Hou Lan's Best Practice of Real Estate Developers' Project Management
1, course overview:
Real estate development is a typical project-based profitable industry, but its management foundation is precisely the project-based management model. In the fierce competitive environment, managers must also strive for innovative thinking, innovative organization, innovative management, and rapidly improve management efficiency to meet the company's ever-accelerating development needs and increasingly stringent project objective optimization requirements. In this sense, modern project management has always been a professional compulsory course for our real estate company and every project manager.
Although China's real estate industry is still young and the general management of China's real estate companies is still rough, there have been many well-managed companies in the industry, who are benefiting from the intensified competition and becoming the new kings in the competition.
As an important part of national macro-control, China real estate industry is facing unprecedented impact and influence. In addition to timely strategic adjustment, accelerating management transformation, rapidly improving project management ability and reducing cost increase, schedule delay and quality decline caused by management are obviously the keys to building the core competitiveness of real estate enterprises. Under the double blow of policy and market, it has been proved that it is not advisable to rely on "self-reliance" to improve slowly.
More importantly, for professional real estate developers and the rapidly expanding team of project managers, their performance ability is often not enough to adapt to the rapid changes in the industry and the rapid expansion of the company. And having a professional team of senior project managers is not only the need of sharpening the knife and cutting wood by mistake, but also the strategic requirement of the company's sustainable development.
The course "Best Practice of Real Estate Project Management" provides a systematic solution of "applying modern project management to improve developers' project performance" from the perspective of developers, aiming at the unique needs of the real estate industry and in the realistic environment of China.
2. Applicable object:
Senior executives such as general manager, deputy general manager, project director, financial director, engineering director and sales director of real estate development company, managers of functional departments such as engineering department, finance department, budget and final accounts department, contract legal department, preliminary work department, purchasing department and human resources department, project managers and professional managers, technicians and financial personnel of various functional departments and project teams.
3. Course duration: 3-5 days.
4, teaching methods and training benefits:
Using simulation training method, real estate project cases are introduced throughout the process. Under the guidance of the lecturer, all the students are exposed to the real project environment, and fully participate and interact from the standpoint and angle of the developer. The course will introduce a large number of industry best management practices, so that students can truly understand the various problems and risks faced by the developer team in the whole process of real estate engineering construction, and try to solve the problems with scientific management under the guidance of lecturers. Through this course, companies and trainees will:
L have the opportunity to experience how to apply the systematic theory, methods and tools of project management to the practice of specific engineering construction process;
L Cultivate scientific project management ideas, establish scientific project management awareness, and change the status quo of traditional extensive experience management;
L Effectively manage and control the project cost and construction progress;
L effectively improve the design quality and construction quality;
L effective management and control of engineering contractors;
L Effectively manage and improve stakeholder relations and reduce project conflicts;
L Effectively improve internal communication and strengthen the active participation of functional departments in the project;
L effectively define the responsibilities and authority of each department and improve the cooperation within the team;
L Effectively manage and control process changes and system risks;
The results of classroom simulation can be used as a basic template for the actual project management of the company in the future;
L will guide the company managers and trainees who are immersed in specific work on weekdays to think, summarize and sublimate the company's project experience and lessons in combination with industry best practices, so as to lay the foundation for establishing the company's project management system and improving the overall project management ability.
Course 2
Case analysis of Houlan engineering claim and counterclaim
1, course overview:
Engineering claims and counterclaims have always been the focus of the financial game between Party A and Party B. Party B expects to get profits or extra profits from the claims; And Party A expects counterclaim to control the budget for itself. From the perspective of Party A and Party B, this course systematically discusses the relevant laws and regulations, contract management and common practical problems involved in claims and counterclaims in engineering projects with rich case analysis.
2. Applicable industries and objects:
2. 1 Project owners of petrochemical, metallurgical, electric power, automobile, military, urban construction, municipal, railway, highway, real estate and other construction projects and their relevant departments and project management teams;
2.2 Engineering developers, construction agents, general contractors, project management companies and their design, supervision, cost, materials, construction and other engineering contractors and their relevant departments and project management teams in various industries;
3. Course duration: 2 days
4, teaching methods and training benefits:
Lecturer's teaching is combined with interactive communication, knowledge introduction is combined with case analysis. Make students fully master the principles, methods and skills of claim and counterclaim, and improve the management ability of claim and counterclaim. Through this course, companies and trainees will:
L have the opportunity to fully understand the concepts of engineering claims and counterclaims and their specific applications in practice;
Master the core ideas and main theories of modern claim management, and improve the ability to deal with various claims and counterclaims;
L have the opportunity to know a large number of application cases of engineering claims and counterclaims in practice, and improve the claim management ability;
Master the main international and domestic laws and regulations on claim management, and improve legal awareness;
L Learn how to use laws and regulations to reduce mistakes, protect yourself and strive for the legitimate rights and interests of the company;
L understand the writing and auditing of modern legal documents and business documents, and improve the level of contract management;
Master the methods of contract and contract management to protect themselves and strive for the legitimate rights and interests of the company;
L Experience how to apply the methods and tools of claim management to the practice of specific engineering claim process;
L Establish scientific claim management consciousness, change the status quo of traditional extensive management, and improve the company's claim management level;
L Effectively improve the quality of company system management and reduce claim errors;
L Effectively manage and improve stakeholder relations and reduce project conflicts;
L Effectively improve internal communication and strengthen the active participation of functional departments in the project;
L will guide the company managers and trainees who are immersed in specific work on weekdays, think, summarize and sublimate our company's project experience and lessons in combination with industry best practices, and lay the foundation for establishing their own claim management system.
Course 3
Best practices of project management for non-project managers
1, course overview:
In various industries, project management has become the main management mode of more and more project managers; However, modern project management is not only the patent of project managers;
In today's fierce competition and changeable environment, project management has become the management choice of more and more companies. Strong matrix or even weak matrix is widely used in many different organizations, and no company or professional can stay out of the project.
For professionals with non-project management background, they also encounter more and more personalized customer needs or more temporary and changeable tasks from within the enterprise, as well as various conflicts and confusions when participating in the project. In this sense, modern project management should also be a sharp weapon in the hands of every professional facing the project.
2. Applicable industries and objects:
Companies in manufacturing, engineering, IT and other industries, banks, governments and other different organizations, as well as various functional departments and professional positions of these organizations.
3. Course duration: 3-5 days.
4, teaching methods and training benefits:
This course is mainly taught by lecturers, supplemented by interactive discussions. With real project cases and concise and vivid language, we will help all kinds of professional institutions, departments and professionals with non-project management backgrounds to improve their knowledge structure, update their concepts, innovate their thinking and cultivate compound talents. Through this course, companies and trainees will:
L have the opportunity to fully understand the project and its management rules and know how to actively participate in project management;
Master the core idea of modern project management and improve the ability to cope with various changes;
L Experience how to apply project management methods and tools to the practice of specific engineering processes;
L Establish scientific project management consciousness and change the present situation of traditional extensive experience management;
L effectively improve the design quality and construction quality;
L Effectively manage and improve stakeholder relations and reduce project conflicts;
L Effectively improve internal communication and strengthen the active participation of functional departments in the project;
L effectively define the responsibilities and authority of each department and improve the cooperation within the team;
L Effectively manage and control process changes and system risks;
The results of classroom actual combat simulation can be used as the basic template for the actual project management of the company in the future.
Course 4
Hou Lan's Best Practice of Owner's Project Management
1, course overview:
The owner/Party A/developer is the main investor and the owner and user of the project relative to the contractor. Usually, the owners are not good at project construction and management, and they are often laymen. Extensive management is still a common behavior mode in the industry.
But for the engineering contractors as a whole, they are producers of project products and experts in project management, and project operation management is their operation mode and profit mode.
The real problem is that the owner should bear the overall investment and possible failure of the project, and at the same time assume the function of managing and controlling the project management experts; But the contractor doesn't care if the project investment fails. They only care about completing the local contract entrusted by you and bringing him profits, even if he is the general contractor.
The owner also has a large number of talents of engineering contractors, but first of all, we must understand that the management objectives, management contents and values of Party A and Party B are different. Secondly, the gathering of a large number of different talents, whether in management concepts or management methods, has just brought more uncertainty to the owners and their management. Many companies are more confused and at a loss after introducing a large number of talents from Party B,
From the perspective of project investors/owners/Party A/developers, this course comprehensively analyzes the problems of owner management in engineering projects, including management ideas, methods and tools of decision-making and authorization, organization and responsibility, schedule planning and implementation, cost control, contractor selection, contract management in projects, construction site management, change control, use of supervision companies, coordination between projects and owners' internal departments, conflicts among stakeholders, acceptance and closing.
2. Applicable industries and objects:
Owners of ownership modeling in petrochemical, chemical, metallurgical, thermal power, nuclear power, power transmission and transformation, coal, cement, automobile, military industry, papermaking, machinery, electronics, tobacco and medicine; Various investment companies, development companies, construction companies, project management companies, general contracting companies, etc. Senior executives, functional department heads and project management team members of the above companies.
3. Course duration: 3-5 days.
4, teaching methods and training benefits:
Two-stage implementation, simulation of the application of training methods, the introduction of engineering project cases in the whole process, all students under the guidance of lecturers, in the real project environment, from the standpoint and angle of the owner/Party A, fully participate and fully interact. The course will introduce a large number of best management practices in the industry, so that students can update their concepts, innovate their thinking and truly try all kinds of problems and risks faced by Party A's managers in the whole process of engineering construction projects. Through this course, Party A's company and its students will:
L Familiar with and master the complete process, main management modes, management methods and system ideas of engineering construction projects;
L truly establish your own professional engineering management team, greatly improving the efficiency of project investment;
L Have the opportunity to experience how to apply systematic theories, methods and tools of project management to concrete engineering practice;
Learn to make a scientific project plan to improve the effectiveness and feasibility of the plan;
L effective management and control of engineering costs
L Effectively manage and control the construction progress;
L effectively improve the design quality and construction quality;
L effective management and control of engineering contractors;
L effective management of contracts;
L Effectively manage and improve stakeholder relations and reduce project conflicts;
L Effectively improve internal communication and strengthen the active participation of functional departments in the project;
L effectively define the responsibilities and authority of each department and improve the cooperation within the team;
L Effectively manage and control process changes;
L effectively understand and control the overall risk of the project;
Lesson 5
Hou Lan's PMP Pre-test Training
1, course overview and benefits:
Focusing on the theme of "how to pass the PMP exam", closely following the changes of the exam, it is divided into two stages:
The first stage: PMP exam content and key analysis, analysis of examination questions, and explanation of exam characteristics and answering skills.
The second stage: strengthen simulation training and full-truth testing;
Through this course, companies and trainees will:
L fully understand the test objectives and test characteristics of PMP;
L fully understand the types, quantities and ideas of PMP questions;
L fully grasp the key points and difficulties of PMP examination;
L comprehensively cover all knowledge points of PMP exam;
L dynamically update the review content of PMP exam according to the latest information of PMI;
L More than 65,438+0,000 latest simulated test questions are trained to ensure that candidates are experienced;
L comprehensively study the core ideas, concepts and tools of modern project management and master the essence of PMBOK;
L Closely contact the PMP exam, and at the same time keep in touch with the actual project management to ensure the real improvement of management ability.
2. Applicable industries and objects:
Candidates who want to pass the PMP certification exam at one time in all industries;
3. Course duration: 7-8 days.
The above series of courses have been successfully implemented in the following enterprises and can be customized by customers:
Evonik Degussa, Sinopec Shanghai Gao Qiao Petrochemical, Sanyou Chemical Co., Ltd., Luxi Chemical Co., Ltd., Sinochem Group, Hong Kong Coastal Real Estate Group, Guangzhou Yihe Real Estate Group, Chongqing Xiexin Real Estate Group, Beijing Huaxia Foundation Group, Dalian Wanda Group, France Kainos Great Wall Special Cement Company, France Alstom Engineering Company, Huarui Wind Power Group Co., Ltd., Huaming Group, State Grid Group, China Hydropower Ninth Engineering Bureau, China Railway Engineering Eleventh Bureau, Chengdu Xingcheng Investment Company, Chengdu Li Sen Building Materials Group, Hubei Coal Investment Company, Xuzhou Mining Group, Yunnan Weixin Yuntou Energy Company, Anhui Tobacco Company, Fiberhome Communication, Zhejiang Telecom and Xinjiang Telecom.