The Research Of Sanko Royal Haicheng Second Phase Of Construction Project Cost Management

Since 1998 further deepen reform of the urban housing system since, along with the development of urbanization, China’s real estate industry has been developing rapidly. However, the rapid development of China’s real estate industry, there are also such problems. As housing prices in some cities rose too fast; traditional extensive real estate development model; resources, energy consumption, etc. large, especially the problem of high housing prices in some places, has become the focus of attention. In 2011, in order to curb housing prices rose too fast and so, the state has issued a series of policies, such as the purchase, increased down payment requirements for second homes, property tax pilot carried out to strengthen the protection of housing construction, etc. These measures make Real estate developers recognize that the real estate industry to take advantage of before, like high financial leverage also high risk, extensive development business model was no longer viable and must now be the rational use of funds to strengthen project cost control. Therefore, the real estate project cost management research, strict cost control of real estate projects is particularly important.In this paper, the actual situation of Sanko Royal Haicheng construction projects, the use of dynamic control project earned value analysis empirical analysis of the project. The main author of the paper from six portions were studied. The first part is the introduction, mainly about the background and significance of the project, research status, research content and frame parts. The paper studies the project is laying the framework;The second part is the theoretical foundation, mainly from two aspects, it introduced the section, a section on project management theory explain, in part, earned value analysis theory of interpretation for the later empirical analysis has laid a solid foundation. The third part is to introduce the three-Royal Haicheng project, part of the real estate company profiles and development strategy, in part, before three-Royal Haicheng project and cost estimates, the paper studies the conditions laid back. The fourth part is the three-Royal Haicheng project cost management planning and optimization, mainly to develop the project baseline plan is to break down the structure from the project start of the study, and then earned value curve by a certain degree of decomposition. The fifth part is based on the earned value analysis of three-Royal Haicheng project, where detailed data and tables of the project was carried out empirical research and analyzed. The sixth part is to propose targeted protection measures from the organizational structure, high-quality professionals, improving several aspects of cost management system, contract management, to provide a certain significance for the type of project cost and schedule of the coordinated development.The last part is the conclusion and prospect, the author of the paper copies of chapter chapter are summarized and discussed.In this paper, earned value analysis and cost deviation curve Sanko Royal Haicheng project conducted in-depth research, combined with Sanko Royal Haicheng actual costs May to August’s record, the results in May 2015: generating projects the actual costs have been higher than budgeted costs, but the duration of the schedule faster than planned, based on this situation, the need to strengthen the future of the project cost control; June 2015:After strengthening the project cost control, made certain effect, but still did not get rid of the status of overruns, slow progress at this stage, is behind schedule; July 2015:project costs had been controlled within the plan, but the progress of the deviation still exists, the need to strengthen management in this regard; August 2015:The actual costs generated by the project is less than the planned costs, in addition, time schedule, although still a little bit behind schedule, but the situation has improved, the next need to further strengthen the management of the duration of the project schedule, while still not relax for cost control.