Hospitals in the implementation of construction projects, should be the input of resources, the construction process and the results of supervision and inspection, and take measures to ensure that the project cost objectives to achieve. Therefore, the need to develop cost control principles.
(a) the principle of saving: the project implementation process of human, material and financial resources to save, is the basic principle of cost control. But saving is not a negative restriction and supervision, but to actively create conditions, focusing on the cost of prior supervision, process control, in the process of project implementation often check whether the deviation to optimize the construction program, from the improvement of the project's scientific management level, to achieve the purpose of saving.
(2) the principle of comprehensive control: ① full cost control: cost control involves all departments in the project organization, team and staff work, and every employee's personal interests. Therefore, it should be fully mobilized to control costs, care about the enthusiasm of the cost, to establish the concept of full cost control. ② the whole process of cost control: hospital construction project costs involved in the entire cycle of the project, cost control should be accompanied by each stage of construction, such as in the preparatory stage to develop the best program, according to the design requirements and construction specifications for the construction, make full use of existing resources, reduce construction costs, ensure the quality of the project, reduce the cost of reworking the project and the completion of the project after the warranty fee, so that the cost of the project since the beginning of the end In effective control. ③Target control principle: target management is the basic technology and method of management activities. It is the task of the plan, goals and measures, such as one by one decomposition and implementation to the department, team and individuals. The responsibility of the target should be comprehensive, both work responsibility and cost responsibility, so that the combination of responsibility, rights and benefits, the performance of the responsible departments should be inspected and evaluated, and linked to wages and bonuses, so that rewards and penalties are clearly defined. ④ Dynamic control principle: cost control is a management activity in a constantly changing environment, and therefore must adhere to the principle of dynamic control. That is, the work, materials, machines into the construction process, collect the actual value of the cost, compare it with the target value, check whether there is no deviation, if there is no deviation will continue; otherwise, to find out the specific reasons, take appropriate measures.
(C) "exception management" principle: in the implementation of cost control process, should follow the "exception" management principle. The so-called "exceptions" refers to some infrequent problems in the construction activities of the project, but it has a significant impact on the successful completion of the cost objectives, must be given high priority. In the process of project implementation belongs to the "exceptions" usually have the following aspects: ① the amount of difference is large: divided into favorable and unfavorable differences, the cost difference can be used to analyze the cost difference of the original standard percentage to the cost difference belongs to the "exceptions" situation. The actual cost is too much lower than the standard cost is not necessarily a good thing, it may cause quality problems or on the subsequent part of the project or job adversely affected. In addition to the potential for rework and increased warranty costs, it may affect the reputation of the hospital or department. Consistent variances: Cost variances that hover around the upper and lower limits of the control line, even though they do not exceed the required percentages and minimum amounts, should be considered "exceptions". It means that the original cost forecast may not be accurate enough and should be adjusted in time according to the actual situation. ③ Uncontrollable variances: Some costs are beyond the control of the project manager, such as land acquisition, demolition, temporary rental costs such as the rise in costs, even if significant variances, should be considered as an "exception".
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