has the advantages of good,project cost management of enterprise software development

should be the whole process management of the conclusion.

In this paper, through the analysis of the whole process of software development

project the cost, make enterprise management to control the cost of the clear, so that it

can help software enterprises to take effective measures in the development process.

Conclusion this study can expect to bring the more income, also hopes the research can

play a reference role for all software development enterprises in the cost management of

the software development project.

Keywords: Software development enterprise; Software project; Cost control ;Cost

management;

Abstract

The increasingly growth of the domestic construction complexity and scale sees

managing contractor model more and more frequently be applied in project constructions.

How to effectively cope with the challenges in popularizing managing contractor is the

core research of this thesis. Managing contractor (MC) is a complex management system

and there are many factors that not isolated with each other involved in its popularization,

which cause a lot of challenges for the popularization and localization. The tfiesis

provides reasonable solutions through the case studies to large state-owned construction

business and qualitative analysis to each influencing factor.

First, the thesis summarizes the facts of applying managing contractor model in

China through literature review and enterprise interview, integrating with the features of

managing contractor, to build the system of its influencing factors for popularizing. Then,

with the methodology of team discussion, it analyses the obstructions of direct

influencing relation to the popularization influencing factors. Based on my front line

work experience, the MC levels in businesses of different classes are dissected and the

regulation by local government is summarized- By categorizing the layers of each

influencing factors, with the MC development in state-owned construction business as

the analysis structure model,the comprehensive analysis to each influencing factors is

given. Taking actual conditions of society development and the regulation capability of

local government into account, from the perspectives of construction duration,finance,

technology, laws and regulations, and social traditions, a deep discussion is given on the

MC challenges regarding organization structure, management system, issue arising, issue

resolving and related issue controlling. At last, some proper suggestions on establishment

and improvement of construction duration management, finance management and

technology management for MC practice.

Keyword: Managing Contractor, Large State-owned Business,Construction Duration

Management, Finance Management, Technology Management

1导论

1.1施工总承包管理模式内涵

施工总承包管理是指业主方委托一个施工单位或由多个施工单位组成的施工

联合体作为施工总承包管理单位,业主方授权施工总承包单位委托其他施工单位作

为分包单位进行施工。

在正常情况下,施工总承包管理单位不参与具体项目的建设,但若工程施工总

承包管理单位参与项目建设的一部分,则它也可以进行招投标,通过合法的投标途

径获得建设任务通过竞争,施工总承包方将工程建设任务(一般是指民事部分)施

工合同授予单位具有相应资质。

施工总承包人负责整个工程项目的建设和服务,同时提供负责分包工程包括:

水电接口、垂直运输、施工脚手架、梭工资料归档、成品保护、平行交叉影响、预

留预埋等总包单位的服务和配合管理责任,并按国家相关规定收取配合费或工程管

理费。

目前国内施工总承包单位多数通过竞标投标方式,取得一些施工任务。施工企

业在获得总承包管理资格后,一般先进行总承包管理定位一一对于:以总部效应为

集成,强化授权管理、服务指导控制、三集中管理,通过与公司签订目标责任状,

实现对整个施工现场的总承包管理,以达到预期的经济效益,社会效益、品牌效

益的完美统一。对外:充分掌控公共资源,利用所有总部和社会资源为项目服务,

做好与业主单位、咨询单位、设计单位的对接工作,整合政府及其职能部门的关系,

推动施工生产,在评优、评先、创牌、宣传等活动中,发挥整体联动作用。

大型施工总承包企业中以中国建筑总公司为例子,公司总承包建设突出“全

局观念”,狠抓制度建设、项目策划、会议管理、计划管理、优化设计、总平面管

理、招标采购。总承包管理思路:一条主线:合同管理两大重点:计划管理,深

化设计三控制:总平面控制,集中控制,技术控制的四种方式:投资收益,管理规

范,符合人才,经验的结果。与分包商的工作范围划分施工总承包商,在施工总承

包商的总承包商的工作范围与中音,建设管理合同确定;确定由施工总承包商和分

包商的分包转包工程的工作范围签订专业。

施工总承包单位与其管理协调下的各个分包单位之间的工作关系:

(1)总建筑合同和分包合同的总承包商的指导和工作关系为准绳约束所有分