An overview of the national and international literature on cost management studies for engineering projects and the current status of foreign research are relatively early in terms of cost management concerns and research. In 1911, taylor first addressed the rationale for scientific management in the science management doctrine, proposing scientific, standard cost management as an alternative to traditional, more general approaches to cost management. After years of development and evolution and innovation, a number of better cost management theory systems and methods have been developed abroad. With regard to theoretical systems, research and application of the whole life cycle project cost management theory is more extensive. The full life-cycle cost of the project is the total cost of the project from its inception to its completion. In 1974, a british scholar, a. Gordon, first introduced the concept of cost control for a life-cycle project, which was subsequently enriched and widely applied through continuous expert research and summary. In a subsequent period, researchers began to focus on cost control through co-management of project progress and project costs and management of the construction project process. In 1977, elmaghraby reflected project progress and cost through curves, reflecting deviations between cost and progress through changes in control points on curves. In 1982, s. Baker and k. Baker proposed cost management for the entire project construction implementation process by capturing project cost savings or overruns and effectively controlling them by comparing the planned and actual costs of the project. In 1992, westney introduced a comprehensive cost-control concept, centred on quality work, combining engineering knowledge and construction technology to comprehensively plan engineering projects and control the cost of construction. In 1998, jimzhan established a cost-control system model and summarized 10 cost-control principles. With regard to cost-control methods, the results of the study of the earned value method by expert scholars are recognized by industry and applied and practiced in the cost management of engineering projects. In 1997, the united states project analyst abba argued that earning value was a comparative analysis of the planned and actual value of the operation. In 2000, rodney howes, in his article, argued that the fine decomposition of work structures was an important step in income management, which was the process of disaggregating work structures and analysing them in particular. In 2003, eunhong kim et al. Introduced four factors, including the method of managing the earned value of the project, managing users, the implementation process and the project environment, which further enriched the traditional earned value method. In 2005, stephan vandevoorde and mario vanhoucke improved their performance evaluation indicators for the value-for-money method by creating a working-time projection formula. In 2009, salomon suggested that performance measures should be included in the project earning indicator system. In 2013, aliverdi used statistical quality control maps to monitor project progress and improve project performance and overall cost control. In 2017, moradi, mousavi and vahdani presented an evaluation model combining risk analysis with evm to improve the disadvantage of earning value management without taking into account changes in the environment or other factors likely to affect the future performance of the project, and analysed the effectiveness of the proposed evaluation model as an example of the construction industry. Ii. The current state of domestic research has long led to a significant increase in the level of project cost management research in the transition from a planned to a market economy as our economic system and institutional mechanisms continue to improve. Prior to the opening up of the reform, influenced by the planned economy, domestic scholars, while recognizing the importance of cost control in the application of project cost control and management methods, had significant gaps with regard to research methods and results abroad. Since the reform and opening up of the country, as investment in national infrastructure has grown in scale, project cost control has become an important direction for research in the field of engineering, and many of the results of our project cost management methodology and applied research have been effective in guiding construction enterprises to increase their cost management levels. Many scholars have presented their views on research on cost management and control methods. Yingqing (2006) proposed a multi-level earned value method, based on an analysis of project performance based on the plan progress network map, which improved the deficiencies of the traditional methodology in cost and progress projections. Liang and liang group (2007) propose overall control of project costs and control of project costs through the management of planned and actual construction requirements as a whole through dynamic control measures in the lead, medium and advanced stages of project implementation. In the view of an feng (2010), there are many cost management methods and the construction enterprise needs to choose the appropriate method according to its own physical and project construction characteristics. Zhang handsome, talk fly (2014) introduces key path and disturbance parameters based on the traditional earned value method, and gives an improved schedule projection formula and an estimate of the period disturbance parameters. Wang dan and lee sheng fei (2017) introduced a status index of real and planned values based on the earning method theory and improved the evaluation indicators and quality earning parameters. In the course of the cost control of the research project, wang ogata and bear (2018) proposed a cost control game model, which analyses mainly the relationship between cost control efficiency and staff effort. Zhou wenhu (2019) suggested that, before safeguarding the quality and safety of the project, investment in the project could be saved by strengthening cost accounting, control and supervision, supported by effective cost control methods. Researchers also have many perspectives on the use of ict in cost control. The proposed implementation programme for an information-based cost-control system, such as the company battalion, and the flight (2014), as well as systematic and comprehensive research and analysis of actual problems. A broad description of the architecture, dynamic management processes and specific methods of operation of the ict cost control system is presented in the programme, providing theoretical support for the development of the cost control system. Yin fang (2015) examines how dynamic cost control processes operate under information technology, identifies an essential part of cost control, namely, dynamic cost control processes, and describes the advantages of information technology in data aggregation and analysis of conclusions. Wang xiaodong (2016) proposed that at the key node of construction, the enterprise should service the cost control through dynamic information data management, preparation of project cost control objectives, fine-tuning of target liability costs, data acquisition analysis and integrated application of information technology. Huo jie, su jinmin and others (2017) proposed the use of bim technology to create a database on the construction process and inform the management of construction projects in response to the single access to data and information in the construction management process and the low level of synergy among the parties involved in the construction. The researchers expressed their views on how to effectively integrate project cost and progress objectives. Zongxi (2016) considered that a combination of project costs and project durations, through regular analysis of project costs and preparation of cost dynamics tables, would enable timely identification of gaps in cost management and improvements. In the view of joo-lin and chu (2017), the value-for-money method takes more fully into account the progress of construction than other cost management methods. The introduction of earned value and a comparative analysis of planned periods, planned costs, actual costs, and the identification of deviations between progress and costs, and effective control, would avoid the discovery of cost overruns or extended durations at the end of the project. Researchers have also provided specific perspectives on the problems in project cost management. Tung ching (2016) considers that current domestic project cost control techniques and tools are not sufficiently advanced, that there are some problems that are detrimental to project cost control, such as insider trading, and that many project cost control systems are inadequate and poorly implemented, and that project cost management and control need to be strengthened. According to binya (2019), the current construction enterprise has a robust performance evaluation and appraisal system in general, and the method of evaluating construction costs in particular is not rigorous. Liu shihhong (2020) found that some construction enterprises were not clearly positioned to manage the cost of the project, that the division of responsibilities was not clear enough for other project managers, and that most managers considered cost management to be the work of the finance department, resulting in a situation where full-time cost control could not be achieved in the project cost management process. The review of national and international literature shows that foreign research on project cost management has begun early and has resulted in a well-established theoretical system and methodology. While there has been a degree of improvement in the theoretical approach to cost management and management of domestic engineering projects as a result of the continuous evolution of economic and social conditions and the continuous changes and advances in engineering construction technology and management, problems remain, such as the current formality of the theoretical approach to cost control of domestic projects, the different and more complex environments facing each project and the greater difficulty in applying cost control methods to the construction enterprise; the construction enterprise lacks a comprehensive consideration of the quality, progress and cost of the project, which remains largely confined to a single management control of costs, ignoring the impact of progress and quality on the cost control of the project。taken together, the concept and awareness of cost management at the enterprise level for the construction of domestic buildings needs to be continuously improved, and the practical application of the theoretical approach to project cost management needs to be continuously enhanced. Co. Co. Co. Co. Co. Co. Co. Management sciences, liang ding, liang group, dynamic management of the cost of the construction enterprise project. Guangxi university journal, 2007(2): 77-78. An hong xian. On cost control strategy for road construction projects. Value engineering, 2010, (21): 36 zhang shoe, zhang zhang zhou, zhang zhang zhou, zhang zhou, zhang zhou, zhang zhang zhou, zhou zhang zhou, zhang zhang zhou, zhou zhu, zhang zhu, zhang zhu, zhang zhu, zhu zhu zhu, zhu zhu, zhu zhu, zhu, zhu zhu, zhu zhu zhu, zhu zhu, zhu zhu, 2007 (2): 77-78
