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在国外,20世纪70年代末、80年代初英美的一些工程造价界学者和实际工作者将项目竣工后的使用维护阶段纳入造价管理范围,提出了以实现整个项目生命周期总造价最小化为目标的全生命周期造价管理理论和全生命周期成本控制。全生命周期不仅包括项目建设的初始阶段,还包括未来的运营维护以及拆除翻新阶段。在国内,传统的工程造价管理注重一次性建设成本,而忽视后期的运营和维护成本。项目建成移交后,项目预期功能的可靠程度会受到前期设计施工成果的制约,也会因为使用过程中必然发生的劣化而降低其功能,通过维护、修复等活动实施以维持其使用功能,通常这样的活动具有周期循环的特点。从而,在运营维护阶段的周期性费用经过累计,其总和巨大。本文我们主要想通过分析案例,进而看到全生命周期造价管理模式下增加项目价值的一些着手点,在以后的实际工程中,开拓思路,以尽可能的达到一次性建设成本与运营及维护成本的平衡。
In foreign countries, some engineering costmen in Britain and the United States in the late 1970s and early 1980s included the use and maintenance phase of project completion into the scope of cost management, and put forward the goal of minimizing the total project lifecycle cost Full life cycle cost management theory and full life cycle cost control. The whole life cycle includes not only the initial stage of project construction, but also the future operation and maintenance as well as the demolition and renovation phase. In China, the traditional construction cost management focuses on one-time construction costs, while ignoring the latter part of the operation and maintenance costs. After the project is completed and handed over, the expected reliability of the project will be restricted by the previous design construction achievements, and will also be reduced because of the inevitable deterioration during use. The maintenance and repair activities will be implemented to maintain its use function, Often such activities have a cyclical nature. As a result, the recurring costs during the operation and maintenance phase have been aggregated to a huge sum. In this paper, we mainly want to analyze the case, and then see some of the starting point of increasing project value in the whole life-cycle cost management mode, in future practical projects, to explore ideas to achieve the one-time construction costs and operation and maintenance costs as much as possible Balance.