Integrated management of real estate projects?

Integrated management of real estate projects 2010 August 21June 19:36 I. What is integrated management?

Integrated management, later called integrated management, overall management and so on. However, no matter how the name changes, its management content has basically not changed, that is, all aspects of the project have been integrated into a coordinated whole.

Speaking of this, I want to talk about my views on the management behavior of project management in the United States. The management thought of Personal Feeling Project Management College is divided into two parts. One is about project management behavior, that is, the start, planning, execution, monitoring and closing of the project I mentioned earlier. This part focuses on what actions we should take when managing a project, what purpose these actions should achieve, and the relationship between these actions. The other part is about how to manage a project, which is the nine knowledge systems of the project that I will talk about from today. In addition to these two parts, the management thought of project management institute also emphasizes a systematic problem. In other words, whether it is the project itself or the project management, as a project management team, we must have systematic ideas and not let the project and project management be in a fragmented state. Therefore, integrated management appears here, and its function is to unify the knowledge of various management fields into a systematic management achievement under the systematic requirements of the project. This is exactly what integrated management should accomplish.

Second, the comprehensive management of the real estate industry.

In the real estate industry, integration needs to be carried out at two levels-the design level of project life cycle and the level of various knowledge fields of project management.

1, project life cycle design

The design of project life cycle depends on the following aspects: the characteristics of real estate industry, the characteristics of the company itself and the characteristics of the project itself. A good project life cycle design is to combine the above three characteristics to the greatest extent at the same time. For example, according to the characteristics of the real estate industry itself, a real estate project generally goes through several stages, such as land acquisition, project planning, product design, manufacturing, sales and after-service Generally speaking, the above-mentioned stages are carried out in sequence, but for a specific project, the above-mentioned stages may overlap, that is, before the work of the previous stage is finished, the latter stage will start ahead of schedule in a quick follow-up manner. This is generally influenced by the characteristics of the project itself and the characteristics of the development company, the main body of the project development. When the preliminary work of a project is perfect, such as the land consolidation is in good condition and the conditions of the project meet the future market positioning of the development company, there is no possibility of modifying the preliminary work; Also, when the main developer-real estate development company has rich experience in the early development of similar products, a more active and faster follow-up method can be considered in the whole life cycle design of such projects.

In addition, different real estate companies will have different internal working procedures when operating real estate projects. For example, some real estate companies strictly abide by the stage division of conceptual design, scheme design, preliminary design and construction drawing design in the design stage, but some real estate companies prefer to make the work results of scheme design to a certain depth between scheme design and preliminary design, and then directly enter the construction drawing design. Therefore, a good project manager must pay attention to the management behavior characteristics of the enterprise itself when carrying out similar design.

As can be seen from the above, although they are all real estate development projects, due to different projects and different developers, the life cycle of the projects will be different. In other words, we can't find a fixed method to solve the product life cycle through a process design. We can only make a reference work model and formulate a work standard to a certain extent. Then, according to the characteristics of the project and the special requirements of the enterprise, the project manager designs the project life cycle that meets the specific requirements. But because it can't be static, the design results will be different every time, and the relationship between each stage is different. In order to make the follow-up work go smoothly, it is necessary to ensure the organic connection of each stage, not only to ensure its clear context, but also to make it interlocking without breaking or overlapping.

There is also a hierarchical problem in life cycle design, which is project-subproject-stage. My work habit is to treat the work that needs to be outsourced and has a contractual relationship as a sub-project of the project.

The difference between subproject management and project stage management lies in that, first of all, subprojects appear because a certain job of real estate development requires special professional skills and professional qualifications, which the real estate enterprises themselves do not have. Therefore, real estate enterprises need to seek social resources with corresponding technical capabilities and qualifications to complete this work. Secondly, for the management of subprojects, we are more concerned about whether the work results of subprojects meet our requirements. However, many professional jobs related to real estate have long working periods and require a lot of manpower and material resources. In order to avoid unnecessary losses, we will also set some stages for subprojects and review the results of the stages. However, there are some differences between the stage setting of subprojects and the stage setting of the work directly implemented by real estate companies. The phase setting of subprojects is more about reviewing the phase results at the end of the phase. The work directly implemented by real estate companies not only needs to review the results of each stage, but also needs the relevant personnel to make careful arrangements for each stage. For example, the design of real estate projects requires social resources with design ability and design qualification, such as architectural design and electromechanical design. Therefore, the real estate development project will have a design sub-item. In order to avoid major rework of design results (design drawings), in addition to dividing design work into scheme design, preliminary design and construction drawing design according to relevant government administrative licensing procedures, many real estate companies will add some process audits in the scheme design stage, but in practice, real estate companies need to complete the work of obtaining relevant government administrative licensing (although development companies will also use some social resources to assist in the completion, from the legal subject and specific operation, these tasks still need to be completed by real estate companies themselves). These tasks include obtaining planning opinions, detailed planning for construction, planning permits, etc. When performing these tasks, the relevant staff of the real estate development company will not only review the results of the stage, but also arrange the activities in the stage in detail.

In view of the above differences, when managing subprojects, as a development company, we should pay more attention to identifying and determining the work content, acceptance criteria, delivery time, completion time of intermediate results, standards and methods for auditing intermediate results, working relationship between subprojects and other projects, and what kind of social resources can complete these tasks. For the work that the real estate company needs to carry out by itself, it is necessary not only to set the results that should be submitted at each stage, but also to set in detail the specific activities to submit these results, what resources need to be mobilized within the company to complete these activities, and the relationship between these tasks and other tasks and other subprojects.

In short, at the beginning of the project, the real estate company should first make clear what deliverables are needed to complete the project, then describe the deliverables and determine the acceptance criteria and procedures for the deliverables. Among the determined deliverables, it is also necessary to determine which ones were completed through external procurement and which ones were completed by themselves, so as to determine the sub-project composition of the project. Further determine the logical relationship between these subprojects and work results. The above work can well complete the design of life cycle, that is, the division of project stages. Lay a good foundation for keeping the project systematic.

2. Integrate the work plans in all fields of project management.

The above work is only a foundation to ensure the systematization of project development, but to ensure the systematization of project work and coordinate the various resources involved in project development (including internal resources and external resources of the company), we need to complete another integration work-integrating work plans in various fields!

If the design of project life cycle needs to pay attention to the connection of each stage, so as to ensure that it is a complete and efficient system, then the integration in the field of project management is more complicated.

The School of Project Management believes that the management of a project should be carried out from the following aspects: first, scope: what work we need to complete and what results we need to submit in order to complete a project; The second is time: that is, how long it may take us to complete a project; Third, quality: in order to ensure that the project conforms to the previous agreement, what standards should our achievements and work meet; Four costs: how much money do we need to invest in order to complete the project; Fifth, human resources: what kind of people do we need to complete this project; The sixth is procurement; What items do we need to buy in order to complete the project? Seventh, communication: what information do we need to collect and publish in order to ensure that the project is carried out according to the pre-determined relevant requirements; Eight is risk: what risks we may encounter when implementing this project, and what countermeasures we have. For a project, only when these aspects are well coordinated can the project proceed smoothly.

Compared with other industries, real estate projects are more complicated. On the one hand, the current real estate project management is wrongly positioned in the project management, and it is not managed from the whole project. The various stages of the project are artificially separated from each other by the division of departmental functions, and few people can control the overall development of the project, resulting in uncoordinated work of all parts and some unnecessary contradictions and conflicts. On the other hand, at present, real estate project management pays more attention to time, cost and procurement management, but little or no necessary management is carried out in other aspects. Even the above three aspects are rarely coordinated, the cost can not be divided by time, and the procurement can not be well connected with the cost. Therefore, the current real estate project management still needs to be improved and improved in many aspects. Let's talk about integrated management in the planning (planning) stage.

(1), integrated management in planning (planning) stage.

How do we know that a project team can be competent for the development of a project? Based on his previous performance? I think, in the end, we can judge whether the team can make us trust and whether the project manager is competent through the planning of our upcoming project. Because it can be seen from the plan they prepared, the project team's understanding of the project to be managed, the rational use of past experience, and the understanding of the particularity of the project.

In addition, the development plan should be clearly understood by all the people and organizations involved in the project without involving trade secrets. Only in this way can the project be systematized at the organizational level.

It can be seen that planning is a concrete means to ensure the system of the project.

The project plan will cover many aspects of the project work, such as work scope, completion time, work cost, personnel arrangement, procurement and so on. For large projects, these plans are likely to be completed by different people. Even for small projects, the project manager will complete the planning work alone. If these plans are not coordinated into a whole in the end, there will probably be contradictions and disunity between them. Therefore, in the final stage of project planning, all plans must be coordinated, so as to integrate the plans into a coordinated and unified project plan.

In the integration of plans, the most important thing is to check whether various plans are unified in the work structure decomposition, so as to avoid the uncoordinated use of various plans due to different work breakdown structures. For example, if the construction scheme in the time plan decomposes the ventilation duct into horizontal duct installation, vertical duct installation and various equipment installation on each floor, then if it is decomposed only according to the diameter of the air duct in the cost plan, the caliber of the two schemes will be different, which will bring trouble to the subsequent planning and tracking.

In addition to unifying the work breakdown structure, it is also necessary to unify the depth of various plans. Due to the complexity and one-off of real estate development projects, real estate project management will be carried out at different levels. In order to ensure work efficiency, the plan should also be hierarchical, that is, different management levels need different in-depth plans. Too detailed planning not only increases the planning time, but also affects the efficiency of high-level planning review. Therefore, the depth of planning needs to meet the needs of the main body of audit plan. Because there are plans with different preparation depths, it is required that all kinds of plans submitted to the same management should be unified in preparation depth.

(2) Comprehensive management in the implementation stage

The integrated management in the planning process was discussed above. In the process of implementation, integrated management is mainly embodied in that all actions of the project team must proceed from the whole project to avoid paying too much attention to one work and ignoring other work. This requires the local leaders of the project team to have the leadership ability of coordination and unity, and be good at dealing with various conflicts and contradictions.

(3) Comprehensive management in the process of project monitoring

In the integrated management, we should pay special attention to the integrated management in the process of project monitoring. First of all, only approved changes must be implemented! This is very important. Based on my personal experience, it is also the most prone to problems in real estate development. Often, many changes are implemented without the audit of relevant personnel. There are even cases where changes are implemented without review. After the change is approved, there will also be problems in information release, and some relevant personnel have not got the change information. For example, in the construction process, design changes and construction negotiations are easy to occur due to design or other reasons, and most of these changes and negotiations have nothing to do with sales, but there are also design changes and construction negotiations that will affect delivery standards. If the sales team is not consulted for the relevant changes that affect sales, or to say the least, the approved changes are not informed to the sales team, then the consequences can be imagined. In order to avoid similar situations, it is necessary to formulate a reasonable change approval process.

(4) Comprehensive management after the project.

After the completion of the project, comprehensive management is equally important, because the overall evaluation of the project-post-project evaluation is also very important for the future development of an enterprise. Experience, especially the enterprise's own experience, is particularly important for enterprises.

To sum up, integrated management is to ensure that all the work of a real estate project is coordinated from the beginning to the end. If integrated management is done well, rework, delay, lag and unnecessary conflicts will be avoided to the greatest extent. Although it takes some time, cost and human resources in management, the development cycle of a real estate project is as short as 2 or 3 years, and as long as 5 or 6 years or even longer. From this perspective, it is worth making more efforts to avoid the loss caused by disharmony.