Research On Dynamic Cost Management Of Real Estate Project In Company B

At present,China’s real estate development enterprises are developing towards scale and branding.In the period of real estate overheating,the profit margin of the real estate industry is relatively high.In order to maintain the rising profitability of the real estate industry,strengthening dynamic cost control is the most effective method.This paper expounds the relevant research basis of real estate dynamic cost control.Taking real estate project B as a case,this paper analyzes the changes of dynamic cost indicators of project B.dynamic cost indicators include quarterly dynamic change amount,quarterly change rate,overspending or balance amount,overspending rate or balance rate,carry out strong control and early warning for abnormal dynamic cost indicators,and respond to corrective measures in time.The earned value method is used to evaluate the dynamic cost deviation,analyze the cost overrun balance and the advance or lag of the project progress,collect the actual cost dynamic data,correct the deviation in time,formulate measures and adjust the follow-up target plan;Based on the cost data of the real estate project of company B last year,the univariate linear regression dynamic cost estimation model and GM(1,1)dynamic cost grey prediction model are established to test the applicability of the model,estimate,evaluate and analyze the dynamic cost of the main construction and installation cost in the first half of this year,and monitor and early warning the dynamic cost process of the project.The main conclusions are as follows:(1)The three cost items with a large proportion of level II subjects of B real estate project are the main construction and installation engineering cost,community pipe network engineering,administrative fees and preliminary engineering costs,which account for 79.10%,7.74% and 7.04%of the total cost excluding tax respectively.Among them,the main construction and installation cost is the core of cost control.(2)CPI = 1.03,SPI = 1.08,total cost balance of main building and installation works,slightly ahead of schedule,with small deviation;The cost of community pipe network project with CPI < 1is slightly overspent,and the progress with SPI < 1 is slightly delayed.(3)During the dynamic cost management stage of company B’s real estate project,there are some problems such as low timeliness of dynamic cost management data,unreasonable estimation,lax assessment,non implementation of follow-up review,non enforcement of overrun early warning,etc.which are mainly caused by weak awareness of project dynamic cost management,insufficient overall control and weak coordination.(4)The management and control measures for the problems existing in the dynamic cost management process of the real estate project of company B mainly include the specific and comprehensive preparation of the target cost,the active optimization of the cost,the timely collection of the incurred cost,the accurate management and control of the design change and project visa,and the establishment of an operable early warning mechanism.(5)Based on the target cost and dynamic cost data of the main construction and installation cost of the real estate project of company B in 2020,the univariate linear regression dynamic cost estimation model and GM(1,1)dynamic cost grey prediction model are established.The model test is reasonable.Through the project dynamic cost estimation,evaluation and analysis,dynamic estimated cost index monitoring,early warning and responsibility division management,The project dynamic cost control mode is improved,which plays a guiding role in the establishment of dynamic cost assessment principle and cost control.