The Reach On Project Cost And Schedule, Xizixianghe Of China Railway Eighth Bureau Of Real Estate Company

With economic development, real estate project to become one of the pillarindustries of the national economy, but with the national macro-control, the profitmargin of a marked decline in real estate development projects, thus enhancing themanagement of real estate development projects have become the real estatebusiness to control costs, a key measure to protect corporate earnings.This study on the background for this study, eight innings against the West Railproject cost and schedule Xianghe management problems have been studied in thecourse of this study, the first eight innings of cost management for the real estatecompany in the West Rail project and the progress of Xianghe Management analyzesthe status quo, and in-depth discussion of the causes of the current problems in themanagement and formation. Which in terms of cost and schedule control mainproblems include the following aspects:First, in terms of cost management, fragrant Dutch West Railway project eightinnings widespread lack of proper responsibilities and rights of combining costmanagement system, project costing and actual costs disjointed, project engineeringchange too much, lack of proper registration of change management and lack ofproper quality and duration cost control system and other issues. In the actual projectconstruction process, embodied as Lee unclear responsibilities, lack of connectionbetween the three, resulting in cost management mechanism is not perfect. Projectmanagement model obsolete, the main responsibility is not clear, the lack ofawareness of the progress of management personnel do not know the place, projectmanagement methods are backward, management and promotion of the project evaluation is difficult inaccurate change issues such as lack of control and causes. InHong Dutch project schedule management process, advanced methods and means ofmodern project management has not been fully promoted and widely used,meticulous management of the project is still very low, resulting in a projectschedule deviations can not be effectively controlled in the project implementationprocess control, regulation and correction, resulting in the final project scheduledeviation was discovered, resulting in tardiness overall project schedule. In theproject implementation stage, content development project change is inevitable,there are a variety of proposed changes to the situation, there is the use of the unit(customer) needs to change the proposed changes, there are discrepancies betweenthe actual geological exploration of design changes, a design omission Nationalregulatory changes or design changes, there are construction technology, newmaterials, alternative changes, etc., but no matter what kind of change must bestrictly managed and controlled, especially investment and schedule changes willcause major changes, but also to rigorous audit, approval, otherwise the cost of theproject, the duration of the control will be out of control.For analysis of the results, both made of iron in eight innings of real estatecompanies in Hong Dutch West project cost and schedule improvements strategicplan from the project cost control and schedule control, project cost management,which stressed the need to build the West, Hong Dutch project cost control indicatorsystem, West fragrant Dutch project to build the project cost index system in theprocess, should be related to the accounting cost accounting basis. At the same time,Hong Dutch West to improve project cost dynamic tracking control specific content.First of all, the project in the West, Hong load, there must be a basic assessment ofthe overall project cost. Secondly, the strict implementation of the project approvalprocess, and continuous optimization to improve the approval process.Project progress control should ensure the progress and scope, cost, quality coordination, including an emphasis on the coordination, management andcoordination of schedule management and quality management of the duration andscope of management and administration costs and other measures. Progress inimplementing the goals and performance measures emphasize incentive mechanism.In the design of the incentive should formulate a reasonable assessment objectives.Work schedule especially for the key nodes in the formulation should be focused onthe duration of the target marked for timely inspection and supervision. Second, thedevelopment of specific and enforceable incentive measures can not be implementedor confusing incentives, will not bring real meaning to the schedule management.Finally, the punishment must be designed to guarantee a certain amount of economicpressure, in order to effectively restrict the behavior of the contractor, it can notignore the economic losses caused by an extension. Set amount of rewards andpunishments should be moderate, not too light effects play incentives or constraints,it is too difficult to implement, can easily lead contractor for the schedule to give upquality and safety. Thus achieving effective control of the project schedule.Through this study, a detailed analysis of the real estate company in the WestRailway eight innings Xianghe project cost management and schedule managementproblems for enterprises to further understand the project management processproblems in the further development of a management plan from the reference andthe reference value.