油气管道企业施工成本管理模式研究——内部承包管理模式在哈沈线第二、三标段项目实施与效果

Research on Cost Management Mode of Oil and Gas Pipeline Enterprises--Implementation and Effect of Internal Contract Management Mode in the Second and Third Segment Project of Harbin and Shenyang

在项目部与施工机组实施内部承包之前，项目部承担了机组成本管控等大部分管理工作，施工机组只承担了简单的劳务作业管理，存在施工资源浪费严重的情况。为了节约项目施工成本，避免资源浪费，组织实施了项目部与施工机组的内部承包管理模式。通过在哈沈线第二、三标段项目中实施该种管理模式，使得施工机组及机组全员都成为利益主体，既有利益驱动，又有制度约束，很好地解决了以往施工机组管理粗放、效率低下的问题，有效降低了施工成本。该管理模式取得了显著的管控效果，推进了项目精细化管理，实现了项目经济效益的最大化。

Before the project department and the construction unit carried out the internal contract,the project department undertook most the of management work,such as unit cost control,etc.The construction unit only undertakes the simple labor operation management,and there was a serious waste of construction resources.In order to save the construction cost and avoid the waste of resources,the project department and the construction unit were organized to implement the internal contract management mode.Through the implementation of this management mode in the second,third sections of the Harbin-Shenyang Line,the whole crew and the crew members become the main body of interest,which not only have interest driving,but also have institutional constraints,which can solve the problem of extensive management and low efficiency of the former construction unit and reduce the cost of construction effectively.The management mode has achieved significant effect of management.The effect promotes the meticulous management of the project and realizes the maximization of the economic benefits of the project.