Study On The Hd Railway Passenger Line Project Construction Cost Management

As market competition intensifying, the survival pressure of construction enterprises is growing. Also, the large state-owned construction enterprises must launch open bids. Because of many realistic problems, including the difficulty of its construction, the requirements of new technology, higher construction standards and so on, the high-speed railway construction has become the hot field for many construction enterprises, as well as the key point and thorny point for exploration and innovation. While, strengthening the core of the high-speed rail project management lies in the cost management. Practice has proved that many construction companies experienced profitability reduce, or even a deficit, due to lax and poor cost management. This showed that strengthening project cost management had a crucial role in improving the profitability of a project as well as enhancing the competitiveness of enterprises.This paper was based on the theory of modern construction enterprises cost management methods using literature review, field research, data comparison. It carried out system carding on the current situation of HD Passenger Railway Line Project cost management and summarization on its basic mode, basic content of cost management along with its main influencing factors. Besides, according to the periodic project cost management data, comparison analysis was carried out on the direct fee, temporary facilities fee, on-site administration fee, etc, for the purpose of identifying the influencing factors of project profit and loss, drawing lessons, exploring improvement measures and analyzing the potential risks of the project cost management.The study drawn that HD Passenger Railway Line Project did something on cost estimate, cost planning, process control, cost accounting, cost analysis, continuous improvement, etc. Through analysis of the current situation of the project cost management, profit and loss situations of each project team was quite different----basically the same direct fee, the huge loss of temporary facilities fee, earnings of on-site administration fee, however, the overall project was still in a wide range loss situation. The reason may lie in the limitations in the management mode, the contradiction between cost management and the project duration, the lack of emergency measures, the indifference to cost management among each project, etc. To sum up, the key work should be placed on strengthening responsibility-cost, process control, staff training in the future, thus providing management support for the continued project profitability, the foundation for enhanced corporate profitability and reference for the future similar cost projects.