中国房地产项目阶段划分探讨  

A Study on the Phases Division of Real Estate Project Life Cycle in China

作　　者：阳波[1] 强茂山[1] 李果[1] 王佳宁[1] 

机构地区：[1]清华大学项目管理与建设技术研究所,北京100084

出　　处：《重庆建筑大学学报》2007年第3期132-135,共4页Journal of Chongqing Jianzhu University

基　　金：国家自然科学基金委员会;二滩水电开发有限责任公司雅砻江水电开发联合研究基金重点项目(50539130)

摘　　要：为增强企业集成资源的能力和执行项目的效率,近年来大量大中型房地产企业从文化、组织、项目价值链等方面探索建立规范的项目管理体系,其中合适的项目阶段划分是规范化管理的基础。本研究在文献调研和企业观察的基础上,从项目管理角度提出了中国房地产项目的六阶段划分方法。这种划分方法与企业的实际部门划分有较好的对应关系。通过对50多个房地产开发企业的调研表明,这种阶段划分得到了认可。Recently,many large and medium-sized real estate companies in China have attempted to construct a standard project management system regarding project culture,organization and value chain,to enhance their ability of integrating resources and effectively delivering projects. An appropriate definition of project phases is ta^e base of standard management for these enterprises. According to the existed literature and the observation of some real estate companies,a Six-Phase （SP） approach is presented. The method standardizes real estate project in China by dividing a project life cycle into six phases. A case study shows that the six phases correspond appropriately with those suggested by the departments of four real estate companies. An industry survey by means of questionnaire has also been conducted. The respondents,most of which are the CEOs from 50 real estate companies in China,agreed that this approach is reasonable and acceptable.

关 键 词：项目阶段 项目生命期 矩阵型组织 项目管理 房地产企业 

分 类 号：F293.33[经济管理—国民经济]