工程造价全过程管理重点和对策  

The Stress and Strategy of Whole Process Cost Management

作　　者：蔡天雪[1] 戴世明[1] 殷友根 

机构地区：[1]南通职业大学,江苏南通226007 [2]南通建工集团,江苏南通226006

出　　处：《建筑管理现代化》2007年第6期24-27,共4页Construction Management Modernization

摘　　要：工程造价全过程管理是基于从项目决策阶段的投资估算、设计阶段的概算和预算、实施阶段的工程结算到竣工决算的全费用、全过程的管理,与建设投资的概念是一致的。推行项目总承包交钥匙管理模式(简称EPC模式)、建立资料和数据传递的体系、关注前期决策和设计等重点环节,有助于形成工程造价全过程管理的长效机制。从培养工程造价全过程管理的专业队伍、推行定期报告制度、技术与经济充分结合等3个方面提出了加强工程造价全过程管理的对策。Whole Process Cost Management is a kind management based on different stage such as investment evaluation and budgetary estimate in design stage. It will be favor of forming long effect mechanic in whole process cost management if EPC management mode will be pursued and transmitting system of information and data will be built and emphasis link of item decision and design stage will be paid more attention. Countermeasure reinforcing whole process cost management is put forward from three aspects such as training vocational team in whole process cost management and pursuing regular time report system and combination of technique and economy.

关 键 词：工程造价 全过程管理 EPC模式 数据传递 

分 类 号：F283[经济管理—国民经济]