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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。?
作為房(fang)地產(chan)開(kai)發(fa)企(qi)業，只(zhi)有掌握了房(fang)地產(chan)開(kai)發(fa)各階(jie)段的把(ba)控要點，并(bing)以(yi)此指導(dao)自己(ji)的開(kai)發(fa)實(shi)務(wu)，才能有效的避免交付風險，妥善處理(li)各類糾(jiu)紛(fen)。本(ben)課程(cheng)(cheng)立足于項(xiang)目(mu)開(kai)發(fa)的核心階(jie)段，重點講(jiang)解(jie)了常(chang)見的9大(da)商品(pin)房(fang)糾(jiu)紛(fen)、物業管(guan)(guan)理(li)的核心問題(ti)、商品(pin)房(fang)客戶投訴的10大(da)特(te)點與8大(da)法(fa)律應對策略，從而打造房(fang)地產(chan)項(xiang)目(mu)開(kai)發(fa)核心模塊的風險管(guan)(guan)控體系，減少(shao)項(xiang)目(mu)開(kai)發(fa)風險及由風險帶來的經(jing)營(ying)成本(ben)；課程(cheng)(cheng)實(shi)戰，內容實(shi)操，觀點新(xin)銳，主(zhu)講(jiang)嘉賓(bin)是具有近20年房(fang)地產(chan)開(kai)發(fa)管(guan)(guan)理(li)經(jing)驗和(he)多(duo)個(ge)項(xiang)目(mu)成功交付實(shi)例(li)的資深老師。

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(fang)地(di)產企業法(fa)務部、客服(fu)部、工(gong)程部、設計(ji)部、物業管理等部門(men)領導和(he)相關從業人員

講師簡介
朱文煊
實(shi)戰型講師，40歲，武漢大(da)(da)學(xue)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)管(guan)(guan)(guan)理(li)(li)(li)碩士，國家注冊一級(ji)建造(zao)師，高級(ji)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)師，國內知(zhi)名(ming)房(fang)地(di)(di)產(chan)(chan)職(zhi)業經理(li)(li)(li)人、房(fang)地(di)(di)產(chan)(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)綜合(he)管(guan)(guan)(guan)理(li)(li)(li)專家，?曾擔(dan)任(ren)萬達(da)集團(tuan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)副總(zong)(zong)經理(li)(li)(li)、碧桂園集團(tuan)項(xiang)目(mu)副總(zong)(zong)經理(li)(li)(li)、香港瑞安(an)集團(tuan)地(di)(di)產(chan)(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)總(zong)(zong)監、武漢地(di)(di)產(chan)(chan)集團(tuan)項(xiang)目(mu)經理(li)(li)(li)等(deng)職(zhi)務(wu)。現(xian)為某大(da)(da)型復合(he)地(di)(di)產(chan)(chan)集團(tuan)運營(ying)管(guan)(guan)(guan)理(li)(li)(li)中心總(zong)(zong)經理(li)(li)(li)。朱老師十八年(nian)(nian)來從房(fang)地(di)(di)產(chan)(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)一線基層崗位做起(qi)，歷任(ren)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)師、項(xiang)目(mu)副經理(li)(li)(li)、項(xiang)目(mu)經理(li)(li)(li)、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)總(zong)(zong)監、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)副總(zong)(zong)、項(xiang)目(mu)總(zong)(zong)經理(li)(li)(li)等(deng)職(zhi)務(wu)。1998年(nian)(nian)從事(shi)(shi)房(fang)地(di)(di)產(chan)(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)管(guan)(guan)(guan)理(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作，主要從事(shi)(shi)施(shi)工(gong)(gong)(gong)(gong)(gong)現(xian)場(chang)的生產(chan)(chan)和(he)技術管(guan)(guan)(guan)理(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作，編制工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)施(shi)工(gong)(gong)(gong)(gong)(gong)組(zu)織設(she)(she)計，掌控工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)施(shi)工(gong)(gong)(gong)(gong)(gong)質量(liang)和(he)進度情況，合(he)理(li)(li)(li)安(an)排(pai)勞動力(li)，處理(li)(li)(li)現(xian)場(chang)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)技術相關問(wen)題，協調政府、監理(li)(li)(li)、總(zong)(zong)分包等(deng)對外對內關系。后(hou)(hou)期管(guan)(guan)(guan)理(li)(li)(li)水平整體提(ti)升后(hou)(hou)全(quan)面負責過項(xiang)目(mu)公司經營(ying)管(guan)(guan)(guan)理(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作，分管(guan)(guan)(guan)過總(zong)(zong)辦、營(ying)銷、設(she)(she)計、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)、采購及成本工(gong)(gong)(gong)(gong)(gong)作，成功(gong)的操盤過多個大(da)(da)型地(di)(di)標項(xiang)目(mu)。具有十八年(nian)(nian)房(fang)地(di)(di)產(chan)(chan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)管(guan)(guan)(guan)理(li)(li)(li)實(shi)踐經驗，是優(you)秀(xiu)的工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)(cheng)(cheng)一線培訓講師。

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(liang)實際案(an)例，揭示了開(kai)(kai)發(fa)企業在規劃設計(ji)、工程管理、廣(guang)告營銷(xiao)、客(ke)戶服務等各(ge)個環(huan)節存在的交(jiao)付(fu)法律風(feng)險，舉一反三(san)，引導學員(yuan)認識開(kai)(kai)發(fa)中的風(feng)險從(cong)何而來，如(ru)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：竣工驗收合格以何為(wei)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(li)分析(xi)：若干(gan)工(gong)程質量問題實例(li)

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(chu)理群訴的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：垃圾場事(shi)件(jian)+班(ban)車(che)群(qun)訴事(shi)件(jian)+項(xiang)目配套(tao)投訴+延期交付(fu)事(shi)件(jian)+車(che)位群(qun)訴事(shi)件(jian)

第六部分  課程回顧
1，課程回顧
2，案例分(fen)享與(yu)經驗交(jiao)流：“話(hua)說交(jiao)房的那些事兒”

開發竣工交付的風險防范與工程管理培訓