Real estate companies on the role of project management office networks _ Papers

Paper Network: Abstract In recent years, China's real estate Industry has achieved rapid development, however, multi-project real estate development enterprises in the same time, multi-Project Management there are also many problems. Based on the real estate development enterprise Project Management problems, to explore the formation of PMO of China's real estate development business development sense.

Keywords: PMO, Project Management, multi-Project Management, real estate companies

I. Introduction
Real estate in the country for continuous control of the situation, China's real estate Industry has formed a number of large real estate groups compete in the pattern. Real Estate Group a strong capital base, the integration and full use of powerful marketing capabilities, multiple comprehensive development project, to well-known brand, the implementation of large-scale operations, increase market share, enhance their market competitiveness and achieve growth in the size of group. Group companies in order to achieve the established strategic objectives, need to develop a number of different project, not only to achieve the investment for each project, quality, schedule and sales requirements, and completion of all projects to achieve the ultimate goal of business. multi-Project Management will face a number of single project management Technology can not solve the various problems, such as market policy variable, cost pressures, rapid changes in market demand and other issues, real estate companies in the fierce market competition to sustainable development, stronger and bigger, it is necessary to improve enterprise-wide level of the overall management of all projects, the establishment of scientific enterprise project management system, from the enterprise level strategic co-ordination of all projects, however, many enterprises in China's real estate project development, while in multi-project management, there are still many issues to resolve.

Second, the real estate conglomerate status of project management
Most real estate companies to conduct their tasks in the project and implement project management, project management since the introduction of this management approach in China for 30 years, continue to explore through study, practice, and many other efforts to promote domestic projects management level has been rapid development, and in the real estate business has been fully applied, but with advanced project management techniques compared to the external environment in addition to our business conditions are not ripe, the domestic real estate enterprises in project management more generally the following problems:
1, project managers and functional managers conflict between real estate companies in the process of project management, project managers and functional manager is the conflict between the most commonly occurring phenomenon, which is a project management company often phenomenon. Project managers often complain that their projects are not functions of the manager's support, can not get enough staff, technical support, while functional managers often complain that the project manager for their functions within the staff too much interference. And in the face of problems time, project managers and functional managers will be passing the buck-passing, pass the buck while the project staff are often caught in between the project and functional managers know what to do, who do not know in the end of the follow command.

2, the problems can not be resolved effectively real-time due to the special nature of real estate development projects, it is difficult under the circumstances in the future to do an accurate guess, the project implementation process is planned and the actual deviation normal. The question is, project managers can take to detect such deviations and means of control, or the actual situation to make reasonable changes to the original plan because of the various aspects of the quality system and management personnel and other reasons, the Multi-project management process, we often find that deviate from the project implementation plan, but did not receive timely correction or improvement of the phenomenon. Finally, the result did not achieve the desired goal of the project or even get a failed outcome.

3, over-reliance on the scale of expansion, the lack of enterprise standard system present, the majority of our real estate development enterprises are under the frenzied expansion of the size, however, most domestic real estate enterprises in the size of expansion, but in the training and construction and efficient organizational structure to develop project management and systems on standard procedures did not give enough attention.

Because high-quality and efficient project management team is to provide a high level of intelligence, professional technical management services to ensure that the project management of the core factors, so the success of a project's development are often associated with the project manager, project management capabilities linked to team A good project manager or team, able to develop a real estate can be a great success, but for another project manager or team, may not reach such an achievement, which for enterprises to expand business volume, market share and is detrimental to sustainable development.

In addition, if there is no special department of the project development process, lessons learned to organize, and summarized, and in order to develop and improve business processes and project management system, project experience will not be able to accumulate and form a business management system, Once the team disbanded, personnel turnover, loss of relevant experience along with it, very conducive to long-term development and experience. Links to free download http://www.hi138.com
4, attention to individual project results, ignoring the overall interests in real estate multi-project management process, we often see between the different items of business people, financial, and material resources, battle each project manager for their own successful completion of the project, will pull out all the stops to compete for corporate resources, and sometimes even their own projects such resources being irrelevant, the project manager will actively seek the resources to their own projects to the project manager for this kind of competition for resources, reduce the scale of resource efficiency, and even a waste of resources. These acts seriously hindered the overall interest of the realization of organizational goals, therefore, the success of individual projects for the whole enterprise is not optimal choice companies need to co-ordination and integration of multiple projects to spend a lot of energy, especially how to allocate resources between projects, while the current real estate development projects are usually relatively long period, at different stages need to invest different resources. In order to fully play a variety of resources to be effective, must be based on objective characteristics and needs of the various funds and personnel scheduling time, through the coordination of scheduling and resource allocation purposes, and ultimately across the enterprise to maximize the benefits. In the case of smaller enterprises, less the number of projects, coordination between the requirements of the project is not very high, commander of the global business leaders who can effectively coordinate and direct, but with the increase in the number of items, scale development and geographic expansion, the leader of the purpose of planning, management will become powerless.

Three, PMO Knowledge
Project Management Office (PMO originated in the late 1950s to 60 early in the early days, the project management office is the role of contractor management, client communication is the center of its main function is to develop series of standards for the project and project guidance and into the 1990s, when people realized that the success of the project should be raised to up to manage the organizational level, as a permanent organ of the organization - Project Management Office to take on more and more organizations and project management work, the organization's strategic objectives through the implementation of various projects to be realized.

Project Management Office is to enhance the core of enterprise project management department, which according to Industry-accepted project management knowledge, develop their own project management for business processes, project management, human resources, training, establishment of project management information systems, management of specific projects guidance to help organizations to manage multiple projects, etc., in order to ensure greater project success rate and the effective implementation of the organizational strategy.

Four, PMO role of real estate development company
People for the PMO theory, research and its application in practice, only about ten years only, therefore, whether it is the organizational unit name or its role in different industries, companies have some differences. for real estate development enterprises, from the following two levels to describe the PMO for enterprise development.

1, individual development projects, PMO will enable the project to be more professional and effective implementation. PMO based real estate development project management features, to establish uniform standards, procedures, templates and standards, and integrated into the company's daily management processes, and continuous improvement based on practical experience and continuous improvement of the template and process, in improving project management maturity, while reducing the project manager or project management team's ability to affect the results, to ensure maximum business overall quality of services provided.

Standardized according to the real estate business management processes and system characteristics, PMO can determine the high performance required for the project manager or manager's knowledge, ability, so that the training is adjusted to a targeted, to meet the corporate culture and management system standards course, suitable for the project managers and project managers.

Real estate development project has involved a wide range of professional, large differences in personality and project cycles and long, and then good project management personnel have limited side, but the company's PMO can be involved in various project management, review and sharing experience in different projects, have project experience and lessons of history to summarize the data extraction, to establish common databases and knowledge base to form a reusable resource, to facilitate reuse of successful experience, so that the project be implemented better .

2, from the corporate level is, PMO can enhance the overall performance due to PMO independent of the various functional departments, the resources can be cross-sectoral coordination and configuration, so the staff, and funding, PMO from the overall perspective, accordance with the project's priority and the availability of a comprehensive deployment of resources to achieve the overall goal. In addition, PMO can also monitor the implementation of all projects, analysis of the purpose of resource allocation, and timely deployment of resources. Links to free download http://www.hi138.com
Complex and volatile market environment makes the real estate project development and management activities have become increasingly complex, left the project and functional cooperation of the Ministry, any project can not easily succeed. With the real estate development business continues to grow at the same time for multiple projects development has become increasingly common. between the functional departments, project department and the level of coordination between functional departments also will be rapidly increasing demand. In most real estate companies, personnel management, information delivery and performance evaluation are based on sector / project as a unit, department / project objectives between prone to inconsistencies and lack of coordination work, the purpose is implicit in the process system where each department's function was artificially split into pieces, a fragment-based task flow, the gap between task conflict and departments buck-passing, passing the buck are common occurrences, thus affecting the entire enterprise to maximize the benefits. PMO as project management information center, a project management information platform for all departments / project information centrally, functional managers and project managers to ensure effective communication between the co-ordination.

V. Conclusion
PMO is the central project management within the enterprise, the enterprise to improve project development, planning, construction management and sales capacity in key sectors, multi-enterprise project management and team management is required. Real estate development companies according to different needs the establishment of different forms of project management office, and at different periods of the project management office for the different optimization and improved so that it become the builders of standardized project management system, internal coordination, corporate strategic decision-making supporters, making enterprises in the fierce market competition continue to grow and develop.

Main References:
[1] Harold Ke Zina. Yang Aihua, M. Project management - planning, scheduling and control systems approach [M]. Beijing: Electronic Industry Press, 2004.

[2] Crawford J Kent to wear to practice translation. PMO solutions [M]. Beijing: Electronic Industry Press, 2004.

[3] Yi-Yin Lin, ZHOU Pei. PMO - project management, business and more new forms of organization [J]. Harbin University of Commerce (Social Science, 2008.2.

[4] Guo Bin. How companies apply PMO [J]. Project Management Technology, 2004.

Links to free download http://www.hi138.com