Research On Improvement Of Construction Cost Control Of H Group S Project

In today’s highly developed national economy and the implementation of the "One Belt,One Road" initiative,Chinese real estate companies with economic globalization are facing opportunities but also challenges.For real estate companies,the cost issue is a common concept.One of the core issues in the development of real estate enterprises is to ensure quality while reasonably reducing costs.The competition in today’s construction market is fierce.Only by continuously improving their cost control level and improving their core competitiveness can enterprises gain a firm foothold in this environment of fierce competition and survival of the fittest.In the project construction,the construction stage is the highest project cost input,the most difficult cost control,and the most critical part in the whole process.In the whole process of the project construction,whether the project is successful or not,whether the enterprise can stand on the market,project construction cost control is a very important subject.H Group is a large-scale state-owned real estate construction enterprise rooted in Hunan.Since the reform and opening up,it has continuously improved its existing cost control system through continuous exploration and is an aggressive state-owned enterprise.This paper briefly introduces the basic theories and methods of engineering projects,and uses the earned value method to analyze the pre-construction cost control of H Group’s S project.The control system is not perfect,and the implementation of cost control is not good.For the problems existing in the pre-construction cost control of the S project,after designing the S project cost dynamic control management plan,the project construction cost control has been improved.The main content of the new cost control plan is to use the earned value method to feed back the control status of each department in real time and to use the PDCA cycle management model to solve problems in time and provide suggestions for the next stage of decision-making.After analyzing the cost control performance of the project under the new management mode,this paper draws the following conclusions: First,the evaluation indicators of project construction cost control are divided into cost indicators and progress indicators,and the earned value method can avoid evaluating with a single indicator.The disadvantages of project cost control have certain use value in project control;secondly,under the guidance of theoretical methods such as comprehensive cost control and dynamic cost control,the management model based on PDCA can well improve the level of project construction cost control.Through continuous circulation,the control results of the previous stage have become an effective reference for the formulation of the control plan for the next stage,providing guidance for decision makers and various departments in the project construction.,machine” cost provides a feasible plan,and makes timely early warning,supervision and feedback for progress management.The new control mode and method have been verified in the practice of the S project,which shows that under the adherence to scientific theories and methods,combined with the project itself,the cost control results brought by the courage to adopt the new plan are outstanding,and also for the future.The real estate construction enterprises provide theoretical and practical reference and reference for the cost control of the project.At the same time,in order to better implement the PDCA cycle-based control method,this paper proposes relevant safeguard measures to make the project cost management and progress.Management can be coordinated and effectively controlled.