博进房地产公司小户型销售阶段项目管理研究
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摘要
随着国民经济快速发展、居民消费能力释放,市场细分逐步深入,房地产销售市场竞争呈现白热化,尤其是小户型房地产业。近两年来,国家对房地产业持续进行政策性调整,给房地产企业销售带来巨大冲击。对此现象,本文结合博进房地产公司的实例,对销售阶段小户型项目管理进行研究,寻找适应博进房地产公司的项目管理模式。
文章第一章首先阐述此研究的主要背景及意义,并描述了销售阶段房地产项目管理的定义;第二章结合博进房地产公司项目管理的现状,为博进房地产公司销售阶段小户型项目进行环境分析,对一些困挠公司进行项目管理难点问题进行探讨,发现传统的房地产项目管理方式已经不再适合公司当前形式的发展,不能够满足房地产开发商以及消费者的意愿,原始的项目管理方法已经成为现阶段博进房地产小户型项目发展的主要瓶颈;第三章主要针对原有的项目管理模式提出新的项目管理模式,并创新性地将生产制造业中的精益思想融入到博进房地产公司销售阶段项目管理的五个过程当中,在一定程度上改变了以往传统的“朝南坐”、“等客上门”等传统的销售项目管理模式;文章的最后从组织架构、沟通、冲突及监督的角度提出改善方案的实施保障措施。
这些新的管理模式和精益理念不仅仅能够解决人们在以往项目管理当中遇到的问题,而且能够帮助企业在很大程度上提高项目运作的效率,使企业在项目过程管理上得到更大的收益,并在销售阶段小户型项目管理问题上具有一定的现实意义和指导价值。
As the fast development of national economy, the release of residents consuming capacity, market segments deepen progressively, the market competition presents incandescence situation, especially small apartment real estate. In the past two years, our country has carried out adjustments on policy to the real estate continuously; it results in enormous impact to the real estate enterprises and the financing channel. To this phenomenon, the paper give an example of Bojing real estate company, researching the small apartment project management in the sales stage, to find a new project management mode which fit for Bojin the real estate company.
we explained the background and the sense of the research in the first chapter of the article; We give the definition of project management of selling phases real estate. In the chapter two, we combine with the current project management status of Bojin Real Estate Company and made the environmental analysis for the project which sell phase small-sized house in Bojin real-estate. We make some investigation on the difficult questions in the ongoing project management. We found that the traditional real estate project management style is no longer suit to the development of the company. It can't satisfy with the requirement of real estate exploder and the customers. The initial project management style is become the bottleneck which limited the development of small-sized house project. In chapter 3, we make the analysis on the initial project management and proposed the new project management mode. we veldt the accurate thought which in the production manufacturing in to the five processes in the selling project management in the Bojin real estate company . To some extent, we changed the traditional selling project management mode, such as seat toward south, waiting the customer coming. We indicated the improved measures and implement guarantee measures from the view of organization structure, communication, conflict and supervise in the last of the article.
These new project management mode and Lean philosophy not only solve the problems that people met in the past, but also it help enterprises to improve the efficiency of project operation to a great extent, it makes enterprises get more benefit during the management of the project. And this brings the reality significance and instruction value to the company and other real estate enterprises in its market of small-sized house management in the sales stage.
文章第一章首先阐述此研究的主要背景及意义,并描述了销售阶段房地产项目管理的定义;第二章结合博进房地产公司项目管理的现状,为博进房地产公司销售阶段小户型项目进行环境分析,对一些困挠公司进行项目管理难点问题进行探讨,发现传统的房地产项目管理方式已经不再适合公司当前形式的发展,不能够满足房地产开发商以及消费者的意愿,原始的项目管理方法已经成为现阶段博进房地产小户型项目发展的主要瓶颈;第三章主要针对原有的项目管理模式提出新的项目管理模式,并创新性地将生产制造业中的精益思想融入到博进房地产公司销售阶段项目管理的五个过程当中,在一定程度上改变了以往传统的“朝南坐”、“等客上门”等传统的销售项目管理模式;文章的最后从组织架构、沟通、冲突及监督的角度提出改善方案的实施保障措施。
这些新的管理模式和精益理念不仅仅能够解决人们在以往项目管理当中遇到的问题,而且能够帮助企业在很大程度上提高项目运作的效率,使企业在项目过程管理上得到更大的收益,并在销售阶段小户型项目管理问题上具有一定的现实意义和指导价值。
As the fast development of national economy, the release of residents consuming capacity, market segments deepen progressively, the market competition presents incandescence situation, especially small apartment real estate. In the past two years, our country has carried out adjustments on policy to the real estate continuously; it results in enormous impact to the real estate enterprises and the financing channel. To this phenomenon, the paper give an example of Bojing real estate company, researching the small apartment project management in the sales stage, to find a new project management mode which fit for Bojin the real estate company.
we explained the background and the sense of the research in the first chapter of the article; We give the definition of project management of selling phases real estate. In the chapter two, we combine with the current project management status of Bojin Real Estate Company and made the environmental analysis for the project which sell phase small-sized house in Bojin real-estate. We make some investigation on the difficult questions in the ongoing project management. We found that the traditional real estate project management style is no longer suit to the development of the company. It can't satisfy with the requirement of real estate exploder and the customers. The initial project management style is become the bottleneck which limited the development of small-sized house project. In chapter 3, we make the analysis on the initial project management and proposed the new project management mode. we veldt the accurate thought which in the production manufacturing in to the five processes in the selling project management in the Bojin real estate company . To some extent, we changed the traditional selling project management mode, such as seat toward south, waiting the customer coming. We indicated the improved measures and implement guarantee measures from the view of organization structure, communication, conflict and supervise in the last of the article.
These new project management mode and Lean philosophy not only solve the problems that people met in the past, but also it help enterprises to improve the efficiency of project operation to a great extent, it makes enterprises get more benefit during the management of the project. And this brings the reality significance and instruction value to the company and other real estate enterprises in its market of small-sized house management in the sales stage.
引文
[1]韩健.地产业与国民经济发展.现代管理科学,2004,3:20-24
[2]陈城.论长沙房地产的发展形势.金融经济,2006,4:37-38
[3]包宗华.2006年房地产业如何稳步发展.中国房地产,2006,6:17-19
[4]Koskela,L.Lean Construction.National construction and Management Conference,1994,1-3
[5]Andersen GS Grude KV,Haug T.Goal Directed Project Management.Coopers&Lybrand,1997,5-7
[6]朱锦辉.项目管理,金蝶国际软件有限公司,2005,77-78
[7]PMI.PMBOOK.2004.2005,79-80
[8]项目管理者联盟网转载.过程管理与目标管理,2005,8-9
[9]建设工程方法论研究.项目管理者联盟网转载,2005,84-85
[10]全国一级建造师资格考试用书.建设工程项目管理.中国建筑工业出版社,2004,40-41
[11]宁宣熙.运筹学实用教程.科学出版社.2002,55-56
[12]Koskela,L..Lean Constru ction.National construction and Management Conference,1994,16-18
[13]王璞.房地产管理咨询务实.北京:中信出版社,2005,3-6
[14]詹姆斯·P.沃麦克.精益思想.商务印书馆,2003,35-40
[15]吴光东,苏振民.基于精益思想的房地产营销.经济与管理.2007年9月
[16]James-Moore and Gibbon,Is Lean Manufacture university relevant.International Journal of Operations and Production Management.1997(16):899-912
[17]丹尼尔·T·琼斯,改变世界的机器.商务图书馆,1999,108-110
[18]吴光东,苏振民.基于精益思想的房地产营销.经济与管理,2007,9(21):60-64
[19]Christoph B.Lean Product Development:Making Waste Transparent.Cambridge:Massachusetts Institute of Technology,2004,26-28
[20]Richard H,Clough,Glenn A,Sears S,Keolci Sears(张平化译).建筑项目管理.北京:机械工业出版社,2004,79-81
[21]吕建中.中国房地产企业成功经营管理模式研究.经济纵横,2003,7:47-49
[22]张永福,钱磊.房地产开发中的项目管理.管理工程学报,2005,19:255-257
[23]吴坚,王顺洪.房地产开发项目管理模式的选择分析.建筑管理现代化,2004, 2:36-38
[24]Ronald Mascitelli.如何构建项目型企业.精益项目管理之道.北京:清华大学出版社,2004,11-13
[25]于庆东,吕建中.项目范围管理的精益原则.企业经济,2005,1:21-22
[26]Kerzner,Harold.PROJECT MANAGEMENT:ASYSTEMS APPROACH TO PL ANNING,SCHEDVLING AND CONTROLLING.Sixth Edition.The USA:Van Nostrand Reinhold,1998,110-114
[27]杨晓林,贺国海.房地产企业项目管理体系的研究与应用.管理工程学报,2005,19:220-222
[28]杨青,邱菀华.精益价值管理的基本原理与方法研究.科研管理.2007,28(4):149-154
[29]James P.Chase.Value Creation in the Product Development Process[D].Massachusetts Institute of Technology(MIT),2001,56-57
[30]J.Kent Crawford.项目管理办公室.北京:电子工业出版社,2004,33-35
[31]梁文纪.房地产开发项目中风险管理的探讨与分析.广东科技,2006,10:127-128
[32]申立银,曾赛星,王锋.房地产经营与管理.北京:中国计划出版社,1999,5-7
[33]哈罗德,科兹纳.项目管理:计划、进度和控制的系统方法(第七版).北京:电子工业出版社,2002,38-40
[34]沈元仲.对房地产项目管理中若干问题的探讨.产业经济,2006,3:52-54
[35]关忠诚,程刚.基于敏捷方法的软件项目管理研究.重庆大学学报(社会科学版),2005,6:46-49
[36]黎旭东.房地产开发的项目管理和成本控制.广东土木与建筑,2005,8:63-64
[37]张俊松.房地产集团多项目管理.中外企业家,2006,8:66-69
[38]林晓玲.建设工程项目管理.北京:机械工业出版社,2006,127-135
[39]张贤哲.房地产项目风险管理组织结构研究.武汉化工学院学报,2006,4:90-93
[40]王新军,王霞.房地产经营与管理.上海:复旦大学出版社,2005,99-101
[41]姚迎伟.房地产营销全攻略.北京:经济管理出版社,2005,88-89
[42]姚玲珍.房地产市场营销.上海:上海财经出版社,2004,43-45
[2]陈城.论长沙房地产的发展形势.金融经济,2006,4:37-38
[3]包宗华.2006年房地产业如何稳步发展.中国房地产,2006,6:17-19
[4]Koskela,L.Lean Construction.National construction and Management Conference,1994,1-3
[5]Andersen GS Grude KV,Haug T.Goal Directed Project Management.Coopers&Lybrand,1997,5-7
[6]朱锦辉.项目管理,金蝶国际软件有限公司,2005,77-78
[7]PMI.PMBOOK.2004.2005,79-80
[8]项目管理者联盟网转载.过程管理与目标管理,2005,8-9
[9]建设工程方法论研究.项目管理者联盟网转载,2005,84-85
[10]全国一级建造师资格考试用书.建设工程项目管理.中国建筑工业出版社,2004,40-41
[11]宁宣熙.运筹学实用教程.科学出版社.2002,55-56
[12]Koskela,L..Lean Constru ction.National construction and Management Conference,1994,16-18
[13]王璞.房地产管理咨询务实.北京:中信出版社,2005,3-6
[14]詹姆斯·P.沃麦克.精益思想.商务印书馆,2003,35-40
[15]吴光东,苏振民.基于精益思想的房地产营销.经济与管理.2007年9月
[16]James-Moore and Gibbon,Is Lean Manufacture university relevant.International Journal of Operations and Production Management.1997(16):899-912
[17]丹尼尔·T·琼斯,改变世界的机器.商务图书馆,1999,108-110
[18]吴光东,苏振民.基于精益思想的房地产营销.经济与管理,2007,9(21):60-64
[19]Christoph B.Lean Product Development:Making Waste Transparent.Cambridge:Massachusetts Institute of Technology,2004,26-28
[20]Richard H,Clough,Glenn A,Sears S,Keolci Sears(张平化译).建筑项目管理.北京:机械工业出版社,2004,79-81
[21]吕建中.中国房地产企业成功经营管理模式研究.经济纵横,2003,7:47-49
[22]张永福,钱磊.房地产开发中的项目管理.管理工程学报,2005,19:255-257
[23]吴坚,王顺洪.房地产开发项目管理模式的选择分析.建筑管理现代化,2004, 2:36-38
[24]Ronald Mascitelli.如何构建项目型企业.精益项目管理之道.北京:清华大学出版社,2004,11-13
[25]于庆东,吕建中.项目范围管理的精益原则.企业经济,2005,1:21-22
[26]Kerzner,Harold.PROJECT MANAGEMENT:ASYSTEMS APPROACH TO PL ANNING,SCHEDVLING AND CONTROLLING.Sixth Edition.The USA:Van Nostrand Reinhold,1998,110-114
[27]杨晓林,贺国海.房地产企业项目管理体系的研究与应用.管理工程学报,2005,19:220-222
[28]杨青,邱菀华.精益价值管理的基本原理与方法研究.科研管理.2007,28(4):149-154
[29]James P.Chase.Value Creation in the Product Development Process[D].Massachusetts Institute of Technology(MIT),2001,56-57
[30]J.Kent Crawford.项目管理办公室.北京:电子工业出版社,2004,33-35
[31]梁文纪.房地产开发项目中风险管理的探讨与分析.广东科技,2006,10:127-128
[32]申立银,曾赛星,王锋.房地产经营与管理.北京:中国计划出版社,1999,5-7
[33]哈罗德,科兹纳.项目管理:计划、进度和控制的系统方法(第七版).北京:电子工业出版社,2002,38-40
[34]沈元仲.对房地产项目管理中若干问题的探讨.产业经济,2006,3:52-54
[35]关忠诚,程刚.基于敏捷方法的软件项目管理研究.重庆大学学报(社会科学版),2005,6:46-49
[36]黎旭东.房地产开发的项目管理和成本控制.广东土木与建筑,2005,8:63-64
[37]张俊松.房地产集团多项目管理.中外企业家,2006,8:66-69
[38]林晓玲.建设工程项目管理.北京:机械工业出版社,2006,127-135
[39]张贤哲.房地产项目风险管理组织结构研究.武汉化工学院学报,2006,4:90-93
[40]王新军,王霞.房地产经营与管理.上海:复旦大学出版社,2005,99-101
[41]姚迎伟.房地产营销全攻略.北京:经济管理出版社,2005,88-89
[42]姚玲珍.房地产市场营销.上海:上海财经出版社,2004,43-45