项目的全成本管理的几点思考（Some thoughts on the whole cost management of the project）.docVIP

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项目的全成本管理的几点思考（Some thoughts on the whole cost management of the project）.doc

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项目的全成本管理的几点思考（Some thoughts on the whole cost management of the project）

项目的全成本管理的几点思考（Some thoughts on the whole cost management of the project） Some thoughts on the whole cost management of the project First battalion project Su Peidong The value of an enterprise is profit, and profits come from open source and throttling. As the head of the contract delivery, our emphasis is on throttling. But what is throttling, how to throttling is worthy of our deep thinking. Throttling in the implementation of the project is cost management, is the project implementation of integrated cost optimal full cost management.. Instead of single link, lowest cost cost management. Full cost management is a systematic work. In this paper, we will try to find some examples to confirm the two aspects that affect the cost of the project. 1. hidden costs Project background: Is G project as an example, the project amounted to US $400 million, about 2400 PO1 stations (TK), July 2008 signed orders, is expected to perform a period of 2 years, the scope of implementation for a state divided into two state telecommunications project group, is divided into two major areas: the Eastern District under the jurisdiction of 4 small areas. West has 5 small areas. Because I countries have a large territory, even a small area contains hundreds of sites. 1) HOUSE planning of hidden costs HOUSE planning failure: since the initial schedule pressure is too large, no one pays attention to HOUSE planning, only in the two large areas of the HOUSE. The other 7 small areas, the average Chinese support staff of 6 people / small area, local staff are 6 people / small area, living in hotels for up to a year, after the implementation of the project a year later, some areas only rented HOUSE. Estimate the cost of waste value: Chinese staff hotel accommodation average 350 yuan RMB/ one day, 7 small areas of China one year accommodation costs =7*350*6*30*12=5292000 yuan RMB; local staff accommodation fee calculation =5292000/2=2646000 yuan RMB by half of Chinese employees, 7 small areas of a