Study On Cost Control Of H Hospital Infrastructure Project Based On Earned Value Management

Since the outbreak of COVID-19,all industries across China and even the world have been facing severe tests,and the speed of economic development has continued to slow down.Among them,the construction industry has unique advantages in the development of China,and the government infrastructure projects are also one of the most effective means to stimulate the development of the national economy.Therefore,the development of the government infrastructure projects in the post-epidemic period will be the most important link to ensure the national economy.At the same time,due to the uncertainty of the local epidemic,the long-term nucleic acid and zero clearance policies for all the staff have brought great pressure to the government finance and hospital operation.Especially since 21 years,it has become increasingly difficult to approve new local government investment projects Project cancellation.Therefore,how to do a good job in the cost control of hospital infrastructure projects is particularly important to relieve the pressure of government investment and the development of hospitals.This paper studies the cost control and improvement work of infrastructure projects of H Hospital.The subject research is based on the current advanced earning value management theory at home and abroad,aiming to strengthen the dynamic cost control of H Hospital infrastructure projects through the practical application of earning value management.As a public welfare unit,H Hospital has limited funding sources,and has limited financial funding support and continuously reduced hospital income due to the current epidemic,so it puts forward higher requirements for the cost control of infrastructure projects.In the current cost management process of capital construction projects in H Hospital,there are phenomena such as "insufficient identification of cost deviations","loose budget before and tight budget after the project",and "project settlement audit exceeding budget".Through reason analysis,this article believes that there are three major reasons in the project management process of H Hospital:"unclear task allocation,lack of organizational functions","lack of dynamic monitoring by managers,management based on experience",and "lack of overall process control of the project".According to the above problems and reasons in the infrastructure project of H Hospital,this paper tries to strengthen the project dynamic cost control through the earning value management theory combined with the project schedule.First of all,through the early task decomposition and schedule preparation,the project cost planning and organization division more accurately.Secondly,the earning method is used to compare the project planning budget,the completed work budget and the actual cost Conduct the earning value index analysis to identify the cost status of the current project.Then,according to the cost control state of the project,analyze the reasons and put forward the corresponding corrective measures and safeguard measures.Finally,the project cost control effect is predicted and summarized.