Cost Control Of C Landscape Engineering Based On Critical Path Earned Value Method

China has entered a period of economic prosperity and development.The annual engineering quantity has increased dramatically,among which the proportion of small and medium-sized projects in engineering construction has remained high.It has a spurt development trend.However,small and medium-sized projects need management ability matching with market economy,the most serious problem lies in the cost control of small and medium-sized projects.It is urgent for them to explore the project cost control methods suitable for their own development.Therefore,the cost control of small and medium-sized projects is studied.On the basis of summarizing the research literature of engineering cost control and earned value theory at home and abroad,the critical path earned value method and Analytic hierarchy process and Fuzzy neutralization evaluation method are applied to the cost control of small and medium-sized projects,and the integration idea is introduced to integrate the four elements of project scope.This paper takes landscape engineering project C as an example.First,through WBS decomposition to determine the scope and activity list of landscape engineering project C.Second,establish the logical relationship of activities,evaluate the resource requirements,operating time and budget of each activity,and create a network plan diagram to determine the engineering critical path.Finally,based on the schedule requirements of the landscape engineering project C,determine the testing points for milestone events and cost control,the testing points are Sunday of the 5th week,Sunday of the 8th week,and Sunday of the 11 th week.Collect data at three testing points and carry out cost,schedule and quality deviation analysis separately.The results show that: The deviation in the early stage of the project is relatively serious.After cost control through the earned value method of critical path,the deviation situation is significantly improved.Project quality deviation was the most serious,with the highest degree of deviation.Through effective corrective measures,the quality deviation rate(QPI)of the project was finally raised to-1%,with an index range of less than 3%,achieving the requirements of the quality target;The progress of the project showed a steady trend in general,and the progress was as expected,the deviation rate of progress(SPI)was 0,and there was no delay in the progress of the project;the project cost was affected by the quality of the project,and there was cost deviation in the early stage,but finally the deviation rate of project cost(CPI)was controlled at-0.26%,although it showed cost overrun,but the amount of cost overrun was low overall.Through analysis,it was found that the unstable high-quality resources,low construction site coordination and weak awareness of cost control among all staff were the major reasons for the deviation of landscape engineering project C cost.To ensure the project goes smoothly and achieve the cost control target,the manager takes timely measures to correct the deviation by strengthening material control,replacing engineering materials and increasing construction personnel.Finally,landscape engineering project C’s cost,schedule cost,and quality cost have been controlled significantly,which shows that the critical path EVM plays a role in cost control of C landscape engineering.