关于工程造价咨询项目流程内控的风险分析

Analysis of the internal control risk of the project cost consulting project

随着工程造价咨询业务竞争日趋激烈,如何提供更优质更全面的服务,从而吸引更多的客户资源,是每个造价咨询企业关心的问题。因此,通过内部流程控制提升咨询成果质量成为不少企业提升效能的重要方法。目前江苏省造价咨询行业已经对工程造价咨询的流程控制有较统一的共识,对企业的流程管控具有很强的指导意义和实践价值。但由于地区、业务范围、人员结构及单位性质等各种因素的差异,每个企业在流程管控中都在聚焦流程控制的关键环节,细化流程管控不同阶段的问题,制订相应的优化策略。文章即从造价咨询企业管理角度,结合造价项目的特点,分析了项目内控管理中的准备、实施和收尾三个阶段中的风险点,探讨如何对造价咨询项目流程内控,从管理者行为、制度建设及人才培养三个方面做好管理工作,可以减少流程失控对造价咨询成果质量的负面影响,对完善流程强化节点有积极作用。

With the fierce competition of project cost consulting business, how to provide better and more comprehensive service and attract more customer resources, is the key question of every cost consulting enterprise. Therefore, to improve the quality of consulting results with controlling internal process has become an important way to enhance the effectiveness of many enterprises. At present, Jiangsu Construction Engineering Cost Management Association has a common understanding. However, due to the differences of var ous factors, such as region, business scope, and unit nature, every enterprise is focusing on the key link of process control, detailing the problems of different stages and formulating corresponding optimization strategies. This article from the construction cost consulta tion enterprise management, combined with the characteristics of project cost, analyzes the internal management of project prepara tion, implementation and completion of the three stages of risk, Discusses how to control project cost consulting project processes Doing management work in management training behavior, system construction and personnel training, can reduce the flow of control the negative impact on the quality of cost consulting achievements, has a positive effect on strengthening and improving the process node.