Research On The Application Of Cost Control Based On Quality Earned Value Method

With the economic globalization,my country’s construction industry has ushered in the spring of industry development,and many challenges have also come along with it.Although the development of my country’s construction market has gradually become standardized,many construction companies still have many problems in management that need to be resolved,such as unsound management models and outdated management methods.The competitive situation faced by small and medium-sized construction companies is particularly severe.Their construction and management are generally in a state of high expenditures and low returns,and are at a disadvantage in market competition,which severely restricts their own sustainable and healthy development.The core of enterprise competition lies in reasonable input and higher output in order to obtain the maximum profit.Cost control is one of the most critical links.The common cost control management methods in enterprises have improved the effect of cost control to a certain extent,but there are still many shortcomings.Effective decomposition,resulting in deviations in analysis results,etc.,has led to the low efficiency and poor effect of the company’s project cost control management.Currently,it cannot meet the requirements of enterprise cost control.The earned value method is recognized by scholars at home and abroad as an effective cost control method,which can dynamically control cost and schedule comprehensively,and can make up for some shortcomings in traditional methods.However,because the traditional earned value method does not comprehensively consider quality factors,cost,and schedule factors,it still has defects when it is used in enterprise cost control management.Therefore,this article starts from the quality factor,optimizes the traditional earned value method,and then takes cost,quality and schedule as the main control objects to study its impact on project cost control,and then comprehensively manages the three.First of all,in order to solve the problem of ignoring the logical relationship of the internal work of the project in the traditional cost control method,the introduction of multi-level earned value;secondly,on the basis of the multi-level earned value,the introduction of quality indicators,the second improvement of the method,and at the same time In order to make the data more scientific,the quality indicators are quantified by combining the fuzzy comprehensive evaluation method and the Delphi method membership function,so as to confirm the actual quality level of the entire project,and establish a quality,cost,and schedule comprehensive management model(quality-earned value model),analyze the impact of quality,cost,and schedule factors on cost control;again,in order to make up for the shortcomings of using the quality-earned value model to collect and integrate data,this thesis uses BIM software to implement the model Management;Finally,the quality-earned value model is verified with the actual case of the LC project,and the differences between the various indicators of the comprehensive earned value management and the original earned value method when the quality factors are considered are analyzed,and the actual data is used to prove It improves the feasibility,comprehensiveness and effectiveness of the quality-earned value model.In addition,it also adds a case reference for the application of the quality-earned value model in engineering projects.