Multi project management model and management efficiency of real estate group

The more projects, the less efficient they become.

Search real estate management model.

Multi-project management model and management efficiency of real estate group

At present, in the real estate industry, many enterprises have strong strength in terms of brand strength, financial strength, development experience and popularity, and have gradually changed from a single project operation mode to a multi-project operation mode. Judging from the current development status of the enterprise, the development momentum is strong and the prospects are optimistic. However, due to changes in the real estate market and changes in the scale of enterprises, enterprises are not as smooth as in the past in terms of management and market response.

As a result, business leaders are overwhelmed by the increased workload, exhaustion, slowing down the development of individual projects, and increasing management costs. In the past, the company had little capital and inexperienced personnel, but the project was running quite well. Nowadays, the conditions are ripe in all aspects, but the speed of development is much less than before.

What is the reason for this situation? Almost all the large companies that have developed have been spared the "multi-project development syndrome" of private real estate enterprises.

1. Problem analysis.

The author believes that the main problem is that in the real estate industry, in the past, a single business owner had both decision-making power and execution power. The result of this dual power integration is high work efficiency, strong adaptability to the market, and fast development. As a result, the company has performed well in the entrepreneurial stage and has accumulated a lot of development experience.

Nowadays, after the development and growth of the enterprise, the scale of the enterprise has expanded, and multiple projects are running at the same time. However, the inertia of the work of enterprise leaders has led to the change of the scale of the enterprise, but the management mode and management method have not changed. Business leaders continue to operate on a single project, taking a hands-on approach to everything, often resulting in a lot of work, tight schedules, and under-performance of the entire team.

What's more, the group's senior management is at a loss. On the surface, the company is a group management model, but in fact it is still a single project operation model. If this model is not broken, it may bring about a crisis and even have a very negative impact on the development of the enterprise.

Second, the three management modes of real estate enterprises.

At this stage, the operation mode of Chinese real estate companies can be summarized into three types:

1) The management and operation mode of the project company.

Under this model, each project company operates relatively independently, maintaining the original operation mode of the enterprise. The enterprise leaders entrust the individual projects under the group to the management team headed by the project manager, and only carry out control management in key aspects such as capital and positioning. The operation of the entire project is mainly completed by the project company.

This method allows the enterprise to maintain the original development speed, high work efficiency and low management costs. However, there are certain drawbacks in this method, because the comprehensive quality, personal quality and loyalty of the project management team, especially the project manager, directly affect the efficiency of the enterprise, so the problem is focused on the selection and use of the project general manager. The rational use of talents is a scientific art.

Because of the way everyone works.