Research On Construction Cost Control Of Yunsheng Project Of H Group

In the process of continuous reform and progress,the management system of China’s construction industry has gradually evolved into a main management mode focusing on management.Compared with manufacturing enterprises,construction enterprises have long product life cycle,high employee mobility and many uncertain factors,which not only increase the difficulty of cost control,but also pose a great challenge to the healthy and sustainable development of enterprises.For each independent engineering project,cost management and control are the top priority of project management and control.Strengthening cost control is not only an important means to improve the profitability of construction enterprises,but also an important measure to ensure their competitiveness in the market.Taking H Group’s Yunsheng project as the research object,using the comparative analysis method,and based on the field investigation on the construction cost control of Yunsheng project,this paper analyzes the problems existing in the construction cost control of Yunsheng project,such as low attention to cost control,generally exceeding the standard of cost items,serious overspending of labor costs and material costs,and lack of coordination between project cost occurrence and progress.The earned value method is applied to Yunsheng project,Including the cost control organization setting based on the earned value method,the division of responsibility centers,and cost control optimization measures,further analyzed the deviation of the project cost,finally realized the dynamic control of cost and schedule,and optimized the construction cost control of Yunsheng project.The research results provide a reference for the construction cost control of H group project.This paper has 17 figures,28 tables and 56 references.