联系我们

论文查询结果	返回搜索

论文编号：	10756
作者编号：	2120162860
上传时间：	2018/12/10 9:53:03
中文题目：	YL房地产公司多项目运营管理策略研究
英文题目：	A Research on Multi-project Operation Management of YL Company
指导老师：	华志忠
中文关键字：	房地产公司；运营管理；质量控制；成本管理；风险规避
英文关键字：	real estate company; operation management; quality control; cost management; risk avoidance
中文摘要：	自2017年，国内的房地产政策进一步加紧，市场环境复杂多变，这对于地产开发商项目运营的能力提出了新的挑战：土地成本居高不下；销售价格上限被锁定；开发商中间利润进一步被压缩。为在激烈竞争的市场中获得一席之地，地产开发商必须通过强化自身的运营管理能力，加快开发速度，达到改善资金运转率，提升资本使用效率，最终提升业绩的目标。 YL公司之前的直线式和职能式组织结构中资源配置、信息传递和绩效评估等都是以职能部门为单位展开的，这就很容易产生各部门目标不一致，矛盾无法协调。具有较强专业性的员工倾向于用自己的专业术语去与相关部门沟通，这更加大了相关部门间的协作难度。随着公司规模的扩大，企业管理范围的增加，管理资源的内、外部矛盾频发，此时对于资源的合理利用和配置便成为解决矛盾的关键所在。本文利用房地产运营重点要素展开分析，从质量管理、成本控制、风险管理及组织结构优化等方面进行尝试解决多项目管理中频发的问题。通过制订公司质量管理手册以及详细的成本采购流程来保障产品质量和控制整体开发成本，再利用组织结构变革及人力资源考核、激烈制度的设置来解决多项目开发中的矛盾，最终实现资源优化的结果。 本论文从YL天津分公司角度，探讨了大型综合性房地产在当下经济、政治环境下如何运用项目管理相关理论进行多项目管理活动。以YL集团天津分公司为例来进行多项目管理的关键问题探讨，旨在为我所工作的房地产公司尝试提供一套高效的多项目运营管理流程，从房地产企业站在整体战略的角度选择合适的开发项目，建立符合企业运营发展的组织结构，实现多项目运营的整体计划与资源优化，从而提高公司整体对多项目运营管理意义的深入理解和水平上的提高，最终实现企业规模和综合实力的快速成长。 第一章为绪论，概述所研究内容的背景和现实意义，并做多项目运营管理相关的包括项目管理、项目全生命周期管理、利益相关者等理论回顾，从研究的思路与框架及主要问题来引出研究相应的研究方法。 第二章为YL公司多项目运营管理的现状和管理特性分析，介绍了YL公司的发展历史与经营现状，并阐述了YL公司多项目管理的内涵。通过讨论管理维度及业务特性的基础上，提出YL公司存在的质量问题、成本风险及公司组织结构的相关问题。YL公司2004年进入天津市场，经过十几年的深耕发展在天津地区树立良好口碑的同时也收获了一批粉丝，但公司清晰的战略规划并没有形成，同时成本失控风险也存在一定的可能性。 第三章从多项目运营的质量的把控重点和分层管理等角度来探讨YL公司多项目的战略管理与质量控制。从企业战略的高度出发，合理规划各项目的需求进行有效整合，力求使各项目实施在统一的战略平台上实现企业总体效益最大化。 且多项目运营管理与单一项目管理不同，其中最大的区别在于多项目管理的范围大、情况复杂所以需要多层级的职能管理模式，提升工作效率避免重复工作，其中总公司对大的指导方针进行把握，而各项目公司要负责具体职能要求的执行和落地。 第四章从多项目管理成本管理难点开始对YL公司与多项目的成本管理风险控制进行分析。提倡“大成本规划”与企业整体发展战略相匹配，清晰管控模式，将目标成本体系和预算管理体系制度化，抓住成本关键点发挥应有的企业风险管理作用。YL公司在多区域、多种混合业态开发形势下建立起明确的成本计划体系意义重大，在建立成本运营系统中要注意：第一，保证全部项目合适的开发顺序并控制综合建设成本；第二，各项目间的信息传递与共享对公司管理效率至关重要，帮助企业高管缕清管理思路，有效解决项目间的矛盾和问题；第三，最终要让有限的资源规划至最关键的项目节点，使得成本、进度、质量三大管理要素协调。只有搭建完善的成本运营管理体系，才可以真正对企业多项目运营管理起到防范作用。 第五章为YL公司与多项目运营管理的组织结构优化的详细展开及优化方案的设计。为公司制定科学的多项目管理制度和步骤，建立适合YL发展水平的项目管理办公室，将企业内外部有限的资源进行整体规划和最大化的利用，也使得各项目间、项目与职能部门间反复出现无法调和的矛盾得以解决，还能将项目发生的问题进行有效预判将管理经验复制到各个项目以提高管理效率和成功率。 结语部分对全文管理分析方法和结论进行总结，对有待深入研究的部分进行阐述说明。以YL公司为代表的房地产企业面临着众多项目而资源有限的情况，在房地产微利市场环境下如何跨越不同区域完成资源调配及有效监控来实现企业战略目标是本公司面临急需解决的问题。本论文通过项目管理的相关理论、方法的学习，对公司现存的管理问题进行分析和梳理。近年来随着房地产市场开发环境越加恶劣、竞争更加激烈，公司的成本控制问题变得尤其重要，同时面临的挑战也更多。虽然全员已经参与到全面预算和合约规划的工作中，每个月份还会开展总经理会议进行月度预算申报，但员工对于成本控制这项工作的理解度不够深入，以至于机械的完成合同及付款的财务申报而非明确此项工作的战略位置。公司应从上至下建立起成本控制的环境，提高全员对控制重要性的重视程度，并从单一的项目成本管控中解放出来，从公司战略整体层面制定成本计划和进度计划，加强相关方法的学习、科学工具的使用，学习标杆企业的管理经验，加强对员工的实操工作培训，全面提高员工的成本管控意识和水平。最后通过有效的组织机构变革，在公司战略层面的指挥监管中心，侧重在整个市场竞争过程中对于优势资源的挖掘和整合，利用资源的积累和整合拉升企业的整体效益。
英文摘要：	Since 2017, the real estate policy has been further tightened, and the market environment has been complex and changeable in China, so that the project operation ability of the real estate developers is challenged: the land costs stay at a high level; the sales price ceiling is limited; and the intermediate profits of the developers are further reduced. In order to earn a place in the fiercely competitive market, the real estate developers must accelerate their development speed by strengthening their own operation capabilities in order to achieve the goal of improving the running rate of capitals, increasing the use efficiency of capitals and ultimately improving the performance. This article analyzes the key elements of operations on real estate, trying to solve the problem often occurring in multi-project management from the view of quality management, cost controlling, risks dealing with, the organizational structure optimization and so on. It is said that people can ensure product quality and control overall development cost by making the company’s quality management handbook and detailed procedure of purchase cost, and people can resolve conflicts occurring in multi-project development by using innovation of organization structure, human resource assessment and the setting of the fierce system, which can ultimately achieve the resource optimization. In this paper, from the perspective of YL Branch in Tianjin, it discusses how to use project management theory to carry out multi-project management activities in large-scale comprehensive real estate under the current economic and political environment. By taking The Branch of YL Group in Tianjin as an example, the key issues of multi-project management are discussed in order to provide an efficient multi-project operation and management process for the real estate company I work for. From the perspective of overall strategy, real estate enterprises should choose appropriate development projects, establish an organizational structure in line with the operation and development of enterprises, realize the overall plan and resource optimization of multi-project operation, so as to improve the company's overall understanding and level towards the significance of multi-project operation and management, and ultimately achieve the rapid growth for the scale and comprehensive strength of the enterprises. In the first chapter, it is the introduction, which summarizes the background and practical significance of the research content, and reviews the theories related to multi-project operation management, including project management, project life cycle management, stakeholders and so on. At the same time, the corresponding research methods are drawn out from the thinking and framework of the study as well as the main problems. In the second chapter, it is the analysis of the current situation and management characteristics of YL Company's multi-project operation management, which introduces the development history and management status of YL Company, and expounds the connotation of multi-project management of YL Company. On the basis of discussing the management dimension and business characteristics, it puts forward the problems related to quality, cost risks and organizational structure of YL Company in this paper. Since YL Company's entering into the Tianjin market in 2004, it has experienced for more than ten years of intensive cultivation and development, which thus has established a good reputation in Tianjin area and has also gained a number of fans. However, the company's clear strategic plan has not been formed, and the risk of cost runaway is also possible to happen at the same time. In the second chapter, it discusses YL Company's multi-project strategic management and quality control from the point of view of quality control focus and hierarchical management of multi-project operation. By starting from the height of enterprise strategy, it should rationally plan the needs of various projects and integrate them effectively so as to maximize the overall benefits of enterprises on a unified strategic platform. The multi-project operation management is different from single project management, in which the biggest difference is that the scope of multi-project management is large and the situation is complex, so multi-level functional management mode is needed to improve work efficiency and avoid duplication of work. What's more, the headquarters of company should grasp the big guidelines, and the branch companies should be responsible for the implementation and landing of specific functional requirements. In the fourth chapter, the multi-project cost management risk control of YL Company is analyzed from the difficulties in cost management of multi-project management. It should advocate the matching of "big cost planning" with the overall development strategy of enterprises, clarify the management and control mode, institutionalize the target cost system and budget management system, seize the key point of cost, and give full play to the role of enterprise risk management. It is of great significance for YL Company to establish a clear cost planning system under the development situation of multi-regional and multi-mixed formats. There are something important needing to be noticed when establishing a cost operation system. First, it should ensure the proper development sequence of all projects and control the cost of comprehensive construction. Second, information transmission and sharing among projects is very important to the efficiency of company management, which can help executives to clarify management ideas, so as to effectively solve contradictions and problems among projects. Third, the limited resource should be distributed to the most critical project node, so that the cost, schedule and quality of the three major management elements can coordinate with each other. Only by setting up a perfect cost operation management system can it really play a preventive role in multi-project operation and management of enterprises. In the fifth chapter, it is the detailed extension of organizational structure optimization of YL company and multi-project operation management as well as the design of optimization scheme. As a result, it establishes a scientific multi-project management system and procedures for the company, establishes a project management office suitable for the development level of YL, as well as makes overall planning and maximizes the use of limited resources inside and outside the enterprise. It also solves the irreconcilable contradictions between projects, between project and functional department, which can also effectively predict the problems of projects and copy management experience to projects, so as to improve the management efficiency and success rate. In the last chapter of the paper, it summarizes the analysis methods and makes conclusion of management, and elaborates on the parts to be further studied. Real estate enterprises represented by YL Company are facing with many projects which have limited resources. Under the circumstance of low-profit real estate market, how to complete resource allocation and effective monitoring across different regions to achieve the strategic objectives of enterprises is an urgent problem for the company to solve. Through the study of the related theories and methods of project management, it analyses and combs the existing management problems of the company in this paper. In recent years, with the development environment of the real estate market getting worse and worse and the competition becoming more and more fierce, the cost control problem of the company has become particularly important, which also needs to face more and more challenges at the same time. Although the whole staff has participated in the overall budget and contract planning, the general manager meeting will be held every month for the monthly budget declaration. In addition, the staff's understanding of cost control is not deep enough, so that it leads to the mechanical completion of the contract and payment of financial statements, rather than making them clear the strategic position of this work. The company should establish a cost control environment from top to bottom, so as to enhance the awareness of the whole staff for the importance of control. It should liberate from a single project cost control, develop cost plans and progress plans from the overall level of corporate strategy, strengthen the learning of relevant methods and the use of scientific tools. What's more, it should learn the management experience of benchmarking enterprises, strengthen the practical training of employees, so as to comprehensively improve the awareness and level of cost control of employees. Finally, through effective organizational reform, it focuses on the exploitation and integration of advantageous resources in the whole market competition in the company's command and supervision center with strategic level by the use of resources accumulation and integration to enhance the overall efficiency of enterprises.
查看全文：	预览  下载(下载需要进行登录)