产业化住宅全装修项目管理实施研究
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摘要
随着我国住房制度改革的不断深入,房地产业得到了蓬勃的发展。装修作为住宅产业的一个重要组成部分,正在成为一种潮流和时尚,在一定程度上拉动和推进着国民经济的增长。推行和发展产业化住宅全装修,是我国住宅产业现代化的发展之路,也是我国房地产市场的发展趋势。
这篇论文从产业化住宅全装修相关概念、内涵以及主体入手,分析了全装修在推行过程中遇到的一系列的问题,包括宏观管理政策支持方面有待健全、开发商风险增加的抵制、全装修设计施工部品供应能力不足、购房者观念未转变等,提出开发商在推行产业化住宅全装修道路上的努力方向。
作为开发商,需要从项目管理的角度去解决问题,为全装修的有效实施做出贡献。我国全装修项目管理的现状是:全装修可行性研究缺乏、全装修专业设计监控缺乏、施工控制混乱、全装修信息管理乏力、物业管理不到位。为此,开发商在实施产业化全装修项目管理时,需要采取一些措施,利用过程管理、流程管理理论,建立切合实际的流程,实现管理标准化,具体包括引入先进的产业化全装修技术,选择合理的项目管理模式,注重全装修过程管理,加强外部资源控制,实施品质管理,建立分户验收制度等。
上海万科出于企业公民所应当承担的社会责任,以及集团客户导向战略的重要组成部分,在产业化住宅全装修方面做出了巨大的努力和贡献,取得了一些技术成果和项目成果,得到了肯定。其在全装修项目管理方面的经验有以下几点:敢于创新,颠覆装修开发模式;拥有适合万科公司的产品研发体系;对全装修的推广有长远的计划;能够不遗余力的培训合作伙伴,提升其技术及管理水平;注重对内外资源的整合能够把全装修实施过程中的成果标准化,指导以后的工作;注重提升顾客价值。这些经验对于其他开发上在推行产业化住宅全装修方面是可借鉴的。
With China's reform of the housing system continued to deepen, the real estate industry has been booming. As an important part of the housing industry, Renovation is becoming tide and fashion. And to some extent, it drives and promotes the national economy growth. Promoting and developing the industrialization residence of whole-decoration, is the way to modernize the housing industry, and is also an inevitable development trend of the real estate market in our country.
This article starts from the housing-related concepts, content, as well as the main purpose of industrialization residence of whole-decoration , and analyzes a series of issues in the process of implementing, including a sound macro-management policy support, the resistance of risk for developers, the lack of the support capability of decoration design and construction, the unchanged notion of buyers, etc. finally gives the developers the direction to make the implementation of the industrialization of the entire home decoration.
As a developer, he needs to resolve the problems from the perspective of project management and contribute to the effective implementation of the whole decoration. The status quo of whole decoration in China is : the lack of full feasibility study on the decoration, the whole lack of monitoring in decoration design, chaos in controlling the construction, weak information management in whole decoration, the lack of property management in entire renovation .To this point, when developers implements the industrialization of the entire renovation project management, they need to take some measures, use the theory of process management, build a practical process to achieve standardized management, including the introduction of advanced technology of wide renovation , choosing rational model of project management, paying attention to the whole process of renovation, strengthening the control of external resources, the implementation of quality management, the establishment of a verification system, such as household.
Shanghai Vanke carrying out social responsibility that the citizen should bear, as well as customer-oriented strategy of the Group which is an important part in the industrialization of the entire residential renovations, has made tremendous efforts and contributions and made a number of technological achievements, the results of the project also have been affirmed. The experience in the whole renovation project management is as follows: the courage to innovate, to subvert the development of the decoration patterns; a compatible product development system for Vanke; a long-term renovation plan to promote the whole decoration; sparing no effort in training partners in order to enhance its technical and management standards; focusing on the integration of internal and external resources and standardizing the outcome of implementation of the entire renovation process in order to guide the future work; focusing on enhancing customer value. The other developers can use these experiences as reference in the implementation of the industrialization of the entire residential area renovation.
这篇论文从产业化住宅全装修相关概念、内涵以及主体入手,分析了全装修在推行过程中遇到的一系列的问题,包括宏观管理政策支持方面有待健全、开发商风险增加的抵制、全装修设计施工部品供应能力不足、购房者观念未转变等,提出开发商在推行产业化住宅全装修道路上的努力方向。
作为开发商,需要从项目管理的角度去解决问题,为全装修的有效实施做出贡献。我国全装修项目管理的现状是:全装修可行性研究缺乏、全装修专业设计监控缺乏、施工控制混乱、全装修信息管理乏力、物业管理不到位。为此,开发商在实施产业化全装修项目管理时,需要采取一些措施,利用过程管理、流程管理理论,建立切合实际的流程,实现管理标准化,具体包括引入先进的产业化全装修技术,选择合理的项目管理模式,注重全装修过程管理,加强外部资源控制,实施品质管理,建立分户验收制度等。
上海万科出于企业公民所应当承担的社会责任,以及集团客户导向战略的重要组成部分,在产业化住宅全装修方面做出了巨大的努力和贡献,取得了一些技术成果和项目成果,得到了肯定。其在全装修项目管理方面的经验有以下几点:敢于创新,颠覆装修开发模式;拥有适合万科公司的产品研发体系;对全装修的推广有长远的计划;能够不遗余力的培训合作伙伴,提升其技术及管理水平;注重对内外资源的整合能够把全装修实施过程中的成果标准化,指导以后的工作;注重提升顾客价值。这些经验对于其他开发上在推行产业化住宅全装修方面是可借鉴的。
With China's reform of the housing system continued to deepen, the real estate industry has been booming. As an important part of the housing industry, Renovation is becoming tide and fashion. And to some extent, it drives and promotes the national economy growth. Promoting and developing the industrialization residence of whole-decoration, is the way to modernize the housing industry, and is also an inevitable development trend of the real estate market in our country.
This article starts from the housing-related concepts, content, as well as the main purpose of industrialization residence of whole-decoration , and analyzes a series of issues in the process of implementing, including a sound macro-management policy support, the resistance of risk for developers, the lack of the support capability of decoration design and construction, the unchanged notion of buyers, etc. finally gives the developers the direction to make the implementation of the industrialization of the entire home decoration.
As a developer, he needs to resolve the problems from the perspective of project management and contribute to the effective implementation of the whole decoration. The status quo of whole decoration in China is : the lack of full feasibility study on the decoration, the whole lack of monitoring in decoration design, chaos in controlling the construction, weak information management in whole decoration, the lack of property management in entire renovation .To this point, when developers implements the industrialization of the entire renovation project management, they need to take some measures, use the theory of process management, build a practical process to achieve standardized management, including the introduction of advanced technology of wide renovation , choosing rational model of project management, paying attention to the whole process of renovation, strengthening the control of external resources, the implementation of quality management, the establishment of a verification system, such as household.
Shanghai Vanke carrying out social responsibility that the citizen should bear, as well as customer-oriented strategy of the Group which is an important part in the industrialization of the entire residential renovations, has made tremendous efforts and contributions and made a number of technological achievements, the results of the project also have been affirmed. The experience in the whole renovation project management is as follows: the courage to innovate, to subvert the development of the decoration patterns; a compatible product development system for Vanke; a long-term renovation plan to promote the whole decoration; sparing no effort in training partners in order to enhance its technical and management standards; focusing on the integration of internal and external resources and standardizing the outcome of implementation of the entire renovation process in order to guide the future work; focusing on enhancing customer value. The other developers can use these experiences as reference in the implementation of the industrialization of the entire residential area renovation.
引文
[1]王英华.住宅全装修产业化体系及项目管理研究[D].南京:南京林业大学硕士学位论文,2005.
[2]王英华.住宅全装修项目管理实践与研究[J].山西建筑,2007,12: 233-234.
[3]董君.住宅商品房的产业化装修模式[D].南京:南京林业大学硕士学位论文,2003.
[4]李忠富.住宅产业化的技术体系分析[J].住宅科技,2000,1: 44-45.
[5]万科集团建筑研究中心.万科打造国家住宅产业化基地的实践[J].住宅产业,2007,06:74-75.
[6] Matsumura J .Recent House-building Technology R&D and the Relating Education in Japan [J]. International Journal Housing Science and Its Applications, 1996.
[7]姜阵剑.试论促进我国住宅产业化发展的措施[J].经济师,2004,9: 82-83.
[8]张晓姣,张惠.对住宅产业化的思考[J].时代经贸,2007,12: 230.
[9] Syal Matt, Bertolini Ken. Manufactured housing: Trends and perceptions. ASCE Construction Congress Proceedings [C].Managing Engineered Construction in Global Markets.1997.
[10] Guan K, Feng K, Zeng S X. Urban Housing Reform and Development in China [C]. Building Research & Information, 2001.
[11]楚先锋.万科“标准化”走住宅产业化之路[J].城市开发,2007,9: 32-33.
[12]何惊宇.房地产项目管理现状及对策[J].考试周刊,2007,124-125.
[13] Barlow J. From craft production to mass customization? Innovation requirements for the UK house building industry [J].. Housing Studies, 1999.
[14]王栋,王建华.浅谈全装修住宅项目的设计管理[J].建设监理,2008,1: 12-15.
[15]陈宏伟.房地产项目管理模式研究[D].哈尔滨:哈尔滨工业大学硕士学位论文,2006.
[16]沈元仲.对房地产项目管理中若干问题的探讨[J].市场周刊,2006,3: 52-54.
[17]楼家春.工程项目管理问题所在[J].企业施工管理,2006,5: 38.
[18] Chimay J, Anumba, Integrated system for construction: challenges for the millennium [R]. International conference on construction information technology, 2000.
[19]美国项目管理协会:项目管理知识体系指南[M],机械工业出版社,2001.
[20]何伊君.对CM模式合同类型的探讨[J].中国市政工程,2007,10: 86-89.
[21]姜维明. CM模式在建筑项目中的应用[J].浙江建筑,2007,7: 75-78.
[22]乐云.大型工程项目的新型合同结构模式[J].江苏建筑,2004,2: 262-265.
[23]杨丹,万金柱.浅谈工程管理CM承包模式的优点[J].大众科技,2004,9: 58-59.
[24]孙剑.在我国应用CM模式的探讨[J].南京建筑工程学院学报,2001: 91-95.
[25] Kumaraswamy M, Morris D A. Build-operate-transfer-type Procurement in Asian [J]. Mega projects Journal of Construction. Engineering and Management.2002.
[26] Mora F P, Park M. Dynamic Planning for Fast-tracking Building Construction Project [J]. Journal of Construction Engineering and Management. 2001.
[27] Mejabi, Olugbenga. The process management guidebook [M]. Simplex Systems Inc.2004.
[28]盛德斌.流程管理在工程项目内部控制中的应用[J].审计月刊,2007: 35-37.
[29]谢晓燕.加强过程管理确保价值创造过程的整体成本最优[J].河北建筑工程学院学报,2007,12: 86-88.
[30] Ittner, Christopher D. Performance effects of process management techniques [J]. Management Science, 2001
[31]赵莹华,金昊.在工程项目管理中实施过程管理的研究[J].基建优化,2005,8: 1-5,39.
[32] Smith. Value-engineering Cost-effective Construction Management [J]. Building operational. 1999.
[33]李先庆,刘芳真.建筑工程质量的有效控制与过程管理[J].经营管理,2005,5: 26-27.
[34]罗文清.基于流程管理的组织优化设计[M].重庆:重庆大学硕士学位论文,2006.
[35] Clarke Linda, Wall Christine. Craft versus industry: the division of labor in European housing construction [J].Construction Management and Economics, 2000.
[36]芦树理.基于过程管理的建筑工程项目成本控制研究[M].哈尔滨:哈尔滨工业大学硕士学位论文,2006.
[37]王益民.对商品住宅全装修的探讨[J].山西建筑,2003,7: 78-80.
[38]奉继红.浅谈全装修住宅的设计策略[J].山西建筑,2007,8: 235-236.
[39]田灵江.全装修住宅是中国住宅发展的必然趋势[J].住宅科技,2005: 1-8.
[40]商佳玉.全装修住宅品质管理浅析[J].住宅科技,2007,10: 50-54.
[41]路则光.住宅装饰装修工程优化控制系统[D].南京:南京林业大学硕士学位论文,2004.
[42]柳闽楠.住宅全装修的系统化与适应性[D].上海:同济大学博士学位论文,2007.
[43]胡沈建.住宅装修产业化模式研究[D].上海:同济大学博士学位论文,2006.
[44]中国资讯行http://www.bjinfobank.com/.
[2]王英华.住宅全装修项目管理实践与研究[J].山西建筑,2007,12: 233-234.
[3]董君.住宅商品房的产业化装修模式[D].南京:南京林业大学硕士学位论文,2003.
[4]李忠富.住宅产业化的技术体系分析[J].住宅科技,2000,1: 44-45.
[5]万科集团建筑研究中心.万科打造国家住宅产业化基地的实践[J].住宅产业,2007,06:74-75.
[6] Matsumura J .Recent House-building Technology R&D and the Relating Education in Japan [J]. International Journal Housing Science and Its Applications, 1996.
[7]姜阵剑.试论促进我国住宅产业化发展的措施[J].经济师,2004,9: 82-83.
[8]张晓姣,张惠.对住宅产业化的思考[J].时代经贸,2007,12: 230.
[9] Syal Matt, Bertolini Ken. Manufactured housing: Trends and perceptions. ASCE Construction Congress Proceedings [C].Managing Engineered Construction in Global Markets.1997.
[10] Guan K, Feng K, Zeng S X. Urban Housing Reform and Development in China [C]. Building Research & Information, 2001.
[11]楚先锋.万科“标准化”走住宅产业化之路[J].城市开发,2007,9: 32-33.
[12]何惊宇.房地产项目管理现状及对策[J].考试周刊,2007,124-125.
[13] Barlow J. From craft production to mass customization? Innovation requirements for the UK house building industry [J].. Housing Studies, 1999.
[14]王栋,王建华.浅谈全装修住宅项目的设计管理[J].建设监理,2008,1: 12-15.
[15]陈宏伟.房地产项目管理模式研究[D].哈尔滨:哈尔滨工业大学硕士学位论文,2006.
[16]沈元仲.对房地产项目管理中若干问题的探讨[J].市场周刊,2006,3: 52-54.
[17]楼家春.工程项目管理问题所在[J].企业施工管理,2006,5: 38.
[18] Chimay J, Anumba, Integrated system for construction: challenges for the millennium [R]. International conference on construction information technology, 2000.
[19]美国项目管理协会:项目管理知识体系指南[M],机械工业出版社,2001.
[20]何伊君.对CM模式合同类型的探讨[J].中国市政工程,2007,10: 86-89.
[21]姜维明. CM模式在建筑项目中的应用[J].浙江建筑,2007,7: 75-78.
[22]乐云.大型工程项目的新型合同结构模式[J].江苏建筑,2004,2: 262-265.
[23]杨丹,万金柱.浅谈工程管理CM承包模式的优点[J].大众科技,2004,9: 58-59.
[24]孙剑.在我国应用CM模式的探讨[J].南京建筑工程学院学报,2001: 91-95.
[25] Kumaraswamy M, Morris D A. Build-operate-transfer-type Procurement in Asian [J]. Mega projects Journal of Construction. Engineering and Management.2002.
[26] Mora F P, Park M. Dynamic Planning for Fast-tracking Building Construction Project [J]. Journal of Construction Engineering and Management. 2001.
[27] Mejabi, Olugbenga. The process management guidebook [M]. Simplex Systems Inc.2004.
[28]盛德斌.流程管理在工程项目内部控制中的应用[J].审计月刊,2007: 35-37.
[29]谢晓燕.加强过程管理确保价值创造过程的整体成本最优[J].河北建筑工程学院学报,2007,12: 86-88.
[30] Ittner, Christopher D. Performance effects of process management techniques [J]. Management Science, 2001
[31]赵莹华,金昊.在工程项目管理中实施过程管理的研究[J].基建优化,2005,8: 1-5,39.
[32] Smith. Value-engineering Cost-effective Construction Management [J]. Building operational. 1999.
[33]李先庆,刘芳真.建筑工程质量的有效控制与过程管理[J].经营管理,2005,5: 26-27.
[34]罗文清.基于流程管理的组织优化设计[M].重庆:重庆大学硕士学位论文,2006.
[35] Clarke Linda, Wall Christine. Craft versus industry: the division of labor in European housing construction [J].Construction Management and Economics, 2000.
[36]芦树理.基于过程管理的建筑工程项目成本控制研究[M].哈尔滨:哈尔滨工业大学硕士学位论文,2006.
[37]王益民.对商品住宅全装修的探讨[J].山西建筑,2003,7: 78-80.
[38]奉继红.浅谈全装修住宅的设计策略[J].山西建筑,2007,8: 235-236.
[39]田灵江.全装修住宅是中国住宅发展的必然趋势[J].住宅科技,2005: 1-8.
[40]商佳玉.全装修住宅品质管理浅析[J].住宅科技,2007,10: 50-54.
[41]路则光.住宅装饰装修工程优化控制系统[D].南京:南京林业大学硕士学位论文,2004.
[42]柳闽楠.住宅全装修的系统化与适应性[D].上海:同济大学博士学位论文,2007.
[43]胡沈建.住宅装修产业化模式研究[D].上海:同济大学博士学位论文,2006.
[44]中国资讯行http://www.bjinfobank.com/.