【作者】 孙玉华；

【导师】 黄朴；

【作者基本信息】 中国石油大学 ， 项目管理， 2008， 硕士

【摘要】 改革开放以来,伴随国家经济的飞速发展,国有大中型建筑施工企业获得了快速发展。但是普遍存在规模大、效益低,项目成本管理水平低,企业经营效益差的情况,与国外先进建筑企业的项目成本管理相比还存在很大的差距,存在着项目管理模式落后、项目管理人员成本意识差、项目成本管理手段和方法落后、不重视成本过程管理等方面的问题。毫无疑问,应对国内外激烈的市场竞争,保持企业快速、可持续发展,提高企业市场竞争力,就必须切实提高施工项目成本管理水平,提高项目盈利力和市场竞争力,适应市场竞争的需要。本文以胜利油田施工项目管理作为研究背景,通过运用施工项目管理理论及施工项目成本管理理论,首先介绍了胜利油田的施工成本控制现状、存在的问题,揭示了油田施工成本控制的基本形式,重点对在施工成本控制过程中出现的成本管理办法不完善、成本管理责权利脱节、施工成本过程控制体系不健全、施工成本考核奖惩体系不健全、项目管理模式落后等问题加以详细、实证的剖析。其次通过以上分析,以及论文实习阶段进行的走访和采集的资料、与第一线管理人员的交流与沟通,提出了建立施工成本动态控制体系的改进意见,并围绕它提出了改进施工管理体系、确立以项目经理为施工成本控制中心、建立施工成本控制组织体系及实现施工成本控制信息化等实施对策,促进胜利油田施工成本控制水平进一步提高以及提高企业整体经济效益的目的。最后,对全文进行了总结并指出了论文结论的实际应用意义,希望本文提出的观点和意见能够为胜利油田以及其他施工企业今后进行科学、有效的施工成本控制提供参考和借鉴。更多还原

【Abstract】 Since the china executing policy of reform and opening to the outside world, and national economic developed with fast speed, the national large & medium sized state owned-enterprise of construction has acquired rapid development. But items of large scale, low benefit, low project cost supervision & deficiency in business operation are ubiquity, which are still existent miss distance differences relative to foreign advanced building enterprise’s supervision in the project cost as well as the project management mode drop behind, deficiency in managerial staffs cost awareness, behindhand method in project cost management, have no regard for cost procedure management& etc. Beyond all question, to both home and abroad drastic market competition and maintain enterprise in rapid & sustained development, to improve the enterprise’s market competitiveness the conscientiously cost management level improvement must be carry out for construction project, and improve project’s profitability & its market competitiveness to adapt to demand in market competition.The article is compiled researching the SHENGLI OIL FIELD construction project management as background, through applied theory of construction project management & which of construction cost management; firstly, introduction has made for the existing situation of cost management with regard to SHENGLI OIL FIELD enterprise’s project, in which exposures of the oil enterprise’s basic form concerns project cost management. Focus on the incomplete method to cost management existed during the course of project cost management, no combination of responsibilities on cost management, imperfect system of project cost on process control, imperfect project cost examination, rewards & punishments system, project management model behind & as such problems executed detail analyses base on demonstration; Secondly, through analyses on above problems and combine with interview during phase of theses practice and information collection, and communicated with front line managerial staffs, present improving opinions to establish cost dynamic control system for construction project, and around this opinion presented executing countermeasures of improving project management system, establish regards the project manager as the project cost control center, establish project cost management organization system as well as the realize of information in project cost control, to promote the SHENGLI OIL FIELD project improve cost management level further more as well as improve entirely economics of enterprise. Finally, this article is summarized the whole content and point out the practical application meaning to thesis conclusion, do hope the view & opinion presented in this article can be used as provided reference for SHENGLI OIL FIELD enterprises as well as for other enterprises strive for proceeding scientific, effective project cost management.更多还原