海外房建项目大总包模式成功要素研究  

Research on Critical Success Factors for Main Contracting Model of Overseas Housing Construction Projects

作　　者：王运宏[1,2] 郑俊萍 唐文哲[1,2] 蔡劲秋 沈巍麟 WANG Yunhong;ZHENG Junping;TANG Wenzhe;CAI Jinqiu;SHEN Weilin(Institution of Project Management and Construction Technology,Tsinghua University,Beijing 100084,China;State Key Laboratory of Hydroscience and Engineering,Tsinghua University,Beijing 100084,China;Country Garden Co.,Ltd,Foshan 528300,China)

机构地区：[1]清华大学项目管理与建设技术研究所,北京100084 [2]清华大学水沙科学与水利水电工程国家重点实验室,北京100084 [3]碧桂园控股有限公司,广东佛山528300

出　　处：《建筑经济》2020年第1期35-40,共6页Construction Economy

基　　金：国家自然科学基金项目“长江流域水电开发利益相关方合作管理及决策支持系统研究”(51579135)

摘　　要：探讨大总包模式的内涵,建立项目管理模式选择模型和项目管理模式成功要素体系,并以马来西亚某房地产项目为例,从业主的视角出发,研究中国房地产企业在海外项目中应用大总包模式进行项目管理的成功要素。结果表明,业主应选择具有有较强管理能力和丰富大总包经验的总包单位和总包项目经理;通过明确合同要求,合理进行合约分判和引入激励机制来优化合同设计;与总承包商和顾问建立基于信任的长期合作伙伴关系,以共同应对项目内部变化和外部风险。This paper discusses the connotation of main contracting model,establishes the selection model of project management mode and the success factor system of project management model,and takes a real estate project in Malaysia as an example,from the perspective of the owner,studies the success factors of Chinese real estate enterprises applying the main contracting model to project management in overseas projects.The results show that the owner should select the general contractor and the general contractor project manager with strong management ability and rich experience in general contracting;optimize the contract design by clarifying the contract requirements,reasonably carrying out contract classification and introducing incentive mechanism;establish a long-term partnership based on trust with the general contractor and consultants to jointly cope with the internal changes and external risks of the project.

关 键 词：大总包模式 成功要素 项目管理模式 国际工程 合同设计 

分 类 号：F426[经济管理—产业经济]