深圳蔚蓝海岸项目关键管理环节研究
摘要
项目管理引入我国时间并不长，但得到了很广泛的应用。本文通过对深圳蔚蓝海岸房产项目的研究，提出了“全程项目管理”的概念，即从前期的需求研究和市场开发到后期的营运收回投资的全过程管理。随着市场竞争的愈加激烈，传统的“成本—质量—工期”的三要素项目管理已经远远不能适应当今日趋激烈的市场竞争。
项目的核心环节与企业的核心价值链有着密切的关系，论文探讨了如何通过项目的运做提高企业的竞争力以配合公司的战略。
本文用实例论述了在项目的不同阶段如何把握相应的管理重点和方法，指出项目管理是从单一管理方法—基准比较—持续改进永无休止的循环，完善了项目生命周期的概念。
将项目目标进行有效地分解，将其转化为工作授权协议(PWAA)和分包合同(Subcontract)，根据项目管理基准，对每项任务进行跟踪和控制，是贯穿本文的主线。本文建立了项目的计划和控制模型，并用实例说明了如何进行及时有效的沟通和建立项目管理信息系统(PMIS)。
本文主要采用案例研究的方法，同时结合文献研究和调查访谈，在现有的项目理论和模式的基础上，提出了房地产项目管理的新理念和模式。对于如何提高我国企业，尤其房地产企业的项目管理水平，具有一定的参考意义。
Project Management is not a new concept to all of us, but used widely during these years. Through the study of Shenzhen blue coach real estate Project, this thesis put forward the concept of "Whole Stage Project Management" which refers to the management from the Market Survey, Demands Analysis to Operation and Investment Payback stage. The thesis has listed the key management points of each stage and set up relevant new methods on how to manage a project effectively. Obviously, traditional "Cost-Quality-Schedule" concept can' t keep up with today' s rapid changing environment. New management concepts, new models and methods need to be introduced into today' s project management.
The key project elements are related to the Core Value Chain from an organization, the thesis has discussed how to improve an organization' s competition through project management. Effective project plan need to divide project objectives and deliverables into smaller, manageable components until they can be defined in sufficient details to support Project Work Authorizing Agreement (PWAA) and Subcontract, and then follow up this plan, takes corrective action where necessary. The thesis has set up Project Plan and Control Mode, and discussed how to communicate efficiently and timely, how to set up effective Project Information Management System.
The thesis is mainly based on Case study, meanwhile the author has made a lot of investigations to support his theory. In this
thesis, several new concepts and models on project management have been put forwarded.
How to improve Chinese enterprises, especially some real estate companies' project management level? The thesis is very helpful both in theory and practice.
项目的核心环节与企业的核心价值链有着密切的关系，论文探讨了如何通过项目的运做提高企业的竞争力以配合公司的战略。
本文用实例论述了在项目的不同阶段如何把握相应的管理重点和方法，指出项目管理是从单一管理方法—基准比较—持续改进永无休止的循环，完善了项目生命周期的概念。
将项目目标进行有效地分解，将其转化为工作授权协议(PWAA)和分包合同(Subcontract)，根据项目管理基准，对每项任务进行跟踪和控制，是贯穿本文的主线。本文建立了项目的计划和控制模型，并用实例说明了如何进行及时有效的沟通和建立项目管理信息系统(PMIS)。
本文主要采用案例研究的方法，同时结合文献研究和调查访谈，在现有的项目理论和模式的基础上，提出了房地产项目管理的新理念和模式。对于如何提高我国企业，尤其房地产企业的项目管理水平，具有一定的参考意义。
Project Management is not a new concept to all of us, but used widely during these years. Through the study of Shenzhen blue coach real estate Project, this thesis put forward the concept of "Whole Stage Project Management" which refers to the management from the Market Survey, Demands Analysis to Operation and Investment Payback stage. The thesis has listed the key management points of each stage and set up relevant new methods on how to manage a project effectively. Obviously, traditional "Cost-Quality-Schedule" concept can' t keep up with today' s rapid changing environment. New management concepts, new models and methods need to be introduced into today' s project management.
The key project elements are related to the Core Value Chain from an organization, the thesis has discussed how to improve an organization' s competition through project management. Effective project plan need to divide project objectives and deliverables into smaller, manageable components until they can be defined in sufficient details to support Project Work Authorizing Agreement (PWAA) and Subcontract, and then follow up this plan, takes corrective action where necessary. The thesis has set up Project Plan and Control Mode, and discussed how to communicate efficiently and timely, how to set up effective Project Information Management System.
The thesis is mainly based on Case study, meanwhile the author has made a lot of investigations to support his theory. In this
thesis, several new concepts and models on project management have been put forwarded.
How to improve Chinese enterprises, especially some real estate companies' project management level? The thesis is very helpful both in theory and practice.
引文
[1] 王超，项目决策与管理，北京，中国对外经济贸易出版社，1999
[2] 谢勇成，我国工程项目管理的特点和科学化方向，建筑经济，2001年第6期，总第224期，P26-27
[3] 中国项目管理研究委员会，中国项目管理知识体系-国际项目管理专业认证标准，北京，机械工业出版社，2002
[4] 孟宪海，施工文件工程价款支付对比分析，建筑经济，2001年第6期，总第224期，P28-30
[5] 王雪青，国际工程项目管理，北京，中国建筑工业出版社，2000
[6] 赵国杰，工程经济与技术评价，天津，天津大学出版社，1998
[7] 易纲，海闻，国际贸易，上海，上海人民出版社，2001
[8] 何伯森，国际工程合同与合同管理，北京，中国建筑工业出版社，1999
[9] 张仲仪，浅议联营体承包工程，建筑经济，2001年第6期，总第224期，P18-20
[10] 赵国杰，现代工程经济学，沈阳，辽宁大学出版社，1999
[11] 宋国防等译，生产与运作管理，第8版，北京，机械工业出版社，1999
[12] 中国认证人员国家注册委员会，质量体系内审员国家通用教程，北京，中国人事出版社，1997
[13] 欧立雄，项目管理知识体系的模块化研究(学位论文)，西安，西北工业大学管理学院，1996
[14] Jack Gido, Successful Project Management, South-Western College Publishing, USA, 1999
[15] Kevin Forsberg, Visualizing Project Management: A Model for Business and Technical Success, 2nd Edition, USA, John Wiley & Sons Inc., 2000
[16] PMI Standards Committee, A Guide To The Project Management Body of Knowledge, USA, 2000
[17] Richard Billows, Project Planning: the Really Creative and Highly Political First Step, the Hampton Group Inc., 2001
[18] Mr. Jay Heizer & Barrry Render, Production and Operations Management, 4th Edition, Prentice Hall, 1996
[19] Chris Hendrickson, Project Management for Construction, USA, Prentice Hall, 1999
[20] Harold Kerzner, Strategic Planning for Project Management: Using A Project Management Maturity Model, USA, John Wiley & Sons Inc., 2001
[21] Stephen P. Robbins, Management, 5th Edition, USA, Prentice Hall, 1999
[22] Hattersley, M.E., Management Communication: Principles and Practice, USA, McGraw-Hill, 2001
[23] Hodder, James E., and Henry E. Riggs, Pitfalls in Evaluating Risky Projects, Harvard Business Review, January-February 1985, pp. 128-35
[24] S. L. Tang, S. W. Pooh, Modern Construction Project Management, USA, Dragon Vision Limited, 1998
[25] Robbert K. Wysocki, Wffective Project Management: How to Plan, Manage and Deliver Projects On Time and Within Budget, USA, John Wiley & Sons Inc., 1998
[26] Levine, H., Using Project Management Software: A reality Check, PM Network, April 1996
[27] Harold Kerzner, Project Management: A System Approach to Planning, Scheduling and Controlling, 6th Edition, USA, Van Nostrand Reinhold, 1997
[28] Christensen D., A Review of Cost and Schedule Control Systems Criteria Literature, Project Management Journal, September 1994
[29] Logical Operation Corp., Microsoft Project for Windows: Advanced Training Manual, 1996
[30] Excellent Group在深圳蔚蓝海岸房产项目的管理方法和制度(内部资料)
[31] Asia Information Technology Co．，Ltd e有关项目管理制度(内部资料)
[2] 谢勇成，我国工程项目管理的特点和科学化方向，建筑经济，2001年第6期，总第224期，P26-27
[3] 中国项目管理研究委员会，中国项目管理知识体系-国际项目管理专业认证标准，北京，机械工业出版社，2002
[4] 孟宪海，施工文件工程价款支付对比分析，建筑经济，2001年第6期，总第224期，P28-30
[5] 王雪青，国际工程项目管理，北京，中国建筑工业出版社，2000
[6] 赵国杰，工程经济与技术评价，天津，天津大学出版社，1998
[7] 易纲，海闻，国际贸易，上海，上海人民出版社，2001
[8] 何伯森，国际工程合同与合同管理，北京，中国建筑工业出版社，1999
[9] 张仲仪，浅议联营体承包工程，建筑经济，2001年第6期，总第224期，P18-20
[10] 赵国杰，现代工程经济学，沈阳，辽宁大学出版社，1999
[11] 宋国防等译，生产与运作管理，第8版，北京，机械工业出版社，1999
[12] 中国认证人员国家注册委员会，质量体系内审员国家通用教程，北京，中国人事出版社，1997
[13] 欧立雄，项目管理知识体系的模块化研究(学位论文)，西安，西北工业大学管理学院，1996
[14] Jack Gido, Successful Project Management, South-Western College Publishing, USA, 1999
[15] Kevin Forsberg, Visualizing Project Management: A Model for Business and Technical Success, 2nd Edition, USA, John Wiley & Sons Inc., 2000
[16] PMI Standards Committee, A Guide To The Project Management Body of Knowledge, USA, 2000
[17] Richard Billows, Project Planning: the Really Creative and Highly Political First Step, the Hampton Group Inc., 2001
[18] Mr. Jay Heizer & Barrry Render, Production and Operations Management, 4th Edition, Prentice Hall, 1996
[19] Chris Hendrickson, Project Management for Construction, USA, Prentice Hall, 1999
[20] Harold Kerzner, Strategic Planning for Project Management: Using A Project Management Maturity Model, USA, John Wiley & Sons Inc., 2001
[21] Stephen P. Robbins, Management, 5th Edition, USA, Prentice Hall, 1999
[22] Hattersley, M.E., Management Communication: Principles and Practice, USA, McGraw-Hill, 2001
[23] Hodder, James E., and Henry E. Riggs, Pitfalls in Evaluating Risky Projects, Harvard Business Review, January-February 1985, pp. 128-35
[24] S. L. Tang, S. W. Pooh, Modern Construction Project Management, USA, Dragon Vision Limited, 1998
[25] Robbert K. Wysocki, Wffective Project Management: How to Plan, Manage and Deliver Projects On Time and Within Budget, USA, John Wiley & Sons Inc., 1998
[26] Levine, H., Using Project Management Software: A reality Check, PM Network, April 1996
[27] Harold Kerzner, Project Management: A System Approach to Planning, Scheduling and Controlling, 6th Edition, USA, Van Nostrand Reinhold, 1997
[28] Christensen D., A Review of Cost and Schedule Control Systems Criteria Literature, Project Management Journal, September 1994
[29] Logical Operation Corp., Microsoft Project for Windows: Advanced Training Manual, 1996
[30] Excellent Group在深圳蔚蓝海岸房产项目的管理方法和制度(内部资料)
[31] Asia Information Technology Co．，Ltd e有关项目管理制度(内部资料)