Course 1
Hou Lan "Best Practices in Project Management for Real Estate Engineering Developers"
1. Course Overview:
Real Estate Development It is a typical industry that uses projects as its profit model, but its management foundation is precisely based on projects as its management model. In an increasingly fierce competitive environment, managers must work hard to meet the company's accelerating development needs and increasingly stringent project target optimization requirements. They must also strive for innovative thinking, innovative organization, innovative management, and rapid improvement of management efficiency. In this sense, modern project management has always been a required professional course for our real estate company and every project manager.
Although China's real estate industry is still young, and although the management of Chinese real estate companies is still rough, many companies with excellent management have emerged in the industry. They are benefiting from the intensified competition and becoming the new kings of the competition.
As an important part of the country’s macro-control, China’s real estate industry is repeatedly facing unprecedented impacts and impacts. In addition to making timely strategic adjustments, accelerating management transformation, rapidly improving project management capabilities, and reducing cost increases, schedule delays, and quality decline caused by management are obviously the keys to building the core competitiveness of real estate companies. Under the double blow of policy and market, it has been proved undesirable to rely solely on "self-reliance" to slowly improve.
More importantly, for professional real estate developers, the rapidly expanding team of project managers often has insufficient performance capabilities to adapt to the rapid changes in the industry and the rapid expansion of the company. Having a professional team of senior engineering project managers is not only a need to sharpen one's skills on the job, but also a strategic requirement for the company's sustainable development.
The "Best Practices in Real Estate Engineering Project Management" course, from the perspective of developers and in response to the unique needs of the real estate industry, provides "application of modern project management to improve developer project performance under China's real environment" ” system solutions.
2. Applicable objects:
General managers, deputy general managers, project directors, financial directors, engineering directors, sales directors and other senior executives of real estate development companies, engineering departments, financial departments, Managers of the budget and final accounts department, contract and legal department, preliminary work department, purchasing department, human resources department and other functional departments, project managers, as well as professional managers, technical personnel and financial personnel of all functional departments and project teams.
3. Course duration: 3 to 5 days
4. Teaching method and training benefits:
Apply simulation training method and introduce real estate engineering project cases throughout the course During the whole process, all trainees, under the guidance of the instructor, are placed in a real project environment, fully participating and fully interacting from the developer's standpoint and perspective. The course will introduce a large number of best management practices in the industry, allowing trainees to truly understand the various problems and risks faced by the developer team during the entire process of real estate project construction, and under the leadership of the lecturer, try to use scientific management to solve them question.
Through this course, trainee companies and trainees will:
l Have the opportunity to experience how to apply the systematic theories, methods and tools of project management to the practice of specific engineering construction processes;
l Cultivate Scientific project management ideas, establish scientific project management awareness, and change the traditional extensive experience management status;
l Effectively manage and control project costs and construction progress;
l Effectively improve design quality and Construction quality;
l Effectively manage and control engineering contractors;
l Effectively manage and improve stakeholder relationships and reduce project conflicts;
l Effectively improve internal Communicate and strengthen the active participation of functional departments in the project;
l Effectively clarify department responsibilities and authorities and improve the internal cooperation of the team;
l Effectively manage and control process changes and system risks;
l The results of classroom practical simulation can be used as a basic template for the company's future actual project management work;
l It will guide company managers and trainees who are usually immersed in specific work, Combining industry best practices to think, summarize, and sublimate the company's project experience and lessons, laying the foundation for establishing the company's project management system and overall improving project management capabilities.
Course 2
Hou Lan "Study on Engineering Claims and Counter-Claim Cases"
1. Course Overview:
Claims in Engineering The issue of counter-claims has always been the focus of the financial game between Party A and Party B. Party B expects to gain profits or additional profits from the claim; while Party A expects counterclaims to control its budget. From the perspectives of Party A and Party B, this course uses rich case analysis to conduct a systematic discussion of relevant laws, regulations, contract management and common practical issues involved in claims and counterclaims in engineering projects.
2. Applicable industries and objects:
2.1 Project owners of various construction projects such as petrochemical, metallurgy, electric power, automobile, military industry, urban construction, municipal administration, railways, highways, real estate, etc. and its related departments and project management teams;
2.2 Project developers, builders, general contractors, project management companies in various industries and their design, supervision, cost, materials, construction and other types of project contractors suppliers and their relevant departments and project management teams;
3. Course duration: 2 days
4. Teaching methods and training benefits:
Lecturer teaching and interaction Combining exchanges, knowledge introduction and case studies. This enables trainees to fully master the principles, methods and techniques of claims and counter-claims, and improve their claims and counter-claim management capabilities.
Through this course, trainee companies and trainees will:
l Have the opportunity to fully understand the concepts of engineering claims and counterclaims and their specific applications in practice;
l Master modern claims management The core ideas and main theories to improve the ability to deal with various claims and counter-claims;
l Have the opportunity to understand a large number of application cases of engineering claims and counter-claims in practice, and improve the ability to manage claims;
l Master the main international and domestic laws and regulations related to claims management and improve legal awareness;
l Learn how to use laws and regulations to reduce errors, protect yourself and fight for the company’s legitimate rights and interests;
l Understand the writing and review of modern legal documents and business documents, and improve the level of contract management;
l Master the methods of using contracts and contract management to protect yourself and fight for the company's legitimate rights and interests;
l p>
l Experience how to apply claims management methods and tools to the practice of specific engineering claims process;
l Establish scientific claims management awareness, change the status quo of traditional extensive management, and improve the company's claim management level;
l Effectively improve the quality of the company's system management and reduce claims errors;
l Effectively manage and improve stakeholder relationships and reduce project conflicts;
l Effectively improve internal Communication and strengthen the active participation of functional departments in projects;
l will guide company managers and trainees who are usually immersed in specific work to think, summarize and sublimate our company's projects based on industry best practices Experience and lessons learned to lay the foundation for establishing your own claims management system.
Course Three
Hou Lan "Project Management Best Practices for Non-Project Managers"
1. Course Overview:
In each industry, project management has become the main management model for more and more project managers; however, modern project management is not just a patent for project managers;
In today's fierce competition and changing environment , project management has also become the management choice of more and more companies. Strong matrices and even weak matrices are widely used in many different organizations. No company or professional can stay outside the project.
For professionals with non-project management backgrounds, they are also encountering more and more personalized customer needs or more and more temporary and changeable work tasks from within the enterprise, as well as the difficulties encountered when participating in projects. All kinds of conflicts and confusions faced. In this sense, modern project management should also be a powerful tool in the hands of every professional facing a project.
2. Applicable industries and objects:
Companies in all industries such as manufacturing, engineering, IT, etc., different organizations such as banks and governments, as well as various functional departments and professional positions of these organizations.
3. Course duration: 3 to 5 days
4. Teaching method and training benefits:
This course is mainly taught by lecturers and supplemented by interactive discussions. , using real project cases around us and concise and vivid language, to help various professional organizations, professional departments, and professionals with non-project management backgrounds improve their knowledge structures, update concepts, innovate thinking, and cultivate compound talents.
Through this course, trainee companies and trainees will:
l Have the opportunity to fully understand projects and their management rules, and know how to actively participate in project management;
l Master the core ideas of modern project management , improve the ability to cope with various changes;
l Experience how to apply project management methods and tools to specific engineering process practices;
l Establish scientific project management awareness and change the traditional Current status of extensive experience management;
l Effectively improve design quality and construction quality;
l Effectively manage and improve stakeholder relationships and reduce project conflicts;
l Effectively improve internal communication and strengthen the active participation of functional departments in projects;
l Effectively clarify department responsibilities and authorities and improve the internal cooperation of the team;
l Effectively manage and control process changes and System risk;
l The results of the classroom practical simulation can be used as a basic template for the company's future actual project management work.
Course 4
Hou Lan "Best Practices in Project Management for Owners"
1. Course Overview:
Owner/Party A / The developer is the main investment entity of the project compared to the contractor. It is the owner and user of the project. Usually the owner is not good at the construction and management of the project. Many times he is a layman. Extensive management is still a problem in the industry. Common behavioral patterns.
But for engineering contractors as a whole, they are the producers of project products and experts in project management. The operation and management of project projects are their operating model and profit model.
The real problem is that the owner has to bear the overall investment and possible failure of the project, and also has to assume the functions of managing and controlling the project management experts; but the contractor does not care about the failure of the project investment, they He is only concerned about the completion of the partial contract that you entrusted and can bring him profit, even if he is the general contractor.
The owner already has a large number of talents from various engineering contractors. However, first of all, we should understand that the management goals, management content, values, etc. of Party A and Party B are different; Secondly, the gathering of a large number of different talents, whether it is management concepts or management methods, etc., has brought more uncertainty to the owners and their management. Many companies have become more confused and confused after introducing a large number of talents from Party B. ,
This course comprehensively analyzes owner management issues in engineering projects from the perspective of project investors/owners/party A/developer, including decision-making and authorization, organization and responsibility, schedule planning and implementation, Cost control, contractor selection, contract management in the project, construction site management, change control, use of supervision companies, internal department coordination between the project and the owner, conflicts of interests, management thinking, methods and control of the whole process up to acceptance and closing tool.
2. Applicable industries and objects:
Petrochemical, chemical industry, metallurgy, thermal power, nuclear power, power transmission and transformation, coal, cement, automobile, military industry, papermaking, machinery, electronics, tobacco , pharmaceutical and other manufacturing owner companies; various investment companies, development companies, construction companies, project management companies, general contracting companies, etc.; senior executives, functional department leaders and project management team members of the above companies.
3. Course duration: 3 to 5 days
4. Teaching method and training benefits:
2-stage implementation, application of Simulation Training Method ), engineering project cases are introduced throughout the course. Under the guidance of the lecturer, all trainees are exposed to the real project environment, fully participating and fully interacting from the standpoint and perspective of the owner/Party A. The course will introduce a large number of best management practices in the industry, allowing participants to update their concepts, innovate their thinking, and truly try out various problems and risks faced by Party A's managers during the entire process of engineering construction projects.
Through this course, Party A and its students will:
l Be familiar with and master the complete process, main management models, management methods and system ideas of engineering construction projects;
l Really establish Build your own professional engineering management team to greatly improve project investment efficiency;
l Have the opportunity to experience how to apply the systematic theories, methods and tools of project management to specific engineering practices;
l Learn to make scientific project plans to improve the effectiveness and feasibility of the plan;
l Effectively manage and control project costs
l Effectively manage and control construction progress;
l Effectively improve design quality and construction quality;
l Effectively manage and control engineering contractors;
l Effectively manage contract contracts;
l Effectively manage and improve stakeholder relationships to reduce project conflicts;
l Effectively improve internal communication and strengthen the active participation of functional departments in projects;
l Effectively clarify department responsibilities and authorities to improve Internal cooperation of the team;
l Effectively manage and control process changes;
l Effectively understand and control the overall risk of the project;
Course 5
Hou Lan's "PMP Pre-Exam Training"
1. Course Overview and Benefits:
Revolving around the theme of "How to Pass the PMP Exam", closely follow the changes in the exam, divided into two parts Each stage unfolds:
The first stage: PMP examination content and key points analysis, analysis of examination question types, explanation of examination characteristics and question-answering techniques.
The second stage: intensive simulation training and full real-life testing;
Through this course, trainee companies and students will:
l Fully understand the objectives and goals of the PMP exam Exam characteristics;
l Fully understand the question types, question volumes and question-setting ideas of the PMP exam;
l Fully grasp the key points and difficulties of the PMP exam;
l Comprehensive coverage of all knowledge points of the PMP exam;
l Dynamically updated PMP exam review content based on the latest PMI information;
l More than 1,000 of the latest all-real simulation test questions to ensure candidates’ experience Its context;
l Comprehensively study the core ideas, concepts and tools of modern project management, and master the essence of "PMBOK";
l Closely connect with the PMP exam without breaking away from project management practice , to ensure the real improvement of management capabilities.
2. Applicable industries and objects:
All industries, all candidates who want to pass the PMP certification exam in one go;
3. Course time: 7 to 8
The above series of courses have been successfully implemented in the following companies, and all can be customized by customers:
Germany Evonik Degussa, Sinopec Shanghai Gaoqiao Petrochemical, Sanyou Chemical Co., Ltd. , Luxi Chemical Industry Co., Ltd., Sinochem Group, Hong Kong Coastal Real Estate Group, Guangzhou Yihe Real Estate Group, Chongqing Xiexin Real Estate Group, Beijing Huaxia Jiye Group, Dalian Wanda Group, French Cainos Great Wall Special Cement Company, French Alstom Engineering companies, Sinovel Wind Power Group Co., Ltd., Huaming Group, State Grid Corporation of China, China Hydropower Engineering Ninth Bureau, China Railway Engineering Eleventh Bureau, Chengdu Xingcheng Investment Company, Chengdu Lisen Building Materials Group, Hubei Coal Investment Company, Xuzhou Mine Service Group, Yunnan Weixin Yuntou Energy Company, Anhui Tobacco Company, Fiberhome Communications, Zhejiang Telecom, and Xinjiang Telecom.