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目标成本控制法预算成本控制法班组承包控制法成本控制的基本原则量入为出。即对每一项成本支出都应与相应的费用收入相比较,使各项费用指标始终处于受控状态。如:总、分包结算方式、结算范围、结算水平要有可比性;工程直接费的每项支出,要按费用控制程序与预算成本(或目标成本)进行分析、对比。前瞻性。就是变被动控制为主动控制。例如,工程分包费用的控制:第一,从签订分包合同和其它内部承包合同入手,合同条款要充分考虑造价控制的要求;第二,在项目开工前或工程前期,根据企业项目管理的相关规定,结合本项目实际情况,针对总、分包工程管理与结算,包括对工、料、机与措施费的控制与核算等,及时结合实际情况制定该项目具体的管理制度与控制措施,经项目经理签发后执行。
Target Cost Control Law Budget Cost Control Law team contract control law cost control of the basic principles into account. That is, for each cost of expenditure should be compared with the corresponding fee income, so that the cost of indicators is always in control. Such as: total, subcontract settlement, settlement range, settlement level to be comparable; project direct costs for each expenditure, according to cost control procedures and budget costs (or target costs) for analysis and comparison. Prospective. Is to change passive control for the active control. For example, the control of project subcontracting costs: First, starting from the signing of subcontracts and other internal contracts, contract terms should take full account of the cost control requirements; Second, before or during the project, according to project management Relevant regulations and the actual conditions of this project, the management and settlement of total and subcontracted projects, including the control and accounting of labor, materials, machines and measures, etc., are formulated in a timely manner in light of the actual situation and the specific management system and control measures for the project are formulated. Executed after the project manager has issued.