HJ房地產(chǎn)企業(yè)L項目成本管理優(yōu)化策略研究
發(fā)布時間：2024-05-29 23:35
隨著我國改革開放的快速發(fā)展,房地產(chǎn)行業(yè)也進入高速增長階段。國家為促進房地產(chǎn)行業(yè)健康穩(wěn)定發(fā)展,相繼出臺多項宏觀調(diào)控政策及管理辦法。對房地產(chǎn)行業(yè)來講,高利潤、低風險、大回報的時代已經(jīng)過去,必須改變過往的經(jīng)營模式,。重視加強成本管理,嚴控各項成本費用支出。本文通過對房地產(chǎn)行業(yè)背景研究,運用文獻綜述法、案例分析法等方法進行項目成本管理優(yōu)化策略研究。以HJ房地產(chǎn)企業(yè)L項目為研究對象,運用全生命周期理論、價值工程理論、全面成本管理理論對項目的成本管理環(huán)境現(xiàn)狀、項目開發(fā)各階段進行研究分析。旨在發(fā)現(xiàn)該項目成本管理過程中存在的問題,優(yōu)化改進企業(yè)成本管理,提升企業(yè)核心競爭力。L項目成本管理目前存在較多問題,如組織架構(gòu)不完善、成本管理意思薄弱、制度缺乏更新、缺少責任成本、以及項目開發(fā)過程中各階段存在的成本管理問題。需通過優(yōu)化研究提出合理解決辦法。對L項目一期成本管理工作存在的問題進行梳理總結(jié),吸取經(jīng)驗教訓,將研究成果運用到該項目二期的成本管理過程中,避免類似問題再次發(fā)生,并進一步總結(jié)歸納分析,推廣到集團的其他項目成本管理工作當中,對類似的房地產(chǎn)企業(yè)提供參考。
【文章頁數(shù)】：85 頁
【學位級別】：碩士
【文章目錄】：
Acknowledgement
Abstract
摘要
Chapter1 Introduction
1.1 Research Background
1.2 Research Significance
1.3 Research Methods
1.4 Thesis Structure,Research Thought
1.5 Logical Framework
Chapter2 Literature Review
2.1 Basic Concept of Real Estate Theory
2.1.1 Cost Concept and Cost Structure
2.1.2 Process of Real Estate Development and Cost Management
2.2 Cost Management Theory
2.2.1 Whole Life Cycle Cost Theory
2.2.2 Value Engineering Theory
2.2.3 Comprehensive Cost Management Theory
2.3 Research Abroad
2.4 Research at Home
2.4.1 On the Application of Cost Management Theory
2.4.2 On the Awareness of Cost Management System
2.4.3 On the Management and Control in Each Stage of Project Development
2.5 Summary
Chapter3 Case Description
3.1 Introduction of HJ Group
3.2 Introduction of Project L
3.3 Current Environment of Project L’s Cost Management
Chapter4 Analysis of Problems and Causes of Project L’s Cost Management
4.1 Problems and Causes of Current Environment of Cost Management
4.1.1 Imperfect Organizational Structure
4.1.2 Weak Awareness of Cost Management
4.1.3 Lack of Establishment and Update of Cost Management System
4.1.4 Lack of Assessment Mechanism of Refined Responsibility Cost
4.2 Problems and Causes of Cost Management in Each Stage of ProjectDevelopment
4.2.1 Incomplete Acquisition of Front-end Land Information
4.2.2 Over Quota in Planning and Design Stage
4.2.3 Imperfect Bidding and Evaluation System
4.2.4 Belated Feedback of Onsite construction Management
4.2.5 Lagging in Settlement of Time-limited Completion
Chapter5 Improvements of Project L’s Cost Control
5.1 Establishing Cost Management Environment System from the Perspectiveof Operation
5.1.1 Improving Organizational Structure
5.1.2 Strengthening Core Idea of Cost Management
5.1.3 Updating Cost Management System
5.1.4 Establishing Assessment Mechanism of Project Responsibility Cost
5.2 Improvement Measures for Cost Management in Each Stage of ProjectDevelopment
5.2.1 Improvement Measures for Cost Management in the Front-end Land Acquisition
5.2.2 Improvement Measures for Cost Management in Planning andDesign Stage
5.2.3 Improvement Measures for Cost Management in Bidding andEvaluation Stage
5.2.4 Improvement Measures for Cost Management in OnsiteConstruction
5.2.5 Improvement Measures for Cost Management in the Settlement ofTime-limited Completion
Chapter6 Conclusion and Prospect
6.1 Conclusion
6.2 Limitations
6.3 Prospect
Reference
本文編號：3984268
【文章頁數(shù)】：85 頁
【學位級別】：碩士
【文章目錄】：
Acknowledgement
Abstract
摘要
Chapter1 Introduction
1.1 Research Background
1.2 Research Significance
1.3 Research Methods
1.4 Thesis Structure,Research Thought
1.5 Logical Framework
Chapter2 Literature Review
2.1 Basic Concept of Real Estate Theory
2.1.1 Cost Concept and Cost Structure
2.1.2 Process of Real Estate Development and Cost Management
2.2 Cost Management Theory
2.2.1 Whole Life Cycle Cost Theory
2.2.2 Value Engineering Theory
2.2.3 Comprehensive Cost Management Theory
2.3 Research Abroad
2.4 Research at Home
2.4.1 On the Application of Cost Management Theory
2.4.2 On the Awareness of Cost Management System
2.4.3 On the Management and Control in Each Stage of Project Development
2.5 Summary
Chapter3 Case Description
3.1 Introduction of HJ Group
3.2 Introduction of Project L
3.3 Current Environment of Project L’s Cost Management
Chapter4 Analysis of Problems and Causes of Project L’s Cost Management
4.1 Problems and Causes of Current Environment of Cost Management
4.1.1 Imperfect Organizational Structure
4.1.2 Weak Awareness of Cost Management
4.1.3 Lack of Establishment and Update of Cost Management System
4.1.4 Lack of Assessment Mechanism of Refined Responsibility Cost
4.2 Problems and Causes of Cost Management in Each Stage of ProjectDevelopment
4.2.1 Incomplete Acquisition of Front-end Land Information
4.2.2 Over Quota in Planning and Design Stage
4.2.3 Imperfect Bidding and Evaluation System
4.2.4 Belated Feedback of Onsite construction Management
4.2.5 Lagging in Settlement of Time-limited Completion
Chapter5 Improvements of Project L’s Cost Control
5.1 Establishing Cost Management Environment System from the Perspectiveof Operation
5.1.1 Improving Organizational Structure
5.1.2 Strengthening Core Idea of Cost Management
5.1.3 Updating Cost Management System
5.1.4 Establishing Assessment Mechanism of Project Responsibility Cost
5.2 Improvement Measures for Cost Management in Each Stage of ProjectDevelopment
5.2.1 Improvement Measures for Cost Management in the Front-end Land Acquisition
5.2.2 Improvement Measures for Cost Management in Planning andDesign Stage
5.2.3 Improvement Measures for Cost Management in Bidding andEvaluation Stage
5.2.4 Improvement Measures for Cost Management in OnsiteConstruction
5.2.5 Improvement Measures for Cost Management in the Settlement ofTime-limited Completion
Chapter6 Conclusion and Prospect
6.1 Conclusion
6.2 Limitations
6.3 Prospect
Reference
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