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開發竣工交付的風險防范與工程管理培訓

課程背景
當前，國內房地產行業從以快速擴張為標志的黃金十年，進入穩健增長的白銀十年，深度調整期房企產企業競爭的核心在于管理的精細化程度與風險控制能力。風險管理的模式應從法務管理轉向企業治理、內控管理、流程管理、全面與全員的風險管理的綜合性體系。在當前的調整期中，過去被規模與速度掩蓋的矛盾紛紛爆發，企業與客戶的糾紛劇增，法律風險瞬時被放大，群體性的投訴、訴訟事件層出不窮。?
作(zuo)為房(fang)(fang)地(di)產(chan)開發企業(ye)(ye)，只有掌(zhang)握了(le)房(fang)(fang)地(di)產(chan)開發各階(jie)段的(de)(de)把(ba)控要(yao)點，并以此指導自己的(de)(de)開發實(shi)務，才(cai)能有效的(de)(de)避免(mian)交付風險(xian)(xian)，妥善處(chu)理(li)各類(lei)糾(jiu)紛(fen)。本課程立足于項目(mu)開發的(de)(de)核心階(jie)段，重點講(jiang)解(jie)了(le)常見的(de)(de)9大(da)商品(pin)房(fang)(fang)糾(jiu)紛(fen)、物業(ye)(ye)管理(li)的(de)(de)核心問題、商品(pin)房(fang)(fang)客戶投訴(su)的(de)(de)10大(da)特點與8大(da)法(fa)律(lv)應對策略(lve)，從(cong)而打造房(fang)(fang)地(di)產(chan)項目(mu)開發核心模(mo)塊的(de)(de)風險(xian)(xian)管控體系，減少項目(mu)開發風險(xian)(xian)及由風險(xian)(xian)帶來(lai)的(de)(de)經(jing)營成本；課程實(shi)戰，內容實(shi)操，觀點新銳，主講(jiang)嘉賓是(shi)具有近20年(nian)房(fang)(fang)地(di)產(chan)開發管理(li)經(jing)驗和多個項目(mu)成功交付實(shi)例的(de)(de)資深老師。

邀請對象
房地產企業董事長、總經理、副總、項目負責人等管理層
房地產(chan)企業法務部(bu)(bu)、客服部(bu)(bu)、工程部(bu)(bu)、設(she)計部(bu)(bu)、物業管理等(deng)部(bu)(bu)門(men)領導(dao)和(he)相(xiang)關從(cong)業人員

講師簡介
朱文煊
實(shi)戰型講(jiang)師(shi)，40歲，武(wu)漢大學工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)管(guan)(guan)理(li)(li)(li)(li)碩士，國(guo)家注冊一(yi)(yi)級(ji)建造師(shi)，高級(ji)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)師(shi)，國(guo)內知名(ming)房地(di)(di)(di)(di)產(chan)職業經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)人、房地(di)(di)(di)(di)產(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)綜(zong)合(he)管(guan)(guan)理(li)(li)(li)(li)專家，?曾擔任(ren)萬達集團(tuan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)副(fu)總(zong)(zong)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)、碧桂(gui)園(yuan)集團(tuan)項(xiang)(xiang)目(mu)副(fu)總(zong)(zong)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)、香港瑞(rui)安(an)集團(tuan)地(di)(di)(di)(di)產(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)總(zong)(zong)監(jian)、武(wu)漢地(di)(di)(di)(di)產(chan)集團(tuan)項(xiang)(xiang)目(mu)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)等(deng)職務。現(xian)為某大型復合(he)地(di)(di)(di)(di)產(chan)集團(tuan)運(yun)營管(guan)(guan)理(li)(li)(li)(li)中心總(zong)(zong)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)。朱老師(shi)十八(ba)年來(lai)從房地(di)(di)(di)(di)產(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)一(yi)(yi)線基層崗位(wei)做起，歷任(ren)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)師(shi)、項(xiang)(xiang)目(mu)副(fu)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)、項(xiang)(xiang)目(mu)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)總(zong)(zong)監(jian)、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)副(fu)總(zong)(zong)、項(xiang)(xiang)目(mu)總(zong)(zong)經(jing)(jing)(jing)(jing)(jing)(jing)理(li)(li)(li)(li)等(deng)職務。1998年從事房地(di)(di)(di)(di)產(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)管(guan)(guan)理(li)(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，主要(yao)從事施工(gong)(gong)(gong)(gong)(gong)現(xian)場的(de)生產(chan)和技(ji)術管(guan)(guan)理(li)(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，編制(zhi)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)施工(gong)(gong)(gong)(gong)(gong)組(zu)織設計，掌控工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)施工(gong)(gong)(gong)(gong)(gong)質量和進度情(qing)況，合(he)理(li)(li)(li)(li)安(an)排勞動(dong)力，處理(li)(li)(li)(li)現(xian)場工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)技(ji)術相關問題，協調政府、監(jian)理(li)(li)(li)(li)、總(zong)(zong)分包等(deng)對外對內關系。后(hou)期管(guan)(guan)理(li)(li)(li)(li)水(shui)平(ping)整體(ti)提升后(hou)全面負責過項(xiang)(xiang)目(mu)公(gong)司經(jing)(jing)(jing)(jing)(jing)(jing)營管(guan)(guan)理(li)(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，分管(guan)(guan)過總(zong)(zong)辦、營銷、設計、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)、采購及成(cheng)(cheng)本工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，成(cheng)(cheng)功(gong)的(de)操盤過多個大型地(di)(di)(di)(di)標(biao)項(xiang)(xiang)目(mu)。具有(you)十八(ba)年房地(di)(di)(di)(di)產(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)管(guan)(guan)理(li)(li)(li)(li)實(shi)踐經(jing)(jing)(jing)(jing)(jing)(jing)驗，是優秀的(de)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)一(yi)(yi)線培訓講(jiang)師(shi)。

課程大綱
第一部分 開發企業的法律風險防范
【海恩法則】一切事故都是有預兆的。
【大雪定理】所有的風險都是可以發現的，所有的事故都是可以避免的，所有的問題都是我們自己造成的。
【煎餅果子模型】想做房地產中的麥當勞，就不能拿煎餅果子的標準要求自己。
【鉆洞模型】企業的經營環境，常常是被迫鉆洞。拒絕鉆洞，促進法制與行業規則的完善，既是企業經營安全的重要保障，也是企業的社會責任。
案例：某樓盤住宅廣告/某市中心樓盤廣告/某花園小區廣告等等……
本節收益：本節通(tong)過大量實際案例，揭(jie)示(shi)了開(kai)發企業在(zai)規劃設計、工程管理、廣(guang)告營(ying)銷、客戶服(fu)務等各個環(huan)節存在(zai)的(de)交付法律風險，舉(ju)一反三(san)，引導(dao)學員(yuan)認識開(kai)發中的(de)風險從何而(er)來，如何應(ying)對。

第二部分 常見的9大商品房糾紛法律分析
1.小區里的車位產權是誰的？
2.人防車位是否國防資產？
3.開發企業以長期租賃或者轉讓使用權的方式處分車位是否合法？
4.開發企業有無權力贈送露臺、花園？
5.如何處理房屋質量問題？
6.客戶不收房怎么辦？
7.交付條件與交付標準是不是一回事？
8.竣工備案證明有什么效力？
9.買房人按揭落空是否屬于情勢變更？
案例：交付條件與交付標準
案例(li)：竣工(gong)驗收(shou)合格以(yi)何(he)為標志(zhi)

第三部分 商品房容易引起客戶投訴的若干問題
1，規劃設計過程中容易忽略的客戶敏感點
案例分析：規劃設計中容易產生的問題
2，交房容易引起客戶投訴的質量問題
案例分析：若干工程(cheng)質(zhi)量問題實例

第四部分 商品房客戶投訴的法律對策
1.商品房客戶的投訴因何而生，能否避免？
2.商品房客戶投訴的幾大特點
3.群體性投訴的2大原理與3個階段
4.處理群訴應當堅持的幾項原則
5.處理群訴的(de)10大方法與技巧

第五部分  工程管理之“入伙維修管理”
1.驗收-周密部署
2.準業主質量滿意度的提升
3.客戶質量體驗與修復
4.總結案例，制定工作指引
案例：質量問題的化解思路
案例：入伙驗房時的維修流程
案例：日程維修流程
案例：重大問題維修處理流程
案例：垃(la)圾(ji)場(chang)事(shi)(shi)件(jian)(jian)+班車(che)群訴事(shi)(shi)件(jian)(jian)+項目配套(tao)投訴+延期(qi)交付事(shi)(shi)件(jian)(jian)+車(che)位群訴事(shi)(shi)件(jian)(jian)

第六部分  課程回顧
1，課程回顧
2，案例分(fen)享(xiang)與經驗交流：“話說交房的(de)那些事(shi)兒”

開發竣工交付的風險防范與工程管理培訓