摘要：

Shenzhen, a vibrant city across the border from Hong Kong and major development centre for China Vanke, has grown from a small fishing town to a modern metropolis of 10 million residents in just two decades

In 2007, China Vanke had 3,068 employees working on more than 100 major building programmes in 26 cities, classified into some 230 projects. The company completed construction of over 4.4 million square meters of housing developments, up 36 percent from 2006.

“Every project consists of many hundreds of tasks relating to multiple functional activities such as land purchasing, design, construction & engineering, marketing & sales, customer service, and government relations,” said Mrs Zhongli Wang, senior project manager at China Vanke. “And of course we work within budget and resource constraints, have deadlines to meet, building regulations to comply with and profits to deliver.”

When it comes to project management, traditionally, China Vanke’s management relied heavily on verbal project updates and desktop spreadsheets. This was a labour intensive task for time-stressed project managers and therefore, poor project information impaired good governance. It was also difficult to implement common methods, plan resources effectively or predict cash requirements accurately. With rapid growth, effective project management demanded more sophisticated reporting and controls.  

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