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

【摘要】：房地產(chǎn)工程項目的進(jìn)度管理因涉及到整個房地產(chǎn)開發(fā)項目的質(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)形象等問題,而使得項目進(jìn)度管理成為項目管理的核心。目前中國房地產(chǎn)企業(yè)的項目進(jìn)度管理過程中,仍普遍采用傳統(tǒng)的經(jīng)驗管理模式、缺乏科學(xué)合理的管理理念和進(jìn)度管理方法體系。這與中國房地產(chǎn)經(jīng)營管理模式逐漸規(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)項目實施過程中的重進(jìn)度輕質(zhì)量、工期拖延、應(yīng)急處理機(jī)制缺乏、項目延期交付、工程索賠多等問題。 本文首先對珠光集團(tuán)項目管理現(xiàn)狀進(jìn)行分析,根據(jù)以往地產(chǎn)工程項目進(jìn)度管理經(jīng)驗,提出了進(jìn)度管理中存在重進(jìn)度輕質(zhì)量、預(yù)估工序工期過長、工期計劃不能得到有效執(zhí)行、應(yīng)急處理機(jī)制缺乏、雙方“不信任合作”的問題,并分別運用組織行為學(xué)理論、博弈論理論等分析了存在以上問題的原因。其次,本文結(jié)合房地產(chǎn)項目管理模式,在基于房地產(chǎn)企業(yè)全國戰(zhàn)略布局的發(fā)展趨勢下,以房地產(chǎn)企業(yè)的集團(tuán)公司—區(qū)域公司—項目公司的三級管控體系為管理模式框架,構(gòu)建了公園御景項目進(jìn)度管理體系：詳細(xì)闡述從項目工作結(jié)構(gòu)分解到項目進(jìn)度計劃制定的具體操作流程。結(jié)合項目的實際進(jìn)展,對項目進(jìn)度控制進(jìn)行了研究,在公園御景項目進(jìn)度控制中通過構(gòu)建實時動態(tài)監(jiān)控體系來保證項目進(jìn)度目標(biāo)的實現(xiàn)。再次,針對進(jìn)度管理中存在的問題,提出以組織保障、資源保障、技術(shù)保障和建立應(yīng)急預(yù)案來構(gòu)建科學(xué)有效的房地產(chǎn)項目進(jìn)度保障體系。最后,介紹了進(jìn)度管理的創(chuàng)新機(jī)制如績效考核機(jī)制、決策委員會機(jī)制、互利共贏戰(zhàn)略合作機(jī)制,并總結(jié)了公園御景項目在進(jìn)度管理過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)合理地制定項目進(jìn)度計劃,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保障,房地產(chǎn)工程項目的進(jìn)度目標(biāo)是能實現(xiàn)的。同時,論文研究也促使自己樹立進(jìn)度管理理念,提高項目進(jìn)度管理水平,也能為從事項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)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：TU722;F299.233.4

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