Owner’s Factor in Value-Based Project Management in Construction
项目管理中英文--成本估算
Operating staff.
运行人员费用。
Labor and material for maintenance and repairs.
维修和保养的劳动力和材料费用。
Periodic renovations.
周期性翻新费用。
Insurance and taxes.
保险和税费。
Financing costs.
没有用掉的不可预见费用在工程末期可以退回业主方，或者用于项目新增部分的建设。
Approaches to Cost Estimation
成本估算的方法
Cost estimating is one of the most important steps in project management. A cost estimate establishes the base line of the project cost at different stages of development of the project. A cost estimate at a given stage of project development represents a prediction provided by the cost engineer or estimator on the basis of available data. According to the American Association of Cost Engineers, cost engineering is defined as that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles and techniques to the problem of cost estimation, cost control and profitability. Virtually all cost estimation is performed according to one or some combination of the following basic approaches.
ACP敏捷项目管理考试真题解析（六）
ACP敏捷项目管理考试真题解析（六）一、题目1、EVM i s a f requently u sed p roject m anagement a bbreviation. How i s C PI c alculated?A.CPI=BAC/EVB.CPI=EV/ACC.CPI=BAC/PVD.CPI=AC/EVEVM 是一个经常使用的项目管理词语。
如何计算CPI 呢？A.CPI=BAC/EVB.CPI=EV/ACC.CPI=BAC/PVD.CPI=AC/EV2、Of the following r esponses, which i s NOT a community value per t he PMI agile community of practice community c harter?A.CourageB.HumbleC.OpennessD.Honesty基于“PMI 敏捷社区实践章程”，以下哪一项不属于社区价值？A.勇气B.谦卑C.开放D.诚实3、Select the response that lists one of the five core risk areas that can impact a project.A.Personnel lossB.Configuration managementC.Release managementD.Version management属于影响项目的5 个核心风险区的是A.人才流失B.配置管理C.发布管理D.版本管理4、What is the first step of the ATDD four step process?A.DistillB.DemoC.DiscussD.Develop验收测试驱动开发的第一个步骤是A.提取B.示范C.讨论D.开发5、Calculate the IRR for the following one year investment. The initial investment cost is $500.Theexpected income in year 1 is $550A. 15%B. 5%C. 7.38%D. 10%请计算以下一年投资的内部收益率：初始投资成本是500 美元，1 年的预期收入是550 美元，那么内部收益率是A. 15%B. 5%C. 7.38%D. 10%6、Select a technique used for value-based analysis?A.ADILEB.Risk-to-value matrixC.StrengthD.IDEF基于价值的分析，以下属于其中的一个技术是A.ADILEB.风险价值矩阵C.强度D.IDEF7、In t he lean m anufacturing, just-in-time concept o f Kanban, is inventory c ontrol b ased o n p ull or push?A.PushB.Both pull and pushC.Neither pull nor p ushD.Pull在精益生产中，Kanban 的适时生产概念中，库存控制是基于拉动生产还是推动生产？A.推动B.既推动也拉动C.既不推动也不拉动D.拉动8、Jan i s looking a t an important agile document t hat includes t he project vision a nd m ission. What document is Jan most likely reviewing?A.Statement of workB.Request for proposalC.Project home pageD.Project charterJan 正在看一份含有项目愿景和目标的敏捷文件。
项目管理PMP精要（中英文对照）
ESSENCE OF PMBOK & PMP EXAM 考试串讲教材))PMBOK及PMP考试精要考试精要((考试串讲教材PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系 (2)项目生命周期及过程组 (10)PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPSSCOPE范围管理 (10)HUMAN RESOURCE人力资源管理 (11)COMMUNICATIONS沟通管理 (14)TIME时间管理 (16)COST成本管理 (17)RISK风险管理 (20)QUALITY质量管理 (22)PROCUREMENT采购管理 (22)INTEGRATION整体管理 (19)PROFESSIONAL RESPONSIBILITIES职业道德 (19)POSSIBLE EXAM QUESTIONS考点 (20)1 PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系Knowledge Areas知识体系Primary Inputs输入Tools & Techniques工具及技术Primary Outputs输出INTEGRATION整体整体制定项目章程 Develop Project Charter 1.合同(如果适用) Contract(When applicable) 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 1.项目选择方法 Project selection methods 2.项目管理方法论项目管理方法论 Project management methodology 3.项目管理信息系统项目管理信息系统 Project management information system 4.专家判断专家判断 Expert judgment 1.项目章程 Project charter 制定项目初步范围说明书制定项目初步范围说明书 1.项目章程 Project charter 2.项目工作说明书 Project statement of work 3.事业环境因素 Enterprise environmental factors 4.组织过程资产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目初步范围说明书项目初步范围说明书Preliminary project scope statement 制定项目管理计划制定项目管理计划 Develop Project management Plan 1.项目初步范围说明书 Preliminary project scope statement 2.项目管理各过程 Project management processes 3.事业环境因素 Enterprise environmental factors 4.组织过程生产 Organizational process assets 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断 Expert judgment 1.项目管理计划 Progece management plan 指导与管理项目执行 Direct and Manage Project Execution 1.项目管理计划 Progece management plan 2.批准的纠正措施 Approved corrective actions 3.批准的预防措施 Approved preventive actions 4.批准的变更申请 Approved change requests 5.批准的缺陷补救 Approved defect repair 6.确认的缺陷补救 Validated defect repair 7.行政收尾程序 Administrative closure procedure 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 1.可交付成果 Deliverables 2.请求的变更 Requested changes 3.实施的变更请求 Implementde change requests 4.实施的纠正措施 Implementde corrective actions 5.实施的预防措施 Implementde preventive actions 6.实施的缺陷补救 Implementde defect repair 7.工作绩效信息 Work performance information 监控项目工作 Monitor and Control Project Work 1.项目管理计划 Progece management plan 2. 工作绩效信息 Work performance information 3.否决的变更请求否决的变更请求 Rejected change requests 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.实现价值技术实现价值技术 Eamed value technique(EVT) 4.专家判断 Expert judgment 1.推荐的纠正措施推荐的纠正措施Recommended corrective action 2.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 3.预测预测 Forecasts 4.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 5.请求的变更 Requested changes 整体变更控制 Integrated Change Control 1.项目管理计划项目管理计划 Progece management plan 2.请求的变更请求的变更 Requested changes 3.工作绩效信息工作绩效信息 Work performance information 4.推荐的纠正措施 Recommended corrective action 5.推荐的预防措施推荐的预防措施 Recommended preventive action 6.推荐的缺陷补救推荐的缺陷补救 Recommended defect repair 7.可交付成果可交付成果 Deliverables 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.批准的变更申请 Approved change requests 2.否决的变更请求 Rejected change requests 3.项目管理计划(更新) Project management plan(updates) 4.项目范围说明书(更新) Project scope statement(updates) 5.批准的纠正措施 Approved corrective actions 6.批准的预防措施 Approved preventive actions 7.批准的缺陷补救 Approved defect repair 8.确认的缺陷补救 Validated defect repair 9.可交付成果 Deliverables 项目收尾 Close Project 1.项目管理计划 Progece management plan 2.合同文件 Contract documentation 3.事业环境因素 Enterprise environmental factors 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance 1.项目管理方法系 Project management methodology 2.项目管理信息系统 Project management information system 3.专家判断专家判断 Expert judgment 1.行政收尾程序 Administrative closure procedure 2.合同收尾程序合同收尾程序 Contract closure procedure 3.最终产品最终产品,服务或成果 Final product,service or result 4.组织过程资产组织过程资产(更新) 2 information 6.可交付成果 Deliverables Organizational process assets(updates) SCOPE范围范围规划范围规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目章程 Project charter 4.项目初步范围说明书 Preliminary project scope statement 5.项目管理计划 Project management plan 1.专家判断 Expert judgment 2.样板样板,表格与标准表格与标准Templates,forms,standards 1.项目范围管理计划 Project scope management plan 范围定义范围定义范围定义 1.组织过程资产 Organizational process assets 2.项目章程 Project charter 3.项目初步范围说明书 Preliminary project scope statement 4.项目范围管理计划 Project scope management plan 5.批准的变更申请 Approved change requests 1.产品分析 Product analysis 2.其他方案识别 Alternatives identification 3.专家判断 Expert judgment 4.利害关系者分析 Stakeholder analysis 1.项目范围说明书Project scope statement 2.请求的变更 Requested changes 3.项目范围管理计划 Project scope management plan 制作工作分解结构 Create WBS 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书 Project scope statement 3.项目范围管理计划 Project scope management plan 4.批准的变更申请 Approved change requests 1.工作分解结构模板 Work breakdown structure templates 2.分解分解 Decomposition 1.项目范围说明书(更新) Project scope statement(updates)_ 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.范围基准 Scope baseline 5.项目范围管理计划(更新) Project scope management plan(updates) 6.请求的变更 Requested changes Scope Verification范围核实1.项目范围说明书Project scope statement 2.工作分解结构词汇表 WBS dictionary 3.项目范围管理计划 Project scope management plan 4.可交付成果 Deliverables 1.检查 Inspection 1.验收的可交付成果 Accepted deliverables 2.请求的变更请求的变更 Requested changes 3. 推荐的纠正措施推荐的纠正措施Recommended corrective actions 范围控制 Scope Control 1.项目范围说明书Project scope statement 2.工作分解结构 Work breakdown structure 3.工作分解结构词汇表 WBS dictionary 4.项目范围管理计划 Project scope management plan 5.绩效报告 Performance reports 6.批准的变更申请 Approved change requests 7.工作绩效信息 Work performance information 1.变更控制系统 Change control system 2.偏差分析偏差分析 Variance analysis 3.补充规划补充规划 Replanning 4.配置管理系统配置管理系统 Configuration management system 1.项目范围说明书(更新) Project scope statement(updates) 2.工作分解结构(更新) Work breakdown structure(updates) 3.工作分解结构词汇表(更新) WBS dictionary(updates) 4.范围基准(更新) Scope baseline(updates) 5.请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) TIME进度活动定义 Activity Definition 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan 1.分解 Decomposition 2.样板 Templates 3.滚动式规划 Rolling wave planning 4.专家判断 Expert judgment 5.规划组成部分 Planning componet 1.活动清单Activity list 2.活动属性 Activity attributes 3.里程碑清单 Milestone list 4.请求的变更 Requested changes 活动排序 Activity Sequencing 1.项目范围说明书项目范围说明书 Project scope statament 2.活动清单活动清单 Activity list 3.活动属性活动属性 Activity attributes 4.里程碑清单里程碑清单 Milestons list 1.紧前关系绘图法(PDM) Precedence Diagramming Method(PDM) 2.箭线绘图法箭线绘图法(ADM) Arrow Diagramming Method(ADM) 1.项目进度网络图 Project schedule network diagrams 2.活动清单活动清单(更新) Activity list (updates) 3 5.批准的变更请求批准的变更请求 Approved change requesta 3.进度网络样板进度网络样板 Schedule network tempiates 4.确定依赖关系确定依赖关系 Dependency determination 5.利用时间提前量与滞后量利用时间提前量与滞后量 Applying leads and lags 3.活动属性活动属性(更新) Activity attributes(updates) 4.请求的变更请求的变更 Requesaed changes 活动资源估算Activity Resource Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.活动清单Activity list 4.活动属性Activity attributes 5.资源可利用情况 Resouce availability 6.项目管理计划Project management l 1.专家判断 Expert judgment 2.多方案分析 Alternatives analysis 3.出版的估算数据 Published estimating data 4.项目管理软件 Project management sortware 5.自上而下的估算 Bottom estimating 1.活动资源要求 Activity resource requirements 2.活动属性(更新) Activity attributes(updates) 3.资源分解结构 Resource breakdown structure 4.资源日历(更新)Resource calendars 5.请求的变更 Requested changes 活动持续时间估算Activity Duration Estimating 1.事业环境因素Enterprise environmental factors 2.组织过程资产组织过程资产Organizational process assets 3.项目范围说明书项目范围说明书 Project scops statement 4.活动清单活动清单 Activity list 5.活动属性活动属性 Activity attributes 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.项目管理计划项目管理计划 Project management plan ●风险登记册●风险登记册 Risk register ●活动费用估算●活动费用估算 Activity cost estimates 1.专家判断 Expert judgment 2.类比估算 Analogous estimating 3.参数估算 Parametric estimating 4.三点估算 Three-point estimates 5.后备分析 Reserve analysis 1.活动持续时间估算 Activity duration estimates 2.活动属性 Activity attributes(updates) 制定进度表Schedule Development 1.组织过程资产 Organizational process assets 2.项目范围说明书项目范围说明书Project scope statement 3.活动清单活动清单 Activity list 4.活动属性活动属性 Activity attributes 5.项目进度网络图项目进度网络图 Project schedule network diagrams 6.活动资源要求活动资源要求 Activity resource requirements 7.资源日历资源日历 Resource calendars 8.活动持续时间估算活动持续时间估算 Activity duration estimates 9.项目管理计划项目管理计划 Project management plan ●风险登记册 Risk register 1.进度网络分析 Schedule network analysisi 2.关键路线法 Critical path method 3.进度压缩 Schsdule compression 4.假设情景分析What-if scenario analysis 5.资源平衡 Resource leveling 6.关键链法 Critical chain method 7.项目管理软件 Project management software 8.应用日历 Applying calendars 9.调整时间提前滞后量 Adjusting leads and lags 10.进度模型 Schedule model 1.项目进度表项目进度表 Project schedule 2.进度模型数据进度模型数据 Schedule model data 3.进度基准进度基准 Schedule baseline 4.资源要求资源要求 Resource requirements(updates) 5.活动属性活动属性(更新) Activity attributes(updates) 6.项目日历项目日历(更新)Project calendar 7.请求的变更请求的变更 Requesaed changes 8.项目管理计划项目管理计划(更新) Project management plan(updates) ●进度管理计划(更新) Schedule management plan(updates) 进度控制 Schedule Control 1.进度管理计划 schedule management plan 2.进度基准进度基准 Schedule baseline 3.绩效报告绩效报告 Performance reports 4.批准的变更要求批准的变更要求 Approved change requests 1.进度报告进度报告 Progress reporting 2.进度变更控制系统进度变更控制系统 Schedule change control system 3.绩效衡量绩效衡量 Performance measurement 4.项目管理软件项目管理软件 Project management software 5.偏差分析偏差分析 Variance analysisi 6.进度比较横道图进度比较横道图 Schedule comparison bar chars 1. 进度模型数据(更新) Schedule model data(updates) 2. 进度基准(更新) Schedule baseline(updates) 3. 绩效衡量 Performance measurements 4. 请求的变更 Requesaed changes 5.推荐的纠正措施Recommended corrective action 6.组织过程资产(更新) Organizational process assets(updates) 7.活动清单(更新) Activity list(updates) 8.活动属性(更新) Activity attributes(updates) 9.项目管理计划(更新) Project management plan(updates) COST费用费用估算Cost Estimating 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4. 工作分解结构 Work breakdown structure 1.类比估算 Analogous estimating 2.确定资源费率 Determine resource cost rates 3.自上而下估算 Bottom-up estimating 4.参数估算 Parametric estimating 5.项目管理软件 Project management 1.活动费用估算 Activity cost estimates 2.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 3.请求的变更请求的变更 Requested 4 5 5.工作分解结构词汇表 WBS dictionary 6.项目管理计划 Progece management plan ●进度管理计划●进度管理计划 Schedule management plan ●人员配备管理计划Staffing management plan ●风险登记册 Risk registor software 6.供货商投标分析 Vendor bid analysis 7.准备金分析 Reserve analysis 8.质量成本 Cost of quality changes 4.费用管理计划(更新) Cost management plan(updates) 费用预算 Cost Budgeting 1.项目范围说明书Project scope statement 2.工作分解结构工作分解结构 Work breakdown structure 3.工作分解结构词汇表工作分解结构词汇表 WBS dictionary 4.活动费用估算活动费用估算 Activity cost estimates 5.活动费用估算支持细节活动费用估算支持细节 Activity cost estimate supporting detall 6.项目进度项目进度 Project schedule 7.资源日历资源日历 Resource calendars 8.合同合同 Contract 9.费用管理计划费用管理计划 Cost management plan 1.费用汇总费用汇总 Cost aggregation 2.储备基金分析储备基金分析 Reserve analysis 3.参数估算参数估算 Parametric esrimating 4.资金限制平衡资金限制平衡 Funding limit reconciliation 1.费用基准 Cost baseline 2.项目资金要求 Project funding requirements 3.项目管理计划(更新) Project management plan(updates) 4.请求的变更 Requested changes 费用控制Cost Control 1.费用基准 Cost baseline 2.项目资金要求项目资金要求 Project funding requirements 3.绩效报告绩效报告 Performance reports 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.项目管理计划 Project management plan 1.费用变更控制系统 Cost change control system 2.绩效衡量分析绩效衡量分析 Performance measurements analysis 3.预测预测 Forecasting 4.项目绩效审核项目绩效审核 Project performance reviews 5.项目管理软件 Project management software 6.偏差管理 Variance management 1.费用估算(更新) Cost estimates(update) 2.费用基准(更新) Cost baseline(update) 3.绩效衡量绩效衡量 Performance measurements 4.预测完工预测完工 5.请求的变更请求的变更 Requested changes 6.推荐的纠正措施推荐的纠正措施Recommended corrective action 7.组织过程资产(更新) Organizational process assets(updates) 8.项目管理计划(更新) Project management plan(updates) RISK 风险风险管理规划 Risk Management Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产组织过程资产 Organizational process assets 3.项目范围说明书 Project scope statement 4.项目管理计划 Progece management plan 1.规则会议和分析 Planning meeting and analysis 1.风险管理计划 Risk Management Plan 风险识别Risk Identification 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书 Project scope statement 4. 风险管理计划 Risk Management Plan 5. 项目管理计划 Project management plan 1.文件审查文件审查 Documentation reviews 2.信息搜索技术信息搜索技术 Information gathering techniques 3.核对表分析核对表分析 Checklist analysis 4.假设分析假设分析 Assumptions analysis 5.图解技术图解技术 Diagiamming techniques 1.风险登记册 Risk register Qualitative Risk Analysisi 风险定性分析风险定性分析1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 1.风险概率与影响评估 Risk probability and impact assessment 2.概率和影响矩阵概率和影响矩阵 Probablity and impact matrix 3.风险数据质量评估风险数据质量评估 Risk data quality assessment 4.风险分类风险分类 Risk categorization 5.风险紧迫性评估风险紧迫性评估 Risk urgency assessment 1.风险登记册(更新) Risk register(updates) 定量风险分析 Quantitative Risk Analysis 1.组织过程生产 Organizational process assets 2.项目范围说明书 Project scope statement 3. 风险管理计划 Risk Management Plan 4. 风险登记册 Risk register 5. 项目管理计划 Project management plan ●项目进度管理计划 Project schedule management plan ●项目费用管理计划 Project cost management plan 1.数据收集和表示技术 Data gathering and representation techniques 2.定量风险分析和模型技术 Quantitative risk analysis and modeling techniques 1.风险登记册(更新) Risk register(updates) 风险应对规划 Risk Response Planning 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 1.消极风险或威胁的应对策略 Strategies for negative risk or threats 2.积极风险或机会的应对策略积极风险或机会的应对策略 Strategies for 1.风险登记册(更新) Risk register(updates) 2.项目管理计划(更新) Project positive risk or opportunities 3.威胁或机会的应对策略威胁或机会的应对策略 Strategies for both threats and opprtunities 4.应急应对策略应急应对策略 Contingent response strategy management plan(updates) 3.与风险有关的合同协议与风险有关的合同协议 Risk-related contractual agreements 风险监控 Risk Monitoring and Control 1.风险管理计划 Risk Management Plan 2.风险登记册 Risk register 3.批准的变更申请 Approved change requests 4.工作绩效信息 Work performance information 5.绩效报告 Performance reports 1.风险再评估 Risk reassessment 2.风险审计风险审计 Risk audits 3.变差和趋势分析变差和趋势分析 Variance and trend analysis 4.技术绩效分析技术绩效分析 Technical performance measurement 5.储备金分析储备金分析Reserve analysis 6.状态审查会状态审查会 Status meetings 1.风险登记册(更新) Risk register(updates) 2.请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施Recommended corrective action 4.推荐的预防措施推荐的预防措施Recommended preventive action 5.组织过程资产(更新) Organizational process assets(updates) 6.项目管理计划(更新) Project management plan(updates) QUALITY质量质量规划 Quality Planning 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan 1.成本效益分析成本效益分析 Cost-benefit analysis 2.基准对照基准对照 Benchmarking 3.试验设计试验设计 Design of experiments 5.质量成本质量成本(COQ) Cost of quality (COQ) 6.其他质量规划工具其他质量规划工具 Additional quality planning tools 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.过程改进计划过程改进计划 Process improvement plan 5.质量基准质量基准 Quality baseline 6.项目管理计划项目管理计划(更新) Project management plan(updates) 实施质量保证Perform Quality Assurance 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.过程改进计划过程改进计划 Process improvement plan 4.工作绩效信息 Work performance information 5.批准的变更申请 Approved change requests 6.质量控制衡量 Quality control measurnments 7.实施的变更请求 Implementde change requests 8.实施的纠正措施 Implementde corrective actions 9.实施的缺陷补救 Implementde defect repair 10.实施的预防措施 Implementde preventive actions 1.质量规划工具与技术质量规划工具与技术 Quality planning tools and techniques 2.质量审计质量审计 Quality audits 3.过程分析过程分析 Process analysis 4.质量控制工具与技术质量控制工具与技术 Quality control tools and techniques 1.请求的变更请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 3.组织过程资产(更新) Organizational process assets(updates) 4.项目管理计划(更新) Project management plan(updates) 实施质量监控 Perform Quality Control 1.质量管理计划质量管理计划 Quality management plan 2.质量测量指标质量测量指标 Quality metrics 3.质量核对表质量核对表 Quality checklists 4.组织过程资产组织过程资产 Organizational process assets 5.工作绩效信息工作绩效信息 Work performance information 6.批准的变更请求批准的变更请求 Approved change requests 7.可交付成果可交付成果 Deliverables 1.因果图因果图 Cause and effect diagram 2.控制图控制图 Control charts 3.流程图流程图 Flowcharting 4.直方图直方图 Histogram 5.帕雷托图帕雷托图 Pareto chart 6.趋势图趋势图 Run chart 7.散点图散点图 Scatter diagram 8,统计抽样统计抽样 Statistical sampling 9.检查检查 Inspection 10.缺陷补救审查缺陷补救审查 Defect repair review 1.质量控制衡量质量控制衡量 Quality control measurnments 2.确认的缺陷补救确认的缺陷补救 Validated defect repair 3.质量基准质量基准(更新) Quality baseline(updates) 4.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 5.推荐的预防措施推荐的预防措施推荐的预防措施Recommended preventive action 6.请求的变更 Requested changes 7.推荐的缺陷补救推荐的缺陷补救Recommended defect repair 8.组织过程资产 Organizational process assets 9.确认的可交付成果 Validated deliverables 10.项目管理计划(更新) Project management plan(updates) HUMAN RESOURCE人力资源人力资源规划人力资源规划 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 1.组织机构图和岗位描述组织机构图和岗位描述 Organization charts and position descriptions 2.交际交际 Networking 3.组织理论组织理论 Organization theory 1.角色与职责角色与职责 roles and responsibilities 2.项目组织图项目组织图 Projece organization chares 6 7 3.项目管理计划 Progece management plan ●活动资源需求 Activity resource requirements 3.人员配备管理计划人员配备管理计划 Staffinf management plan 项目团队组建 Acquire Project Team 1.事业环境因素 Enterprise environmental factors 2.组织过程资产 Organizational process assets 3.角色与职责 roles and responsibilities 4.项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 招聘惯例招聘惯例 1.预分派预分派 Pre-assignment 2.谈判谈判 Negotiation 3.招募招募 Acquisition 4.虚拟团队虚拟团队Virtual teams 1.项目人员分派到位项目人员分派到位 Project staff assignments 2.资源可利用情况资源可利用情况 Resource availability 3.人员配备管理计划人员配备管理计划(更新) Staffinf management plan(updates) 项目团队建设 Develop Project Team 1.项目人员分派 Project staff assignments 2.人员配备管理计划人员配备管理计划 Staffinf management plan 3.资源可利用情况 Resource availability 1.通用管理技能通用管理技能 General management skills 2.培训培训 Training 3.团队建设活动团队建设活动 Team-building activities 4.规则规则 Ground rules 5.集中办公集中办公 Co-location 6.奖励与表彰奖励与表彰 Recognition and rewards 1.团队绩效评估 Team performance assessment 项目团队管理 Manage Project Team 1.组织过程资产组织过程资产 Organizational process assets 2.项目人员分派项目人员分派 Project staff assignments 3.角色与职责角色与职责 roles and responsibilities 4.项目组织图项目组织图 Projece organization chares 5.人员配备管理计划 Staffinf management plan 6.团队绩效考核 Team performance assessment 7.工作绩效信息 Work performance information 8.绩效报告 Performance reports 1.观察与交谈观察与交谈 Observation and conversation 2.项目绩效评估项目绩效评估 Project performance appraisals 3.冲突管理冲突管理 Conflict management 4.问题登记薄问题登记薄 Lssue log 1.请求的变更 Requested changes 2.推荐的纠正措施推荐的纠正措施Recommended corrective action 3.推荐的预防措施推荐的预防措施Recommended preventive action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) COMMUNICATIONS 沟通Communications Planning 沟通规划沟通规划1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.项目管理计划 Progece management plan ● 制约因素 Constraints ● 假设 Assumptions 1.沟通需求分析沟通需求分析 Communications requirements analysls 2.沟通技术沟通技术 Communications technology 1.沟通管理计划 Communications management plan Information Distribution 信息发布发布1. 沟通管理计划 Communications management plan 1.沟通技能 Communications skills 2.信息收集和检索系统 Information gathering and retrieval system 3.信息发布系统 Information distribution methods 4.经验教训总结过程 Lessons learned process 1. 组织过程生产(更新) Organizational process assets(updates) 2. 请求的变更请求的变更 Requested changes Performance Reporting 绩效报告报告1.工作绩效信息 Work performance information 2.绩效衡量 Performance measurements 3.完工预测 Forecasted completion 4.质量控制衡量 Quality control measurnments 5.项目管理计划 Project management plan ●绩效衡量分析 Performance measurements baseline 6.批准的变更申请 Approved change requests 7.可交付成果 Deliverables 1.信息演示工具 Information presentation tools 2.绩效信息收集和汇总 Performance information gathering and compilation 3.状态审查会 Status review meetings 4.工时汇报系统Time reporting systems 5.费用汇报系统Cost reporting systems 1.绩效报告 Performance reports 2.预测 Forecasts 3.请求的变更 Requested changes 4.推荐的纠正措施推荐的纠正措施Recommended corrective action 5.组织过程资产(更新) Organizational process assets(updates) 利害关系者管理 Manage Stakeholders 1.沟通管理计划 Communications management plan 2. 组织过程资产 Organizational process assets 1.沟通方法 Communications methods 2.问题登记薄 lssue logs 1.问题得以解决Resolved issues 2.批准的变更申请 Approved change requests 3.批准的纠正措施 Approved corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) PROCUREMENT采购采购规划 Plan Purchases and Acquisitions 1.事业环境因素 Enterprise environmental factors 2.组织过程生产组织过程生产 Organizational process assets 3.项目范围说明书Project scope statement 4.工作分解结构 Work breakdown structure 5.工作分解结构词汇表 WBS clictionary 6.项目管理计划 Progece management plan ●风险登记册 Risk register ●与风险有关的合同协议 Risk-related contractual agreements ●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.自制或外购分析自制或外购分析 Make-or-buy analysls 2.专家判断专家判断 Expert judgment 3.合同类型合同类型 Contract types 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策 Maker-or-buy changes 4.请求的变更 Requested changes 发包规划 Plan Contracting 1.采购管理计划 Procurement management plan 2.合同工作说明书 Contract statement of work 3.自制或外购决策自制或外购决策 Maker-or-buy changes 4.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements ●资源要求●资源要求 Resource requirements ●项目进度计划 Project schedule ●活动费用估算 Activity cost estimate ●费用基准 Cost baseline 1.标准表格标准表格 Standard forms 2.专家判断专家判断 Expert Judgment 1.采购文件 Procurement documents 2.评估标准 Evaluation criteria 3.合同工作说明书(更新) Contract statement of work(updates) 询价Request Seller Responses 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.采购文件 Procurement documents 1.招标人会议招标人会议 Bldder conferences 2.刊登广告刊登广告 Advertising 3.制定合格卖方清单制定合格卖方清单 Develop qualifid sellers list 1.合格卖方清单 Qualified sellers list 2.采购文件包采购文件包 Procurement document package 3.建议书建议书 Proposals 卖方选择Select Sellers 1.组织过程资产 Organizational process assets 2.采购管理计划 Procurement management plan 3.评估标准 Evaluation criteria 4.采购文件包 Procurement document package 5.建议书 Proposals 6.合格卖方清单 Qualified sellers list 7.项目管理计划 Project management plan ●风险登记册 Risk register ●与风险有关的合同协议●与风险有关的合同协议 Risk-related contractual agreements 1.加权系统加权系统 Weighting system 2.独立估算独立估算 Independent estimates 3.筛选系统筛选系统 Screening system 4.合同谈判合同谈判 negotiation 5.卖方评级系统卖方评级系统 Seller rating systens 6.专家判断专家判断 Expert judgment 7.建议书评估技术建议书评估技术 Proposal evaluation techniques 1.选中的卖方 Selected sellers 2.合同合同 Contract 3.合同管理计划合同管理计划 Contract management plan 4.资源可利用情况资源可利用情况 Resource availability 5.采购管理计划采购管理计划(更新) Procurement management plan(updates) 6.请求的变更请求的变更 Requested changes 合同管理 Contract Administration 1.合同合同 Contract 2.合同管理计划合同管理计划 Contract management plan 3.选中的卖方选中的卖方 Selected sellers 4.绩效报告 Performance reports 5.批准的变更申请 Approved change requests 6.工作绩效信息 Work performance information 1.合同变更控制系统 Contract change control system 2.买方进行的绩效审核买方进行的绩效审核 Buyer-conducted per-formance review 3.检验和审计检验和审计 Inspections and audits 4.绩效报告绩效报告 Performance reporting 5.支付系统支付系统 Payment system 6.索赔管理索赔管理 Claims administration 7.合同档案管理系统合同档案管理系统 Records management system 8.信息技术 Information technology 1.合同文件合同文件 Contract documentation 2.请求的变更请求的变更 Requested changes 3.推荐的纠正措施推荐的纠正措施推荐的纠正措施Recommended corrective action 4.组织过程资产(更新) Organizational process assets(updates) 5.项目管理计划(更新) Project management plan(updates) ●采购管理计划 Procurement management plan ●合同管理计划 Contract management plan 合同收尾 Contract Closure 1.采购管理计划 Procurement management plan 2.合同管理计划 Contract management plan 3.合同文件 Contract documentation 4.合同收尾程序 Contract closure procedure 1.采购审计采购审计 Procurement audits 2.合同档案管理系统合同档案管理系统 Records management system 1.合同收尾Contract closures 2.组织过程资产组织过程资产(更新) Organizational process assets(updates) 8 。
chapter-3雅思王听力特别名词语料库
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工程管理专业英语(英文版)一、建设项目的主要类型
The residential housing market is heavily affected by general economic conditions, tax laws, and the monetary and fiscal policies of the government. Often, a slight increase in total demand will cause a substantial investment in construction, since many housing projects can be started at different locations by different individuals and developers at the same time. Because of the relative ease of entry, at least at the lower end of the market, many new builders are attracted to the residential housing construction. Hence, this market is highly competitive, with potentially high risks as well as high rewards.
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Unit one Major Types of Construction
Since most owners are generally interested in acquiring only a specific type of constructed facility, they should be aware of the common industrial practices for the type of construction pertinent to them. Likewise, the construction industry is a conglomeration of quite diverse segments and products. Some owners may procure a constructed facility only once in a long while and tend to look for short term advantages.
PMBOK 项目管理师 英文词汇
Best Practices 最佳实践
Bid Analysis 投标分析
Bid Documents 招标文件
Bid Evaluation 评标
Bidder 投标人
Bill 帐单
Bill of Materials 材料清单
Bottom Up Cost Estimating 自下而上成本估算
Arrow Diagram Method ("ADM") 箭线图方法
Arrow Diagramming 箭线图方法
Arrow Diagramming Method 箭线图方法
Assessment 评估\风险评估
Assets 资产
Assignment 分配 委派 任务
Assumption 假设
Competency 能力
Competition 竞争
Competitive竞争的
Complete 完成
Completion 完工
Completion Date 完成日期
Complex 复杂的
Component 构件 组件
Conceptual 概念性
Concurrent 并发事件
Cost Forecasting 成本预测
Cost Management 成本管理
Cost of Quality 质量成本
Cost Overrun 成本超支
Cost Performance Index ("CPI") 成本绩效指数
Cost Plus 成本加
Cost Plus Fixed Fee Contract ("CPFF") 成本加固定费用合同
层次分析法模型外文文献翻译2014年译文2000字
文献出处:Ishizaka A, Labib A. THE ANALYSIS OF THE PROCESS IN DERIVING FURTHER BENEFITS OF AN AHP MODEL [J]. The World Insight, 2014, 22(4): 201-220.（声明：本译文归百度文库所有，完整译文请到百度文库。
）原文THE ANALYSIS OF THE PROCESS IN DERIVING FURTHER BENEFITS OF ANAHP MODELIshizaka A, Labib A.ABSTRACTThis paper deals with evaluation of benefits from the AHP methodology that can improve the quality of the decision making process. In this research effort, evaluation (give second opinions) of another’s assessment of goal is carrie d out, wherein, the criteria assessment is different while keeping the alternatives assessment with respect to each criteria constant, to test if the priority vector of the alternatives is same or different.Keywords: AHP process, subjectivity, pair-wise assessments.1. IntroductionMaking decisions involve evaluating the available alternatives and choosing the right one that meets a desired objective. Underlying assumption is our ability to compare, and measure or assess the value of these alternatives with the respect to the goal at hand. It is one of main functions and responsibilities of senior management in organizations. Decision-making is a fundamental process that is integral in everything we do (Saaty, 2004). It is not surprising to know that one of the main goals of education is to help students/participants in the study to make better decisions and increase objectivity in making such decisions. However, subjectivity cannot be completely eliminated because we interpret and make inferences based on objective assessments of the data.Analytical Hierarchy Process, a decision-making methodology developed by Saaty (1987) is an attempt in this direction. AHP can be used in any situation where the presence of multiple influencing factors and decision criteria make it difficult to understand the interactions among them intuitively. In such cases AHP offers a structured approach to reduce the complexity and help us in making a decision objectively.Saaty (2004) argues that subjective judgments using qualitative parameters are not necessarily inferior to physical quantitative measures. He contends that physical scale measurements only help in interpretation and in our understanding and use of the things that we already know how to measure.Although, AHP is practiced in industry and academics, it presents a few concerns and opportunities for further research. One of the concerns is that subjectivity. Although subjectivity cannot be eliminated completely, with better analysis, objectivity can be improved. In this paper, using the AHP methodology, we propose to evaluate or provide second opinion of another person’s assessment of a goal to improve objectivity. With this approach, the second opinion of the criteria assessment is different while keeping the alternatives assessment with respect to each criteria the same and test if the priority vector of the alternatives is same or different.The remainder of the paper presents a brief literature review about the analytical hierarchy process followed by hypothesis of the study and research design. Following these, we present data presentation and analysis. We conclude the paper with limitations and future scope.2. Literature ReviewThe primary objective of AHP is to classify a number of alternatives by considering a given set of qualitative and quantitative criteria and using pair-wise comparisons/judgments. AHP results in a hierarchical leveling of the quality determinants, where the upper hierarchy level is the goal of the decision process, the next level defines the selection criteria which can be further subdivided into sub criteria at lower hierarchy levels and, finally, the bottom level presents the alternative decisions.Analytic Hierarchy Process (AHP) is one of the multi-criteria decision making methods that was originally developed by Saaty (1987). It is a method to derive ratio scales from paired comparisons to determine relative weights and use them for evaluating alternatives. The input can be obtained from actual measurement such as price and weight or from subjective opinion such as satisfaction feelings and preference. AHP has a provision for a small inconsistency (10%) in judgment because it is difficult to be absolutely consistent. The ratio scales are derived from the principal eigenvectors and the consistency index is derived from the principal eigenvector value (Saaty, 2008).It is well known that AHP is associated with large computing and subjectivity (Rang-guo & Yan-ni, 2004). In an effort to improve quality of decisions, Stern, Meherez, and Hadad (2000) suggested a hybrid approach of using data envelopment analysis (DEA) and AHP to take best of both and avoid pitfalls of each method. The Peters-Zelewski (2008) paper looks at a discussion of the pitfalls of AHP from understanding differences between relative versus absolute measurements, clustering of direct measurements, and integrated view of inputs and outputs.Considering the above research findings, our research objective is to understand the inherent subjectivity of pair-wise comparisons via the tool of reciprocal assessments. And to overcome the subjectivity issue, we propose to use research methodology involving evaluation of second opinion of another person’s assessment of a goal to improve objectivity.3. Hypotheses/ObjectivesOur research goal is to improve the quality of decision using AHP by inserting second opinion of a person’s assessment to examine variations in choosing the alternative.4. Research Design/MethodologyIn this research study, we found that without a strong understanding of the AHP technique, the respondents in the pilot survey found it difficult to provide consistent judgment. Hence, we have sought four pair-wise comparisons for the criteria table and two for each of the project judgments (for every criteria) to derive a consistent set ofall pair-wise comparisons.．Using literature review, Rich (2012), Sulemani (2009), Hibner (2011) and interviews with Scrum Masters, we have derived a prioritized list of factors influencing the success for Scrum projects. Five factors were identified, for assessing their influence and impact on success, Scrum process understanding/compliance (Factor 1), Clarity of Scrum Projects i.e. roles and responsibilities(Factor 2), Effectiveness of Scrum Master(Factor 3),Customer–Degree of Product Owner involvement (Factor 4), Team collaborative environment (Factor 5).．The survey questionnaire included two components: general profile (role in project, years of experience, educational qualification, number of scrum projects, number of scrum masters, type of project, size of organization, and part 2 included AHP parameters for gauging the influence of various factors (mentioned above) on success or failure in Scrum project.．For the pair-wise comparisons we used a verbal scale of moderate, strong, very strong and extreme and neutral and converted them into a numerical scale of 2,4,6,8 respectively. The pair-wise comparisons for two respondents are shown in Appendix.对层次分析法AHP模型优势的进一步分析伊扎卡；拉比的摘要本文探讨了层次分析法AHP分析模型的优势，即可以提高企业管理人员决策过程的质量。
(完整版)工程管理专业英语词汇短语
Part1market demand 市场需求facility 设施the speculative housing market 投机性住宅市场the real estate developer 房地产开发商government agency 政府机构public project 公共项目project management 项目管理the conceptual planning stage 概念规划阶段feasibility 可行性in-house 内部的，内业的the project life cycle 项目生命周期from cradle to grave 从开始到结束knowledge domain 知识领域construction industry 建筑业spectrum 波普，光谱，范围residential housing construction 房屋住宅建设subcontractor 分包商institutional and commercial building construction 办公与商业用房建设specialized industrial construction 专业化工业项目建设infrastructure and heavy construction 重大基础项目建设architectural and engineering(A/E)firm 建筑与工程设计公司consortium 财团，株式会社preliminary design 初步设计general contractor 总承包商on site quality inspection 现场质量监督litigation 法律诉讼shop drawings 施工图constructability 可建造性，可施工性value engineering 价值工程construction contract 施工合同design/construct firm 设计、施工公司turnkey 交钥匙（承发包）模式facility maintenance 设施维护Part2project integration management 项目综合管project scope management 项目范围管理project time management 项目时间管理project cost management 项目成本管理project quality management 项目质量管理project human resource management 项目人力资源管理project communications management 项目沟通管理project risk management 项目风险管理project procurement management 项目采购管理contractual relationships 合同关系changes 工程变更claims 施工索赔mega-projects 巨型项目“functional”organization “职能式”组织“project”organization “项目式”组织suborganizations 次级组织strong matrix-type suborganization 强矩阵式次级组织interpersonal influence 人际间影响力formal authority 正式的授权reward and/or penalty power 奖励和/或惩罚的权利matrix organization 矩阵式组织hierarchical structure 层级结构Part3job-site productivity 工作现场生产率non-productive activities 非生产性工作temporary work stoppage 临时性工作暂停union activities 工作活动performance analysis 绩效分析base labor productivity 基准劳动生产率labor productivity index 劳动力生产指数non-local labor 非当地用工productive labor yield 劳动力产出requisitions 询价purchase orders 订购单subcontracts 分包合同shipping and receiving documents 装船与接收文件invoices 发票bulk materials 大众材料standard off-the-shelf materials 现货材料fabricated members or units 预制构件或单元semi-processed state 半成品状态pre-processed 预加工的pressure vessels 压力容器field assembly 现场装配skilled craftsmen 熟练技工crawler mounting 履带式底盘claim shell 抓铲挖土机`dragline 拉铲挖土机backhoe 反铲挖土机shovel 正铲挖土机bulldozer 推土机rotary-percussion drills 旋转冲击钻bituminous 沥青Part4economic evaluation 经济评价the planning horizon 规划期cash flow profile 现金流量图minimum attractive rate of return(MARR) 最低收益率sensitivity or uncertainty analysis 敏感性或不确定性分析annual benefit 年收益annual cost 年费用net annual cash flow 年净现金流量opportunity cost 机会成本social rate of discount 社会贴现率profit measure利润指标值private corporations 私营股份制公司public agencies 公共机构net future value(NFV) /净终值net present value(NPV) 净现值equivalent uniform annual net value (NUV)等额净年值capital recovery factor 资金回收因子benefit-cost ratio(BCR) 收益-费用比profitability index 盈利指数saving-to-investment ratio(SIR) 存款投资比率absolute numerical measure 绝对指数internal rate of return(IRR) 内部收益率marginal efficiency of capital 边际资本收益return on investment(ROI) 投资收益payback period(PBP) 投资回收期profit maximization利润最大化public sector 公共领域basic principle 基本原理nonnegative 非负的budget constraint 预算限制incremental analysis 追加分析internal rate of return method 内部收益率法Part5Word Bank-financed projects 世界银行融资贷款项目foreign bidders 海外投标人civil works 土木工程I nternational Competitive Bidding(ICB) 竞争性国际招标Limited International Bidding 有限国际招标National Competitive Bidding 国内竞争性招标International Shopping 国际订购Direct Contracting 直接签约General Procurement Notice 通用采购公告prequalification 资格预审bidding documents 招标文件domestic contractors 国内承包商instructions to bidders 投标人须知conditions of contract 合同条件specifications of drawings 技术规范与图纸bill of quantities 工程量清单payment terms 支付条件minutes of the conference 会议纪要pre-bid conferences 标前会议site visits 现场踏勘substantially responsive 实质性响应the lowest evaluated cost 经评审的最低造价Part6the sealed bids 密封的投标报价construction company 建筑公司marketing strategy 市场营销策略long-term goals 长期目标client relationships 客户关系short-term goal 短期目标direct costs estimate 直接费估算mark-up 涨价溢价company or head office overheads 公司或总部管理费unrealistic bids 不切实际的报价owner-contractor agreement 业主与承包商之间订立的合同standard form of agreement 标准合同形式American Institute of Architects(AIA) 美国建筑师协会bonus and penalty clauses 奖励与惩罚条款lump-sum agreement 总价合同changer order 变更单written authorization 书面授权unit-price agreement 单价合同quantity takeoff 工程量清单cost-plus-fee agreements 成本加酬金合同equity partners 股权伙伴rental rates 出租比例percentage fee 百分百酬金合同fixed fee 固定酬金合同changes 工程变更contract award 合同授予changes clause 变更条款publicly financed project 公共融资项目extra work 附加工作the prime contractor 主承包商Part7the International Federation of Consulting Engineering 国际咨询师联合会the FIDIC Conditions of Contract for Constructions FIDIC施工合同条件the General Conditions （FIDIC）通用条件the Particular Conditions （FIDIC）专业条件the Appendix to Tender （FIDIC）投标附录arbitration 仲裁，裁决Dispute Adjudication Board（DBA）争议仲裁委员会Conditions of Contract for Works of Civil Engineering Construction 土木工程施工合同条件Conditions of Contract for Electrical and Mechanical Work 机电安装工程合同条件Conditions of Contract for Design-Build and Turnkey设计-建造于交钥匙合同条件Client/Consultant Model Services Agreement 客户/咨询师服务协议Conditions of Subcontract for Works of Civil Engineering Construction 土木工程分包合同条件Guides to the Use of the Different FIDIC Conditions of Contract 各种FIDIC合同条件应用指南Amicable Settlement of Construction Disputes 施工争端友好解决方式Insurance of Large Civil Engineering Projects 大型土木工程保险The Conditions of Contract for Plant and Design-Build （FIDIC）安装与设计-建造合同The Conditions of Contract for EPC/Turnkey Projects （FIDIC）EPC/交钥匙项目合同条件The Short Form of Contract （FIDIC）简短格式合同The Form of Contract for Dredging and Reclamation Works （FIDIC）疏浚与防洪工程合同格式priced contract with activity schedule 总价合同priced contract with bill of quantities 单价合同target contract with activity schedule 目标总价合同target contract with bill of quantities 目标单价合同cost reimbursable contract 成本补偿合同performance bond 履约保函parent company guarantee 母公司担保advance payment 预付款retention （工程)留置权bonus for early completion 工期提前奖delays damages 误期损害surety 担保financial loan 商业贷款insurance policy 保险政策in breach of contract 合同违约bid bond 投标担保justification （正当的）理由labor and material bond 劳动力与原材料担保lien bond 留置权担保comprehensive general liability insurance 综合责任险professional liability insurance职业责任险workers’compensation insurance 工人补偿险builder’s risk fire insurance 施工方火灾险Part8construction planning 施工计划the choice of technology 施工技术的选择the definition of work tasks 工作任务的定义the estimation of the required resources and durations for individual tasks 所需资源和各项工作持续时间的估算reasoning backward 逆向推理normative problem 规范性问题cost control 成本控制schedule control 进度控制critical path scheduling procedures 关键线路进度控制程序job shop scheduling procedures 工作现场进度控制程序work breakdown 工作分解manufacturing terminology加工制造业术语resource allocations 资源分配fore-runner 先行者laborious and tedious process 复杂和枯燥的过程general models 通用模型databases and information systems 数据库和信息系统the storage and recall of the activities工作活动的存储于记忆manpower 人力，劳动力the duration of the activity 工作活动的持续时间placing concrete on site 现场浇筑混凝土placing forms 支设模板installing reinforcing steel 绑扎钢筋pouring concrete 浇筑混凝土finishing the concrete 混凝土养护removing forms 模板拆除position forms on the cleaning station 在清理场所码放的模板hierarchical structure 层级结构work breakdown structure 工作结构分解precedence relations 先导顺序关系structural integrity结构整体性design drawings 设计图纸milestone events 里程碑事件lag 时间间隔computer based simulation 基于计算机的模拟excavation equipment 开挖机械\Part9critical path method(CPM) 关键路线发predecessor/successor activities先导/后续工作resource constraint 资源约束artificial precedence constraint 人为先导关系约束activity-branch network 双代号网络图dummy activity 虚工作earliest time schedule 最早时间进度latest time schedule 最迟时间进度float 时差，机动时间maneuvering room 可调整的余地free float 自由时差independent float 独立时差total float 总时差inter-relationships 相互关系graphical presentations of project schedules 项目进度的图形表达network diagrams 网络图time-scaled network 时标网络bar or Gantt chart 横道或甘特图horizontal axis 横轴，横坐标vertical axis 纵轴，纵坐标S-curves S型曲线resource graphs 资源图uncertainty associated with the actual durations与实际持续时间相关的不确定性regulatory approval 行政许可adverse weather 不利的天气contingency allowance 应急准备probabilistic perspective概率的角度independent random variables 相互独立的随机变量random fluctuations 随机波动positive correlations正相关over-optimistic 过于乐观的Part10e-construction 工程返工personal injuries 人身伤害conformance 遵守，服从re-evaluation of design decisions设计决策的重要评估tunneling methods 隧道开掘方法actual site conditions 现场的实际状况roadway rehabilitation 公路路面返修quality assurance 质量保证n-site inspections 现场监督检查US Occupational Safety and Health Administration（OSHA）美国职业安全与健康署violation of existing standard 违反现行规范标准employee participation in quality control 质量控制的员工参与statistical methods 统计方法batches of materials 材料批implicit assumption 隐含的假设total quality control 全面质量控制zero defects goal 零缺陷目标quality circles 质量环“optimum”proportion “最佳”的比例non-destructive techniques 非破坏性技术x-ray inspection of welds 焊接的X光检测exhaustive or 100% testing 全数或100%检测lot 母体，总体sampling by attributes 特征抽样sampling by variables 变量抽样direct costs 直接成本indirect costs 间接成本construction accidents 工程事故insurance premiums 保险赔偿unsecured railings 未经保护的围栏on-board electronics面板电子元器件asbestosis 矽肺，石棉肺sewer line 排污管道four lane street 四车道道路Part11construction yard and warehouse management information 施工仓储管理信息concrete pumps 混凝土泵warehouse clerks 仓储管理员daily rental charge 日租金tedious manual task 繁琐的手工作业application programs 应用程序duplicate 复制verbal description 文字描述warehouse inventory database 仓储清单数据库relational data model 关系数据模型data dictionary 数据字典numerical code 数据编码redundancy 冗余aggregate 集料，骨料external models of the information 外部信息模型algebraic theory 代数理论projection 映射advantages of distributed processing 分散式处理的优点dynamic changes in information needs 信息需求的动态变化untidy information 凌乱的信息information flow 信息流preprocessor system 预处理系统independent systems 独立系统geometric information 图形信息。
建筑工程英语词汇大全
instrument air generation facility inert gas generation facility air separation facility tank yard bulk storage facility bagging facility bag making facility bottling facility loading facility unloading facility railway siding jetty administration building maintenance shop central laboratory intercommunication facility pulic address system paging facility fire fighting facility safety equipment colony townshop recreation facility
process plant
on site
off site
inside battery limit
outside battery limit
utility facility
storage facility
auxiliary facility
interconnection
main substation
power generation facility
inquiry quotation/ estimation bid/ tender bid documents pre-qualification letter of intent
Tribon错误提示中英对照
0103 Error in object structure, missing element
0104 Error in object structure, unexpected empty list
0331 Too many objects are already locked
0332 Object has invalid format
0333 Object already exists in data bank
0334 No room in data bank
0335 Unsupported object structure
0417 Data missing in input for subpictures
0418 Set of rules is not initiated
0419 Number for placing rules is not found for specific parameter
0501 Empty component
0321 Invalid logical data bank unit
0322 Logical data bank unit already in use
0323 Data bank table full
0324 Lock entry found instead of object
0325 Logical data bank unit not connected
0413 Data missing in input for component
0414 Data missing in input for subcomponent
立体车库外文翻译原文
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AUTOMATED PARKING: STATUS IN THE UNITED STATESADVANTAGES AND CRITERIARICHARD S。
BEEBE, DIRECTORPARKING AND TRANSPORTATION PLANNINGCONSULTING ENGINEERS GROUP， INC.55 E。
EUCLID AVE.， MT。
PROSPECT, IL 60056USAPRESENTEDATWORLD PARKING SYMPOSIUM IIIST. ANDREWS, SCOTLAND: JUNE 25, 2001AUTOMATED PARKING – THE ENVIRONMENTALSOLUTION TO THE URBAN PARKING SHORTAGEADVANTAGES AND CRITERIAGUIDELINES TO AUTOMATED GARAGE DEVELOPMENT♦The current state—of-the-art automated parking systems • Types• Capacities• Operating Systems• Site Area Criteria♦ Financial/Operating Advantages• Land Area and Savings•Operation’s Savings• Cost Features of Vehicle/Patron Security• Time and Motion♦ Environmental Advantages• Reduced Miles of Interior Travel• Reduced Emissions Production• Reduced Noise Generation• Reduced Construction Products and Impacts of Construction Activity ♦ System Applications• Location – Freestanding or Inside Buildings• Capacity and Structure Design• User Populations and Specific Needs• Traffic and Exterior Conditions♦ Typical Installations• Above Ground• Below Ground• Site and Operating Statistics♦ Movement Toward System Recognition/Criteria for Development• Parking Interests• Potential User Interests• International Media Attention• Product PromotionHISTORY OF MECHANICAL PARKING IN THE U.S. AND ITS STATUS IN 2001INTRODUCTIONMechanical parking systems were first introduced in the U。
企业管理中英文词汇
企业管理中英文词汇PMBOOKE项目管理师英语词汇篇之O/PObjective 目标Offer 要约，提议，出价Operating 运作操作Operation 运行运作经营作业操作Opportunity 机会Optimistic 乐观的Oral 口头沟通Order of Magnitude 数量级Organization Chart 组织图Organizational Breakdown Structure ("OBS") 组织分解结构Organizational Planning 组织规划Organizational Strategy 组织策略Overall Change Control 整体变更控制全面变更控制综合变更控制Overhead 管理费Owner 业主Parameter 参数Parametric Estimating 参数估算Pareto Diagram 帕累托图Path Convergence 路径趋同Pattern 模式Performance 执行Performance Evaluation 绩效评估Performance Factor 绩效因子Performance Measurement 绩效测量Performance Measurement Baseline ("PMB")绩效测量基准Performance Measurement Techniques ("PMT") 绩效测量技术Performance Reporting 绩效报告Performing Organization 执行机构Period 周期一段时间Periodic Review 定期评审Planned Value 计划价值Planning 规划Population 样本Portfolio 组合Portfolio Management 组合管理Power 权力Precedence 前导任务前置任务紧前任务Precedence Diagram 前导图Precedence Diagramming 前导图Precedence Diagramming Method 前导图法Predecessor 前导活动Predecessor Activity 前导活动Preliminary 预备的，初步的Prescribe 规定Presentation 演讲演示Proactive 积极主动/提前行动Proactive Management 前瞻性管理Probability 概率Probability Assessment 概率评估Probability Distribution 概率分布Problem Solving 问题解决Procedure 程序流程Process 过程进程流程Procurement 采购Procurement Planning 采购规划Procurement/Tender Documents 采购/投标文件Product 产品Product Breakdown Structure ("PBS") 产品分解结构("PBS") Product Description 产品描述Product Life Cycle 产品生命期Profession 职业专业Profit 利润Program 项目群Program Management 项目群管理Progress 进展Progress Measurement 进展测量Progress Report 进展报告Project Calendar 项目日历Project Charter 项目章程Project Closure 项目收尾Project Communications Management 项目沟通管理Project Communications Plan 项目沟通计划Project Context 项目背景Project Cost Management 项目费用管理Project Definition 项目定义Project Initiator 项目启动者Project Integration 项目整合，项目综合Project Life Cycle 项目生命期Project Management Information System 项目管理信息系统Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Matrix 项目矩阵Project Milestone 项目里程碑Project Monitoring 项目监测Project Objective 项目目标Project Organization 项目组织Project Performance 项目绩效Project Phase 项目阶段Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Processes 项目过程Project Procurement Management 项目采购管理Project Quality Management 项目质量管理Project Risk 项目风险Project Risk Management 项目风险管理Project Schedule 项目进度Project Scope 项目范围Project Scope Management 项目范围管理Project Sponsor 项目发起人项目赞助者Project Stakeholder 项目干系人Project Team 项目团队Project Team Member 项目团队成员Project Time Management 项目时间管理Project/Program Methodology 项目方法论Projectized Organization 项目型组织Proposal 建议书Public 公众Purchase 购买采购Purchase Order 采购订单项目管理英文词汇ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准? C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面企业管理英语词汇ABC Classification ABC分类法Activity-Based Costing 业务量成本法/作业成本法ACRS (Accelerated cost recovery system) 快速成本回收制度Action Message 行为/措施信息AIS (Accounting information system) 会计信息系统Allocation 已分配量Anticipated Delay Report 拖期预报A/P (Accounts Payable) 应付帐款APICS (American Production & Inventory Control Society) 美国生产及库存控制协会AQL (Acceptable quality Level) 可接受质量水平A/R (Accounts Receivable) 应收帐款Automatic Rescheduling 自动重排产Available To Promise (APT) 可签约量Backflush 倒冲法Backlog 未完成订单/未结订单Back Scheduling 倒序排产BE analysis (Break-even analysis) 盈亏临界点分析，保本分析Bill of Material (BOM) 物料清单Business Plan 经营规划B/V (Book value) 帐面价值Capacity Requirements Planning (CRP) 能力需求计划CBA (Cost-benefit analysis) 成本效益分析CEO 首席执行官CFO (Chief Financial Officer) 财务总裁Closed Loop MRP 闭环物料需求计划CPM (Critical path method) 关键路线法CPP accounting (Constant purchasing power accounting) 不变购买力会计 Cumulative Lead Time 累计提前期Cycle Counting 周期盘点Demand 需求Demand Management 需求管理Demonstrated Capacity 实际能力Dependent Demand 非独立需求DFL (Degree of financial leverage) 财务杠杆系数Direct-deduct Inventory Transaction Processing 直接增减库存法Dispatch List 派工单DOL (Degree of operating leverage) 经营杠杆系数ELS (Economic lot size) 经济批量EOQ (Economic order quantity) 经济订货批量FIFO (Fist-in,Fist-out) 先进先出法Firm Planned Order 确认计划订单FISH/LIFO (Fist-in,Still-here) 后进先出法Fixed Order Quantity 固定订货批量法Flow Shop 流水车间Focus Forecasting 集中预测Full Pegging 完全跟踪Generally Accepted Manufacturing Practices 公认生产管理原则Independent Demand 独立需求Inpu/Output Control 投入/产出控制Interplant Demand 厂际需求Inventory Turnover 库存周转次数Item 物料项目Item Record 项目记录Job Shop 加工车间Just-in-time (JIT) 准时制生产Lead Time 提前期前置期，指订单从收到具体明细到货到货仓收到落货纸这一段时间，可以用评估工厂的综合实力。
专业外语word
1.1represent 代表，表示design/construct process 设计/施工过程commitment 承诺，义务corporation 企业regard 看作，认为residential 居住的ultimate 最终的viewpoint 观点feasibility 可行性fashion 方式erection 树立，建立conceptual 概念的iteration 重复demolition 拆毁facility 设施overlap 搭接，交叠owner 业主public agency 公共机构the real estate developer 房地产开发商speculative housing market 投机性住宅市场perspective 视角，角度project management 项目管理feasibility 可行性the project cycle life 项目全寿命期blueprint 蓝图the scope of the project 项目范围procurement 采购baseline 基线sequential 顺序的construction 施工transportation 运输in-house 内部的outline 轮廓integrate 整合contract 合约/合同，定合约/订合同professional services 专业服务private sector 私营机构from cradle to grave 从头到尾decompose 分解，拆分the knowledge domain 知识领域maintenance 维护objective 目标1.2conglomeration 混合物，聚集infrastructure and heavy construction 重大基础项目建设rehabilitation 修复specialized industrial construction 专业化工业项目建设disincentive 抑制，抑制因素procure 获得spectrum 波普，光谱，范围incentive 动机surrogate 代理，替代innovation 创新architect 建筑师residential housing construction 住宅类房屋建设fiscal 财政的take charge 负责clinic 诊所execute 执行entry 进入，编入substantial 实质的、重大的stadium 露天大型体育场encompass 包围，包括skyscraper 摩天大楼recreational 娱乐的sophistication 复杂retail 零售construction industry 建筑业proceed 开展，进行high-rise apartments 高层公寓segment 部分，份额institution and commercial building construction 办公和商业用房建oligopoly 垄断，求过于供single-family house 独户住宅confront 面对general contractor 总承包商infrastructure 基础设施professional consultant 专业咨询人士pipeline 管道initiation 启动sewage 污水，下水道strategy 策略tunnel 隧道drainage 排水系统saturation 饱和2.1domain 领域aerospace 航天pharmaceutical 医药的distinguish 区别，区别mission-oriented 以目标（任务）为导向的predetermined 预定的continuity 连续性ingredient 组成部分，成分indispensable 不可或缺的framework 框架，构架discipline 纪律scope 范围common-place 常见的linear programming 线性规划onset 开始trade off 均衡，权衡schedule 进度delineation 叙述，说明maximization 最大化utilization 使用communication 沟通integration 综合，整合certification 认证2.2minimize 使最小化firm 公司adversarial 对手的，对抗的recommendation 推荐，建议subsequent 随后的，后继的exceed 超过，超出claim 索赔“functional” organization “职能式”组织matrix 矩阵“project” organization “项目式”组织suborganization 次级组织assign 分配，分派characteristic 特征centralize 使中心化，使集权decentralize 使分散化，分权pump 泵terminal 终端vendor 商贩geogrphic 地理的duplication 复制tier 层级consolidate 整合，合并turmoil 混乱overseer 监督者staff （全体）职员3.1envisioned 想像，预想，展望erection 安装shop drawings 施工图，安装图dilemma 困境fathom 看透，推想risk-reward 风险和回报assembly 安装review 检查，审核simultaneously 同时地scheme 计划scheduling 进度计划structural design 结构设计prebid site 投标前现场specialized subcontractor 专业分包商nominated subcontractor 指定分包商work package 工作包prequalified 预审合格grouting specialists 专业灌浆公司stratigraphy 地层地形图ratio 比率an manual of professional practice 专业人员从业手册clause 条款3.2methodology 方法，方法论formulation 构思conceptual design 概念设计peripheral information 外围信息specification 说明，要求detailed design 详细设计conceptual planning 概念规划structural design 结构设计subproblems 子问题hierarchical structure 层次分解结构multistory building 多层建筑top-down design 自上而下的设计bottom-up design 自下而上的设计intuition 直觉interconnection 相互关联adoption 采纳amenable 顺从的，可引导的algorithmic 算法的4.1job-site productivity 工地生产率non-productive activities 非生产性活动contractual agreements 合同on-site 现场strike 罢工labor characteristics 劳动力的特征caliber 品质security sensitivity 安全敏感性safety consciousness 安全意识recognized strength 公认的实力labor productivity 劳动生产率carpenter 木匠bricklayer 泥瓦匠processing plant 加工厂foreign operations 国外施工logistic problems 后勤问题labor efficiency 劳动效率drilling platform 钻井平台infrastructure 基础设施building construction 建筑施工linear interpolation 线性内插off-shore 近海，临海labor jurisdictions 劳动仲裁4.2material procurement and delivery 材料采购和运输vendor 供货商bulk materials 大宗材料bids and quotations 投标和报价overlapping and rehandling 搭接和再处理earthwork to be excavated 土方开挖semi-processed 半加工的，半成品的stockpile 储存concrete mix 混凝土拌合物off-the-shelf material 现货材料steel beams and columns 钢梁和柱pipe-fitters 管工electricians 电工reight delivery 货物运输the Alaska Pipeline Project 阿拉斯加管道工程rectangular boxes 矩形箱barge 驳船hydro train 船队container 集装箱slippage or contraction 延误或提前welded 焊接4.3construction equipment 施工设备site managers 现场经理construction planners 施工设计者excavation and loading 开挖和装运crawler mounting 履带式底盘 a crane with hook 带吊钩的起重机claim shell 抓铲挖土机dragline 拉铲挖土机backhoe 反铲挖土机shovel 正铲挖土机piled river 打桩机the crane-shovel family 起重式挖掘机家族bulldozer 推土机maneuverability stability 机动稳定性compaction and grading 压实和平整场地drilling and blasting 钻孔和爆破rotary-percussion drills 旋转冲击钻dynamite 炸药lifting and erecting 提升和安装derricks 起重机bituminous 沥青self-propelled 自牵引式tunneling equipment 开挖隧道的设备，盾构设备earth-pressure-balance 土压平衡法5.1cost estimation 成本估算the cost engineer or estimator 估算师cost enginerring 工程估价cost control 成本控制profitability 赢利empirical cost inference 经验成本推论法production function 生产函数allocation of joint costs 综合成本的分摊statistical inference 统计推断bill of quantities 工程量清单construction equipment 施工机具construction supervision 施工监督general office overhead 总部管理费5.2construction cost 建造成本prestressed concrete member 预应力混凝土构件design estimates 设计估算书construction project manager 项目经理bid estimate 投标估价tentative 试验性的，尝试的，不确定的control estimate 控制估算screening estimates 匡算engineer’s estimate 工程师估算，标底conceptual estimate 概念设计估算budget estimates 预算估价parameter 参数grouting seal benasth a landfill 垃圾掩埋厂封底工程pressure-injecting grout 压力注浆法voids 空隙率interstate roadway 洲际公路department of Transportation 交通管理局subgrade 路基delineators 路边线轮廓标polyethylene pipe 聚乙烯管6.1economic evaluation 经济评价social rate of discount 社会折现率sensitivity 灵敏度investment consideration 投资分析planning horizon 规划周期decision maker 决策者project alternative 备择项目cash flow profile 现金流分布形态opportunity cost 机会成本net annual cash flow 年净现金流financial investment 金融投资capital project 资本项目minium attractive rate of return 最低收益率socially desirable programs 社会公益项目the Office of Management and Budget 财政government agency 政府部门6.2profit measure 盈利能力测度desirability 吸引力private corporations 私人公司pubulic agencies 公共机构net benefit 净收益negative （数或值）负数的Net Present Value 净现值Net Future Value 净终值profitability 赢利能力Annual Net Value 净年值capital recovery factor 资本回收系数Benefit Cost Ratio 成本收益率savings-to-investment ratio 存款投资比率Internal Rate of Return 内部收益率Return on Investment 投资回收率Payback Period 投资回收期6.3profit maximization 利润最大化cash flow profile 现金流量图exclusive proposals 互斥方案incremental analysis 增量分析Net Future Value Method 净终值法Economic Evaluation 经济评价Net Equivalent Uniform Annual Value Method 净等额年值法cumbersome 复杂的，累赘的Internal Rate of Return Method 内部收益率法Benefit-Cost Ratio Method 成本收益比率法7.1aspect 方面incur 导致constitute 构成，组成corporate 企业的financing 融资project finance 项目融资net cash flow 净现金流量revenues 收入expenditure 支出negative cash balance 负现金结余payment 支付reimbursement 偿还account 账户receipt 收据financing options 融资方式bond underwriter 债券认购者mortgage 抵押overdraft 透支bank account 银行账号interest charge 收取利息，费用transfer 移交entity 实体，单位solvency 清偿7.3portion 比率allocation 分派，分摊lump…together 把（两个以上东西）放在一起purchase 购买debt 借贷assumption 假设，假定denomination （货币等的）单位construction project 施工项目decision making 决策instruments 有价证券general capital budgeting 总资本金预算net present value 净现值issue 发行corporate level 公司层面disaggregate 细分，分解maturity date 到期日coupon bonds 附息票，公司债券inflation 通货膨胀interest rate 利率discount 折扣gross sale amount 毛销售额aggregate 累加8.1impose 施加overrun 超支quote 引用lending institution 贷款机构imperative 不可避免的principle 规则，原理markup 添价deadline 截止期competitive bidding 公开招标contract price 合同价格Cost plus fixed percentage 成本加固定百分比legal documents 法律文件Cost plus variable fee 成本加变动酬金Cost plus fixed fee 成本加固定成本Guaranteed maximum price or cost 保证最大价格或成本Target estimate 目标成本估算qualified contractor 合格的承包商collusion 串通，合谋delineate 描绘，描写submit 提交，递交oversee 监督unit price 单价lump sum 总价penalty 惩罚incentive 激励condominium 公寓8.2contract provisions 合同条文petrochemical 石油化工的concomitant 附随的risk allocation 风险分担indemnification 免责保护force majeurre 不可抗力liquidated damages 先约赔偿金liens 留置warranty 保证（书），担保（书）consequential damages 后果赔偿金interpretations 解释guarantee 担保unenforceable 无法执行的jurisdiction 司法，裁判权American institute of architects(AIA) 美国建筑师协会legal counsel 法律顾问negligence 疏忽，粗心indemnify 保护……使其不……agent 代理人employee 雇员defray 支付attorney 律师inter-twined 相互纠葛的subrogation 代位清偿clause 条款8.3Lump Sum Contract 总价合同commitment 承诺、保证Cost Plus Fixed Percentage Contract 成本加固定百分比合同overestimate 高估discrepancy 差异Cost Plus Fixed Fee Contract 成本加固定酬金合同assume 承担additional provision 附加条款Cost Plus Variable Percentage Cost 成本加可变百分比合同Unit Price Contract 单价合同contingency 偶然事件Target Estimate Contract 目标估算合同underestimate 低估Guaranteed Maximum Cost Contract 保证最大成本合同unbalanced bid 不平衡报价propensity 倾向assign 分派erosion 侵蚀。
采购和施工计划英语作文
采购和施工计划英语作文以下是一篇关于采购和施工计划的英语作文，参考了网上下载量较高的范文，并进行了高质量的仿写：---。
Procurement and Construction Planning: Key Factors for Project Success。
In the realm of project management, two critical aspects play pivotal roles in ensuring the success and timely completion of any endeavor: procurement and construction planning. These elements are the backbone of project execution, guiding the entire process from inception to completion. This essay delves into the significance of procurement and construction planning, elucidating their importance and outlining strategies for effective implementation.Procurement: Acquiring Resources for Success。
Procurement encompasses the acquisition of goods and services necessary for project execution. It involves meticulous planning, strategic sourcing, and efficient management of resources to meet project requirements within budgetary constraints. Effective procurement ensures the availability of quality materials and services at the right time and cost, thereby mitigating risks and enhancing project outcomes.Strategic sourcing lies at the heart of successful procurement. It involves identifying reliable suppliers, negotiating favorable terms, and establishing robust contracts to safeguard project interests. By fosteringlong-term partnerships with reputable vendors, project managers can streamline the procurement process andmitigate supply chain disruptions.Furthermore, embracing technological advancements such as e-procurement platforms and supply chain management software facilitates transparency, agility, and cost-efficiency in procurement operations. Leveraging dataanalytics and market intelligence enables informeddecision-making, empowering project stakeholders to optimize procurement strategies and drive sustainable value creation.In essence, effective procurement is not merely about acquiring resources but rather about orchestrating a seamless flow of materials and services to support project objectives while minimizing risks and maximizing value.Construction Planning: Building the Road to Success。
工艺用专用英语（中英对照）
工艺用专用英语（中英对照）工艺英语（中英文）项目建议1.项目建议概况资格qualification预备资格prequalification商务条款与条件commercial terms and condition 商务commercial技术technical技术说明technical specification建议书proposal book资料费information price估价estimated price报价quoted price报价书quotation2报价资料工艺说明process descri ption工艺特点process feature经验记载experience record工艺特性process performance设备表equipment list说明规定规格specification简要说明short specification条件图sketch drawing流程图flow diagram平衡图balance diagram方框图block diagramP&I 图P&I diagram单线图single line diagram布置图layout平面布置图plot plan总图general plot plan附件appendix资料文件document3.合同技术用语保证guarantee性能保证performance guarantee 时间保证time guarantee 交货保证delivery guarantee建造保证workmanship guarantee 生产能力capacity质量quality消耗量consumption原材料feedstock原料raw material辅助原料sub-raw material产品product付产品by-product中间产品intermediate公用工程utility燃料fuel化学品chemical界区battery limit(界区)进料incoming(界区)出料outgoing界区条件battery limits condition (配管图)分界区match line 工厂装置plant设备equipment关键设备critical equipment专利设备proprietary equipment有位号设备itemized equipment无位号设备non-itemized equipment散装材料bulk material施工材料material of construction仪表instrument备品备件spare part建筑工具construction aid(现场)居住设施accommodation现场派遣expatriate运转率on stream factor运转天数stream day系列train日历日calendar day日历月calendar month机械(试车)完工mechanical completion 试车trial operation 初次试车initial operation开车start up注油oil in投料fees in首次出料first drop保证试运转guarantee test run装置验收plant acceptance移交turnover议定书protocol4估算估算estimate概算budgetary estimate推算slide幂指数power term(费用)分类,分项价格breakdown 外汇foreign currency当地货币local currency可兑换货币convertible currency 专利费license fee专利权税royalty变动专利权税running royalty专有技术费know-how fee基础设计费basic engineering fee 代理费agent fee 手续费commission不可预见费contingency外汇风险exchange risk易货补偿compensation直接费用direct cost间接费用indirect cost项目管理费project expense现场管理费field expense一般管理费overhead利润profit生活费living expense出勤津贴daily allowance(出差)准备费outfit allowance劳务费labor cost基本工资base wage补偿费payroll burden福利费fringe benefit5可行性研究可行性feasibility现场选定site selection(现场)位置location市场marketing可获利润率profitability生产成本production cost经营费operation cost可变成本variable cost不变成本fixed cost总投资total capital cost折旧费depreciation现金流量cash flow折现现金流量discount cash flow工况研究case study产权资本,自有资金equity建设资本利息interest during construction6业务范围现场勘测site survey工艺设计process design基础设计basic engineering基础设计包basic design package详细设计detail engineering采购procurement海运ocean transportation陆运inland transportation安装erection work土建工作civil work施工construction work临时工作temporary work投料试车commissioning培训training(现场)指导supervisory service 顾问advisor service 初步设计preliminary project最终设计final project基础设施infrastructure上部结构superstructure软件software硬件hardware7工厂分类与设计处女地工厂grass root plant总厂integral plant分厂single plant成套装置package plant翻版(设计)厂copy plant生产厂commercial plant中试工厂pilot plant实验室规模装置bench scale unit 石化总厂petrochemical complex 下游(厂) downstream(工业)放大scale-up扩建expansion改建、更改modification镜象布置mirror image设计余量over design降负荷运转turndown消除瓶颈Debottlenecking工厂模型plant model8设备工艺装置process plant装置区内on site装置区外off site界区内inside battery limit界区外outside battery limit公用工程设施utility facility贮存设施storage facility辅助设施auxiliary facility衔接interconnection主变电所main substation发电设施power generation facility事故发电设备emergency power generation facility 水处理装置water treatment facility冷却塔cooling tower抽水设施water intake facility海水淡化装置desalination facility蒸汽发生装置steam generation facility仪表空气发生装置instrument gas generation facility 惰性气发生装置inert gas generation facility空分装置air separation facility罐区tank yard散装贮藏设备bulk storage facility包装机械bagging facility制袋设备bag making facility装瓶设备bottling facility装货设施loading facility卸货设施unloading facility铁路侧线railway siding栈桥jetty行政办公楼administration building维修车间maintenance shop中央化验室central laboratory内部通用设施intercommunication facility 广播系统public address system询呼设施paging facility消防设施fire fighting facility安全器具safety equipment生活设施colony公用设施town-shop娱乐设施recreation facility9相关企业承包商contractor主承包商prime contractor分包商subcontractor直接雇佣direct hire专利商licenser转专利者sub-licenser专利使用者licensee专利拥有者patent-owner竞争者competitor国际财团consortium合作者collaborator买方(1)buyer(2)purchaser卖方seller厂商vendor制造商(1)maker(2)manufacture 业主owner顾问consultant技术顾问Technical adviser用户User最终用户End user客户(1)customer(2)client代理商agent挂名人dummy2. 投标合同2.1 投标概况询价inquiry报价估价书quotation estimation 投标投标书bid tender投标资料bid document预审pre-qualification意向书letter of intent2.2合同用语协议agreement合同契约contract注销cancellation约定Consideration合同转让Assignment of contract不可抗力force majeure仲裁attribution基本法governing law秘密条款(1)secrecy clause(2)non-disclosure clause 预定损坏赔偿费liquidated damages总赔偿额度total liability连带(债务) joint and several预先债权lien免除waiver保证guaranty担保warranty赔偿indemnity定义definition增额escalation罚款penalty支付条款terms of payment税金tax and duties侵犯专利patent infringement最高限额ceiling委任书power of attorney保证金bond2.3合同形式投标合同competitive bid contract议付合同negotiated contractFOB合同fob-type contract成套承包合同(1)turnkey contract (交钥匙合同) (2)chef montage contract 总付合同lump sum price contract单价契约unit price contract正价加附加费合同cost plus fee contract预投标协议pre-bid agreement产品抵债products sharing互购交易counter-purchase transaction3. 支付金融财务3.1支付金融支付条款支付条件payment terms延期付款deferred payments存留款项保留资金retention payment定期付款schedule payment施工分期付款progressive payment付款交单D/P documents against payment承兑交单调D/A documents against acceptance信贷信用credit卖方信贷供应商信贷supplier’s credit买方信贷buyer’s credit银行借贷bank loan财政金融finance借款借贷loan偿还reimburse reimbursement保证书letter of guarantee信用证信贷书letter of credit外汇兑换率exchange rate兑换单汇款单据documentary bill of exchange 汇款汇兑基金remittance3.2财务自然增长基数accrual basis资产负债表决算表balance sheet损益报表P&L profit and loss statement 4.采购运输保险4.1进出口手续出口许可证export license出口许可证变更E/L amendCOCOM coordinating committee标准结算方法standard payment非标准结算方法non-standard payment DBC draw back cargo(dbc)出口申报银行export declaration bank e/d 进口申报单export declaration custom进口许可证import license保税区域bonded area关税import duty原产地说明书certificate of origin发票Invoice4.2运输装箱单packing list提单bill of lading (B/L)指示提单order B/L直接提单straight B/L装运提单shipped B/L, on board B/L备运提单received B/L不附带条件的提单clean B/L不洁提单dirty B/L, foul B/L直运提单direct B/L联运提单through B/L船上收货单mate’s receipt装货通知单shipping order (S/O)交货单delivery order (D/O)空运货单airway bill海上运费ocean freight海上运费同盟freight conference目的地付费freight payable at destination码头人工搬运费stevedorage空载运费dead freight船到港预定时间expected time of arrival (ETA)船离港预定时间expected time of departure (ETD) 海关快速发货custom quick despatch (CQD)滞船费demurrage码头搬运商stevedore超尺寸运输over-dimension cargo (ODC)4.3保险海上保险marine cargo insurance现场指导失误保险supervisor’s risk insurance4.4贸易条件出厂价(1)ex works(2)ex factory(3)ex mill海上交货fob-named port of shipment含保险海上交货cif-named port of destination国境交货条件franco frontier4.5采购采购procurement厂家vendor厂家一览表vendor list市场价market price黑市价dark price现价up-to-date price level报价quotation偏差表deviation list到货时间time of delivery支付方式(1)terms of payment(2)payment condition(3)payment terms 延缓支付deferred payment 现金支付cash on delivery预先支付down payment发货前支付advance payment到货后支付progress payment计划支付scheduled payment购买条件terms and conditions of purchase折价discount谈判交涉negotiation澄清clarification购买意向intent to purchase比较表tabulation评语evaluation价格分析value analysis定购单purchase order变更定购单change order支付方式method of payment现金cash支票check期票promissory note催货expediting跟踪系统follow-up system4.6包装包装packing防锈包装rust-proof packing防潮湿包装moisture-proof packing 防水包装water-proofpacking软包装shrink packing木箱wooden box板条箱crate滑橇底座skid base框架箱framed box码垛盘pallet侧板side plate吊具sling fitting花篮螺栓turnbuckle钢带steel strapping角保护袋edge protector closure plate 防护角corner protector 板board合板plywood缓冲材料cushioning material通气孔盖ventilation cover超载superimposed load开包unpacking船上标志shipping mark注意标志care mark5.项目执行及费用管理5.1项目执行总图会议kick-off meeting项目研究会议project study meeting 开工会议launching meeting项目报告project reporting审查会议screening meeting进展报告progress report协调过程coordination procedure变更指示change order认可approval复阅review5.2工程项目完工报告job close-out report项目执行报告job performance report完工汇编close-out book反馈系统feed back system项目设计条件project design information会签inter-department check工程设计engineering design工艺条件确认engineering review工艺条件校核engineering checking项目完成指标审核表project performance check sheet 施工版approved for construction (afc)设计变更error report技术文件technical data book管道材料工艺条件process data for piping material载荷条件loading data关键路径法critical path method关键路径进度表critical path schedulingPERT program evaluation and review technique 5.3费用及工时管理工程预算project control budget工时man-hour (M/H)工日man-day (M/D)人月man-month (M/N)考勤表time sheet工作号work number项目号job number预期项目号proposal number改进工作improvement work闲滞idle工时报告man-hour report项目工时汇总job man-hour performance report 5.4费用分类费用分类code of account主账major account分账sub-account设备位号item number5.5组织指定assign借调on-loan项目成员project number项目经理project manager (PM)项目经理助理assistant project manager (APM)施工经理construction manager (CM)开工经理operation manager (OM)现场指挥field manger项目前期经理proposal manager估算员estimator原始采购员originator协调员coordinator项目设计协调员project design coordinator (PDC)6.标准化资料管理法规规格6.1标准化标准化standardization标准规格standard工程规定engineer specification项目特殊要求specific job requirement工程手册engineering manual标准图standard drawing工程用表格engineering form法规law and regulation法律law6.2资料管理情报管理information and documentation信息中心information center调研(追述) retrospective searching信息选择服务selective dissemination of information 情报跟踪current awareness检索效率retrieval efficiency资料documents原文献primary sources文献摘抄secondary sources连载刊物serials定期刊物periodieals(学会)纪要memoirs会报transactions。
土地开发行业英语词汇
土地开发行业英语词汇土地开发行业英语词汇导语：土地开发主要是对未利用土地的开发利用，要实现耕地总量动态平衡，未利用土地开发是补充耕地的一种有效途径。
下面是YJBYS店铺收集整理的土地开发行业英语词汇，希望对你有帮助!machinery and electrical equipment 机电设备main 管道;总管;干线main block 主体大厦main drainage channel 主要集水区排水道;主排水渠Main Drainage Channels and Poldered Village Protection Scheme 河道及乡村防洪计划main triangulation 大三角测量main works 主工程mainland waterfront 九龙及新界海旁用地mains-laying 敷设输水管maintenance 维修;保养maintenance works 保养工程;维修工程maisonette 复式住宅major infrastructure project 大型基建工程major landslip 大型山泥倾泻;大型滑坡major park reserve 主要园林护理区make good and reinstatement 重整及恢复原状工程makeshift rooftop structure 临时天台构筑物male line 父系male line descendant 父系后裔man-made slope 人造斜坡management agreement 管理协议management committee 管理委员会management contract 管理合约manager [of ‘tso’ or ‘tong’] 司理〔「祖」或「堂」〕manhole 探井;沙井manoeuvring space 活动空间manual fire alarm system 手动火警警报系统Map and Air-photo Library 地图及空摄图片资料室map digitization 将地图上的资料转为数码Map Information Section 地图资讯组〔地政总署组别〕Map Publications Centre 地图销售处〔地政总署组别〕map reference 地图索引map series 地图组别map sheet 单张地图mapping 制图;绘图Mapping Advisory Committee 绘制地图谘询委员会mapping intelligence 地图资讯mapping intelligence system 地图资讯系统mapping programme 地图测绘计划mapping survey 地图制作测量margin of safety 安全度;安全因素mariculture 海鱼养殖marine lot 海旁地段marine mud 海泥marine outfall 出海排水口marine reserve 海洋保护区marine sand 海积沙;海沙marine spoil ground 海上废土场market price 市价market rent 市值租金;市面租金market value 市价;市值marshalling area 集结地方masonry retaining wall 砌石挡土墙;结石护土墙masonry wall 圬工墙;砌石墙Mass Transit Railway (Land Resumption and Related Provisions) Ordinance (Cap. 276) 地下铁路(收回土地及有关规定)条例(第276章)Master document 主导文件Master Layout Plan 总纲发展蓝图master plan 总纲图则master programme 总纲计划materials 物料maximum discharge loading 最高污水排放量maximum floor loading 最高楼面负荷量maximum plot ratio 最高建造比率;最高地积比率mean formation level 平均地基水平线;平均地基面median rent 租金中位数Meet the Public Scheme 会见市民计划memorandum 备忘录;摘要memorandum for sale and purchase 物业出售及购置合约memorandum of agreement 协议备忘录memorandum of appropriation 拨地备忘录memorandum of discharge 解除抵押备忘录memorandum of re-entry 重收土地备忘录memorandum of release 放弃索取换地权益备忘录memorial 契约;契约备忘录;注册摘要memorial form 注册摘要表格memorial of an instrument of re-entry 重收土地文据注册摘要Memorial of an Instrument of Re-entry by the Crown 政府重收土地文据注册摘要memorial of satisfaction 清偿债务备忘录Memorial Register 契约登记册mesne profit 租值补偿金;中间收益messuage and tenement 宅院及物业metal cage structure 铁笼式构筑物;铁笼式搭建物meter above Principal Datum [mPD] 主水平基准以上...米metered water supply 水表供水metroplan 都会计划Metroplan Landscape Strategy for the Urban Fringes and Coastal Areas 都会计划近郊及沿岸地区景观发展策略Metroplan Selected Strategy 都会计划选定策略metropolitan area 都会区mezzanine 阁楼mid-stream operation 中流作业middle cubicle 中间房military estate 军用产业military land 军事用地military land agreement 军事用地协议military site 军事用地military use 军事用途minimum internal floor area allocation standard 室内楼面面积的最低编配标准minimum qualifying area 最低合资格面积Mining Licence 采矿牌照ministry of defence [MOD] lot 国防部地段Minor Environment Improvement Project 小规模环境改善计划minor landslip 小型山泥倾泻;小型滑坡minor layout area 小型蓝图区minor repair works 小型修葺工程minor works exemption 豁免小型工程Minor Works Permit Scheme 小型工程许可证计划miscellaneous permanent improvement 杂项永久改善设施missing lot 失图据地段Missing Lot Procedure 确立失图据地段程序mitigating measure 纾缓措施mitigatory measure 减轻污染措施mixed rehousing 混合安置mixed tenure 混合业权mixed user building 混合用途楼宇MOD [ministry of defence] lot 国防部地段mode of failure 崩塌形式mode of occupation 使用情况modification 修订;更改modification letter 修订书Modification of Conditions 修订条件书modification of lease conditions 修订批租条件;修订租契条件Modification of Tenancy [MOT] Permit 修订租赁许可证modification premium 修订批约条款所付的土地补价modification to extend building covenant 延长建筑规约期的修订modifications 契约修订;条款修订modified factor system 修订因数计算法modified Letter ‘B’ 修订乙种换地权益书modified rent collection system 修订收租办法moisture content 含水量monetized Letter ‘B’ 币值化的乙种换地权益书monitoring works 监测工程monthly inclusive rent 包差饷月租monthly tenancy 每月计租约;租期按月计的`租约monthly tenant 按月付租的租客moratorium 延期履行;延期履行权;冻结;冻结期moratorium area 限制发展范围mortgage 按揭mortgage deed 按揭贷款契据;按揭契据mortgage limit 按揭贷款限额mortgage loan 按揭贷款;按揭贷款额Mortgage Memorial 按揭契据mortgage money 按揭金mortgage repayment 按揭供款mortgage term 还款期Mortgagee 承按人;贷款者;贷款机构Mortgagor 按揭人MOT [Modification of Tenancy] Permit 修订租赁许可证mud 淤泥mudflow 泥流mudslide 泥滑;泥塌multi-disciplinary development 涉及多个专门项目的发展计划multi-disciplinary team 由多种专业人员组成的工作单位multiple ownership 共有业权mutatis mutandis 必要的变通mutual aid committee 互助委员会mutual covenant 公共契约NAPCO [New Airport Project Co-ordination Office] 新机场工程统筹处natural slope 天然斜坡nature conservation area 自然保护区nature reserve 自然护理区nature trail 自然教育径net area 净面积net floor area 实用楼面面积net living area 居住净面积net rent 租金净额;净租New Airport Project Co-ordination Office [NAPCO] 新机场工程统筹处New Airport Section 新机场组〔地政总署组别〕new Crown lease 新官契new grant lot 新批地段New Grant Register 新批地登记册New Territories Development Progress Committee 新界发展进度委员会New Territories ex-gratia compensation rate 新界土地特惠补偿率New Territories exempted house 新界豁免管制屋宇New Territories Land Exchange Entitlement (Redemption) Ordinance (No. 70 of 1996) 新界土地交换权利(赎回)条例(1996年第70号)New Territories Land (Exemption) Ordinance (Cap. 452) 新界土地(豁免)条例(第452章 )... New Territories Land Registry ...土地注册处New Territories Lease 新界契约New Territories Leases (Extension) Ordinance (Cap. 150) 新界土地契约(续期)条例(第150章)New Territories Ordinance (Cap. 97) 新界条例(第97章)New Territories (Renewable Crown Leases) Ordinance (Cap. 152) 新界(可续期官契)条例(第152章)New Territories (Renewable Government Leases) Ordinance (Cap. 152) 新界(可续期政府租契)条例(第152章)New Territories Small House Policy 新界小型屋宇政策New Territories Small House Policy Instructions 新界小型屋宇政策训令New Territories Survey Division 新界测量部〔地政总署组别〕New Territories Urban Layout 新界市镇发展蓝图New Territories Village Removal Policy 新界搬村政策new town 新市镇new town development area 新市镇发展区New Town Development Programme 新市镇发展计划new town programme 新市镇计划New Works Contractors List I 新工程承建商第I名册New Works Project Team 新工程筹划小组nil premium 不计地价;免地价No Objection Letter 不反对通知书‘No Objection to Occupation’ 「不反对占用」no rock crushing clause 不得压碎岩石条款noise attenuation measure 减低噪音措施noise barrier 隔音屏障noise mitigation measures 噪音缓解措施;减声措施noise sensitive meter 测计仪nominal consideration 象征式代价nominal rent 象征式租金;名义租金non-alienation period 不得转让期non-assignment clause 不得转让条款non-assignment tenancy 不得转让的租住权non-building area 非建筑用地non-built-up area 非建设区non-conforming use 不符规划用途non-consent caution 非同意警告书non-development clearance 非发展性清拆Non-development Clearance Liaison Group 非发展性清拆联络小组non-development clearance programme 非发展性清拆计划non-domestic equity 非住宅楼宇权益non-domestic premises 非住宅楼宇;非住宅单位non-domestic tenant 非住宅租户non-domestic use 非住宅用途non-in-situ exchange 非原址换地non-indigenous villager 非原居民non-industrial land 非工业用地non-new town project 新市镇以外地区工程计划non-obligatory renewal 非硬性规定续约non-observance 不遵守;不遵从non-occupation 空置;无人住用non-occupier owner 非自住业主non-owner occupier 非业主占用人non-performance 不履行non-renewable lease 不可续期租契non-renewal of franchise clause 专营权不可续期条款non-resited hawker 非迁置小贩non-urban area 市区以外地区normal rent 原来租金;一般租金;十足租金North Lantau Expressway 北大屿山快速公路North West New Territories Village Flood Protection Study 新界西北部乡村防洪措施研究Notes for Tenderers 投标须知notice 通知书;告示;通告;公告notice of appeal 上诉通知书Notice of Assessment for Property Tax 物业税评税通知书notice of authorization 授权公告notice of cancellation 撤销通知书Notice of Cancellation of Vesting 撤销转归公告notice of change 更改通知书notice of claim 申索通知书notice of decision 决定通知书Notice of Evacuation 着令迁出通知书Notice of Eviction 收回房舍通知书Notice of Final Awards 判定补偿额公告Notice of Increase in Rent 加租通知书Notice of Intention to Apply for a Closure Order 拟申请封闭令通知书Notice of Lodgement of Money in Court 向法庭交存款项通知书Notice of New Letting or Renewal Agreement 新租约或重订租约通知书notice of objection 反对通知书Notice of Payment of Subsidy 按揭还款补助金发放通知书Notice of Re-occupation 物业重行使用通知书Notice of Removal of Projections or Objections 饬令拆除突出建造物或障碍物通知书Notice of Resumption 收地通告Notice of Termination of Principal Tenancy 终止二房东租约通知书Notice of Termination of Tenancy by Landlord 业主终止租约通知书Notice of Transfer 转让通告notice to quit [NTQ] 迁出通知书notional building cost 估计建筑成本NTQ [notice to quit] 迁出通知书nuisance 滋扰nullah 明渠;防洪渠nullah deck clearance 清拆渠面僭建物nursery 苗圃obligation 责任observe 遵从;遵守obstruction 阻塞occupancy position 住用情况;租用情况occupancy rate 入住率;租用率occupant 占有人occupation 占用;使用;居住occupation certificate 入伙纸;入住证明书occupation permit 入伙纸;入住许可证;占用许可证occupier 占用人off-port backup land 离岸后勤用地下载文档。
Engineering supervision and project management of
Engineering supervision and projectmanagement of the comparison andintegrationAn engineering supervision and project management gap analysisAs the project legal system of continuous improvement as well as private enterprises and a substantial increase in private investment projects, the construction units pay more attention to investment returns on the project, the owner of construction project management services to the needs of the whole process more and more intense, although in some of their supervision enterprise has undertaken a number of project management business, but it can not meet the owners needs. Most of supervision and project management companies are still very far apart, analyze its causes have the following [1]:1.1 Supervision System was originally conceived, and the gap between the realitiesDue to our work in strengthening the quality of management of too much emphasis on the role of supervision, resulting in China’s engineering supervision over their businessfunctions of a single situation, most of its work was limited to construction quality management, project decision-making planning, design phase, investment control, contract management , schedule control, project operations involving very few, there is no requirement to enter the beginning of the whole process of implementing an all-round control. This will undoubtedly limit the supervision to the project management business enterprise development process.1.2 Qualification limit hardly set foot in a real project managementGovernment management departments, overlapping functions, resulting in project management is divided into blocks. According to China’s relevant laws and regulations, construction of units engaged in the implementation of qualified management, and certain qualified businesses can engage in their qualification corresponding to the project. Directly related to the construction and engineering qualifications include: supervision qualification, construction plans review of qualifications, cost consulting qualification, bidding, qualification, qualifications of each classification and grading of another. In addition, it must be financial, and legal practitioners recognized. Qualification Supervision businessregulations to make a loss, a few years time, it may not be able to get all the appropriate qualification, it is difficult fully involved in a real project management.1.3 Project Supervision enterprise’s own mechanism is not soundAt present the development of China’s construction industry is not yet standardized, Project Management Industry in the race to keep the prices down so there is a vicious competitive practices. At the same time, supervision companies vary greatly, and the form of different, there are affiliated, and also has rental qualifications, leading to a lack of good faith basis for a considerable part of the owners bear the entire process of the supervisory management had no confidence. As a result, supervision units, albeit in a construction project investment, progress, quality control, contract management, organization and coordination of services such as activities, but it is difficult to give up the owners of the project construction team selection, material procurement, allocation and payment of progress payments, duration of progress asked a series of administrative privileges, allowing high intelligence personnel into the supervision of companies can not play a role. Supervision Enterprises structure is irrational, assessmentincentive mechanism is not perfect, low training costs, mobility difficulties, these things are very difficult to form a Project Management Company with core competence in project management companies.2 engineering supervision and project management integrationFaced with the grim situation of international competition, domestic enterprises should in the domestic market supervision has not yet fully liberalized the 3 ~ 5 years to develop in the direction of project management company, with international standards [2 ~ 7]. Reposted elsewhere in the paper for free download : / / eng.2.1 to speed up changes in the investment systemWith the construction management system to international standards, China’s engineering supervision from scratch, and from project supervision to the project management development; At the same time, China’s investment system further with international standards, not only financing the project funded by the Government changed ‘ Bo Gaidai ‘and then changed to a diversified financing, and investment management system is set up by government departments, the project headquarters into the form of legal personresponsibility system for the project. Therefore, accelerating the investment system, to establish responsibility for the investment incentive and restraint mechanisms, the real owners of the project the use of funds results, pay attention to the investment risk is to promote the integration project management, engineering supervision to the primary factor.2.2 The strengthening of relevant laws, regulations, building and construction industry standardsPresent, China’s construction market is still not perfect, project management is not fully standardized. To this end, we must implement the relevant state policies, establish and improve the management of various types of construction markets, laws, regulations and systems, to further accelerate the clean-up and the abolition of the WTO rules and international practices not suited to the laws and regulations, so that a full, supporting each other to avoid overlap, omissions vacancies and conflicting.2.3 to cultivate the market demand and the external environmentSupervision of the market demand is fundamental, therefore, for project management services, and the healthy development of the continuing demand for the company tothe project supervision and management company key. We should try to change and improve the government functions, establishing a mechanism of market access, increase project management, advocacy efforts and to strengthen project management efforts in fostering the industry in order to foster engineering supervision and project management integration of the external environment. Management Industry should play in their efforts to cultivate in the market, such as strengthening the industry credit system construction, the highest quality service performance and so on in order to stimulate demand for services will of the owners.2.4 The transformation of the form of convergence Supervision of project management company to the company’s transformat ion method can be obtained from the following three aspects:Supervision of large-scale enterprises: As the enterprise itself has considerable qualifications and human, material and financial conditions could be through the acquisition of other small businesses, to attract other professionals such as architects, structural engineers, cost engineers, bidding, professionals, and legal talent and so on, while retaining the original company based on the establishment of the newproject management company, to further expand enterprise scale and scope of qualification, making supervision of enterprises engaged in project management all-round strength of the work.Supervision of medium-sized enterprises: You can consider and design consulting firm, cost consulting firm, bidding agents such as engineering consulting business intermediary organizations merge, through financial shares, holding, etc., the establishment of joint-stock engineering project management company, so that the combined enterprises into a close a combination of the interest to carry out complementary advantages, resource sharing, to improve the level of integrated consulting and management capabilities, will expand into the project the whole process of project supervision consulting market, im prove enterprise’s size and power.Supervision of smaller companies: As businesses less competitive with other businesses through a merger or integration into the way other companies to maintain their own survival. Or professional supervision towards the development of enterprises or a certain stage of the project area provide the owners with a very professional projectmanagement services.3 ConclusionProject management is a complex integrated discipline, it ensure the smooth implementation of construction projects to improve investment returns have a significant effect. Therefore, we should accelerate the construction of project management, the pace of reform to bring it to standardized, scientific, and speed up the supervision of project management company and the company’s integration in order to adapt to the international market, competitive environment, there is strength to contend with foreign engineering consulting company, ensure that the post-WTO China’s construction industry can be stable and healthy development. References:[1] Huang Qiuling. Project management system, the main contents of economic forum [J]. Hubei Social Science, 2004, (6): 89.[2] XIE Jian Xun, Ye Yong, Ouyang brilliant. On the engineering supervision and project management integration [J]. Construction Supervision, 2004,22 (2) :22-24.[3] Zhang, Xiao Qian. China Construction Supervision and international integration of [J]. Chang’an University(Architecture and Environmental Science Edition), 2004,21 (2) :68-71.[4] Shan Jian-hua. How the company to the project supervision and management company [J]. Fujian architecture, 2005,4 (89) :197-198.[5] Li Jianfeng, Zeng Yongxiang, Wang Xiuhong. China’s reform and development of engineering supervision of the industry [J]. Infrastructure optimization, 2004,25 (4) :8-10. [6] Huang Zhiyong. A Discussion on China’s construction project management problems and countermeasures [J]. Journal of Guangxi University of Technology, 2004,15 (1) :82-84.[7] Lu Yan, Di Rong. Chin a’s Project Management Discussion of trends and countermeasures [J]. Cryogenic building technology, 2004,5 (101) :109-110. Reposted elsewhere in the paper for free download。
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Owner’s Factor inValue-Based ProjectHalil Shevket NeapManagement in Construction Seran AysalJournal of Business Ethics 50: 97–103, 2004.© 2004 Kluwer Academic Publishers. Printed in the Netherlands.endeavors of the professionals and contractors,owner would have the required quality and valuefor his investment. The direct commitment of theclient is one of the crucial determinants ofsuccess (Dodd, 1990, p. 394). Creative andinnovative solutions are expected from client analysts, advisers, and consultants, from within and outside the construction industry (Smith and Love, 2001, p. 71). Because of limited human resources, owners have to re-evaluate both the timing and level of their involvement in the capital project delivery process (Anderson and98Halil Shevket Neap and Seran AysalFigure 1. Sequence of operations in construction (Pilcher, 1992, p. 31).Patil, 2001, p. 77). There are numerous alterna-tive contractual approaches for the owner to choose to bring together interesting parties to form a team for design and construction of a project. In all types of the contractual relation-ships there are significant disadvantages adversely affecting the achievement of good management. As a result of this owners are suffering from many problems such as increasing costs, not getting the quality and value for their investment and dis-satisfaction of the design and the finished product. This paper investigates the significance of the involvement of the owner in construction man-agement and examines the importance of his/her contributions. It aims to highlight and test in practice, through surveys, the principles of value-based project management in construction and investigates the impact of owner’s contributions to the value of a constructed facility.2. Owner’s duties and responsibilities Implementation of a construction project is a complicated and complex process as it requires the contribution of different parties, successfully selecting best materials among a large range, using suitable methods and having capable labor and good supervision. Owner, whether public or private, is the initiating party that owns and finances the project, either from owner’s resources or from external financing. The owners of the construction industry are many and varied. They include the public sector bodies such as central and local government and private com-panies involved in building for domestic, com-mercial, industrial and retailing purposes (Clough, 1981, p. 3).First requirement of the owner is to establish his needs and objectives and clearly express them to other parties. This provides a focus for scope definition, guides the design process, and influ-ences the motivation of the project team. The process of setting objectives involves an opti-mization of quality, cost and schedule. Owner’s objectives must be clearly communicated and understood by all parties, and serve as a bench-mark for the numerous decisions that are made throughout the duration of the project. The process of identifying owner’s needs and objec-tives require the involvement of a wide range of people within the owner’s organization (Oberlender, 1993, pp. 20–21). Owner must clearly develop or agree to a delineation of the responsibilities borne by all members of the project team. Each must understand his/her own responsibilities as well as the extent of responsi-bilities delegated to the others (Barrie, 1992, p. 171).Owner’s major duties and responsibilities in construction are:•Identifying his/her requirements and objec-tives.•Expressing clearly his/her requirements andobjectives to the other interesting parties.•Determining the overall project budget.• Selecting designers, advisers and contrac-tors.• Making decisions to the recommendations.• Providing coordination for the project.• Making the final decisions.• Setting criteria about total budget, paymentsand project end date.• Placing orders.• Paying all the bills as per the requirementsof the project.In construction management, owner therefore is not just an investor but also a significant con-tributing party from the concept till completing stage of a project.3. Value-based project management Value is a fundamental term in management. Value is a measure express in currency, effort, exchange, or on a comparative scale which reflects the desire to obtain or retain an item, service or ideal (Kelly and Male, 1993, p. 15). Value for money is the optimum combination of whole life cost and quality to meet client’s responsibility (Connaughton and Green, 1996, p. 8). Value can also be defined as the fair equivalent in service or communities that an owner/buyer receives in exchange of money (Dell’Isola, 1982, p. 2). Different value situations could be (a) exchange value, being the amountOwner’s Factor in Value-Based Project Management in Construction99for which an item may be sold, (b) esteem value, being the amount an owner is prepared to pay for prestige or appearance, (c) use value, being a measure of the function(s) of an item and (d) other value situations like aesthetic, judicial, moral and religious. Interrelation of cost and value could be expressed as value= cost±marginal value, where marginal value is the subjective part of value and depends on the owner’s value system (Neap and Celik, 1999, p. 184). Marginal value reflects owner’s desire to obtain or retain a facility or how much the owner is prepared to pay for prestige, appearance, aesthetic, judicial, religious or moral reasons. Marginal value of a constructed facility depends on how the decisions made by the contributing parties at different stages of the implementation of a building project (Neap and Celik, 2001, p. 119).Little attention is given to assessing the needs of the client, stakeholders and those of the design team (Smith et al., 2001, p. 121). Value man-agement in construction aims to maximize the functional value of a constructed facility to the owner/client. Value management is a multi-disciplinary and team-oriented approach to problem solving. The facilitator or value manager has to harness the creativity of the team members and direct it towards solving client’s problems using techniques like (a) functional analysis method, being a powerful technique in the identification of the prime functional require-ments of a project, (b) life cycle costing, being a cost centered engineering economic analysis whose objective is to systematically determine the costs attributable to each alternative course of actions over a specified period of time, (c) simple multi-attribute rating technique (SMART), being a soft-system approach of weighted evaluation technique to ensure owner/user participation in design of buildings. Value-based project management uses the principles of value management and a value manager involves in all stages of the management from concept to completion. Value manager is an expert responsible for organizing all aspects of value management study and may also facilitate workshops. Figure 2 illustrates schematic struc-ture of value-based project management in con-struction.Multi-disciplinary and team-oriented approach to problem solving is introduced to the manage-ment at every stage of the construction. Interesting parties are encouraged for their con-tributions to the discussions. Value manager oversees the stages of the project and harnesses the creativity of the interesting parties and direct it towards solving problems based on owner’s value system. Relevant techniques and methods are introduced during the stages of the project. Owner performs his/her duties and responsibil-ities by making decisions as required by the project. Value manager in value-based project management increases the functional value of the project by helping owner in making correct deci-sions at the right times and thus adding positive marginal value to the value of the project.4. Exper iments in practiceThe system currently used in construction management prevents owners to have enough involvement to oversee the stages of construc-tion. Lack of owner’s involvement causes signif-icant problems to the project performance such as adverse effects on the works, delays and increasing costs. Field surveys were carried out in our country to find out extend of owner’s involvement in construction and the application of the principles of value-based project manage-ment.4.1.SurveysSurveys were carried out to find out how owner’s duties and responsibilities are implemented and investigate extend of the application of value-based project management in construction projects in practice. Forty-five house owners and forty professionals and contractors took part in the survey. Experts and contractors have three to twenty-five years professional experience in local construction industry. Thirty-five residence, six commercial and four hotel complex buildings were investigated. Structured questionnaire were prepared and interviews were conducted. Details of participants’ past experiences are noted and100Halil Shevket Neap and Seran AysalOwner’s Factor in Value-Based Project Management in Construction101Figure 2. Schematic structure of value-based project management.considered in evaluation. In answering the ques-tions participants are also requested to give relevant information about his/her experiences. House owners, professional engineers, architects and contractors took part in the survey for the confirmation of extend of owner’s involvement, owner’s contribution and the application of the principles of value-based project management in practice. Tables I and II illustrate the outcome of the surveys for housing projects.4.2.Results of experimentsField surveys on owner’s factor in construction show that:•Most of the owners need help in under-standing technical explanations and inexpressing their requirements to the profes-sionals. In making correct decisions ownersneed understanding of basic constructiondetails.•Owners (93%) confirm that their partici-pations introduce positive effects on thevalue of a constructed facility.•All experts agree that owner’s involvement102Halil Shevket Neap and Seran AysalTABLE IOutcome of the surveys with building owners (participant: forty-five building owners)Enquiry Agree%Owners can explain clearly their requirements to the professionals 23 051Professionals implement owners decision 43 096Owners participation introduce positive effects on the project 42 094Owners main duties and responsibilities include making final decisions 44 098Owners main duties and responsibilities include selecting professional parties 43 096Owners main duties and responsibilities include paying the bills on time 45 100Owners main duties and responsibilities include selecting materials 42 093Owners select wrong professionals 30 067Owners appoint representative/facilitator to projects 07 016Owners should appoint representative/facilitator to projects 40 089Owners are satisfied with the constructed facility 21 047TABLE IIOutcome of the surveys with building experts (participant: forty building experts – architects, engineers andmain contractors)Enquiry Agree%Owners need help in expressing their requirements 28 070Owners understand technical explanations and drawings 06 015Owners should involve themselves in the management 40 100Owner’s contribution is sufficient 10 025Owners should be provided adequate brief for design and its details 31 078Finance is the main reason for not appointing representative/facilitator 31 078Owner’s lack of knowledge of construction adversely affects owner decisions 37 093Owners should appoint value manager to oversee the project 27 067Owners must take second opinion in major decisions 21 052Value manager can improve owner’s contributions 33 083in the management of a constructionproject is required.•The majority of the owners acknowledgethat making final decisions, selectingprofessional parties, selecting materials andpaying the bills are within their duties andresponsibilities.•Experts claim that owner’s lack of knowl-edge of details of building industry adverselyaffects owner’s decisions.•Most of the owners (89%) and most of theexperts (67%) agree that owner needs toappoint a facilitator/value-manager tooversee the implementation of the project.•The majority of the experts (83%) agreethat facilitator/value-manager can improveowner’s contributions.•Only (47%) of the owners are satisfied withthe constructed facility.5. 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