本文選題：房地產(chǎn)業(yè)　切入點(diǎn)：項(xiàng)目管理　出處：《西安科技大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來，隨著我國經(jīng)濟(jì)的快速發(fā)展，城市建設(shè)日新月異，我國的房地產(chǎn)業(yè)得到高速發(fā)展，在改善民生、增加國民收入、擴(kuò)大就業(yè)、城市建設(shè)等領(lǐng)域房地產(chǎn)行業(yè)發(fā)揮了重要作用；然而由于我國各地經(jīng)濟(jì)發(fā)展不平衡，地區(qū)差異較大，且我國房地產(chǎn)行業(yè)的開發(fā)主體是中小型的民營企業(yè)，管理水平參差不齊，差異明顯。管理水平較低、經(jīng)驗(yàn)型管理占主體是我國房地產(chǎn)行業(yè)普遍存在的問題，未能形成規(guī)范化和標(biāo)準(zhǔn)化的管理體系，從而制約了我國房地產(chǎn)行業(yè)的整體發(fā)展。 本文首先對(duì)我國房地產(chǎn)開發(fā)國內(nèi)外規(guī)范化管理情況進(jìn)行了研究，其次從項(xiàng)目管理、房地產(chǎn)項(xiàng)目管理、項(xiàng)目規(guī)范化管理理論和我國中小型房地產(chǎn)開發(fā)企業(yè)的組織結(jié)構(gòu)和項(xiàng)目開發(fā)管理模式進(jìn)行了探討，并選取深圳CFG大廈項(xiàng)目開發(fā)管理為研究對(duì)象，分別從項(xiàng)目的準(zhǔn)備階段、開發(fā)過程管理、保修管理等三個(gè)方面進(jìn)行規(guī)范化研究，，突出管理過程的標(biāo)準(zhǔn)化、制度化和流程化，期望為新形式下的中小型房地產(chǎn)開發(fā)企業(yè)的規(guī)范化管理作出有益的探討。 通過對(duì)CFG房地產(chǎn)項(xiàng)目開發(fā)規(guī)范化管理研究，本文得出結(jié)論：中小型房地產(chǎn)企業(yè)可以通過對(duì)國家和地方現(xiàn)行的房地產(chǎn)及建筑工程設(shè)計(jì)與施工驗(yàn)收規(guī)范、法規(guī)、規(guī)定等進(jìn)行研究，并借鑒其它成功的大型房地產(chǎn)開發(fā)公司成熟的經(jīng)驗(yàn)，也可以建立起適合自身規(guī)模和發(fā)展戰(zhàn)略的標(biāo)準(zhǔn)化管理文件，建立一整套適合本企業(yè)發(fā)展的房地產(chǎn)開發(fā)規(guī)范化管理體系。
[Abstract]:In recent years, with the rapid development of our economy and the rapid development of urban construction, the real estate industry of our country has been developing at a high speed, which has played an important role in improving people's livelihood, increasing national income, expanding employment, urban construction and other fields of real estate industry. However, due to the imbalance of economic development in various parts of our country, there are great regional differences, and the main body of the real estate industry in our country is small and medium-sized private enterprises, the management level is uneven, the difference is obvious, and the management level is relatively low. Experiential management is a common problem in China's real estate industry, which has failed to form a standardized and standardized management system, thus restricting the overall development of China's real estate industry. In this paper, we first study the domestic and international standardized management of real estate development in China, and secondly, from the project management, real estate project management, The project standardization management theory and the organization structure and project development management mode of the small and medium-sized real estate development enterprises in China are discussed. The project development management of Shenzhen CFG Building is selected as the research object, respectively from the preparation stage of the project. This paper studies the standardization of development process management and warranty management, emphasizes the standardization, institutionalization and flow of the management process, and expects to make a beneficial discussion for the standardization management of small and medium-sized real estate development enterprises under the new form. Based on the research on the standardization management of CFG real estate project development, this paper draws a conclusion that small and medium-sized real estate enterprises can study the current national and local real estate and construction engineering design and construction acceptance standards, regulations, regulations, etc. With reference to the mature experience of other successful large real estate development companies, we can also set up standardized management documents suitable for their own scale and development strategy, and set up a set of standardized management system of real estate development suitable for the development of their own enterprises.
【學(xué)位授予單位】：西安科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F299.233.4

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本文編號(hào)：1603626