工程造價(jià)外文翻譯--在斯里蘭卡建筑承包商中建立的估算數(shù)據(jù)流

1、<p>　　中文3000字，1860單詞，10200英文字符</p><p>　　出處：G. W. Kodikara, R. McCaffer. Flow of estimating data in Sri Lankan building contractor organizations[J]. Construction Management & Economics, 1993, 11(11):

2、341-346.</p><p>　　在斯里蘭卡建筑承包商中建立的估算數(shù)據(jù)流</p><p>　　G..W.Kodikara和R.McCafferz</p><p>　　當(dāng)一個(gè)預(yù)算員在編寫(xiě)工程量清單時(shí)，為了計(jì)算建設(shè)項(xiàng)目的成本他會(huì)收集大量的數(shù)據(jù)。收集的數(shù)據(jù)可用于承包商的后續(xù)管理，承包商在投標(biāo)后的管理中使用這些數(shù)據(jù)時(shí)應(yīng)格外注意。本文從斯里蘭卡建筑承包商的十個(gè)案例研究組織

3、中得到的信息確定了承包商的管理部門、管理任務(wù)和管理團(tuán)隊(duì)，而且還明確了估算數(shù)據(jù)流在各管理部門之間和管理部門內(nèi)部的功能。這些數(shù)據(jù)流強(qiáng)調(diào)了在投標(biāo)后進(jìn)行修正數(shù)據(jù)的必要性。人們認(rèn)為當(dāng)前估計(jì)數(shù)據(jù)的形式和描述數(shù)據(jù)的主要原因是為了在斯里蘭卡的重新使用。然而，人們發(fā)現(xiàn)任何傳統(tǒng)格式的革命性變革都不會(huì)受行業(yè)的歡迎。任何新的提議在可接受性的限制下的傳統(tǒng)做法內(nèi)被制定。單位價(jià)格由材料消耗量、勞動(dòng)力消耗量和機(jī)械設(shè)備消耗量組成，單位價(jià)格各組成量可以提供所有的數(shù)據(jù)供直接

4、使用，因此減少了一些重復(fù)工作。進(jìn)一步的研究應(yīng)該著手于單位價(jià)格的最佳格式和結(jié)構(gòu)的組成。</p><p>　　關(guān)鍵詞：工程量清單、案例研究、數(shù)據(jù)管理、評(píng)估、斯里蘭卡。</p><p><b>　　簡(jiǎn)介</b></p><p>　　在過(guò)去的四十年里，許多研究人員調(diào)查了工程量清單在承包商投標(biāo)后的管理中的應(yīng)用。已經(jīng)出現(xiàn)的可供參考的工程量清單格式：操作清單

5、（教育部和科學(xué)部，1957），地方性貿(mào)易清單（Nott，1963），工程量清單-操作格式-（Skoyes，1968），BPF系統(tǒng)-活動(dòng)日程-（英國(guó)房地產(chǎn)聯(lián)合會(huì)，1983）和建造者的數(shù)量（Pasquire and McCaffer，1968）。然而使用了標(biāo)準(zhǔn)的測(cè)量方法（皇家特許測(cè)量協(xié)會(huì)。1968）的工程量清單在傳統(tǒng)的實(shí)踐準(zhǔn)備過(guò)程中仍然被廣泛用于標(biāo)準(zhǔn)的工程量清單的準(zhǔn)備。（Kodikarq，1990）。這并不意味著在承包商投標(biāo)后的合同管理中使

6、用工程量清單是有效的（Skinner，1981）。工程量清單是投標(biāo)人在所獲取的主要文件，本文是對(duì)在1989年的一項(xiàng)調(diào)查承包商評(píng)估數(shù)據(jù)所作的報(bào)告。這項(xiàng)工作的目的是觀察在斯里蘭卡建筑承包商組織中的估計(jì)數(shù)量流，并確定承包商的數(shù)據(jù)管理效率低下的原因。十個(gè)組織以一個(gè)結(jié)構(gòu)化的問(wèn)卷形式被調(diào)查采訪。這些問(wèn)卷作為導(dǎo)火線被提出，因此他們可能導(dǎo)致揭露承包商當(dāng)前的實(shí)踐、問(wèn)題和建議被討論。斯里蘭卡建筑施工行業(yè)遵循的一些程序、標(biāo)準(zhǔn)和原則被英國(guó)工業(yè)使用，因此在斯里蘭

7、</p><p><b>　　條款的定義</b></p><p>　　本文以下所列術(shù)語(yǔ)均用于描述給定的定義。</p><p><b>　　估算的數(shù)據(jù)</b></p><p>　　預(yù)算者為定價(jià)收集的數(shù)據(jù)被稱為估算數(shù)據(jù)，估算價(jià)格包括資源的價(jià)格，分包商的價(jià)格和投標(biāo)價(jià)格。</p><p&

8、gt;<b>　　管理部門</b></p><p>　　建設(shè)項(xiàng)目的管理工作是根據(jù)可辨認(rèn)的主要的管理部門進(jìn)行分組的。這些部門包括預(yù)算部、采購(gòu)部、規(guī)劃部、現(xiàn)場(chǎng)管理部、施工技術(shù)部和財(cái)務(wù)管理部。</p><p><b>　　管理團(tuán)隊(duì)</b></p><p>　　負(fù)責(zé)管理工作的專業(yè)人士被定義為管理團(tuán)隊(duì)。他們包括預(yù)算員、采購(gòu)員、規(guī)劃員

9、、現(xiàn)場(chǎng)管理員、施工技術(shù)員和高層管理者。應(yīng)該注意的是，管理部門和管理團(tuán)隊(duì)是不一樣的，因?yàn)槿魏螌I(yè)管理團(tuán)隊(duì)都可以在幾個(gè)管理部門同時(shí)工作。</p><p><b>　　管理任務(wù)</b></p><p>　　與合同的采購(gòu)和執(zhí)行直接相關(guān)的任務(wù)被定義為管理任務(wù)。本文只對(duì)某些重要和常見(jiàn)的任務(wù)在各管理部門之間與業(yè)內(nèi)專業(yè)人士建立咨詢關(guān)系。</p><p><

10、;b>　　修正</b></p><p>　　當(dāng)這些數(shù)據(jù)被管理團(tuán)隊(duì)用于特殊任務(wù)時(shí)他們也可以直接或修正后來(lái)滿足使用需求。這些修正包括修改、重組或拆分?jǐn)?shù)據(jù)，通過(guò)對(duì)數(shù)據(jù)適當(dāng)?shù)拿枋隹梢詼p少這種仍然存在的被稱為“少修正”的這種類型的修正。</p><p><b>　　調(diào)查方法</b></p><p>　　在1989年對(duì)斯里蘭卡建筑承包商的

11、調(diào)查中發(fā)現(xiàn)并記錄了在數(shù)據(jù)的管理任務(wù)中當(dāng)前的實(shí)踐和存在的問(wèn)題，該調(diào)查包括對(duì)十個(gè)組織的專家之間的訪談和討論。每個(gè)訪問(wèn)者被訪問(wèn)的次數(shù)在五至十次之間，他們的管理員工關(guān)于建立和記錄他們的實(shí)際經(jīng)驗(yàn)和知識(shí)被采訪。在某些情況下，高層管理人員可以回答大部分的問(wèn)題，因?yàn)樗麄兦宄闹浪麄兘M織大體的慣例，案例研究是以代表整個(gè)產(chǎn)業(yè)的方式被計(jì)劃實(shí)施，具有選擇性組織標(biāo)準(zhǔn)是判斷樣品的依據(jù)。這些標(biāo)準(zhǔn)包括：所有權(quán)、規(guī)模、工作類型、經(jīng)驗(yàn)和工作地點(diǎn)為了劃分組織內(nèi)部的諸多標(biāo)準(zhǔn)

12、而將每個(gè)標(biāo)準(zhǔn)定義為不同類別。</p><p><b>　　所有權(quán)</b></p><p><b>　　政府或私人所有。</b></p><p><b>　　規(guī)模</b></p><p>　　大的-年?duì)I業(yè)額200斯里蘭卡盧比以上或者中等的-年?duì)I業(yè)額50-200斯里蘭卡盧比之間或者

13、小的-年?duì)I業(yè)額50斯里蘭卡盧比一下。</p><p><b>　　工作類型</b></p><p>　　中介咨詢、工程承包和委托代理。</p><p><b>　　經(jīng)驗(yàn)</b></p><p>　　頗具規(guī)模-超過(guò)15年的服務(wù)經(jīng)歷或者普通的-5-10年的服務(wù)經(jīng)歷或者新組建的-5年以下的服務(wù)經(jīng)歷。<

14、;/p><p><b>　　工作地點(diǎn)</b></p><p>　　WC-主要城市周邊（25千米半徑以內(nèi)）或者OC-主要城市以外。</p><p>　　管理部門、任務(wù)和團(tuán)隊(duì)</p><p>　　對(duì)使用估算數(shù)據(jù)的觀測(cè)可以推廣到包括規(guī)模、所有權(quán)等的整個(gè)行業(yè)。雖然有很多選擇可被利用，但僅僅只有傳統(tǒng)的標(biāo)準(zhǔn)測(cè)量方法被用于項(xiàng)目的工程量清單

15、的準(zhǔn)備和定價(jià)過(guò)程中。即使不需要工程量清單的合同（例如，交鑰匙工程，設(shè)計(jì)和構(gòu)建）是一個(gè)在傳統(tǒng)格式的管理工作中編制的內(nèi)部的工程量清單，評(píng)估、采購(gòu)、計(jì)劃、現(xiàn)場(chǎng)管理和工料測(cè)量等管理任務(wù)在每個(gè)部分都會(huì)被總結(jié)。每個(gè)管理團(tuán)隊(duì)在不同的管理部門之間利用估算數(shù)據(jù)來(lái)完成管理任務(wù)。這些數(shù)據(jù)之后被傳遞到其他管理團(tuán)隊(duì)、在管理部門和管理任務(wù)之間建立的數(shù)據(jù)流被用于案例研究。 據(jù)觀測(cè)在各管理部門之間和管理部門內(nèi)部使用和交換測(cè)量數(shù)據(jù)是復(fù)雜的。估算數(shù)據(jù)在使用數(shù)據(jù)中被大量修正

16、，所以現(xiàn)在這些數(shù)據(jù)的形式和表現(xiàn)手法被認(rèn)為是導(dǎo)致低效率數(shù)據(jù)流的主要原因。</p><p><b>　　數(shù)據(jù)流</b></p><p>　　大部分的管理團(tuán)隊(duì)負(fù)責(zé)一個(gè)以上的管理部門。例如，現(xiàn)場(chǎng)管理者主要承擔(dān)在所有管理部門中估計(jì)整個(gè)項(xiàng)目持續(xù)時(shí)間的工料測(cè)量的責(zé)任。管理團(tuán)隊(duì)在不同的管理部門之間以不同的方式運(yùn)用數(shù)據(jù)，因此，觀測(cè)數(shù)據(jù)最好是在各管理部門之間而不是管理團(tuán)隊(duì)之間，每個(gè)管理部

17、門負(fù)責(zé)處理一系列的管理任務(wù)。當(dāng)這些數(shù)據(jù)被用于處理這些管理任務(wù)時(shí)會(huì)被重復(fù)多次利用，因此，最好是在各管理任務(wù)之間確定數(shù)據(jù)流，只有通過(guò)觀察管理任務(wù)之間的數(shù)據(jù)流，修正使用估算數(shù)據(jù)才可能被正確識(shí)別。所有的管理任務(wù)應(yīng)根據(jù)重要的工序進(jìn)行分組，以便于數(shù)據(jù)流可以以簡(jiǎn)單的方式被說(shuō)明，根據(jù)提出的估算數(shù)據(jù)方法確定了兩種類型的數(shù)據(jù)流。常見(jiàn)數(shù)據(jù)流的類型是工程量清單采用綜合單價(jià)形式定價(jià)。第二種類型的數(shù)據(jù)流是工程量清單采用材料成本和勞動(dòng)力組價(jià)形式進(jìn)行定價(jià)。</p

18、><p><b>　　數(shù)據(jù)流復(fù)雜的原因</b></p><p>　　專家指出現(xiàn)場(chǎng)控制、現(xiàn)場(chǎng)監(jiān)理和成本控制效率低下的原因如下：</p><p>　　現(xiàn)場(chǎng)管理者被要求從事太多的工作。</p><p>　　影響工程量清單和實(shí)施規(guī)劃的因素太多。</p><p>　　現(xiàn)場(chǎng)監(jiān)理和成本控制沒(méi)有和工程量清單聯(lián)系起來(lái)。

19、</p><p>　　在介紹中提到的傳統(tǒng)的工程量清單的其他形式得到了專業(yè)工程師的建議，討論總結(jié)了是個(gè)組織的專業(yè)人士的主要觀點(diǎn)。在實(shí)際的操作基礎(chǔ)上準(zhǔn)備清單的提議并不受歡迎，承包商需要一個(gè)更精簡(jiǎn)的工程量清單來(lái)直接定價(jià)。實(shí)際操作的基礎(chǔ)會(huì)增大工程量清單的使用范圍。在傳統(tǒng)清單中施工順序的準(zhǔn)備比操作清單的準(zhǔn)備更簡(jiǎn)單。建筑承包商內(nèi)部的定額和操作清單類似。盡管后者才是為沒(méi)有工程量清單的特殊類型的合同所設(shè)計(jì)的。BPF系統(tǒng)、基本的清

20、單和工程量清單的操作格式都不被傳統(tǒng)的格式歡迎，在討論中可以很明顯的看出任何對(duì)傳統(tǒng)格式的革命性變革都不會(huì)受行業(yè)的歡迎。因此，任何新提議的制定應(yīng)限制在傳統(tǒng)做法內(nèi)。</p><p><b>　　結(jié)論</b></p><p>　　斯里蘭卡建筑施工行業(yè)的十個(gè)案例研究實(shí)現(xiàn)了在建筑承包商組織中建立估算數(shù)據(jù)流和找出數(shù)據(jù)管理不良的原因，這個(gè)案例是以可能在過(guò)去的提議基礎(chǔ)上獲取建議的方式被

21、研究，研究結(jié)果如下：</p><p>　　雖然有很多選擇可被利用，但僅僅只有傳統(tǒng)的標(biāo)準(zhǔn)測(cè)量方法被用于項(xiàng)目的工程量清單的準(zhǔn)備和定價(jià)過(guò)程中。即使不需要工程量清單的合同（例如，交鑰匙工程，設(shè)計(jì)和構(gòu)建）是一個(gè)在傳統(tǒng)格式的管理工作中編制的內(nèi)部的工程量清單。</p><p>　　工程量清單被負(fù)責(zé)完成管理任務(wù)的管理部門和管理團(tuán)隊(duì)用于整個(gè)合同的實(shí)施過(guò)程中。</p><p>　　雖然

22、在一個(gè)合同中涉及6個(gè)管理團(tuán)隊(duì)（預(yù)算員、采購(gòu)員、規(guī)劃員、現(xiàn)場(chǎng)管理人員、施工技術(shù)人員和高層管理者）但是預(yù)算員、施工技術(shù)人員共同承擔(dān)了許多工作</p><p><b>　　參考文獻(xiàn)</b></p><p>　　[1]安德森，斯威尼，威廉斯·商業(yè)和經(jīng)濟(jì)統(tǒng)計(jì)數(shù)據(jù)·第三版·荷蘭國(guó)際集團(tuán)西方出版社·1987</p><p&

23、gt;　　Flow of estimating data in Sri Lankan building contractor organizations</p><p>　　G..W.Kodikara and R.McCafferz</p><p>　　When an estimator prices a bill of quantities, s/he collects, generat

24、es and assembles data (estimating data) for the purpose of establishing the cost of constructing the project. The data generated could be used by the contractor’s subsequent management functions, and the use of estimatin

25、g data in the contractors’ post-tender management worthy of attention. Drawing information from ten case studies of the organization of Sri Lankan building contractors, this paper identifies the contractors’s ma</p>

26、;<p>　　Introduction</p><p>　　Over the past four decades, many researchers have investigated the post-tender use of bills of quantities in contractors’ management. Alternative formats to the bill of qu

27、antities have emerged such as: Elemental Bill (Department of Education and Science, 1957), Sectionalised Trades Bill (Nott, 1963), Operational Bill (Forbes and Skoyles, 1963), Bill of Quantities一Operational Format一(Skoyl

28、es, 1968), BPF System一Schedule of Activities一(British Property Federation, 1983) and Builders’ Quantities (P</p><p>　　Definition of terms</p><p>　　In this paper, the following terms are used to

29、 describe the given meanings.</p><p>　　Estimating data</p><p>　　The data that are collected, generated and assembled by the estimator for pricing purposes are termed estimating data. Estimating

30、data includes prices of resources, usages of resources, prices of sub-contractors and prices of bill items.</p><p>　　Management functions</p><p>　　The management work of a construction project i

31、s grouped according to recognizable major management functions. These are estimating, purchasing, planning, site management, and quantity surveying/financial control.</p><p>　　Management groups</p>&l

32、t;p>　　The professionals who are responsible for the work of the management functions are defined as managementgroups. They are estimators, purchasers, planners, site agents, quantity surveyors and upper management. It

33、 should be noted that the management functions and management groups are not the same because any professional management group can undertake work in several management functions.</p><p>　　Management tasks&l

34、t;/p><p>　　Tasks which are directly related to procurement and execution of contracts are defined as management tasks. In this paper, only the most important and common tasks in each management function are es

35、tablished through consultation with the professionals in the industry..</p><p><b>　　Data flow</b></p><p>　　The term data flow is used to describe the process of extracting, using, re

36、generating, amending and passing on of data by contractors’ staff.</p><p><b>　　Re-work</b></p><p>　　When data are used for a particular task by a management group they can be used ei

37、ther directly or with some re-work to suit the requirement. The re-work is any work such as modification, or grouping, or breaking up of data. By proper presentation of data, this type of re-work can be reduced and the r

38、e-work which still exists is called ‘less re-work’</p><p>　　Investigation methodology</p><p>　　The Sri Lankan building construction industry was surveyed in 1989 to observe and record the curren

39、t practices and problems in data management. The survey comprised interviews and discussions with professionals to ten organizations. Each organization was visited between five and ten times, and their management staff w

40、ere interviewed to establish and record their actual experience and knowledge. The case studies were planned in such a manner that they would represent the whole industry. Out of va</p><p><b>　　Ownersh

41、ip</b></p><p>　　Government or private ownership.</p><p><b>　　Size</b></p><p>　　Large一annual turn-over of 200 million Sri Lankan rupees or Medium一annual turn-over

42、 of 50-200 million Sri Lankan rupees or Small一annual turn-over of 50 million Sri Lankan rupees.</p><p>　　Type of work</p><p>　　Consultancy, and/or contracting, and/or client.</p><p

43、>　　Experience</p><p>　　Well-established一Over 15 years of service or Average一5-15 years of service Newly formed一Under 5 years seance.</p><p>　　Location of work</p><p>　　WC一Within

44、and around (within 25 km radius) the capital city (Colombo) or OC一Outside the capital city.</p><p>　　Management functions, tasks and groups</p><p>　　The observation in relation to the use of est

45、imating data could be generalized to the overall industry irrespective of the size, ownership, etc. Although there are number of options available, only the conventional standard method of measurement is used to prepare

46、and price the BOQ for projects. Even for contracts which do not demand the presence of a bill (e.g. turn-key, design-and-build), an internal BOQ is prepared in conventional format for management of work. Management tasks

47、 undertaken in </p><p><b>　　Data flow</b></p><p>　　Most of the management groups are responsible for more than one management function. For example, the site agent assumes duties

48、 in all the management functions from estimating to the quantity surveying throughout the project duration. The management groups have different ways of data handling in different functions. Therefore, it is better to

49、 observe the data flow between management functions than between management groups. Under each management function, a set of management tasks is unde</p><p>　　Reasons for the complexity in data flow</p>

50、;<p>　　The other major reasons for inefficient site control,site monitoring and cost control that the professionals pointed out were:</p><p>　　1 unorganized allocation of staff. For example, the site

51、agent is asked to carry out too much of the work;</p><p>　　2 large amount of variations which affects the BOQ and programme;</p><p>　　3 site monitoring and cost control are not linked to the BOQ

52、.</p><p>　　The proposal of preparing the bill in operational basis (operational bill) was not welcomed. The contractors need a shorter and more simpler BOQ for direct pricing. The operational basis would

53、 increase the size of the BOQ. The contractors consider that the preparation of construction sequence using the items in the conventional bill is much easier than the preparation of an operational bills. The opinion on b

54、uilders’ quantities was similar to that of operational bill. The professionals saw </p><p>　　Conclusion</p><p>　　Ten case studies in Sri Lankan building construction industry were carried out

55、to identify the flow of estimating data in contractor organizations, and to establish the reasons for poor data management. The case studies were carried out in such a way that it would be possible to obtain suggestion

56、s and comments on past proposals, while establishing the current situation and the problem. The findings of the research are as follows:</p><p>　　1.Although there are number of options available, only the

57、conventional Standard Method of Measurement is used to prepare and price the BOQs. Even for contracts which do not demand the presence of a bill (e.g. turn-key, design-and- build), an internal BOQ is prepared for man

58、agement of work.</p><p>　　2.The BOQ is used throughout the contract by the management groups, who are responsible for management functions to accomplish their management tasks.</p><p>　

59、　3.Although six management groups (estimators, purchasers, planners, site agents, quantity surveyors and upper management) are involved in a contract, the estimator, site agent, and the quantity surveyor share the mo

60、st of the work.</p><p>　　References</p><p>　　[1]Anderson, D.R., Sweeney, D.J. and Williams, T.A. (1987)Statistics for Business and Economics, 3rd edn. West Publish ing Company, San Francisco.<