項(xiàng)目預(yù)算管理制度

1、四.目的:為完善公司對(duì)項(xiàng)目管理工作以符合總公司之要求，特制訂此細(xì)則。五.依據(jù)：總公司PROJECTPROJECT文件1.1. CostCost Estimation,Estimation, ProposalProposal Preparation,Preparation, QuoQuo ApprovalApproval & & CostCost CtrlCtrlProcedureProcedureExcessExcess ConsumablesConsumables PartsParts HandlingHandling ProcedureProcedurePostPost P

2、rojectProject EvaluationEvaluation ProcedureProcedureProjectProject StatusStatus ReportingReporting ProceduresProcedures VariatiVariatin n OrderOrder ManagementManagementProcedureProcedure權(quán)限：2 2. .3 3. .七制訂:財(cái)務(wù)部門負(fù)責(zé)此細(xì)則初稿制訂。2.2.3.3.適用范W：修訂:核決:為使此細(xì)則具備可行性，工程部門負(fù)責(zé)修訂。修訂后之細(xì)則經(jīng)中國(guó)區(qū)經(jīng)理核可后頒布執(zhí)行。流程圖圖一：預(yù)算變更流程圖九.制度內(nèi)容:

3、 （一）預(yù)估成木及報(bào)價(jià)1 1成立提案團(tuán)隊(duì)（PROPOSALPROPOSAL TEAMTEAM）：）：業(yè)務(wù)自客戶取得標(biāo)單后，設(shè)計(jì)部門主管應(yīng)立即會(huì)同工程部門、采購(gòu)部門成立提案團(tuán)隊(duì)（PROPOSALPROPOSALTEAMTEAM：設(shè)計(jì).繪圖.PM.PM.采購(gòu)）。2 2提案團(tuán)隊(duì)（PROPOSALPROPOSAL TEAMTEAM）依據(jù)客戶需求及技術(shù)要求進(jìn)行設(shè)計(jì)與技術(shù)提案（PROPOSALPROPOSAL）, ,并依據(jù)提案內(nèi)容及設(shè)計(jì)圖紙預(yù)估成木并填入【成木預(yù)估表THETHE COSTCOST ESTIMATIONESTIMATION SHEETSHEET】（附件；CES1CES1）3 3提案團(tuán)隊(duì)（PR

4、OPOSALPROPOSAL TEAMTEAM）完成成木預(yù)估后，會(huì)同業(yè)務(wù)、商務(wù)經(jīng)理、營(yíng)運(yùn)經(jīng)理、財(cái)務(wù)經(jīng)理進(jìn)行成本審核后，業(yè)務(wù)人員依據(jù)預(yù)估成本制作報(bào)價(jià)單，經(jīng)中國(guó)區(qū)經(jīng)理或GMGM（GENERALGENERAL MANAGERMANAGER）核準(zhǔn)后向客戶進(jìn)行提案及報(bào)價(jià)。（二）立項(xiàng)及預(yù)算編列1 1業(yè)務(wù)與客戶后簽訂合同（釆購(gòu)單）后，商務(wù)部門保留復(fù)印件并通知工程部編列項(xiàng)目預(yù)算，正本交由財(cái)務(wù)歸檔保存。2 2項(xiàng)目經(jīng)理（PMPM）依據(jù)項(xiàng)目執(zhí)行之需求編列項(xiàng)目執(zhí)行計(jì)劃【項(xiàng)目執(zhí)行時(shí)程表THETHE PROJECTPROJECT SCHEDULESCHEDULE SHEETSHEET】及項(xiàng)目預(yù)算明細(xì)（材料、設(shè)備.人工、交

5、通/住宿、現(xiàn)場(chǎng)管理。等各項(xiàng)費(fèi)用）并填入【項(xiàng)目預(yù)算表THETHE PROJECTPROJECT BUDGETBUDGET SHEETSHEET】（附件；PBF1PBF1）。3 3項(xiàng)目預(yù)算經(jīng)中國(guó)區(qū)經(jīng)理或GMGM核準(zhǔn)后，工程部及釆購(gòu)保留復(fù)卬件，正木交由財(cái)務(wù)建立【預(yù)算管制表BUDGETBUDGET CONTROLCONTROL SHEETSHEET】以利后續(xù)項(xiàng)目執(zhí)行時(shí)預(yù)算與實(shí)際成木管控。4 4項(xiàng)目經(jīng)理（PMPM）依據(jù)設(shè)計(jì)圖而及客戶要求并清查庫(kù)存品后，開立采購(gòu)需求單（PR,PR, PURCHASEREQUIREPURCHASEREQUIRE） /委外發(fā)包川請(qǐng)單,經(jīng)工 程部經(jīng)理審核，交由采購(gòu)進(jìn)行詢議價(jià)及采

6、購(gòu)/委外發(fā)包作業(yè)。5 5采購(gòu)將議價(jià)結(jié)果呈采購(gòu)經(jīng)理.中國(guó)區(qū)經(jīng)理核準(zhǔn)后，外發(fā)訂購(gòu)單（P0,P0, PURCHASEPURCHASE ORDERORDER）或委外發(fā)包合同向供應(yīng)商采購(gòu)設(shè)備、材料或發(fā)包。并將訂購(gòu)單、委外發(fā)包單復(fù)卬件交財(cái)務(wù)登錄【預(yù)算管制表BUDGETBUDGET CONTROLCONTROL SHEETSHEET】。6 6編碼原則:項(xiàng)目預(yù)算編號(hào):XX（年）.xxx（月英文簡(jiǎn)稱）-XXXXX（ENDEND LSERLSER公司英文簡(jiǎn)稱）PRPR編號(hào):PRPR項(xiàng)目預(yù)算編號(hào).XXC.XXC序號(hào)）P0P0編號(hào):P0P0項(xiàng)目預(yù)算編號(hào)-XX （/-r號(hào)）7 7無(wú)法明定施工范S S可以與承包商簽訂計(jì)價(jià)

7、標(biāo)準(zhǔn)協(xié)議，完工后依據(jù)計(jì)價(jià)標(biāo)準(zhǔn)及實(shí)際工作量再補(bǔ)發(fā)委外發(fā)包合約書。&需承包商緊急進(jìn)場(chǎng)施工時(shí)，承包商進(jìn)場(chǎng)施工后三天內(nèi)提出報(bào)價(jià) 單給采購(gòu)進(jìn)行發(fā)包作業(yè)。（三）項(xiàng)目預(yù)算成木及執(zhí)行進(jìn)度管控1 1項(xiàng)目預(yù)算成本管控1 1J J財(cái)務(wù)建立【預(yù)算管制表BUDGETBUDGET CONTROLCONTROL SHEETSHEET后,需MAILMAIL給該項(xiàng)目經(jīng)理、采購(gòu)及各部門經(jīng)理留存?zhèn)洳椤?.21.2現(xiàn)場(chǎng)各項(xiàng)費(fèi)用單據(jù)統(tǒng)一由項(xiàng)目經(jīng)理于每月2525 R R匯總中請(qǐng)，查核【預(yù)算管制表BUDGETBUDGET CONTROLCONTROL SHEETSHEET確認(rèn)費(fèi)用金額在預(yù)算內(nèi)，填寫【費(fèi)用報(bào)銷單】經(jīng)工程部經(jīng)理審核，中

8、國(guó)區(qū)經(jīng)理核準(zhǔn)后，交由財(cái)務(wù)登錄【預(yù)算管制表BLDGETBLDGET CONTROLCONTROL SHEETSHEETo o1313人事于每月三R R前將前一個(gè)月各項(xiàng)目現(xiàn)場(chǎng)之人事費(fèi)用提供財(cái)務(wù)登錄【預(yù)算管制表BLDGETBLDGET CONTROLCONTROL SHEETSHEETo o1414【預(yù)算管制表BUDGETBUDGET CONTROLCONTROL SHEETSHEET發(fā)生任何異動(dòng)時(shí)，由財(cái)務(wù)MAILMAIL給該項(xiàng)目經(jīng)理、采購(gòu)及各部門經(jīng)理留存?zhèn)洳椤?.51.5項(xiàng)目經(jīng)理需對(duì)【預(yù)算管制表BUDGETBUDGET CONTROLCONTROL SHEETSHEET中發(fā)生異常（超支）的ITEM

9、ITEM做詳細(xì)說(shuō)明，并中請(qǐng)調(diào)整或追加。2 2項(xiàng)目執(zhí)行進(jìn)度管控2.12.1項(xiàng)目經(jīng)理應(yīng)每周一以前將【施工現(xiàn)場(chǎng)每周報(bào)告SITSIT WEEKLYWEEKLY REPORTREPORT以e-maile-mail或傳真方式向公司報(bào)告項(xiàng)目現(xiàn)場(chǎng)上周施工狀況及完工進(jìn)度。2.22.2現(xiàn)場(chǎng)施工周報(bào)應(yīng)包含下列內(nèi)容施工計(jì)劃及完工進(jìn)度2.32.3項(xiàng)目經(jīng)理應(yīng)每月將實(shí)際完工進(jìn)度標(biāo)示在【項(xiàng)目執(zhí)行時(shí)程表THETHE PROJECTPROJECT SCHEDULESCHEDULE SHEETSHEET上，比較計(jì)劃與實(shí)際之差異并222222匸安及環(huán)安事項(xiàng)223223施工問(wèn)題及解決方式224224客戶抱怨、處理結(jié)果及預(yù)防方法2252

10、25下周施工計(jì)劃說(shuō)明原因。于每月5 5 R R前MAILMAIL給工程部經(jīng)理。2.42.4項(xiàng)目經(jīng)理在完成客戶估驗(yàn)作業(yè)后，應(yīng)立即通知商務(wù)進(jìn)行向客戶請(qǐng)款程序。2.52.5匸程部經(jīng)理應(yīng)于每月1010 R R前匯總各項(xiàng)目執(zhí)行計(jì)劃【項(xiàng)目執(zhí)行時(shí)程表THETHE PROJECTPROJECT SCHEDULESCHEDULE SHEETSHEET實(shí)際狀況，制作【項(xiàng)目執(zhí)行進(jìn)度月報(bào)】MAILMAIL給商務(wù)部、財(cái)務(wù)部及中國(guó)區(qū)經(jīng)理。2.62.6【項(xiàng)目執(zhí)行進(jìn)度月報(bào)】應(yīng)包含下列內(nèi)容事件）（四）訂單或預(yù)算變更1 1若非客戶因素，不得中請(qǐng)變更預(yù)算。因特殊事件必需調(diào)整預(yù)算時(shí)，由項(xiàng)目經(jīng)理填寫【預(yù)算變更中請(qǐng)書】詳細(xì)說(shuō)明預(yù)算變更之

11、理由.對(duì)利潤(rùn)產(chǎn)生之影響經(jīng)工程部經(jīng)理審核后，向中國(guó)區(qū)經(jīng)理及GMGM中請(qǐng)。2 2因客戶施工范圍變更時(shí)，項(xiàng)目經(jīng)理填寫【預(yù)算變更中請(qǐng)書】附上客戶書而通知及施工圖而，預(yù)估成本及施工期，會(huì)同工程部經(jīng)理.商務(wù)部經(jīng)理、中國(guó)區(qū)經(jīng)理召開審核成木會(huì)議，確認(rèn)追加（減）報(bào)價(jià)后,由業(yè)務(wù)人員與客戶議價(jià)取得訂單變更合同。3 3預(yù)算變更后，項(xiàng)目經(jīng)理應(yīng)立即修改【項(xiàng)目預(yù)算表THETHE PROJECTPROJECT261261完工進(jìn)度262262客戶估驗(yàn)進(jìn)度（我司可請(qǐng)款金額）263263預(yù)計(jì)次月可估驗(yàn)（請(qǐng)款）進(jìn)度264264各項(xiàng)目異常狀況說(shuō)明（特別是對(duì)財(cái)務(wù)方面產(chǎn)生影響的BUDGETBUDGET SHKTSHKT】及【項(xiàng)目執(zhí)行時(shí)程表THETHE P P ROJECTROJECT SCHEDLLESCHEDLLE SHEETSHEET將修正后之預(yù)算送交財(cái)務(wù)，以利財(cái)務(wù)修改【預(yù)算管制表BUDGETBUDGETCONTROLCONTROL SHEETloSHEETlo（五）項(xiàng)目完工結(jié)案1 1項(xiàng)目完工（客戶S S接受我司送交之竣工報(bào)告）時(shí)，項(xiàng)目經(jīng)理匯總整個(gè)項(xiàng)目施工期間之資料完成【項(xiàng)目成果評(píng)價(jià)表PROJECTPROJECTPERFORMANCEEVALtATIONPERFORMANCEEVALtATION FORMFORM】，同時(shí)通知財(cái)務(wù)人員進(jìn)行項(xiàng)目利潤(rùn)結(jié)算。2 2項(xiàng)目完工后項(xiàng)目經(jīng)理應(yīng)匯整設(shè)備及剩余物料、現(xiàn)場(chǎng)