本文選題：項(xiàng)目管理　切入點(diǎn)：進(jìn)度管理　出處：《湖南大學(xué)》2014年碩士論文

【摘要】：房地產(chǎn)工程項(xiàng)目的進(jìn)度管理因涉及到整個(gè)房地產(chǎn)開(kāi)發(fā)項(xiàng)目的質(zhì)量管理、成本與現(xiàn)金流管理、范圍管理、資源管理以及企業(yè)形象等問(wèn)題,而使得項(xiàng)目進(jìn)度管理成為項(xiàng)目管理的核心。目前中國(guó)房地產(chǎn)企業(yè)的項(xiàng)目進(jìn)度管理過(guò)程中,仍普遍采用傳統(tǒng)的經(jīng)驗(yàn)管理模式、缺乏科學(xué)合理的管理理念和進(jìn)度管理方法體系。這與中國(guó)房地產(chǎn)經(jīng)營(yíng)管理模式逐漸規(guī)范化管理的要求以及房地產(chǎn)企業(yè)戰(zhàn)略布局的發(fā)展不相匹配,造成房地產(chǎn)項(xiàng)目實(shí)施過(guò)程中的重進(jìn)度輕質(zhì)量、工期拖延、應(yīng)急處理機(jī)制缺乏、項(xiàng)目延期交付、工程索賠多等問(wèn)題。 本文首先對(duì)珠光集團(tuán)項(xiàng)目管理現(xiàn)狀進(jìn)行分析,根據(jù)以往地產(chǎn)工程項(xiàng)目進(jìn)度管理經(jīng)驗(yàn),提出了進(jìn)度管理中存在重進(jìn)度輕質(zhì)量、預(yù)估工序工期過(guò)長(zhǎng)、工期計(jì)劃不能得到有效執(zhí)行、應(yīng)急處理機(jī)制缺乏、雙方“不信任合作”的問(wèn)題,并分別運(yùn)用組織行為學(xué)理論、博弈論理論等分析了存在以上問(wèn)題的原因。其次,本文結(jié)合房地產(chǎn)項(xiàng)目管理模式,在基于房地產(chǎn)企業(yè)全國(guó)戰(zhàn)略布局的發(fā)展趨勢(shì)下,以房地產(chǎn)企業(yè)的集團(tuán)公司—區(qū)域公司—項(xiàng)目公司的三級(jí)管控體系為管理模式框架,構(gòu)建了公園御景項(xiàng)目進(jìn)度管理體系：詳細(xì)闡述從項(xiàng)目工作結(jié)構(gòu)分解到項(xiàng)目進(jìn)度計(jì)劃制定的具體操作流程。結(jié)合項(xiàng)目的實(shí)際進(jìn)展,對(duì)項(xiàng)目進(jìn)度控制進(jìn)行了研究,在公園御景項(xiàng)目進(jìn)度控制中通過(guò)構(gòu)建實(shí)時(shí)動(dòng)態(tài)監(jiān)控體系來(lái)保證項(xiàng)目進(jìn)度目標(biāo)的實(shí)現(xiàn)。再次,針對(duì)進(jìn)度管理中存在的問(wèn)題,提出以組織保障、資源保障、技術(shù)保障和建立應(yīng)急預(yù)案來(lái)構(gòu)建科學(xué)有效的房地產(chǎn)項(xiàng)目進(jìn)度保障體系。最后,介紹了進(jìn)度管理的創(chuàng)新機(jī)制如績(jī)效考核機(jī)制、決策委員會(huì)機(jī)制、互利共贏戰(zhàn)略合作機(jī)制,并總結(jié)了公園御景項(xiàng)目在進(jìn)度管理過(guò)程中所取得的成效和不足,提出改進(jìn)建議。 論文研究表明,科學(xué)合理地制定項(xiàng)目進(jìn)度計(jì)劃,積極引進(jìn)先進(jìn)的進(jìn)度控制理念并嚴(yán)格執(zhí)行,以及借助各種有效的措施來(lái)保障,房地產(chǎn)工程項(xiàng)目的進(jìn)度目標(biāo)是能實(shí)現(xiàn)的。同時(shí),論文研究也促使自己樹(shù)立進(jìn)度管理理念,提高項(xiàng)目進(jìn)度管理水平,也能為從事項(xiàng)目管理的同行提供一些借鑒。
[Abstract]:The progress management of real estate project involves the quality management, cost and cash flow management, scope management, resource management and corporate image of the whole real estate development project. The project schedule management has become the core of project management. At present, in the process of project schedule management of Chinese real estate enterprises, the traditional experience management mode is still widely used. Lack of scientific and reasonable management concept and schedule management method system, which does not match with the requirements of China's real estate management model gradually standardized management and the development of the strategic layout of real estate enterprises. It causes some problems in the implementation of real estate projects, such as heavy progress and light quality, delay of construction period, lack of emergency handling mechanism, delay of project delivery, and many claims. In this paper, the current situation of project management in Zhuguang Group is analyzed firstly. According to the experience of schedule management of real estate project, the paper puts forward that the schedule management is heavy on progress and light on quality, the estimated working procedure is too long, and the project schedule can not be carried out effectively. The problems of lack of emergency management mechanism and "distrust and cooperation" between the two sides are analyzed by using organizational behavior theory and game theory respectively. Secondly, this paper combines the real estate project management model, and analyzes the reasons for the above problems. Based on the development trend of the national strategic layout of real estate enterprises, taking the three-level management and control system of the real estate enterprises' group company, regional company and project company as the management model framework, The project schedule management system of the park imperial view project is constructed: the detailed operation flow from the project work structure decomposition to the project schedule plan formulation is described in detail, and the project schedule control is studied in combination with the actual progress of the project. In the progress control of the park imperial view project, the real-time dynamic monitoring system is constructed to ensure the realization of the project progress goal. Thirdly, aiming at the problems existing in the schedule management, the paper puts forward the organization guarantee and the resource guarantee. Finally, the paper introduces the innovation mechanism of schedule management, such as performance appraisal mechanism, decision-making committee mechanism, mutual benefit and win-win strategic cooperation mechanism. The paper summarizes the achievements and shortcomings of the project in the process of schedule management, and puts forward some suggestions for improvement. The research shows that the progress goal of the real estate project can be achieved by making the project schedule scientifically and reasonably, introducing the advanced progress control idea and strictly implementing it, and ensuring the progress of the real estate project with the help of various effective measures. The research of this paper also urges oneself to set up the idea of schedule management, to improve the level of project schedule management, and to provide some reference for the peers engaged in project management.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TU722;F299.233.4

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