Keywords: PMO；; Project management; Multi-project management; Real estate enterprise
China library classification number: F270.7 document identification number: a.
I. Introduction
Under the situation that the state constantly regulates the real estate industry, the real estate industry in China has formed a pattern that many large real estate groups compete with each other. Based on abundant funds, the real estate group makes full use of its strong integration and marketing capabilities, comprehensively develops multiple projects, implements large-scale operation with the image of a well-known brand, increases market share, enhances the market competitiveness of enterprises, and realizes the scale growth of the group. In order to achieve the established strategic goals, group enterprises need to develop a number of different projects at the same time. Not only must each project meet the requirements of investment, quality, progress and sales, but the ultimate goal of the enterprise can only be achieved after all projects are completed. Multi-project management will face many problems that can not be solved by single project management technology, such as changeable market policies, cost pressure and rapid changes in market demand. If real estate enterprises want to grow and develop in the fierce market competition, they must improve the overall management level of all projects within the enterprise, establish a scientific enterprise project management system, and make strategic planning for all projects from the enterprise level. However, while developing multiple projects, there are still many problems to be solved in the management of multiple projects.
Second, the real estate group enterprise project management status
Most of the work of real estate enterprises is carried out in the form of projects, and project management is implemented. The management method of engineering project management has been introduced into China for 30 years. Through continuous research, promotion and practice, the domestic engineering project management level has developed rapidly and has been fully applied in real estate enterprises. However, compared with foreign advanced engineering project management technology, in addition to the immature external environmental conditions of Chinese enterprises, the following problems generally exist in multi-project management of domestic real estate enterprises:
1. Conflict between project manager and functional manager. In the process of project management of real estate enterprises, the conflict between project managers and functional managers is the most common phenomenon, which is also a common phenomenon in enterprises with project management. Project managers often complain that their projects are not strongly supported by functional managers, and they do not get enough personnel and technical support. Functional managers often complain that project managers interfere too much with employees in their functional departments. Moreover, when encountering problems, the project manager and the functional manager will pass the buck and wrangle with each other. At the same time, the project staff are often caught between the project and the functional manager, and they don't know who to listen to.
2. Unable to solve the problem effectively in real time. Due to the particularity of real estate development projects, it is difficult for us to make an accurate guess about the future according to the existing situation, and it is normal for the project to deviate from the actual plan in the implementation process. The crux of the problem lies in whether the project manager can find this deviation in time and take control measures, or make reasonable modifications to the original plan according to the actual situation. Due to various systems and the quality of managers, in the process of multi-project management, we often find that the project implementation deviates from the plan, but it has not been corrected or improved in time. Finally, the project failed to achieve the expected goal, and even got a failed outcome.
3. Over-reliance on scale expansion and lack of enterprise standard system. At present, most real estate development enterprises in China are carrying out crazy scale expansion. However, most real estate enterprises in China do not pay enough attention to training talents, establishing an efficient organizational structure and formulating standard procedures and systems for project management.
Because high-quality project managers and efficient teams are the guarantee of providing high intelligence and professional technical management services, and are the core factors of project management, the success of a project development is often linked to the ability of project managers and project management teams. A good project manager or team can develop a real estate and achieve great success, but another project manager or team may not be able to achieve this achievement, which is unfavorable for enterprises to expand business volume, seize market share and sustain development.
In addition, if there is no special department to sort out, summarize and summarize the process, experience and lessons of project development, and formulate and improve the project management process and system of enterprises, project experience will not accumulate and form the management system of enterprises. Once the team is dissolved and the talents quit, the relevant experience will be lost, which is extremely unfavorable to the long-term development and experience accumulation of the enterprise.
4. Pay attention to the achievements of individual projects and ignore the overall interests of enterprises. In the process of multi-project management of real estate, it is often seen that different projects compete for human, financial and material resources of enterprises. Every project manager will try his best to compete for the resources of the enterprise for the smooth completion of his own project. Sometimes, even if such resources are temporarily unavailable in their own projects, project managers will actively strive for resources in their own projects. This kind of competition for resources by project managers reduces the efficiency of enterprise resource utilization and even causes waste of resources. These behaviors seriously hinder the realization of the overall organizational goals and interests of enterprises. Therefore, the success of a single project is not the best choice for the whole enterprise. Enterprises need to spend a lot of energy on the coordination and integration of multiple projects, especially how to allocate resources between projects. At present, real estate development projects usually have a long cycle, and different resources need to be invested in different stages. In order to give full play to the utility of various resources, it is necessary to dispatch funds and personnel in time according to the characteristics and needs of each project, and finally maximize the benefits of the whole enterprise by coordinating the schedule and resource allocation of each project. In the case of small enterprises, the number of projects is relatively small, and the requirements for coordination between projects are not very high. Enterprise leaders can take the overall situation into account and effectively coordinate and command. However, with the increase of the number of projects, the development of scale and the expansion of the region, the overall management of various projects by leaders will be insufficient.
Third, PMO related knowledge
Project Management Office (PMO) originated from the late 1950s to the early 1960s. In the early days, the role of the project management office was to manage contractors and also the center of customer communication. Its main function is to formulate a series of standards for the project and guide the project. In the 1990s, when people realized that the success of a project should be managed at the organizational level, the project management office, as the permanent organization of the organization, took on the work of organization and project management more and more, and realized the strategic objectives of the organization through the implementation of various projects.
Project management office is the core department to improve the project management ability of enterprises. According to the project management knowledge system recognized by the industry, we should formulate a project management process suitable for enterprises, cultivate project management human resources, establish a project management information system, provide management guidance for specific projects, and help organizations manage multiple projects, so as to ensure the success rate of projects and effectively implement the organizational strategy of enterprises.
Fourthly, the role of project management office in real estate development enterprises.
People have only studied PMO theory and its application in practice for about ten years. Therefore, both the name of this organizational unit and the role it plays are different in different industries and enterprises. For real estate development enterprises, the role of PMO in enterprise development can be described from the following two levels.
1. For a single development project, PMO can make each project more professional and more effective. According to the characteristics of real estate development project management, PMO establishes unified standards, processes, templates and specifications, and integrates them into the company's daily management process, and constantly improves the templates and processes according to practical experience, which not only improves the maturity of enterprise project management, but also reduces the influence of project manager or team's ability on project management results, and ensures the overall quality of services provided by enterprises to the greatest extent.
According to the characteristics of standardized management process and system of real estate enterprises, PMO can determine the knowledge and ability required by high-performance project managers or managers, so as to adjust the training to a targeted standardized course that can meet the corporate culture and management system, and provide suitable project managers and managers for the project.
Real estate development projects have the characteristics of wide coverage, strong professionalism, great personality differences and long project cycle, and even excellent project management talents have limitations. PMO can participate in the management of various projects in the company, summarize and share the experiences of different projects, summarize and refine the lessons and historical data of existing projects, establish public databases and knowledge bases, form reusable resources, and facilitate the reuse of successful experiences, thus enabling the projects to be better implemented.
2. From the company level, PMO can improve the overall performance of enterprises. Because PMO is independent of various functional departments, it can coordinate and allocate resources across departments. Therefore, in terms of personnel and funds, PMO can make comprehensive allocation from the perspective of the whole enterprise according to the priority of the project and the availability of resources to achieve the overall goal of the enterprise. In addition, PMO can also monitor the implementation of all projects, analyze the resource allocation of each project, and allocate resources in time.
The complex and changeable market environment makes the real estate project development and management activities increasingly complicated. Without the full cooperation of the project department and functional departments, no project can be easily successful. With the continuous development of real estate development enterprises, it is more and more common to develop multiple projects at the same time. The requirements for the coordination level among functional departments, project departments and functional departments have also increased rapidly. In most real estate enterprises, personnel management, information transmission and performance appraisal are all based on departments/projects, so it is easy for departments/projects to have inconsistent goals and uncoordinated work. The process of each project is hidden in the functional system of each department, which is artificially divided into several pieces and becomes a fragmented task flow. There are disjointed conflicts between tasks, and the phenomenon of mutual buck-passing among departments is common, which affects the maximization of the benefit of the whole enterprise. PMO can be used as the information center of project management, establish a project management information platform, uniformly handle the information of various departments/projects, and ensure effective communication and coordination between functional managers and project managers.
Verb (abbreviation of verb) conclusion
PMO is the center of internal project management, the key department to improve the ability of project development, planning, construction management and sales, and the necessary condition for enterprises to realize multi-project management and project team management. Real estate development enterprises can establish different forms of project management offices according to different needs, and optimize and improve the project management offices in different periods, so that they can become builders of enterprise standardized project management system, internal coordinators and supporters of enterprise strategic decision-making, so that enterprises can continue to grow and develop in the fierce market competition.
(Author: 1. Chongqing University School of Construction Management and Real Estate; 2. School of Mechanics and Civil Engineering, China University of Mining and Technology)
Main references:
[1] Translated by Harold Kozner Yang Aihua, etc. Project management-systematic method of planning, progress and control [M]. Beijing: Electronic Industry Press, 2004.
[2] Crauford Kent. Translated by Dai Lian. Project management office solution [M]. Beijing: Electronic Industry Press, 2004.
[3] Yin Yilin, Zhou Pei. PMO-a new form of enterprise multi-project management organization [J]. Journal of Harbin University of Commerce (Social Science Edition), February 2008.
[4] Guo Bin. How enterprises apply PMO[J]. Project Management Technology, 2004.5.
To adopt. Oh, thank you.