房地产市场的健康发展对保持国民经济平稳较快增长有着重要意义，同时也 关系到满足广大群众基本住房需求的根本利益。近几年，随着国家房地产宏观政 策的不断深入，我国房地产投资由高速增长转为中低速平稳增长，房地产市场不 断回归理性。在这一背景下，房地产企业过去以储备土地、靠土地的增值收益式 的粗放管理已很难适应新的市场环境，提高项目管理水平、加大规模效益，依靠 多项目开发模式成为当前房地产企业在新挑战新竞争中脱颖而出的关键。 基于以上研究背景，本文首先对项目管理相关的理论进行总结归纳，以兰石 房地产公司为研究对象，设计兰石房地产公司多项目管理能力评价体系，基于因 子分析法提炼影响兰石房地产公司多项目管理能力的因素，得到项目计划能力、 资源协调能力、收益控制能力、信息管理能力和后备保障能力 5 个公共因子，并 对 5 个关键因子进行评价；其次在因子分析评价的结果上，结合兰石房地产公司 多项目管理能力现状提出多项目管理能力提升方案，从优化项目组合、提高项目 计划分解能力的角度提出项目计划能力提升策略、从编制详细的资源计划、加强 沟通管理的角度提出协调和沟通能力提升策略、从加强成本管理和加强销售管理 的角度提出收益控制能力提升策略、从建立信息统一的应用平台和结合大数据的 角度提出信息管理能力提升策略、从优化资金管理、加强员工培训的角度提出后 备保障能力提升策略；然后在兰石房地产公司多项目管理能力提升方案的基础上 进一步提出兰石房地产公司多项目管理能力提升方案实施的思路，并从设立多项 目管理办公室（PMO）、组建高效率项目团队、培养高素质项目经理和完善项目 进展评估与考核四个方面提出方案实施的要点；最后对研究内容及结论进行总结， 并指出了未来的发展趋势。 多项目背景下，房地产企业如何在项目数量增多时，不稀释企业对于项目的 掌控能力对企业面对新环境新挑战和新机遇至关重要。本文通过因子分析法，提 炼房地产企业多项目管理能力的关键因素，通过计算因子得分具体掌握公司多项 目管理水平，从而更有针对性的提出多项目管理能力提升方案和策略。 关键词：多项目管理，能力提升，方案设计，实施，兰石房地产公司II IMPROVEMENT OF MULTI-PROJECT MANAGEMENT ABILITY OF LANSHI REAL ESTATE CO. Abstract The healthy development of the real estate market is of great significance to maintain the steady and rapid growth of the national economy, and is also related to the fundamental interests of meeting the basic housing needs of the masses. In recent years, with the deepening of the national real estate macro-policy, China's real estate investment has changed from high-speed growth to medium-low-speed growth, and the real estate market has been returning to rationality. Under this background, it is difficult for real estate enterprises to adapt to the new market environment by extensive management of land reserve and land value-added income. To improve project management level and increase scale efficiency, relying on multi-project development mode has become the key for real estate enterprises to stand out in the new challenges and new competitions. Based on the above research background and on the basis of combing the related theories of project management. this paper takes Lanshi real estate Co. as the research object in the first place, designs a multi-project management capability evaluation system of Lanshi real estate Co., and extracts the factors affecting the multi-project management capability of Lanshi real estate Co. based on factor analysis method, and obtains five common factors: project planning ability, resource coordination ability, income control ability, information management ability and backup support ability, and evaluates five key factors. Secondly, based on the results of factor analysis and the current situation of Lanshi real estate Co. multi-project management capability, puts forward a multi-project management capability improvement plan, which includes five aspects: project planning ability, resource coordination ability, revenue control ability, information management ability and backup support ability. Then, on the basis of Lanshi real estate Co. multi-project management promotion scheme, puts forward the idea of implementation of Lanshi real estate Co. multi-project management capability enhancement scheme, and puts forward concrete measures forIII implementation of the scheme from three aspects: setting up multi-project management office (PMO), project progress evaluation and assessment, and improving the company's training system. Finally, summarize the conclusion and point out the future development trend. Under the background of multiple projects, real estate enterprises should manage multiple projects of different nature, different formats and different regions at the same time. How to improve the ability of project fine management is very important for enterprises to face new challenges and opportunities in the new environment when the number of projects increases. Through factor analysis, this paper refines the key factors of multi-project management ability of real estate enterprises, and grasps the level of multi-project management by calculating factor scores, so as to put forward more targeted programs and strategies to improve multi-project management ability. Key words: Multi-project management ， Capability improvement ， Scheme design ， Implementation，Lanshi real estate Co.IV 目 录 中文摘要.................................................I Abstract ................................................ II 第一章 前言 ..............................................1 1.1 研究背景及意义..............................................1 1.2 研究内容和思路..............................................3 第二章 相关理论与方法 ....................................7 2.1 项目管理相关理论............................................7 2.2 多项目管理相关理论..........................................8 2.3 房地产企业多项目管理理论.................................. 11 2.4 因子分析方法...............................................13 第三章 兰石房地产公司多项目管理能力评价 .................14 3.1 兰石房地产公司多项目管理现状...............................14 3.2 兰石房地产公司多项目管理能力评价...........................17 3.3 兰石房地产公司多项目管理能力因子分析过程...................23 第四章 兰石房地产公司多项目管理能力提升方案 .............28 4.1 多项目管理能力提升思路.....................................28 4.2 项目计划能力提升...........................................30 4.3 协调和沟通能力提升.........................................34 4.4 收益控制能力提升...........................................37 4.5 信息管理能力提升...........................................39 4.6 后备保障能力提升...........................................41 第五章 兰石房地产公司多项目管理能力提升方案的实施 .......43 5.1 设立多项目管理组织.........................................44 5.2 建设高效率项目团队.........................................46 5.3 培养高素质项目经理.........................................47 5.4 完善项目进展评估与考核.....................................49 第六章 结束语 ...........................................52 6.1 主要内容和结论.............................................52 6.2 展望.......................................................54V