Series of Courses on Real Estate Project Management

Course 1

Hou Lan, "Best Practices in Project Management for Real Estate Project Developers"

1, Course Overview:

Real estate development is a typical project-based profit-making industry, but the basis of his management is also precisely a project-based management model. In the ever-intensifying competitive environment, managers to meet the company's accelerating development needs as well as increasingly stringent project target optimization requirements, must strive for the same innovative thinking, innovative organization, innovative management, and rapid improvement of management efficiency. In this sense, modern project management has always been a must 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 in general is still rough, many companies with excellent management have emerged in the industry, and they are benefiting from the increased 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 influences. In addition to making timely strategic adjustments, accelerating management transformation, rapidly improving project management capabilities, and reducing cost increases, schedule delays, and quality degradation brought about by management are obviously the keys to building the core competitiveness of real estate enterprises. And under the double blow of policy and market, relying only on "self-reliance" to slowly improve has proved to be undesirable.

More importantly, for professional real estate developers, the fast-expanding team of project managers is often not competent enough to adapt to the rapid changes in the industry and the company's rapid expansion. And having a professional team of senior project managers is not just a necessity, but also a strategic requirement for the company's sustainable development.

The Real Estate Project Management Best Practices course provides a systematic solution for "applying modern project management to improve the performance of developers' projects" in China's real-world environment by addressing the unique needs of the real estate industry from the perspective of developers.

2. Objects:

General managers, deputy general managers, project directors, financial directors, engineering directors, sales directors and other executives of real estate development companies, managers of functional departments such as the Engineering Department, the Finance Department, the Budget Department, the Contract and Legal Department, the Preliminary Work Department, the Purchasing Department, the Human Resources Department, project managers and professional managers of all functional departments and project teams, technical and financial personnel.

3, course time: 3 ~ 5 days

4, teaching methods and training benefits:

Application of simulation training method, the introduction of real estate project cases throughout the course of the whole course, all the participants in the instructor's guidance, in the real project environment, in the developer's position and perspective, the full participation, full interaction. The course will introduce a large number of best management practices in the industry, so that trainees can truly experience the whole process of real estate construction, the developer team to face a variety of problems and risks, and under the leadership of the instructor, try to solve problems with scientific management. Through this course, the trainee companies and students will:

l have the opportunity to experience how to apply the systematic theories, methods and tools of project management to the specific engineering construction process;

l cultivate the scientific project management ideas, establish the awareness of scientific project management, and change the status quo of the traditional sloppy experience management;

l effectively manage and control the project cost and construction progress;

l Effectively improve the quality of design and construction;

l Effectively manage and control the project contractors;

l Effectively manage and improve the relationship between the stakeholders and reduce the project conflict;

l Effectively improve the internal communication and strengthen the active participation of the functional departments in the project;

l Effectively clarify the departmental responsibilities and authorities and improve the internal cooperation of the team;

l Effectively clarify the responsibility and authority of the department and improve the internal cooperation of the team;

l Effective management of the project management system

l Effectively manage and control process changes and system risks;

l The results of the classroom simulation can be used as a template for the company's actual project management work in the future;

l It will guide the company managers and participants, who are buried in their specific work on weekdays, to think about, summarize, and sublimate the company's experience and lessons learned from their projects in the light of the industry's best practices, which will help to establish the company's project management system and improve the overall quality of the company's project management system. This course will help them to establish the company's project management system and improve the overall project management capability.

Course 2

Hou Lan, "Engineering Claims and Counter-Claims Case Study"

1, Course Overview:

Claims and counter-claims in the project have always been the focus of the financial game between the A and B parties. Party B expects to gain profit or extra profit from the claim; while Party A expects to control the budget for itself by counter-claim. This course is a systematic discussion of the laws, regulations, contract management and common practical issues related to claims and counterclaims in engineering projects from the perspective of Party A and Party B respectively, with rich case studies.

2. Applicable industries and targets:

2.1 Petrochemical, metallurgy, electric power, automobile, military, urban construction, municipal, railroad, highway, real estate and other types of construction project owners and their related departments and project management team;

2.2 various industries, project developers, construction agents, general contractors, project management companies and their design, supervision, cost, materials, construction and other types of engineering contractors and their design, supervision, cost, materials, construction and other types of engineering contractors.

3, Course Duration: 2 days

4, Teaching Methods and Training Benefits:

The lecturer combines lecturing with interactive exchanges, and the introduction of knowledge with case studies. It enables the trainees to fully grasp the principles, methods and techniques of claims and counterclaims, and to improve the ability of claims and counterclaims management. Through this course, trainee companies and participants will:

l have the opportunity to fully understand the concepts of engineering claims and counter-claims and their specific applications in practice;

l master the core ideas and main theories of modern claims management, and improve the ability to respond to various claims and counter-claims;

l have the opportunity to learn about a large number of engineering claims and counter-claims in practice and improve the ability of claims management;

l have the opportunity to learn about a large number of engineering claims and counter-claims in practice and application cases

l Know the main international and domestic laws and regulations related to claims management, and improve the legal awareness;

l Learn how to utilize the laws and regulations to reduce the mistakes, protect yourself and fight for the company's legitimate rights and interests;

l Understand the writing and reviewing of the modern legal and commercial documents, and improve the level of contract management;

Reduce claim errors;

l Effectively manage and improve the relationship between stakeholders and reduce project conflicts;

l Effectively improve internal communication and strengthen the active participation of functional departments in the project;

l Will lead the company managers and participants, who are buried in the specific work on weekdays, to think about, summarize, and sublimate our company's experience and lessons learned from projects in the context of industry best practices, and lay the foundation of establishing their own claim management system. The course will provide a foundation for establishing your own claims management system.

Course 3

Hou Lan, "Best Practices in Project Management for Non-Project Managers"

1, Course Overview:

In various industries, project management has become the main management mode for more and more project managers; however, modern project management is not only the patent of project managers;

In today's competitive and changing environment, project management has also become the main management mode for more and more project managers. However, modern project management is not just for project managers;

In today's highly competitive and changing environment, project management has also become the management choice of more and more companies, and strong and even weak matrices are widely used in many different organizations, so that no company or professional can be left out of the project.

For professionals who do not have a project management background, they are also confronted with more and more individualized customer needs or more and more temporary and changing tasks from within the company, as well as various conflicts and confusions when participating in projects. In this sense, modern project management should be in the hands of every project-facing professional.

2, applicable industries and objects:

Manufacturing, engineering, IT and other companies in all industries, banks, government and other different organizations, as well as the functional departments of these organizations, the various professional positions.

3, the course time: 3 to 5 days

4, the mode of delivery and training benefits:

This course is based on the lecturer's lectures, supplemented by interactive discussions, with real project cases around us, concise and vivid language, to help all kinds of non-project management background of professional organizations, professional departments, professionals to improve the structure of knowledge, update the concept of innovative thinking, and training of Composite talents. Through this course, the trainee companies and trainees will:

l have the opportunity to fully understand the project and its management rules, and know how to take the initiative to participate in the project management;

l master the core ideas of modern project management, and improve the ability to cope with a variety of changes;

l experience how to apply the project management methods and tools to the specific engineering process practice;

l establish the scientific project management awareness, and change the traditional project management methods and tools. The results of the classroom simulation can be used as a basic template for the company's future practical project management work.

Course 4

Hou Lan, "Project Management Best Practices for Owners"

1, Course Overview:

Owners / A / developers are relative to the contractor in terms of the main investment in the project works, is the owner of the project works and the user, usually the owners do not specialize in the construction of the project works and its management, and in many cases, is a layman, rough management is still a common mode of behavior in the industry. is still the industry's common mode of behavior.

But for the engineering contractors as a whole, they are the producer of the project products and its project management experts, the operation and management of the project works, is their mode of operation and profit model.

Can the reality of the problem is that the owner is responsible for the overall investment and possible failure of the project works, at the same time to take on the management and control of the function of project management experts; can the contractor on the project investment failure does not care, they are only concerned about you entrusted to be able to give him the profit of the completion of that part of the contract, even if he is the general contractor.

Owner side also has a large number of contractors from the engineering side of the various types of talent, but, first of all, we should understand that the management objectives of Party A and Party B, management content, values and so on are not the same; Secondly, a large number of different talents gathered, whether it is the management concepts or methods of management and so on, precisely to the owner and its management brings more uncertainty, many companies in the introduction of a large number of Party B talent, but on the contrary, even more uncertain. After the introduction of a large number of B-side talent, on the contrary, more chaotic and confused,,

This course from the project investor/owner/a/developer's point of view, a comprehensive analysis of engineering projects related to the owner's management issues, 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, the use of the Supervision Company, the project and the owner of internal departmental coordination, the use of the project, the use of the supervision company, the project and the owner of the project. Project and the owner of internal departmental coordination, stakeholder conflict, until acceptance, closing and other whole process control management thinking, methods and tools.

2. Applicable industries and objects:

Petrochemical, chemical, metallurgy, thermal power, nuclear power, power transmission, coal, cement, automobile, military, paper, machinery, electronics, tobacco, medicine and other ownership modeling owner companies; all kinds of investment companies, development companies, construction companies, project management companies, general contracting companies; the above company's senior executives, functional department leaders and project management Team members.

3, course time: 3 ~ 5 days

4, teaching methods and training benefits:

2 stages of implementation, the application of simulation training method (Simulation Training Method), the introduction of engineering projects throughout the course of the whole process of the course, all the participants in the guidance of the instructor, in the real project environment, to the owner / A position and perspective, the project management team. All participants will be guided by the instructor, put into the real project environment, and participate in the course from the position and perspective of the owner/party A, with full participation and interaction. The course will introduce a large number of best management practices in the industry, so that participants update their concepts, innovative thinking, real attempts to the whole process of engineering and construction projects, Party A managers face a variety of problems and risks. Through this course, the A-side company and its students will:

l Familiarize with and master the complete process of engineering construction projects, the main management mode, management methods and systematic ideas;

l Really establish their own professional engineering management team, and greatly improve the efficiency of the project investment;

l Have the opportunity to experience how to apply the systematic theories of project management, methodology and tools to specific engineering practice;

l Have the opportunity to experience how to apply the systematic theories of project management, methodology and tools to Specific engineering practice;

l Learn to do project planning scientifically, improve the effectiveness and feasibility of the plan;

l Effective management and control of project costs

l Effective management and control of construction progress;

l Effective improvement of the quality of the design and quality of the construction;

l Effective management and control of engineering contractors;

l Effective management of contracting contracts;

l Effective management of contracting contracts;

l Effective management of contracting contracts;

l Effective management of contracting contracts Effective management of contracting contracts;

l Effective management and improvement of stakeholder relationships to minimize project conflicts;

l Effective improvement of internal communication and active participation of functional departments in the project;

l Effective clarification of departmental responsibilities and authorities to improve internal teamwork;

l Effective management and control of process changes;

l Effective Recognize and control the overall risk of the project;

Course 5

Hou Lan "PMP pre-test training"

1, course overview and benefits:

Centered on the theme of "how to pass the PMP exam", closely tracking the changes in the examination, in two stages:

The first stage: PMP exam content and focus on analysis, analysis of the examination question types, explain the characteristics of the examination and answering skills.

Phase 2: intensive simulation training, full test;

Through this course, trainees and students will:

l fully understand the objectives of the PMP exam and the characteristics of the exam;

l fully understand the PMP exam question types, questions and question ideas;

l fully grasp the key points of the PMP exam, the difficulties;

l comprehensive coverage of the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, the PMP exam, and the PMP exam.

l Comprehensive coverage of all knowledge points of the PMP exam;

l According to the latest information on PMI, dynamically updated PMP exam review content;

l More than 1,000 of the latest full simulation questions training, to ensure that the candidates experience;

l Comprehensive study of the core ideas, concepts, and tools of modern project management, to grasp the essence of the PMBOK;

l Closely linked to the PMP exam, the PMP exam is the first of its kind in the world, and the PMP exam is the only one of its kind in the world, with the PMP exam. >

l Closely linked to the PMP exam, while not detached from the project management practice, to ensure real improvement of management capabilities.

2. Applicable industries and objects:

All industries, all candidates who wish to pass the PMP certification exam in one go;

3. Course duration: 7-8 days

The above series of courses have been successfully implemented in the following enterprises, and can be customized by the customers:

Evonik Degussa (Germany), Shanghai Gaogaoqiao Petrochemical Company, Sanyou Chemical Co. Sinopec Shanghai Gaoqiao Petrochemical Company, Sanyou Chemical Company, Lusi Chemical Company, 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, Kainos Great Wall Special Cement Company, France, Alstom Engineering Company, France, Sinovel Group, Huaming Group, State Grid Corporation, China Hydroelectric Engineering Nine, China Railway Engineering Eleven. Ltd., Chengdu Xingcheng Investment Company, Chengdu Lisen Building Materials Group, Hubei Coal Investment Company, Xuzhou Mining Group, Yunnan Weixin Yuntou Energy Company, Anhui Tobacco Company, Fiberhome Communications, Zhejiang Telecom, Xinjiang Telecom.