 Introduction
|
In Academic Education
Centre, Ocean University of China, Qingdao
30¨C31 May 2005
|
| jointly presented by; |
Ocean University of China
and
Northumbria University, Newcastle, UK
|
| Supported by: |
| The Royal Institution
of Chartered Surveyors |
 Contact
|
Address:
In Academic Education Centre, Ocean
University of China, Qingdao
|
| P.C. |
266071 |
| TEL |
0532-85901702
0532-85901157
13589282854 |
| FAX |
0532-85901708 |
E-mail:
zhangdi@ouc.edu.cn wendyang@ouc.edu.cn |
Contact:
Teacher Zhang
Teacher Yang |
|
|
| |
International Project Management Symposium
2005 Qingdao Conference |
- Property;
Development, Management and Performance
|
¡ñ Introduction
The Property and Development market is burgeoning
in China and there is a rapidly emerging need for management skills
relevant to the Chinese Property Sector. Ocean University of China
and Northumbria University are therefore pleased to present a 2-day
workshop, which will focus upon Project Management skills and associated
needs of the Chinese Property market. The programme is delivered in
English and is aimed at practitioners and students with an interest
in the sector. It will be relevant to anyone working or wishing to
operate in Chinese Property and Development.
The programme of activities selected for the symposium
is themed around four interconnected cornerstones of good project
management practice: procurement; value management; risk management;
facilities management. Each of these areas has developed as a separate
facet of professional practice relative to the property development
market. Also, each can play a major part in project success, which,
in the case of facilities management, extends toward long term business
success.
In essence, this symposium focuses upon methods
of improving value for money that clients receive in the development
process. Value is not a modern day phenomenon by any means, it has
always been important, even though in the past the emphasis might
not always have been so explicit. As John Ruskin said towards the
end of the end of the nineteenth century;
¡®It is not the cheaper things that we
want to possess, but expensive things that cost less¡¯
Today, the importance of adding value in the process of Property Development
cannot be over-stated or over-realised. In this regard, China in 2005
presents a huge opportunity to the construction and property professional.
In the history of development, never before has ¡®getting it right¡¯
had such a potential impact, not only for China, but the rest of the
world. This event will contribute.
¡ñ The themes of the symposium are outlined
below£º
Procurement:
A client who has made the decision to build
is faced with the task of procuring the construction works that are
required. This may be a daunting process, given the level of financial
commitment and other risks associated with the venture and the complex
nature of development. The wide range of procurement systems now available,
and the understanding that procurement choice may have a significant
bearing upon the outcome of a project signifies both the opportunity
and importance of meeting the procurement challenge with a well-considered
strategy. The Chinese Developer is able to benefit from the international
experience and gain from the procurement solutions that have emerged
in response to client needs. This conference theme will examine the
range of procurement methods available and consider how the procurement
strategy can be selected to meet the needs of the client in China.
Value Management:
Value techniques are now used on a global
scale and there application within the property development sector
is now widespread. Practitioners in value management, and clients
that have adopted its use within their organisations, testify to its
success. Value management has been recognised as a factor that is
critical to the success of projects by providing the basis for improving
value for money in construction. It can be used to improve concept
briefing, frequently poorly performed, and to attain savings in response
to a given budget problem. With the rapid emergence of the Chinese
Property market, there are huge opportunities for the process and
techniques.
Risk Management:
Risks abound throughout the life of a development
project, and include those which may relate to external factors, design,
construction and operation. Irrespective of activity, the principles
of risk management can be used at any stage of a development project
and may be viewed from several perspectives. With general recognition
that ¡®good managers manage risks and poor managers manage problems¡¯,
risk management is an area of project management that should be seen
as a factor which is critical to the success of projects. Internationally,
the construction industry has a poor reputation which is due to its
inability to achieve completion dates and client budgets. Good risk
management skills will provide the Chinese practitioner with the opportunity
to control the occurrence and impact of risk factors.
Facilities Management:
Facilities management, in its widest sense,
involves the total management of all services that support the core
business of an organisation. The emergence of facilities management
as a separate discipline is in response to the growing realisation
that a company¡¯s property assets are of major importance to business
success. In most companies, the costs associated with real estate
are a major overhead, often representing the largest cost after wages.
In addition, the impact that real estate may have upon income generation
may be significant, indeed more significant than the direct costs
of provision. As property portfolios develop and mature, the need
for their effective management within the Chinese market is vital.
|
|
|
Introduction 
