论文部分内容阅读
一、项目变更遇见挑战分析在施工项目中,与甲方产生变更尤为平常,对于变更管理的好坏会执行影响到项目的利润,可以使原本挣钱的项目因为变更的原因最终核算亏损。具体导致变更管理失误的重点可以总结为以下三点。与甲方变更确认不及时:对于一个正常的变更流程来说,应该是先是由对外变更确认,在进行对内变更确认,而在实际的项目现场中,甲方只是口头表达了相关意愿,而内部团队就开始着手施工,并没有及时与甲方进行变更单据的确认,导致在项目结算时双方对变更部分发生扯皮。
First, the project meets the challenge of changes in the construction project, with the changes made by Party A is particularly common, for the change management will affect the implementation of the project will affect the profit, the project can make the original money because of changes in the final accounting for loss. The specific causes of change management errors can be summarized as the following three points. Confirmation with the change of Party A is not timely: For a normal change process, it should first be confirmed by external change and confirmed by internal changes. At the actual project site, Party A only verbally expresses the relevant intention, and The internal team started construction and did not confirm the change documents with Party A in a timely manner, resulting in the wrangling of the changes by both parties when the project was settled.