程造价,需要积极的进行创新,并积极的采用现代化的管理方式。基于此,本文从供应链成本管理角度对铁路工程造价控制进行研究。     

施工阶段金融机构大型装修项目造价控制的探讨

随着我国建筑产业规模不断扩大,装修项目越来越多,建造标准和装修档次越来越高,投资额也在节节攀升。尤其金融机构大型装修项目,施工工艺复杂,结构层次变化多,安全性能要求高,装饰材料品种繁杂,对工程造价控制提出了更高层次的要求,无论是计量方法还是计价措施都面临着更严峻的挑战。而施工阶段是项目实施过程中周期最长、资金投入量最大的阶段,由于建设单位的资源和成本管控能力相对有限,因此施工资源浪费、造价管理失控现象普遍存在。文章通过对金融机构大型装修项目施工阶段影响造价控制的问题及成因分析,制定了相应的造价控制对策与保障措施,目的是提高施工阶段造价控制水平,实现项目整体工程造价控制目标。     

Causes of Budget Changes in Building Construction Projects: An Empirical Study in Taiwan

Most contractors pay close attention to managing costs due to the direct impacts of cost overruns on their profits. Contractors often cannot effectively control the costs of a construction project due to inaccurate budget allocation, resulting in unsuccessfully forecasting project profits or losses until the project's completion. This study analyzed three real cases and utilized a questionnaire survey to identify the main causes of budget changes in building construction projects in Taiwan. Research results reveal that “client changes,” “inaccurately estimated quantities,” and “unclear drawings and specifications” are the main causes of budget changes. These results provide not only a means of correcting the causes of inaccurate budget allocation but also a measure for project managers to review and control their project costs, which is important to a contractor during a low-profit era.     

Risk management, project success, and technological uncertainty

In times of increased competition and globalization, project success becomes even more critical to business performance, and yet many projects still suffer delays, overruns, and even failure. Ironically, however, risk management tools and techniques, which have been developed to improve project success, are used too little, and many still wonder how helpful they are. In this paper we present the results of an empirical study devoted to this question. Based on data collected on over 100 projects performed in Israel in a variety of industries, we examine the extent of usage of some risk management practices, such as risk identification, probabilistic risk analysis, planning for uncertainty and trade-off analysis, the difference in application across different types of projects, and their impact on various project success dimensions. Our findings suggest that risk management practices are still not widely used. Only a limited number of projects in our study have used any kind of risk management practices and many have only used some, but not all the available tools. When used, risk management practices seem to be working, and appear to be related to project success. We also found that risk management practices were more applicable to higher risk projects. The impact of risk management is mainly on better meeting time and budget goals and less on product performance and specification. In this case, we also found some differences according levels of technological uncertainty. Our conclusion is that risk management is still at its infancy and that at this time, more awareness to the application, training, tool development, and research on risk management is needed.     

Principal researcher and project manager: who should drive R&D projects?

In this paper, it is analyzed the hypothesis that in R&D the principal researcher (PR) is accepted as the coordinator or project manager (PM), carrying out the search for financing and to manage contracts, resources, cost, time, scope, risk and uncertainty, communication, stakeholders and so on, in addition to internal research activities. Thus, this study tries to verify this hypothesis through a major literature review in different types of projects developed by university, but also with a look to industry and industry-university cooperation. Two case studies are also analyzed, centered in its R&D project management maturity level. It is concluded that there is an important issue in projects’ success and in the time spent by PR in management, work for which they are under trained; while at the industry there is a greater approach to project management by the proximity of the innovation projects to other industrial projects. Following these initial findings and according to the case study results, it is proposed that R&D Projects in universities would be separated into two synergistic knowledge areas: R&D Management and Project Management. It is also recommended to allocate them to two distinct roles, where they could add value to R&D through their better knowledge and skills.     

建筑企业项目成本管理的原则及方法

加入世界贸易组织以后，我国建筑市场竞争更趋激烈。建筑企业要始终立于不败之地，保持强劲的发展势头，必须抓好项目成本管理。本就建筑施工企业如何强化项目成本管理进行阐述，重点讨论项目成本管理的原则以及做好预算成本、计划成本和实际成本控制的方法。     

Definition of innovation projects in small firms: A Spanish study

Small and medium‐sized enterprises (SMEs) are the main holders of the European economy and innovation projects are essential tools for SMEs to ensure their growth. A high percentage of innovation projects implemented by SMEs lacks planning and initial management, which causes the appearance of important problems for the SMEs survival. The authors have confirmed with a field study of 72 Spanish small firms that a lot of these problems arise from an incomplete project definition, so it is necessary to help SMEs to have a specific methodology that is appropriate to their own characteristics and projects. The statistical analysis shows how the project management knowledge helps to a better project definition, contributing to the project alignment with the company strategy. Also, it reveals other problems related to the project definition as planning, budget, market and financing. Of this analysis, it concludes that the definition phase supports the other phases and is essential in order to achieve project success. This paper presents an ‘integration model of factors’ that helps SMEs in the management of the definition phase of their innovation projects. This model relates the various areas of analysis needed to ensure their integration at the project definition. The relationships between the different model areas have been defined, showing the way to integrate the technical, economic and strategic outlooks of project objectives management in the definition phase of the project. This model has been implemented in 21 new innovation project definitions. The users' valuation has been very positive with a 90.4% of success and all of the model users are interested in implementing the model again in next projects. The main advantages highlighted were user‐friendliness, intuitive model and easy application.     

政府投资项目招标投标阶段的全面造价管理

全面造价管理是现有建设项目造价管理思想和方法的全面集成,它是用来指导人们分析、确定和控制工程造价的思想和方法,包含全团队造价管理、全要素造价管理、全过程造价管理和全生命期造价管理。文章简单扼要介绍建设项目招标投标的意义,分析了我国政府投资项目招投标阶段造价管理现状。为了解决存在的主要问题,将以全面造价管理为理论基础,探讨政府投资项目招投标阶段造价管理的实施方法,期望为政府投资项目造价管理提供实践的指导。     

Fuzzy Present Value Analysis Model For Evaluating Information System Projects

In this article, the economic evaluation of information system projects using present value is analyzed based on triangular fuzzy numbers. Information system projects usually have numerous uncertainties and several conditions of risk that make their economic evaluation a challenging task. Each year, several information system projects are cancelled before completion as a result of budget overruns at a cost of several billions of dollars to industry. Although engineering economic analysis offers tools and techniques for evaluating risky projects, the tools are not enough to place information system projects on a safe budget/selection track. There is a need for an integrative economic analysis model that will account for the uncertainties in estimating project costs, benefits, and useful lives of uncertain and risky projects. In this study, we propose an approximate method of computing project present value using the concept of fuzzy modeling with special reference to information system projects. This proposed model has the potential of enhancing the project selection process by capturing a better economic picture of the project alternatives. The proposed methodology can also be used for other real-life projects with high degree of uncertainty and risk.     

剧院类项目工程造价管理要点研究

通过对剧院类项目工程特点、造价特点的梳理,对影响其造价的主要因素进行分析、归纳,并在此基础上,结合已有项目的造价管理经验着重论述剧院类项目各阶段造价管理工作的重点,为此类项目的造价管理工作提供理论依据和经验参考。     

采用甲方施工图预算和工程量清单计价相结合的办法控制工程造价

按照正常的工程结算方式,我们国家大多采用的是施工图预算方式,施工图预算的依据为国家和行业定额加相关取费文件.但是,由于施工图预算计算起来往往由于预算人员的计算误差和对施工图理解的不同,思维方式的不同,造成建设单位和施工单位计算的结果误差较大,给工程结算造成较大的麻烦.为了解决这一问题,作者在多年从事工程概预算经验的基础上,提出对工程结算的方式进行改革.采用变乙方作施工图预算为甲方作预算的办法,在工程结算中对于规范项目按照国际上通用的做法-工程量清单计价的办法.在具体项目上要灵活运用甲方施工图预算和工程量清单计价的特点,将二者有机的结合在一起,对有效确定和控制工程造价具有重要的意义.