外文翻譯---新時期工程項目管理的發(fā)展趨勢與最新走向

1、<p>　　In the new period of the project management development tendency and the latest trends</p><p>　　With the globalization of economy and the development of internationalization of project management,

2、 engineering project, the construction speed increasingly complex, cost reduction pressure is growing, especially in China's current to the international financial crisis, the implementation of the 4 trillion yuan in

3、vestment municipal infrastructure stimulating domestic demand, the policies of the new period of the project management innovation and development has brought more challenges and oppor</p><p>　　You know, our

4、 country construction project management has presented both standard and diversified development trend. Besides, as the general CM PM management mode, and derive EPC (engineering contracting, construction (BT) and over -

5、- -- -- operating BOT (construction), and over the specialized company owners and project management system ", "new mode. But no matter what kind of pattern, generally speaking the new period of our country con

6、struction and project management, the development trend o</p><p>　　One, two competition</p><p>　　1 in order to reduce the cost of cost competitive with advanced technology, management innovation

7、 to the competition.</p><p>　　In 1984 China executes bidding management system for the first time since the project implementation, introducing competition mechanism, the implementation of the "quota fo

8、r tendering, set limits the offer" market operation pattern. This mode because of fixed quantity and price of unity, serious deviation from the market, to play the role of the survival of the fittest.</p><

9、;p>　　In 2003, the ministry released boq valuation standard, definitely put forward "list of bidding and tendering measurement, the market price, the enterprise competition" market model. This mode of low pri

10、ce because of unilateral emphasize, also go against the core competitiveness of the enterprise.</p><p>　　In 2008, the competent departments of the valuation implement new standard, price competition to sharp

11、ly reduce space, strengthen management, enterprise technical scheme optimization and extensive use of new technology, new technology to improve their competitive power. Especially with the government guidance to the ente

12、rprises implement engineering contracting, further promoting the enterprise management innovation, technology leading to the competition.</p><p>　　2 market access to enterprise qualification of the competiti

13、on tend to management professional level and independent brand competition ability.</p><p>　　With the socialist market system, the improvement of building owners are increasingly demanding service level, the

14、 engineering construction yourself seriously more and more the comprehensive quality of project manager and project team can provide high level management services. China construction in domestic and international fusion

15、 of large market share, must expand the cultivation and development as soon as possible with international market competitiveness of multinational companies, accelera</p><p>　　Two. three promption.</p>

16、;<p>　　1. With project manager system as the core, the project team construction.</p><p>　　The organization is the project productivity intends to project. In the development process of the project in

17、tends gradually establish and improve the responsibility system, the project manager HeSuanZhi project cost. The construction of the enterprise, has become the main management decision-making and project management of in

18、terior point and widely used form the basic production management. It is enterprise optimize configuration of social factors of production, the development project product</p><p>　　2 to energy conservation a

19、nd emission reduction and environmental protection, insist on the efficient operation promotion projects of comprehensive efficiency.</p><p>　　Fully realizing the sustainable development of enterprise, to re

20、alize the economic benefit and social benefit. Enterprise must first in the bidding scheme and implementation measures of building energy-saving technology, widely fully embody the water, land and materials, energy savin

21、g and environment protection requirement, reduce the consumption of energy efficiency, improve equipment. Simultaneously must attach great importance to the project construction process of efficient operation, innova<

22、/p><p>　　3 harmonious, collusion development, strengthen management and labor layer.</p><p>　　To implement the scientific development view, constructing the harmonious enterprise, fully realize the

23、 harmonious win-win cooperation goal. To construct and implement management and services between layers and the harmony between the subcontractor specialized management innovation mechanism has become the key to deepen t

24、he project management. But this doesn't sound mechanism, especially labor management and education quality and skill levels of positions relative lag, to some extent, has become</p><p>　　Three 、four dire

25、ctions</p><p>　　1 the project management from traditional project management to enhance modem information technology optimization and upgrading of project management in new directions.</p><p>　　

26、In the 1980s, China project management is mainly used for construction project management mode of traditional production organization. Enter the 1990s began to modern project management, highly width. Example: in the con

27、trol of many plane (more advanced) network theory and method, The contract management and claim research also began increasingly etc. After entering new century, project management focuses on depth. The tendency of proje

28、ct management, investment and high-tech, in project control </p><p>　　2 in the project management of construction stage management in the life into the project management process (for the new trend.</p>

29、;<p>　　So-called life-cycle management from the project engineering system, until the end of the life, process planning, coordination, and control, so that the project in the construction period and plan scheduled

30、 within the scope of investment and construction of smooth completion mission to engineering quality standards, satisfy investors, operators and users of the final project requirements.</p><p>　　3 the main p

31、roject management by different construction contracting entered in the new project general contracting management.</p><p>　　With the improvement of project management, the owner of a buyer for construction r

32、equirements and expectations, a link to the past projects contracted by more and more single mode of integrated contracting replaced. The owner more hope to design, construction and material procurement projects commissi

33、oning integration.</p><p>　　Based on the international contracting pattern evolution and development trend, the original issued by ministry of construction and the development of engineering contracting and

34、project management enterprise of "and" construction engineering contracting, expounds the standardized management of project general contracting out the necessity and importance, and with reference to the inter

35、national convention, the FIDIC contract text for engineering contracting management of concrete opinions. The d</p><p>　　(1) in recent years, domestic and international engineering contracting pattern evolut

36、ion trend.</p><p>　　A look from the mode of operation, BOT/BT or contract projects and PFI has become an international project contracting the main contents of the tender.</p><p>　　Second, from

37、operating characteristics, renowned domestic and foreign contractors from construction to engineering design, unified management consulting, multiple areas of the design, engineering, procurement and construction consult

38、ing, integration management features prominently greatly reduce the cost, improve the comprehensive successful.</p><p>　　Three modes of demand from the execution of, is mainly responsible for the project, th

39、e construction pattern design, The contractor is responsible for project planning and construction design property management mode, The contractor is responsible for project financing procurement planning design of prope

40、rty management mode of construction + etc. International engineering contracting construction and implementation model of change to provide a reference for engineering contracting.</p><p>　　(2) in the defini

41、tion of the general contractor</p><p>　　Engineering contracting refers to the enterprises engaged in engineering contracting by owner entrust, according to the contract of engineering survey, design, procure

42、ment, construction and commissioning (completion acceptance) to carry out the contract or several-stage process. Contractor's characteristic is able to produce the elements and resource allocation in the optimal proj

43、ect management processes, and reduce the risk and benefit of real embodiment, the responsibility and authority, proce</p><p>　　In the practice of China in recent years, mainly adopts the following ways:</

44、p><p>　　1 design - purchasing - construction engineering contracting (EPC). It refers to the contractors responsible for project design, procurement, construction and installation of contracting (by owners comm

45、issioning).</p><p>　　(2) design procurement construction (EPC) / turn-key contracting. It refers to the general contractor enterprise in accordance with the contract, assume project design, procurement, cons

46、truction and commissioning etc, and the work of the contracted project quality, safety, time, cost overall responsibility.</p><p>　　Turn-key contracting is designed to purchase a contractor operations and re

47、sponsibility is outspread, the scope of the contract may be extended to the construction project, the owner is to submit a satisfied service function, the project has use conditions.</p><p>　　3 design - cont

48、ractor (D - B). It refers to the general contractor enterprise in accordance with the contract, assume engineering project design and construction, and the contracted project quality, safety, time, cost overall responsib

49、ility.</p><p>　　4. Project management from the "trinity" of the civilization worksite rose to management innovation projects for the construction of a new culture.</p><p>　　Project cul

50、ture is the enterprise culture construction in the concrete implementation, the project of project of comprehensive subject and object. Project construction is exquisite, the price of "process, CI" trinity mana

51、gement mode for content, by creating "the civilization worksite construction projects", to the cultural construction of higher level.</p><p>　　Project culture has three characteristics: the culture

52、, with image promotion and force, Different cultures and reveals the unity of subject, Work on strengthening management, culture and team construction. Project construction of culture embodies the "people-oriented&q

53、uot; and carry forward Chinese traditional ethical thoughts of management.</p><p>　　At present, our country has completed the project management mode of production as the historical mission of deep change in

54、to a new period of project productivity. Let us with hu jintao as general secretary of CPC central committee, the firm faith, under the leadership of the highest and face reality, free from danger, grab the opportunity a

55、nd challenge for the realization of yong, China construction and project management to make new great-leap-forward development, greater contribution!</p><p>　　新時期工程項目管理的發(fā)展趨勢與最新走向</p><p>　　隨著經(jīng)濟全球

56、化、項目管理國際化的發(fā)展，工程項目日益復雜，建設(shè)速度日益加快，降低成本壓力日益加大，特別是當前我國應對國際金融危機，實施了以4萬億元投資市政基礎(chǔ)設(shè)施拉動內(nèi)需的政策，這為新時期工程項目管理的創(chuàng)新與發(fā)展帶來了更多的挑戰(zhàn)和機遇。 </p><p>　　大家知道，我國工程建設(shè)項目管理已呈現(xiàn)出了既規(guī)范又多樣化的發(fā)展態(tài)勢。除CM、PM等通用的管理模式外，又派生出EPC（工程總承包）、BT（建設(shè)—移交）和BOT（建設(shè)—運營—移

57、交）方式，還有專業(yè)化公司代業(yè)主進行項目管理的“代建制”等新模式。但不管什么樣的模式，總體上講我國新時期工程建設(shè)項目管理的發(fā)展趨勢，可用“兩個競爭”、“三個提升”、“四個走向”來描述。 </p><p><b>　　一、兩個競爭 </b></p><p>　　1.以降低消耗為主的費用競爭轉(zhuǎn)向技術(shù)領(lǐng)先、管理創(chuàng)新的競爭。 </p><p>　　198

58、4年我國實行招投標管理體制以后，第一次把項目實施引入市場競爭機制，實施了“以定額為主線，設(shè)定標底，限制報價”的市場運作模式。這一模式由于受量價合一定額的制約，嚴重偏離了市場的實際，難以發(fā)揮優(yōu)勝劣汰的作用。 </p><p>　　2003年原建設(shè)部發(fā)布了工程量清單計價規(guī)范，明確提出“無標底招標、清單計量、市場定價、企業(yè)競耗”的市場模式。這一模式由于片面強調(diào)低標價中標，不能也不利于體現(xiàn)企業(yè)的核心競爭力。 </p

59、><p>　　2008年，主管部門實施新的工程量清單計價規(guī)范以后，價格競爭空間大幅減少，促使企業(yè)強化管理、優(yōu)化技術(shù)方案、廣泛使用新技術(shù)、新工藝來提升自身競爭實力。特別是隨著政府大力引導企業(yè)推行工程總承包以來，進一步促進了企業(yè)向管理創(chuàng)新、技術(shù)領(lǐng)先的競爭延伸。 </p><p>　　2.市場準入以企業(yè)資質(zhì)高低的競爭趨向于管理人員職業(yè)化水平高低與自主品牌能力的競爭。 </p><

60、p>　　隨著社會主義市場體系的不斷完善，業(yè)主對建筑服務(wù)水平要求越來越高，愈來愈重視承建自己工程的項目經(jīng)理的綜合素質(zhì)以及項目團隊能否提供高水平管理服務(wù)的能力。我國建筑業(yè)要在國際國內(nèi)融合一體的大市場中擴大份額，必須盡快培育和發(fā)展具有國際市場競爭力的跨國公司，加快培養(yǎng)一批具有高水平國際化的項目經(jīng)理和職業(yè)經(jīng)理人隊伍。 </p><p><b>　　二、三個提升 </b></p>

61、<p>　　1.以項目經(jīng)理責任制為核心，提升項目團隊建設(shè)。 </p><p>　　項目生產(chǎn)力的組織形式是項目經(jīng)理部。項目經(jīng)理部在發(fā)展過程中逐步建立和完善了項目經(jīng)理責任制、項目成本核算制。當前兩制建設(shè)已成為廣大企業(yè)經(jīng)營決策和項目管理主線的內(nèi)部結(jié)合點和普遍采用的基本生產(chǎn)管理形式。它為企業(yè)優(yōu)化配置社會生產(chǎn)要素，發(fā)展項目生產(chǎn)力，擴大經(jīng)營規(guī)模，提高企業(yè)綜合效益拓寬了廣闊的空間。 </p><

62、p>　　2.加強節(jié)能減排與環(huán)保、堅持高效運營提升項目綜合效率。 </p><p>　　全面實現(xiàn)企業(yè)可持續(xù)發(fā)展,實現(xiàn)經(jīng)濟效益和社會效益。企業(yè)首先要在投標方案和實施措施中廣泛推廣建筑節(jié)能技術(shù)，充分體現(xiàn)節(jié)水、節(jié)地、節(jié)材、節(jié)能和環(huán)境保護的要求，降低設(shè)備功耗，提高能源效益。同時必須高度重視項目建設(shè)過程的高效運營，創(chuàng)新經(jīng)營管理模式。如通過運用BT、BOT方式提高項目的資本運營效益；通過高端管理、人才教育、制度建設(shè)、資源

63、配置等提高項目管理的綜合效率；通過有效溝通、信息手段、誠信評價來提升企業(yè)的社會效益。 </p><p>　　3.構(gòu)建和諧，共謀發(fā)展，加強和提升勞務(wù)層管理。 </p><p>　　落實科學發(fā)展觀，建設(shè)和諧企業(yè)，全面實現(xiàn)和諧共贏的多方合作的目標。構(gòu)建和實現(xiàn)管理層與勞務(wù)層之間以及專業(yè)分包之間的和諧管理創(chuàng)新機制已成為深化項目管理的關(guān)鍵。但是當前這種機制并不健全，特別是勞務(wù)輸出管理與崗位技能水平和素

64、質(zhì)教育相對滯后，某種程度上已成為項目管理深化升級的瓶頸，更是總包單位強化項目管理的重點。因此，加強勞務(wù)層管理，注重現(xiàn)場和諧與兩層建設(shè)至關(guān)重要。 </p><p><b>　　三、四個走向 </b></p><p>　　1.工程項目管理由傳統(tǒng)項目管理轉(zhuǎn)向運用信息技術(shù)提升現(xiàn)代項目管理優(yōu)化升級的新走向。 </p><p>　　20世紀80年代，我國工

65、程項目管理主要是運用傳統(tǒng)項目管理方式進行施工生產(chǎn)組織。進入20世紀90年代以后開始向現(xiàn)代項目管理轉(zhuǎn)變，比較重視寬度方面的發(fā)展。比如：在進度控制方面出現(xiàn)多平面（又稱多階）網(wǎng)絡(luò)理論和方法；合同管理和索賠方面的研究也開始日益深入等等。進入新世紀以后，工程項目管理學重在深度方面的發(fā)展。項目管理趨向大業(yè)主、多投資、高科技，在項目控制方面的分析已形成系統(tǒng)的理論和方法，質(zhì)量控制全面向ISO9000和ISO14000系列發(fā)展，工程風險管理研究也越來越受

66、到重視。特別是信息管理、網(wǎng)絡(luò)技術(shù)的推廣應用，有力地促進了現(xiàn)代項目管理的創(chuàng)新發(fā)展。 </p><p>　　2.項目管理以現(xiàn)場為主的施工階段管理進入了以項目全壽命（過程）管理為趨勢的新走向。 </p><p>　　所謂全壽命管理即從工程項目前期策劃，直至工程使用期終結(jié)拆遷的全壽命、全過程進行策劃、協(xié)調(diào)和控制，使該項目在預定的建設(shè)期限和計劃投資范圍內(nèi)順利完成建設(shè)任務(wù)，達到工程質(zhì)量標準，滿足投資商

67、、項目經(jīng)營者以及最終用戶的需求。 </p><p>　　3.項目管理由不同主體的施工總承包進入了以工程總承包管理的新走向。 </p><p>　　隨著項目管理日趨完善，作為買方的業(yè)主對建筑業(yè)的要求和期望越來越高，以往對工程某個環(huán)節(jié)的單一承包方式被越來越多的綜合承包所取代。業(yè)主更多地希望設(shè)計、施工和物資采購項目試運行一體化。 </p><p>　　基于國際承發(fā)包模式演

68、變和發(fā)展勢態(tài)，原建設(shè)部頒發(fā)了《關(guān)于培育發(fā)展工程總承包和工程項目管理企業(yè)的指導意見》和《建設(shè)工程總承包管理規(guī)范》，闡述了推行工程總承包的重要性和必要性，并參照國際慣例新版FIDIC合同文本，明確了工程總承包管理的具體意見。這對深化和調(diào)整我國勘察、設(shè)計、施工、監(jiān)理企業(yè)的經(jīng)營結(jié)構(gòu)，加快中國建設(shè)工程項目管理與國際接軌產(chǎn)生了重要深遠的意義。 </p><p>　　(1)近幾年國際國內(nèi)工程總承包模式的演變趨勢。 </p

69、><p>　　一是從運作方式上看，BOT/BT或PFI等工程發(fā)包和建設(shè)模式已成為當今國際承包工程招標的主要內(nèi)容。 </p><p>　　二是從經(jīng)營特點上看，國內(nèi)外知名承包商由施工一元化走向工程設(shè)計、咨詢等多元領(lǐng)域經(jīng)營，使工程承包中的設(shè)計、咨詢與施工、采購的一體化經(jīng)營特點更加突出，極大降低了綜合成本，提高了中標率。 </p><p>　　三是從承發(fā)包幾種模式的需求看，主要

70、是：承包方負責項目前期策劃＋設(shè)計＋施工模式；承包方負責項目策劃＋設(shè)計＋施工＋物業(yè)管理的模式；承包方負責項目融資＋策劃＋設(shè)計＋采購＋施工＋物業(yè)管理的模式等。國際工程建設(shè)與承發(fā)包模式的變化為我國實施工程總承包提供了借鑒。 </p><p>　　(2)我國對工程總承包的定義 </p><p>　　工程總承包是指從事工程總承包的企業(yè)受業(yè)主委托，按照合同約定對工程的勘察、設(shè)計、采購、施工、試運行（竣

71、工驗收）等實行全過程或若干階段的承包。工程總承包最大特點是能夠把生產(chǎn)要素和資源最佳配置在工程項目上，減少管理環(huán)節(jié)，真正體現(xiàn)了風險與效益、責任與權(quán)力、過程與結(jié)果的統(tǒng)一。 </p><p>　　我國近幾年來在實踐中，主要采用了以下幾種方式： </p><p>　?、僭O(shè)計—采購—施工工程總承包（EPC）。它是指承包商負責工程項目的設(shè)計、采購、施工以及安裝全過程的總承包（由業(yè)主進行試運行）。 &l

72、t;/p><p>　?、谠O(shè)計采購施工（EPC）/交鑰匙總承包。它是指工程總承包企業(yè)按照合同約定，承擔工程項目的設(shè)計、采購、施工、試運行等工作，并對承包工程的質(zhì)量、安全、工期、造價全面負責。 </p><p>　　交鑰匙總承包是設(shè)計采購施工總承包業(yè)務(wù)和責任的延伸，其承包的范圍有可能進一步向建設(shè)工程前期延伸，最終是向業(yè)主提交一個滿足使用功能、具備使用條件的工程項目。 </p><

73、;p>　?、墼O(shè)計—施工總承包（D—B）。它是指工程總承包企業(yè)按照合同約定，承擔工程項目設(shè)計和施工，并對承包工程的質(zhì)量、安全、工期、造價全面負責。 </p><p>　　4.項目管理從“三位一體”的文明工地管理上升到以創(chuàng)新項目文化建設(shè)為標志的新走向。 </p><p>　　項目文化是企業(yè)文化建設(shè)在項目上的具體落實，是對項目主體和客體的全面要求。項目文化建設(shè)是由“過程精品、標價分離、CI

74、形象”的三位一體管理模式為內(nèi)容，由創(chuàng)建“文明工地”活動，提升到項目文化建設(shè)這一更高的層次。 </p><p>　　項目文化有三個特征：露天文化，具有形象宣傳力；顯形文化，不同行為主體的統(tǒng)一性；勞動文化，重在加強勞務(wù)管理和作業(yè)隊伍建設(shè)。項目文化建設(shè)充分體現(xiàn)了“以人為本”和弘揚中華民族傳統(tǒng)道德的管理思想。 </p><p>　　當前，我國工程項目管理已經(jīng)完成了作為生產(chǎn)方式深層次變革的歷史使命，