土木工程外文翻譯--建設(shè)項(xiàng)目管理

1、<p><b>　　武漢工業(yè)學(xué)院</b></p><p>　　畢業(yè)設(shè)計(jì)外文參考文獻(xiàn)譯文本</p><p><b>　　2011屆畢業(yè)設(shè)計(jì)</b></p><p>　　譯文出處：萬方數(shù)據(jù)庫http://s.wanfangdata.com.cn </p><p>　　畢業(yè)設(shè)計(jì)題目：建設(shè)項(xiàng)

2、目乙施工組織設(shè)計(jì)</p><p>　　院 （系）土木工程與建筑學(xué)院 </p><p>　　專 業(yè) 名 稱 工 程 管 理 </p><p>　　學(xué) 生 姓 名 魏 磊 </p><p>　　學(xué) 生 學(xué) 號(hào) 070602225 </p><p>　　指 導(dǎo) 教 師

3、 劉 菁 菁 </p><p><b>　　2011年6月9日</b></p><p>　　CONSTRUCTION PROJECT MANAGEMENT</p><p>　　This work tries to define and present the characteristics and of project mana

4、gement and construction projects. One can find arguments for the need to use project management in the construction industry and the main management procedures making the essence of construction project management.</p

5、><p>　　Key words: project, management, construction, invest</p><p>　　1. Project Management - definition, characteristics</p><p>　　Project management is a specialized branch of manageme

6、nt appeared in 1950 for coordination and control of complex modern industry. Its emergence and development are mainly related to the initiation and conduct of the NASA space programs, to the competition between nations f

7、or supremacy in the military field, to the pressure of the clients who wanted their projects to be completed as soon as possible so that they could recover faster their investment.</p><p>　　In the constructi

8、on industry, project management began to be used only in the latter 20-30 years, but development in this field has been very pronounced whereas corresponds very well to the needs of this industry.</p><p>　　A

9、lthough it appeared in the U.S., project management was quickly apprehended in Europe. The first attempts to standardize practices in the field date from 1979 and belong to an institute in the UK - The Chartered Institut

10、e of Building. It has now become, along with other organizations such as Project Management Institute, an organization that certifies both project managers and training programs in the field throughout the world. Also at

11、 European level, there have been developed quality procedur</p><p>　　Project management includes progressive and logical decision-making processes, an appropriate organization, financial management and effec

12、tive marketing, a special attention in preparing documents and administrative tasks and application of methods and techniques of traditional management adapted accordingly.</p><p>　　"Construction Projec

13、ts management” consists of planning, organizing, coordinating and monitoring of the project, from the beginning to the end, with the aim of achieving customer requirements on producing a viable project, financially and f

14、unctionally, in compliance with quality standards, costs and implementation deadlines agreed upon.</p><p>　　Project management involves setting of benchmarks according to which there shall be established gui

15、delines to be followed, observing the progress in achieving the correct execution of tasks and projects, according to the differences observed between the actual and the planned benchmarks.</p><p>　　In order

16、 to realize a construction project there must be involved various entities: beneficiary, investor, funding bodies, builder, draftsman, consultants, suppliers of materials and equipment, etc.., which requires focus on coo

17、rdinating and adjusting all the necessary inputs. Thus, the project manager must work predominantly with people from other organizations than the one he belongs to. In such circumstances, his authority is conferred by co

18、ntract terms and is less direct than that of a regul</p><p>　　Project management is conducted, in most cases, by staff belonging to different organizations, closely cooperating to achieve different objective

19、s, often contradictory, of the parties involved.</p><p>　　Responsibility for the project management lies, as mentioned, to different organizations, depending on customer’s preferences and competences and on

20、the nature of the contractual terms between parties. Whether project management is exercised by the client, the designer, the builder or by a specialized independent organization, relevant managerial procedures are large

21、ly the same. In order to have an unitary point of view, management methods presented in this work will be approached from the gener</p><p>　　2. Construction Project</p><p>　　The main subject in

22、the construction projects management is the construction project. </p><p>　　The construction project is an entity with limited time of action, designed for achievement, rehabilitation or demolition of a buil

23、ding objective, executing variable and non-standard works in a given period, with a certain budget and in compliance with the agreed quality specifications.</p><p>　　A construction project has the following

24、characteristics:</p><p>　　? it requires the construction of a self-organizational network: the project team;</p><p>　　? it is temporary, the achievement terms being indicated by contractual prov

25、isions;</p><p>　　? you must meet certain targets relating to time, cost and quality;</p><p>　　? its result is a building objective (consisting of one or more construction objects);</p>&l

26、t;p>　　? it requires input from several organizations for its achievement, thus leading to potential communication problems and a high potential conflict;</p><p>　　? it requires major and diversified finan

27、cial, material and human resources;</p><p>　　? it requires implementation of activities with complex technological and organizational conditioning;</p><p>　　? it describes all the peculiarities

28、 of the construction process and production.</p><p>　　Realizing a construction project means going through several phases that make up the life cycle of the project. In the specialized literature there are v

29、arious approaches of this matter.</p><p>　　Thus, within the methodology O.N.U.D.I. for the development of feasibility studies, the life cycle of the project includes the following phases:</p><p>

30、;　　I. Pre-investment phases:</p><p>　　? Identification studies of investment’s needs and opportunities</p><p>　　? Previous feasibility studies</p><p>　　? Feasibility studies</p&g

31、t;<p>　　? Evaluation and decision studies</p><p>　　II. Investment</p><p>　　? Negotiation and contracting</p><p><b>　　? Design</b></p><p>　　? Building

32、</p><p>　　? Putting in service</p><p>　　III. Operational</p><p>　　An other reputable specialist Ronald Mc Caffer (1995) presents the life cycle of the project using the following sc

33、heme:</p><p>　　PHASE ACTIVITY ACTIVITIES</p><p>　　SUCCESSION</p><p>　　Initiation Product identification Definition of the need<

34、;/p><p>　　Preliminary Feasibility studies， Decision to realize the study</p><p>　　strategic and financial planning </p><p>　　General design Design and c

35、osts estimation Decision to carry out the project</p><p>　　Detailed design Detailed design Starting auction organization or</p><p>　　negotiations</p><p>　　Contra

36、cting Negotiation or auction –Conclusion of contracts</p><p>　　offering and contracting</p><p>　　Building Building Final reception of the</p><

37、;p><b>　　works</b></p><p>　　Finalizing Works finalizing and Designed parameters</p><p>　　final reception achievement</p><p>　　Opera

38、tion and Operation and</p><p>　　Maintenance Maintenance</p><p>　　Genesis of a construction project comprises the following steps:</p><p>　　A. Definition</p>&

39、lt;p>　　After the owner (investor, author, client, beneficiary) has identified the need to realize the construction, he should define requirements and budgetary constraints.</p><p>　　Defining the project i

40、ncludes establishing its general characteristics such as: location, size, configuration, performance criteria, equipment needed etc.. In this phase the general project is carried out of the future objective, this work be

41、ing the responsibility of the owner, but he may use a designer.</p><p>　　Figure 1. Genesis of a construction project</p><p>　　Source: Mc Caffer, Harris, 1995</p><p><b>　　B. De

42、sign</b></p><p>　　This phase consists in carrying out previous feasibility studies and feasibility studies, ending, should the beneficiary take the decision to realize the project, with the technical d

43、rafting.</p><p>　　In practice, if certain types of contractual arrangements, design, supply and construction overlap, the construction being realized as the design progresses.</p><p>　　The desig

44、n can be achieved by the beneficiary, but, as in most cases, he is not a specialist in the field, a specialized designer or consultants are needed (for previous feasibility studies and feasibility studies).</p>&l

45、t;p>　　C. Contracting</p><p>　　This phase consists in concluding the construction contract.</p><p>　　D. Supply and Construction</p><p>　　Supply refers to ordering and receiving eq

46、uipment and key materials needed for the project, particularly those having long intervals between order’s launching and receipt. Supply may be done by the general contractor, by the customer or by a specialized company

47、hired by the customer.</p><p>　　Construction is the process of laying materials and equipment. This involves providing human resources, equipment, materials and overseeing the completion of work.</p>

48、<p>　　E. Maintenance and repairing</p><p>　　After putting in operation and designed parameters achievement the construction may require execution maintenance and repairing works. To achieve them, one ca

49、n use the services of the initial builder (surely during the warranty period) or those of another construction firm, if the beneficiary does not have a specialized department.</p><p>　　F. Demolition or conve

50、rsion</p><p>　　After expiration of the normal life of the objective or even earlier, if economic or technological reasons requires it, an objective may be demolished or altered. This requires the services of

51、 a construction company.</p><p>　　CONCLUSIONS</p><p>　　For a project to be built respecting the budget and implementation deadlines, a professional management of operations carried out on site,

52、is needed. The technical complexity, the importance of works realization on due time, constraints related to resources and substantial costs impose thorough planning, programming and control</p><p>　　The con

53、struction process is not a self adjusting mechanism, but it requires coordinated intervention of experts for the activities to be conducted according to the plans. The construction realization can be deeply affected by e

54、vents that are difficult or impossible to predict. In such changing circumstances, cost and duration are constantly altering and can suddenly deteriorate. An effective management is not only desirable, but is needed in o

55、rder to achieve a satisfactory final result. Regardle</p><p>　　Two Points on the Cost Management of Engineering Projects</p><p>　　Abstract--Cost management of engineering projects is an everlast

56、ing topic for construction enterprises．How to manage the cost and what the performance of the cost management is directly relevant to the economic benefits，survival and development of the construction enterprises．To redu

57、ce the engineering cost，we should minimize the material and labor consumption through the whole process and in every aspect of the construction．And the root way to enhance the market competitive strength of the const<

58、/p><p>　　Engineering cost. </p><p>　　Index Terms--Construction engineering，project management and cost contro1．</p><p>　　I．INTRODUCTION</p><p>　　Engineering project is the

59、 cost center of the construction enterprises as well as the main source of the profits．When the industry competition is becoming fiercer and the profit making space is becoming smaller, in this situation，the most importa

60、nt thing for a construction enterprise to enhance the market competitive strength is minimizing the material and labor consumption in the construction course to reduce the cost and control all the consumptions influencin

61、g the cost within the planned scop</p><p>　　II．ALL．SIDED COST MANAGEMENT OF THE ENGINEERING PROJECT</p><p>　　The engineering project cost mainly consists of material cost，cost of machine use，lab

62、or cost，temporary facility fee.other prime cost and project management fee．The control of these costs involves the cooperation and coordination of such management departments as technology，finance．material， equipment．a(chǎn)dm

63、inistration and logistics．So cost management must focus on the internal control among each department and whole control of the engineering project and conduct an all-sided management．</p><p>　　1) To set up a

64、nd better the cost control system</p><p>　　The cost control system is a organizing system and management system，whose ultimate objective and major task is cost management，to assign the project manager as the

65、 person firstly responsible，and make every one of each management team and construction team engaged in it．In the cost control system，every one from the project manager, technical principal to spot administrator is endow

66、ed with a certain task and authority of cost management，and takes on corresponding responsibilities． Every one in ea</p><p>　　2) To formulate regulations and standardize the operational behavior</p>&

67、lt;p>　　The effect of the cost control relies largely on the integrity and careful implementation of the administrative systems, especially the segments of material，equipment and management fee．</p><p>　　M

68、aterial management：Material always accounts for 60％ of the engineering cost in the construction．Thus material management is the most important in cost management and strict material management system must be established.

69、 Material management should start from the purchasing．</p><p>　　Staple materials should be purchased by the material department，to invite public bidding as much as possible and to reduce the cost by intensiv

70、e management．Regarding the materials bought by project department themselves，they must know well about the market，price，quality，service，credit and long—term cooperation strategy to choose and decide the</p><p&

71、gt;　　suppliers．Rigorous verification and examination must be done before signing the contracts and black case work must be rooted out．Other segments as material receipt, storage and distribution must be charged by a spec

72、ific person to reach the material quantity in accordance with the account．The internal monitoring and restriction in every segment should be focused on．</p><p>　　Equipment management：Equipment management dep

73、art should equip machines in reason according to the engineering quality，construction progress and equipment capacity．Renting facilities from outside should be considered from the point of reducing the cost，in way of dif

74、ferent lease modes, such as according to the shifts，workload and lease period．</p><p>　　Rations of equipment maintenance and oil consumption should be drawn and checked monthly．Set up maintenance system and

75、organize to implement carefully in order to assure the intact equipment, root out the machine accidents and try hard to reduce the use cost of the machine．</p><p>　　Administration expense since the flexibili

76、ty of the management expense is very big, it must be strictly controlled. We should fix a reasonable proportion according to the project’s volume to control the total amount and assess item by item．The establishment of t

77、he project administrative team should be effective and not overstaffed to lessen the total expense of the salary．Expenses in working，transportation and business trips must be strictly enforced with saving and adopt the w

78、ay of expenses han</p><p>　　III．WHOLE LIFE-SPAN CYCLEMANAGEMENT OF THE ENGINEERING COST</p><p>　　The engineering cost control should manage the life—span cycle of the whole project，not only cond

79、ucting a simple accounting cost calculation at the end of the program．</p><p>　　1) Good control before action</p><p>　　An idea is clear in mind when calculate before take action’．Before carry on

80、 a project，we can do a risk forecast，making a risk assessment of the project’s feasibility to minimize the risk possibility．Making use of the functional demand of value engineering，in premise of guaranteed engineering qu

81、ality，put forth kinds of construction plans，compare and</p><p>　　evaluate technologically and economically．For example，to cope with the big price increase of the building materials， price discrepancy analysi

82、s should be done in the beginning of the project start and then reported to the decision, making department．Besides，the reliability of the estimation of the project volume should be enhanced as much as possible in the bi

83、dding so that the macro-controlled bidding price can guarantee the successful bidding as well as the cost and reasonable profit．</p><p>　　Based on the functional analysis of project and capability analysis o

84、f materials，we strive to use low．price materials，by changing the proportion and using additive to decrease the material consumption expense．Through setting up a data base of subcontractors and material suppliers, choose

85、suitable suppliers．Also we can make bidding，comparing different suppliers to choose the supplier who has strong economic strength，spot management experience，good technologies and experienced workers as well as q</p>

86、;<p>　　2) Good control during the action</p><p>　　The control in the formation process of the engineering cost should be done by ‘calculating when doing and keep adjusting’to control the cost factuall

87、y．In term of the requirement of engineering construction itself and inherent rules，work out a construction plan with advanced technology， reasonable techniques and crack organization and arrange</p><p>　　pro

88、gress of each program regularly．According to the exercise principle of plane flow and solid crossing，work out reasonable network design of the construction to insure working face not left unused，working procedure uninter

89、rupted，construction and installation teams work in</p><p>　　order and harmony．</p><p>　?、貳very program team should control the material usage．To reduce the wastage，materials can be distributed b

90、y quota．In terms of the factual situation，to confirm the reasonable wastage rate with each team or subcontractor．Lump work use can be carried out to reward economizers and punish quota brokers, to make the material usage

91、 relevant to personal</p><p>　　economic benefit．</p><p>　　②Practice material receipt recording system, sorting and counting the quantity，signed by recorders．Material department should make a mat

92、erial detailed account to prevent the unconformity of the account and the physical quantity on the spot and in the warehouse．When one draws the materials，construction team should check and confirm the quantity，strictly p

93、erforms according to the procedure to root out waste and theft possibility．The material usage should be in reason．On one hand，the administrative</p><p>　?、跡quipment and turnover materials should be rationall

94、y attempted．Administrative and operational staff should do a good cost calculation during the action according to the target cost．List the account separately by project．Set up intact cost finance system．Taking project de

95、partment as a separate check unit，list a separate account for all the income and expenses，analyze the result of each program and each item implementing the cost plan month by month，find out the factors influencing the co

96、st savi</p><p>　　completed．</p><p>　　3) Control after action</p><p>　　In the check and acceptance stage，do cost check and analysis，and follow the principle of‘settle the account whe

97、n finished to set up a standard for the coming projects’，do a good mop-up．</p><p>　?、賁ort the manpower，machines，materials and logistics facilities．Clear and return the things need to be cleared and returned

98、in time, and transfer the things need to be transferred as soon as possible to decrease the expenses and then reduce the cost．</p><p>　　②Check the remained workload all．a(chǎn)round to avoid any skip．Prepare suffi

99、cient materials for the changes during the construction and put forth change request in time and fix a specific person to be responsible．</p><p>　?、跘rrange technological personnel to finish the check and acc

100、eptance materials in a set time．After the completion of the project，do a total cost settlement．According to the result， evaluate the gain and loss of the project cost management， write a complete summing up report to pro