工程管理专业英语_3.3
工程管理专业英语
第二段：
Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project.
一般来说，项目管理是区别于一般以任务为导向项目性质的 企业管理。
同样，许多运筹学技术例如线性规划和网络分析现在广泛使 用于许多知识或应用领域。 Hence, the representation in Figure2-1 reflects only the sources from which the project management framework evolves.
在项目全过程中，通过对计划、设计、估算、合同和施工 的适当协调控制来实施各项运作。
Development of effective communications and mechanisms for resolving conflicts among the various participants.
在项目的一开始，这些冲突必须通过必要的权衡或新的备 选方案来解决。
Subsequently, the functions of project management for construction generally include the following:
其次，建设项目管理的功能一般包括以下内容：
项目的特定目标和计划，包括划定范围、编制预算、行程 安排、设置性能要求，和选择项目参与者。
Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan.
工程管理专业英语
Specialized English for Construction Management
Email:myy_11@
什么是专业英语？
普通英语 (Common or Ordinal English) ——通用、普遍的 基础词汇以及听说读写
科技英语 (English for Science and Technology)
专业英语 (English for Special Science and Technology) □ 隶属于科技英语 是科技英语的一部分，以表达科技概念
、理论与事实为主要目的。遵守科技英语的语法体系和翻 译方法，特别注意客观事实和真理，表达准确(accuracy) 、精炼(conciseness)和正式(f专业性、涉及的面 更加狭窄，与专业内容配合更为密切。 □ 专业英语与科技英语既有区别又有联系，专业英语的学习 需要有一个良好的科技英语基础，同时也要注意其自身的 词汇特点，语法特点、修饰特点和翻译特点等等。
Unit 1 Types of Construction Project 建筑项目的类型
□ Field-labor-intensive 现场劳动密集型的 □ Account for 占，说明 □ Fiscal 财政的 □ Skyscraper 摩天大楼 □ Sophistication 老于世故，老练，复杂 □ Oligopoly 垄断，求过于供 □ Footpath 人行道，小路 □ Pipeline 管道，管线 □ Earthmover 重型推土机 □ Crane 起重机
□ human endeavor 人类活动
□ Educational philosophies and practices take shape in the architecture
工程管理专业英语试题(含答案)
《工程管理专业英语》期末试题1一、词汇汉译英1.Project scheduling：项目企划2.individual project：单项工程3.framed structure：框架结构4.buckling：弯曲、翘曲5.foundation settlement：基础沉降6.line of action and the sense of the force：力的作用线和力的指向7.statically indeterminate structure：超静定结构8.Rate of expansion：伸长率9.Simulation: 仿真10.Relative height：相对高度（高差）11.Pavement：人行道12.Bulldozer：推土机13.Dummy：虚工序14.Withdrawal：撤回二、词汇汉译英1.钢筋混凝土：reinforced concrete2.抗压强度：compression strength3.恒载：dead loads4.总承包商：general contractors5.预算：budget6.承重墙：bearing wall7.规范、说明书：specification8.水平荷载：vertical load9.流动资金：working capital10.合同管理：contract management11.工程量清单：bill of quantities12.垫层砂浆：bedding mortar13.刚度：rigidity三、典型句子英译汉1、All these loads depend largely on the location of the building, have to be taken by the structural system from all points and manners of application and transferred to the foundations.所有这些荷载，在很大程度上取决于建筑物的位置，这些荷载由结构体系从各个点以各种作用方式传递到基础。
工程管理专业英语翻译
1. A decision whether to pump or to transport concrete in buckets will directly affect the cost and duration of tasks involved in building construction.用泵送混凝土还是用吊斗浇筑混凝土的决定将直接影响建筑物施工中各项任务的成本和时间2.In selecting among alternative methods and technologies, it may be necessary to formulate a number of construction plans based on alternative methods or assumptions. 在选择施工方法和技术时，有必要根据各种备选的施工方法和假设制订若干套施工计划。
3.This examination of several alternatives is often made explicit in bidding competitions in which several alternative designs may be proposed or value engineering for alternative construction methods may be permitted这种对几个备选方案之间的评比在公开招标中表现的十分明显：在设计招标中会要求提交数个设计方案；在施工招标中会用到价值工程的方法4. In this case, potential constructors may wish to prepare plans for each alternative design using the suggested construction method as well as to prepare plans for alternative construction methods which would be proposed as part of the value engineering process.在这个案例中，潜在的承包商需要针对每个备选设计方案根据被建议的施工方法来制定具体的计划；也需要针对每个备选施工方法制定具体计划，而这些施工方法选择会被推荐应用价值工程方法5.In forming a construction plan, a useful approach is to simulate the construction process either in the imagination of the planner or with a formal computer based simulation technique.根据施工计划人员的想象或者利用以计算机为工具的仿真技术队施工过程进行模拟。
管理学(英语)教学大纲
《管理学（英语）》教学大纲课程编号：课程类型：学科基础课总学时：48讲课学时：实验（上机）学时：学分：3适用对象：工业工程先修课程：无一、课程的教学目标《管理学（英语）》是为工商管理学院工商管理专业国际班本科生开设的专业基础课，本课程通过全英文授课的形式，向学生传授管理学的基本概念、重点理论和一般方法，帮助学生树立和开阔国际化视野，熟悉前沿的现代管理理念，培养较高的管理学科素养，为进一步学习专业管理课程和从事管理工作打下坚实的管理知识基础。
同时，通过本课程的学习，学生将具备较高水平的管理学专业英语阅读能力和运用英语进行管理沟通的能力，进而为将来学习其他管理学相关的双语或全英文课程、出国交流与深造、加入国际化公司工作奠定基础。
二、教学基本要求（黑体，小四号字）教学基本要求应包括：本课程主要教学内容包括管理与组织导论、管理思想史、织的文化与环境、全球环境中的管理、社会责任与管理道德、决策、计划、战略管理、组织结构与设计、管理沟通与信息技术、人力资源管理、变革与创新管理、领导、理解群体与团队、激励员工、控制、运营等。
其中，社会责任与管理道德、决策、战略管理、变革与创新管理、领导、理解群体与团队等内容将采取课堂教授与案例分析方法，以便学生能够灵活掌握这些章节的知识点。
教学方法与手段：运用启发式教学、案例教学等方式，寓教于乐，激发学生的学习热情，强调学生在课堂学习中的自主意识，主张使学生成为课堂的主人，在教学中运用多媒体手段并配合板书，强调学习过程学生的参与。
对实践教学环节的要求：为了保证学生在课后能积极思考，课后需要布置一定量的案例讨论或思考题，并在下节课留出一定课时在课堂讨论，课堂发言和课后作业作为平时成绩之一。
课程的考核方式：建议本课程综合采用多种考核方法，案例分析成绩占总成绩40%，期末考试宜采取闭卷的方式，占总成绩的60%。
三、各教学环节学时分配（黑体，小四号字）教学课时分配4.3 Doing Business Globally.4.4 Managing In A Global Environment.四、教学内容Chapter1Introduction to Management and Organizations1.1 Who Are Managers?▪Explain how managers differ from non-managerial employees.▪Describe how to classify managers in organizations.1.2 What Is Management?▪Define management.▪Explain why efficiency and effectiveness are important to management.1.3 What Do Managers Do?▪Describe the four functions of management.▪Explain Mintzberg’s managerial roles.▪Describe Katz’s three essential managerial skills and how the importanceof these skills changes depending on managerial level.▪Discuss the changes that are impacting manager’s jobs.▪Explain why customer service and innovation are important to the manager’s job.1.4 What Is An Organization?▪Explain the characteristics of an organization.▪Describe how today’s organizations are structured.1.5 Why Study Management?▪Discuss why it’s important to understand management.▪Explain the universality of management concept.▪Describe the rewards and challenges of being a manager.教学重点、难点：本章重点讲授管理的基本概念、职能，管理者的类型、角色和技能，管理学科与其他学科的关系。
工程管理方法英文作文
工程管理方法英文作文英文：Project management is an essential part of any successful project. There are various methods andtechniques that can be used to manage a project effectively. In my experience, I have found that the Agile methodology and the Waterfall methodology are two of the most popular and effective methods.The Agile methodology is a flexible and adaptive approach to project management. It involves breaking a project down into smaller, more manageable tasks, and then prioritizing them based on their importance. The team works in short iterations, typically two to four weeks, and atthe end of each iteration, they deliver a working productor feature. This approach allows for more frequent feedback and collaboration between the team and stakeholders, which helps to ensure that the project stays on track and meets the needs of the stakeholders.The Waterfall methodology, on the other hand, is a more structured and sequential approach to project management.It involves breaking a project down into distinct phases, such as planning, design, development, testing, and deployment. Each phase must be completed before the next one can begin, and there is little room for changes or adjustments once a phase has been completed. This approach is best suited for projects with well-defined requirements and a clear scope.In my experience, I have found that the Agile methodology is best suited for projects that are complex and require a high degree of flexibility and collaboration. For example, when I was working on a software development project, we used the Agile methodology to manage the project. We were able to deliver a working product every two weeks, which allowed us to get frequent feedback from the stakeholders and make adjustments as needed. This approach helped us to stay on track and deliver a successful product.On the other hand, I have also used the Waterfall methodology for projects that have well-defined requirements and a clear scope. For example, when I was working on a construction project, we used the Waterfall methodology to manage the project. We were able to break the project down into distinct phases, such as planning, design, construction, and final inspection. This approach helped us to stay organized and ensure that each phase was completed before moving on to the next one.中文：工程管理是任何成功项目的重要组成部分。
工程管理专业英语(3)
Rights and obligations of Employer
Appoint the Engineer[3] Give the Contractor right of access to the site[2.1] Permits, Licences or Approvals[2.2] Financial arrangements[2.4] Employer’s claims[2.5] Termination by employer[15]
If the Employer intends to make any material change to his financial arrangements, the Employer shall give notice to the Contractor with detailed particulars.
to the extent (that)在法律文件中的用法: 只要，如果; 在…范围/限度内; 就……来说; 在……方面，在这个意义上
Permits, Licences or Approvals[2.2]
The Employer shall (where he is in a position to do so) provide reasonable assistance to the Contractor at the request of the Contractor:
这一金额可在合同价格和付款证书中列为扣减额。 雇主应仅有权按照本款， 从付款证书确认的金额 中抵消或扣除，或另外向承包商提出索赔。
Termination by Employer[15]
(a) fails to comply with Sub-Clause 4.2 [Performance Security] or with a notice under Sub-Clause 15.1 [Notice to Correct], (b)abandons the Works or otherwise plainly demonstrates the intention not to continue performance of his obligations under the Contract, (c) without reasonable excuse fails: to proceed with the Works and to comply with a notice (d) subcontracts the whole of the Works or assigns the Contract without the required agreement, (e) becomes bankrupt or insolvent (f) gives or offers to give (directly or indirectly) to any person any bribe, gift, gratuity, commission or other thing of value, as an inducement or reward: any action in relation to the Contract, or any person in relation to the Contract
工程管理复试英语自我介绍
工程管理复试英语自我介绍英文回答：I am thrilled and honored to be here today to introduce myself and share my qualifications for the Master's program in Construction Management. My name is [Your Name], and I am from [Your Country]. I hold a Bachelor's degree in Civil Engineering from [Your University], where I graduated with honors.My passion for construction management stems from my deep-seated desire to contribute to the built environment and create structures that enhance the lives of individuals and communities. Throughout my undergraduate studies, I delved into the technical aspects of construction,including structural analysis, construction methods, and project management. This solid foundation equipped me with the analytical and problem-solving skills necessary to excel in the field.Beyond my academic pursuits, I have gained invaluable practical experience through internships andextracurricular activities. I worked as a project engineer intern at [Company Name], where I assisted in the design and construction of various infrastructure projects. This hands-on experience provided me with a comprehensive understanding of the construction process, from concept to completion.Furthermore, I am actively involved in the American Society of Civil Engineers (ASCE) as a student chapter leader. Through this platform, I have organized events, participated in industry workshops, and engaged with professionals in the field. These experiences have fostered my leadership skills, networking abilities, and commitment to the industry.My research interests lie at the intersection of construction management and sustainability. I amparticularly fascinated by the potential of green building practices to reduce environmental impact and promote occupant well-being. I believe that the constructionindustry has a pivotal role to play in creating a more sustainable future, and I am eager to contribute to this important endeavor.I am confident that my academic background, practical experience, and passion for construction management make me an ideal candidate for this program. I am eager to delve deeper into the complexities of construction management, expand my knowledge, and develop the skills necessary to become a transformative leader in the industry. I am particularly interested in exploring the program's focus on project management, engineering principles, and sustainability.I believe that the University of [University Name] is the perfect environment for me to pursue my academic and professional goals. The program's renowned faculty, state-of-the-art facilities, and strong industry connections provide an unparalleled platform for growth and development.I am excited about the prospect of collaborating with my peers, learning from industry experts, and contributing to the advancement of the construction field.Thank you for your time and consideration. I am eager to learn more about your program and the opportunities it offers to aspiring construction professionals like myself.中文回答：大家好，很荣幸今天在这里自我介绍，并分享我申请土木工程硕士项目的资格。
(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。
工程管理专业英语相关翻译
1.1T he Project Life Cycle1段：Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects.项目经理或组织可以把每一个项目划分成若干个阶段，以便有效地进行管理控制，并与实施该项目组织的日常运作联系起来。
这些项目阶段合在一起称为项目生命期。
许多组织识别出一套具体的生命期供其所有的项目使用。
2段：For example, from the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure1-1.从业主的角度来看，建设项目的生命周期可用图1-1表示。
Essentially, a project is conceived to meet market demands or needs in a timely fashion.从本质上讲，一个项目试图及时满足市场需求。
in a timely fashion. 及时meet market demands or needs 满足市场需求Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project.在项目规划阶段，很多不同的方案都可能被考虑，同事每一天备选方案的技术可行性都经过评估和比较，以选出最优方案。
工程管理专业英语
工程管理专业英语Engineering Management is a specialized discipline that combines both engineering principles and management concepts to effectively plan, coordinate, and control engineering projects. It involves applying various organizational and managerial techniques to ensure the successful completion of projects within budget and on schedule. In this article, we will explore some key concepts and terms related to Engineering Management.One of the primary objectives of Engineering Managementis to achieve project success. Project success is determined by meeting the project objectives, which typically include delivering the project within the agreed-upon budget, meeting the specified quality requirements, and completing theproject on time. To ensure project success, Engineering Managers utilize various project management methodologies and tools.Project Management is a vital aspect of Engineering Management. It involves defining project objectives, setting project scope, developing a project schedule, assigning resources, and managing risks. Project Managers are responsible for coordinating all project activities, monitoring progress, and resolving any issues or conflicts that may arise. They must possess strong leadership skills, excellent communication abilities, and the ability to make informed decisions under pressure.In addition to project management, Engineering Managers also need to understand and apply key engineering principles. These principles include understanding the technical aspectsof the project, ensuring compliance with industry standards and regulations, and conducting engineering feasibility studies. They must have a solid understanding of engineering principles to effectively communicate with the engineering team, evaluate technical risks, and make informed decisions that align with project goals.Risk Management is another essential aspect of Engineering Management. Every engineering project involves inherent risks, such as cost overruns, schedule delays, and technical issues. Engineering Managers need to identify potential risks, assess their potential impact, and develop strategies to mitigate or eliminate them. This requires a systematic approach to identifying, analyzing, and managing risks throughout the project lifecycle.Effective Communication is crucial in Engineering Management. Engineering Managers must be able to communicate effectively with various stakeholders, including clients, contractors, suppliers, engineers, and other team members. This includes conveying project requirements, coordinating activities, providing feedback, and resolving conflicts. Strong communication skills help ensure that everyone involved in the project is on the same page and working towards a common goal.To support project management activities, Engineering Managers often utilize various software and tools. These include project management software for scheduling and monitoring project activities, computer-aided design (CAD) software for creating and analyzing technical drawings, and data analysis tools for evaluating project performance.Engineering Managers must stay up-to-date with the latest technologies and tools to effectively manage engineering projects.In conclusion, Engineering Management is a specialized discipline that combines engineering principles with management concepts to effectively plan, coordinate, and control engineering projects. It involves project management, understanding key engineering principles, risk management, effective communication, and the utilization of software and tools. By applying these concepts and techniques, Engineering Managers can ensure the successful completion of projects and achieve project objectives.。
工程管理专业英语试卷
工程管理专业英语试卷工程管理专业英语试卷篇一：工程管理专业英语大纲《工程管理专业英语》教学大纲课程名称：工程管理专业英语课程编号：1030093 编写日期：2014年8月课程英文名称：Professional English for Construction Management总学时：36适用专业：工程管理专业一、课程性质、目的和任务本课程是工程管理专业的专业选修课。
通过本课程的学习，使学生既能掌握工程项目管理专业术语，又能培养和提高学生阅读与笔译专业英语文献的能力，并了解国外工程管理领域最新发展动态和前沿知识，还能够开拓其专业视野，为日后从事相关的工程管理工作和理论研究打下坚实的基础。
掌握工程管理专业英语所要求的知识。
二、课程教学内容及基本要求第一章1．教学内容：Organizing for Project Management2．基本要求（1）Organization of Project Management (重点)（2）Professional Construction Management3．学时分配：4学时第二章1．教学内容：The Employer2．基本要求（1）right of access to The site（2）employer claims（3）instructions3．学时分配：4学时第三章1．教学内容：Cost Estimation2．基本要求（1）Approaches to Cost Estimation (重点) （2）Types of Construction Cost Estimates 3．学时分配：4学时第四章1．教学内容：The Project Budget(1)2．基本要求（1）Set of Project Cost Accounts（2）Project Budget for a Design Firm （3）Project Budget for a Constructor3．学时分配：4学时第五章1．教学内容：The Project Budget(2)2．基本要求（1）How to Forecast for Activity Cost Control（2）Learn the Example 5.1 Estimate total cost3．学时分配：4学时第六章1．教学内容：The Contractor2．基本要求（1）The Contractor General Obligations（2）Contractor Representative（重点难点）（3）Progress Reports3．学时分配：4学时第七章1．教学内容：Types of Construction Contracts2．基本要求（1）Principles of Competitive Bidding（2）the Major Factors Impacting Bidding Competitions 3．学时分配：4学时第八章1．教学内容：Project Finance2．基本要求（1）Definition，Principle Advantages and Objectives（2）the Step in a Project Financing（3）Principle Agreements in a Project Financing3．学时分配：4学时第九章1．教学内容：Schedule Control2．基本要求（1）Project Control Process（2）Effects of Actual Schedule Performance（重点难点）（3）Incorporating Project Changes into The Schedule3．学时分配：4学时三、考核方式与成绩评定1．考核方式：考试2．成绩评定：各教学环节占总分的比例：作业、课堂表现、出勤：30%；期末考试：70%。
工程管理专业英语
目录Unit One About Engineering Economy第一单元关于工程经济Unit Two The Principles of Engineering Economy第二单元工程经济原理Unit Three Cost Concept第三单元成本概念Unit Four Time Value of Money第四单元金钱的时间价值Unit Five The Basic Methods of Engineering Economy 第五单元工程经济的基本方法Unit Six The Definition of a “Project”第六单元项目的定义Unit Seven Why Project Management?第七单元为什么要对项目进行管理？Unit Eight The Project Life Cycle第八单元项目的寿命周期Unit Nine The Project Manager第九单元项目经理Unit Ten Project Planning第十单元制订项目计划Unit Eleven Initial Project Coordination第十一单元开始的项目协调Unit Twelve Budgeting and Cost Estimation第十二单元预算和成本估算Unit Thirteen The Monitoring System of Project第十三单元项目监测系统Unit Fourteen Project Control第十四单元项目控制Unit Fifteen Conditions of Contract for Construction(Excerpts)第十五单元施工合同条件（节选）Unit One About Engineering EconomyEngineering economy——what is it, and why is it important? The initial reaction of many engineering students to these questions is “Money matters will be handled by someone else. It is not something I need to worry about.” In reality, any engineering project must be not only physically realizable, but also economically affordable. For example, a child's tricycle could be built with an aluminum frame or a composite frame. Some may argue that because the composite frame will be stronger and lighter, it is a better choice. However, there is not much of a market for thousand dollar tricycles! One might suggest that this argument is ridiculously simplistic and that common sense would dictate choosing aluminum for the framing material. Although the scenario is an exaggeration, it reinforces the idea that the economic factors of a design weigh heavily in the design process, and that engineering economy is an integral part of that process, regardless of the engineering discipline. Engineering, without economy, makes no sense at all.In broad terms, for an engineering design to be successful, it must be technically sound and produce benefits. These benefits must exceed the costs associated with the design in order for the design to enhance net value. The field of engineering economy is concerned with the systematic evaluation of the benefits and costs of projects involving engineering design and analysis. In other words, engineering economy quantifies the benefits and costs associated with engineering projects to determine whether they make (or save) enough money to warrant their capital investments. Thus, engineering economy requires the application of engineering design and analysis principles to provide goods and services that satisfy the consumer at an affordable cost. As we shall see, engineering economy is as relevant to the design engineer who considers material selection as it is to the chief executive officer whoapproves capital expenditures for new ventures.The technological and social environments in which we live continue to change at a rapid rate. In recent decades, advances in science and engineering have made space travel possible, transformed our transportation systems, revolutionized the practice of medicine, and miniaturized electronic circuits so that a computer can be placed on a semiconductor chip. The list of such achievements seems almost endless. In your science and engineering courses, you will learn about some of the physical laws that underlie these accomplishments.The utilization of scientific and engineering knowledge for our benefit is achieved through the design of things we use, such as machines, structures, products, and services. However, these achievements don't occur without a price, monetary or otherwise. Therefore, the purpose of this book is to develop and illustrate the principles and methodology required to answer the basic economic question of any design: Do its benefits exceed its costs?The Accreditation Board for Engineering and Technology states that engineering “is the profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind.”*In this definition, the economic aspects of engineering are emphasized, as well as the physical aspects. Clearly, it is essential that the economic part of engineering practice be accomplished well.Therefore，engineering economy is the dollars-and-cents side of the decisions that engineers make or recommend as they work to position a firm to be profitable in a highly competitive marketplace．Inherent to these decisions are trade-offs among different types of costs and the performance(response time，safety, weight, reliability, etc.) provided by the proposed design or problem solution．The mission of engineering economy is to balance thesetrade-offs in the most economical manner. For instance, if an engineer at Ford Motor Company invents a new transmission lubricant that increases fuel mileage by 10% and extend s the life of the transmission by 30,000 miles，how much can the company afford to spend to implement this invention? Engineering economy can provide an answer.A few more of the myriad situations in which engineering economy plays a cruclal role come to mind：1. Choosing the best design for a high-efficiency gas furnace.2. Selecting the most suitable robot for a welding operation on an automotive assembly line.3. Making a recommendation about whether jet airplanes for an overnight delivery service should be purchased or leased.4. Determining the optimal staffing plan for a computer help desk.From these illustrations，it should be obvious that engineering economy includes significant technical considerations．Thus，engineering economy involves technical analysis with emphasis on the economic aspects, and has the objective of assisting decisions．This is true whether the decision maker is an engineer interactively analyzing alternatives at a computer-aided design workstation or the Chief Executive Officer(CEO)considering a new project．A n engineer who is unprepared to excel at engineering economy is not properly equipped for，his or her job.Cost considerations and comparisons are fundamental aspects of engineering practice．This basic point was emphasized in Section 1.1. However, the development of engineering economy methodology, which is now used in nearly all engineering work，is relatively recent．This does not mean that，historically, costs were usually overlooked in engineering decisions. However, the perspective that ultimate economy is a primary concern to the engineer and the availability of sound techniques to address this concern differentiate this aspect of modern engineering practicefrom that of the past.A pioneer in the field was Arthur M．Wellington, a civil engineer, who in the latter part of the nineteenth century specifically addressed the role of economic analysis in engineering projects. His particular area of interest was railroad building in the United States．This early work was followed by other contributions in which the emphasis was on techniques that depended primarily on financial and actuarial mathematics．In 1930. Eugene Grant published the first edition of his textbook.+ This was a milestone in the development of engineering economy as we know it today. He placed emphasis on developing an economic point of view in engineering，and(as he stated in the preface) “this point of view involves a realization that quite as definite a body of principles governs the economic aspects of an engineering decision as governs its physical aspects.” In 1942，Woods and DeGarmo wrote the first edition of this book，later titled Engineering Economy.Unit Two The Principles of Engineering EconomyThe development, study, and application of any discipline must begin with a basic foundation．We define the foundation for engineering economy to be a set of principles，or fundamental concepts，that provide a comprehensive doctrine for developing the methodology, These principles will be mastered by students as they progress through this book. However, in engineering economic analysis, experience has shown that most errors can be traced to some violation of or lack of adherence to the basic principles．Once aproblem or need has been clearly defined, the foundation of the discipline can be discussed in terms of seven principles.PRINCIPLE1－DEVELOP THE ALTERNATIVES:The choice(decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysisA decision situation involves making a choice among two or more alternatives. Developing and defining the alternatives for detailed evaluation is important because of the resulting impact on the quality of the decision．Engineers and managers should place a high priority on this responsibility．Creativity and innovation are essential to the process.One alternative that may be feasible in a decision situation is making no change to the current operation or set of conditions(i.e., doing nothing). If you judge this option feasible，make sure it is considered in the analysis. However, do not focus on the status quo to the detriment of innovative or necessary change.PRINCIPLE2-FOCUS ON THE DIFFERENCES:Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.If all prospective outcomes of the feasible alternatives were exactly the same，there would be no basis or need for comparison．We would be indifferent among the alternatives and could make a decision using a random selection.Obviously, only the differences in the future outcomes of the alternatives are important．Outcomes that are common to all alternatives can be disregarded in the comparison and decision．For example，if your feasible housing alternatives were two residences with the same purchase(or rental)price，price would be inconsequential to your final choice．Instead，the decision would depend on other factors, such as location and annual operating and maintenance expenses. This example illustrates，in a simple way, Principle 2，which emphasizes the basic purpose of an engineeringeconomic analysis：to recommend a future course of action based on the differences among feasible alternatives.PRINCIPLE 3-USE A CONSISTENT VIEWPOINT:The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).The perspective of the decision maker, which is often that of the owners of the firm，would normally be used．However, it is important that the viewpoint for the particular decision be first defined and then used consistently in the description analysis，and comparison of the alternatives.As an example，consider a public organization operating for the purpose of developing a river basin，including the generation and wholesale distribution of electricity from dams on the river system．A program is being planned to upgrade and increase the capacity of the power generators at two sites. What perspective should be used in defining the technical alternatives for the program? The “owners of the firm” in this example means the segment of the public that will pay the cost of the program and their viewpoint should be adopted in this situation.Now let us look at an example where the viewpoint may not be that of the owners of the firm．Suppose that the company in this example is a private firm and that the problem deals with providing a flexible benefits package for the employees. Also, assume that the feasible alternatives for operating the plan all have the same future costs to the company．The alternatives，however, have differences from the perspective of the employees，and their satisfaction is an important decision criterion. The viewpoint for this analysis and decision should be that of the employees of the company as a group, and the feasible alternatives should be defined from their perspective.PRINCIPLE 4-USE A COMMON UNIT OF MEASURE:Using a common unit of measurement to enumerate asmany of the prospective outcomes as possible will simplify the analysis and comparison of the alternatives.It is desirable to make as many prospective outcomes as possible commensurable (directly comparable)．For economic consequences，a monetary unit such as dollars is the common measure．You should also try to translate other outcomes(which do not initially appear to be economic) into the monetary unit．This translation，of course, will not be feasible with some of the outcomes, but the additional effort toward this goal will enhance commensurabilitv and make the subsequent analysis and comparison of alternatives easier.What should you do with the outcomes that are not economic(i.e., the expected consequences that cannot be translated (and estimated) using the monetary unit)? First, if possible, quantify the expected future results using an appropriate unit of measurement for each outcome．If this is not feasible for one or more outcomes，describe these consequences explicitly so that the information is useful to the decision maker in the comparison of the alternatives．PRINCIPLE 5-CONSIDER ALL RELEV ANT CRITERIASelection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider both the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.The decision maker will normally select the alternative that will best serve the long-term interests of the owners of the organization. In engineering economic analysis, the primary criterion relates to the long-term financial interests of the owners. This is based on the assumption that available capital will be allocated to provide maximum monetary return to the owners. Often, though, there are other organizational objectives you would like to achieve with your decision, and these should be considered and given weight in the selection of an alternative. These nonmonetarv attributes andmultiple objectives become the basis for additional criteria in the decision-making process.PRINCIPLE6-MAKE UNCERTAINTY EXPLICIT:Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.The analysis of the alternatives involves projecting or estimating the future consequences associated with each of them．The magnitude and the impact of future outcomes of any course of action are uncertain．Even if the alternative involves no change from current operations, the probability is high that today‟s estimates of, for example，future cash receipts and expenses will not be what eventually occurs. Thus, dealing with uncertainty is an important aspect of engineering economic analysis and is the subject of Chapters 10 and 13.PRINCIPLE 7- REVISIT YOUR DECISIONS:Improved decision making results from an adaptive process, to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.A good decision-making process can result in a decision that has an undesirable outcome. Other decisions, even though relatively successful，will have results significantly different from the initial estimates of the consequences. Learning from and adapting based on our experience are essential and are indicators of a good organization.The evaluation of results versus the initial estimate of outcomes for the selected alternative is often considered impracticable or not worth the effort. Too often, no feedback to the decision-making process occurs. Organizational discipline is needed to ensure tha t implemented decisions are routinely postevaluated and that the results used to improve future analyses of alternatives and the quality of decision making．The percentage of important decisions inan organization that are not postevaluated should be small．For example，a common mistake made in the comparison of alternatives is the failure to examine adequately the impact of uncertainty in the estimates for selected factors on the decision．Only postevaluations will highlight this type of weakness in the engineering economy studies being done in an organization.Unit Three Cost Concept3.1 Fixed, Variable, and Incremental CostsFixed costs are those unaffected by changes in activity level over a feasible range of operations for the capacity or capability available. Typical fixed costs include insurance and taxes on facilities, general management and administrative salaries, license fees, and interest costs on borrowed capital.Of course, any cost is subject to change, but fixed costs tend to remain constant over a specific range of operating conditions. When large changes in usage of resources occur, or when plant expansion or shutdown is involved, fixed costs will be affected.Variable costs are those associated with an operation that vary in total with the quantity of output or other measures of activity level. If you were making an engineering economic analysis of a proposed change to an existing operation, the variable costs would be the primary part of the prospective differences between the present andchanged operations as long as the range of activities is not significantly changed. For example, the costs of material and labor used in a product or service are variable costs, because they vary in total with the number of output units, even though the costs per unit stay the same.An incremental cost (or incremental revenue) is the additional cost (or revenue) that results from increasing the output of a system by one (or more) units. Incremental cost is often associated with “go-no go” decisions that involve a limited change in output or activity level.③For instance, the incremental cost per mile for driving an automobile may be. $0.27, but this cost depends on considerations such as total mileage driven during the year (normal operating range), mileage expected for the next major trip, and the age of the automobile. Also, it is common to read of the “incremental cost of producing a barrel of oil” and “incremental cost to the state for educating a student.” As these examples indicate, the incremental cost (or revenue) is often quite difficult to determine in practice.3.2 Recurring and Nonrecurring CostsThese two general cost terms are often used to describe various types of expenditures. Recurring costs are those that are repetitive and occur when an organization produces similar goods or services on a continuing basis. Variable costs are also recurring costs, because they repeat with each unit of output. But recurring costs are not limited to variable costs. A fixed cost that is paid on a repeatable basis is a recurring cost. For example, in an organization providing architectural and engineering services, office space rental, which is a fixed cost, is also a recurring cost.Nonrecurring costs, then, are those which are not repetitive, even though the total expenditure may be cumulative over a relatively short period of time. Typically, nonrecurring costs involve developing or establishing a capability or capacity to operate. For example, the purchase cost for real estate upon which a plant will bebuilt is a nonrecurring cost, as is the cost of constructing the plant itself.3.3 Direct, Indirect, and Standard CostsThese frequently encountered cost terms involve most of the cost elements that also fit into the previous overlapping categories of fixed and variable costs, and recurring and nonrecurring costs. Direct costs are costs that can be reasonably measured and allocated to a specific output or work activity. The labor and material costs directly associated with a product, service, or construction activity are direct costs. For example, the materials needed to make a pair of scissors would be a direct cost.Indirect costs are costs that are difficult to attribute or allocate to a specific output or work activity. The term normally refers to types of costs that would involve too much effort to allocate directly to a specific output. In this usage, they are costs allocated through a selected formula (such as, proportional to direct labor hours, direct labor dollars, or direct material dollars) to the outputs or work activities. For example, the costs of common tools, general supplies, and equipment maintenance in a plant are treated as indirect costs.Overhead consists of plant operating costs that are not direct labor or direct material costs. In this book, the terms indirect costs, overhead, and burden are used interchangeably. Examples of overhead include electricity, general repairs, property taxes, and supervision. Administrative and selling expenses are usually added to direct costs and overhead costs to arrive at a unit selling price for a product or service. (Appendix A provides a more detailed discussion of cost accounting principles.)Various methods are used to allocate overhead costs among products, services, and activities. The most commonly used methods involve allocation in proportion to direct labor costs, direct labor hours, direct materials costs, the sum of direct labor and direct materials costs (referred to as prime cost in a manufacturing operation), or machine hours. In each of these methods, it isnecessary to know what the total overhead costs have been or are estimated to be for a time period (typically a year) to allocate them to the production (or service delivery) outputs.Standard costs are representative costs per unit of output that are established in advance of actual production or service delivery. They are developed from anticipated direct labor hours, materials, and overhead categories (with their established costs per unit). Because total overhead costs are associated with a certain level of production, this is an important condition that should be remembered when dealing with standard cost data (for example, see Section 2.5.3). Standard costs play an important role in cost control and other management functions. Some typical uses are the following:1. Estimating future manufacturing costs.2. Measuring operating performance by comparing actual cost per unit with the standard unit cost.3. Preparing bids on products or services requested by customers.4. Establishing the value of work in process and finished inventories.3.4 Cash Cost versus Book CostA cost that involves payment of cash is called a cash cost (and results in a cash flow) to distinguish it from one that does not involve a cash transaction and is reflected in the accounting system as a noncash cost. This noncash cost is often referred to as a book cost. Cash costs are estimated from the perspective established for the analysis (Principle 3, Section 1.3) and are the future expenses incurred for the alternatives being analyzed. Book costs are costs that do not involve cash payments, but rather represent the recovery of past expenditures over a fixed period of time. The most common example of book cost is the depreciation charged for the use of assets such as plant and equipment. In engineering economic analysis, only those costs that are cash flows or potential cash flows from the defined perspective for the analysis need to be considered.Depreciation, for example, is not a cash flow and is important in an analysis only because it affects income taxes, which are cash flows. We discuss the topics of depreciation and income taxes in Chapter 6.3.5 Sunk CostA sunk cost is one that has occurred in the past and has no relevance to estimates of future costs and revenues related to an alternative course of action. Thus, a sunk cost is common to all alternatives, is not part of the future (prospective) cash flows, and can be disregarded in an engineering economic analysis. For instance, sunk costs are nonrefundable cash outlays, such as earnest money on a house or money spent on a passport.We need to be able to recognize sunk costs and then handle them properly in an analysis. Specifically, we need to be alert for the possible existence of sunk costs in any situation that involves a past expenditure that cannot be recovered, or capital that has already been invested and cannot be retrieved.The concept of sunk cost is illustrated in the next simple example. Suppose that Joe College finds a motorcycle he likes and pays $40 as a down payment, which will be applied to the $1,300 purchase price, but which must be forfeited if he decides not to take the cycle. Over the weekend, Joe finds another motorcycle he considers equally desirable for a purchase price of $1,230. For the purpose of deciding which cycle to purchase, the $40 is a sunk cost and thus, would not enter into the decision, except that it lowers the remaining cost of the first cycle. The decision then is between paying $1,260 ($1,300～$40) for the first motorcycle versus $1,230 for the second motorcycle.In summary, sunk costs result from past decisions and therefore are irrelevant in the analysis and comparison of alternatives that affect the future. Even though it is sometimes emotionally difficult to do, sunk costs should be ignored, except possibly to the extent that their existence assists you to anticipate better what will happen in the future.3.6 Opportunity CostAn opportunity cost is incurred because of the use of limited resources, such that the opportunity to use those resources to monetary advantage in an alternative use is foregone. Thus, it is the cost of the best rejected (i.e., foregone) opportunity and is often hidden or implied.For example, suppose that a project involves the use of vacant warehouse space presently owned by a company. The cost for that space to the project should be the income or savings that possible alternative uses of the space may bring to the firm. In other words, the opportunity cost for the warehouse space should be the income derived from the best alternative use of the space. This may be more than or less than the average cost of that space obtained from the accounting records of the company.Consider also a student who could earn $20,000 for working during a year, but chooses instead to go to school for a year and spend $5,000 to do so. The opportunity cost of going to school for that year is $25,000:$5,000 cash outlay and $20,000 for income foregone. (This figure neglects the influence of income taxes and assumes that the student has no earning capability while in school.)3.7 Life-Cycle CostIn engineering practice, the term life-cycle cost is often encountered. This term refers to a summation of all the costs, both recurring and nonrecurring, related to a product, structure, system, or service during its life span, The life cycle is illustrated in Figure 2-2. The life cycle begins with identification of the economic need or want (the requirement) and ends with retirement and disposal activities. It is a time horizon that must be defined in the context of the specific situation-whether it is a highway bridge, a jet engine for commercial aircraft, or an automated flexible manufacturing cell for a factory. The end of the life cycle may be projected on a functional or an economic basis. For example, the amount of time that a structure or piece of equipment is able to perform economically maybe shorter than that permitted by its physical capability. Changes in the design efficiency of a boiler illustrate this situation. The old boiler may be able to produce the steam required, but not economically enough for the intended use.Unit Four Time Value of Money4.1 IntroductionThe term capital refers to wealth in the form of money or property that can be used to produce more wealth. The majority of engineering economy studies involve commitment of capital for extended periods of time, so the effect of time must be considered. In this regard, it is recognized that a dollar today is worth more than a dollar one or more years from now because of the interest (or profit) it can earn. Therefore, money has a time value.4.2 Why Consider Return to Capital?Capital in the form of money for the people, machines, materials, energy, and other things needed in the operation of an。
工程管理专业英语教案
统一编号_____________ (共1 册)
常州大学怀德学院教案簿
（第 1 册）
课程名称《工程管理专业英语》
教学单位建筑与环境工程系
主讲教师翁鹏职称助教
课程性质B3 总学时32 总学分 2
授课班级工程16级总人数61
课程授课学期 5 起止时间2018.9 至2019.1
本教案用于第 5 学期
所用教材及编者《工程管理专业英语》柳立生主编；武汉理工大学出版社
主要参考书及编者：
《工程管理专业英语》徐勇戈主编
《工程管理专业英语》王竹芳主编
《建筑施工技术》古栋列主编
教学事务部（教务）制
本册教案目录
常州大学怀德学院教案
学生反馈。
工程管理专业英语
Chapter 12 Organization and Use of Project Information
Appendix 1 Glossary Appendix 2 Translation for Specialty English Appendix 3 Project Management World Wide Web Sites
工程管理专业英语
Professional English for Construction Management
主编：徐勇戈
Contents (continued)
Chapter 8 Construction Planning Chapter 9 Time Control for Construction Projects Chapter 10 Cost Control for Construction Projects
Unit 1 The Owner’s Perspective
1.3 Selection of Professional Services
When an owner decides to seek professional services for the design and construction of a facility, he is confronted with a broad variety of choices. The type of services selected depends to a large degree on the type of construction and the experience of the owner in dealing with various professionals in the previous projects undertaken by the firm. Generally, several common types of professional services may be engaged either separately or in some combination by the owners.
工程管理专业英文自荐信
工程管理专业英文自荐信Dearleaders:Hello!Thank you for your busy schedule to read my自荐信, and sincerely hope you can get the support and endorsement. I am a 08 session ofthe Huaihai Institute of Technology project management graduates, in-school period, I strictly abide by school rules and regulations, respect for teachers, united students, have a strong collective sense of honor; seriously hard to learn, excellent performance, access to hospital on several occasions scholarships; emphasis on integrating theory with practice, and actively participate in the practice, and internship activities. I come from rural families, foster thetradition of hard work from an early age, the spirit of perseverance. Four years of university education, let me have the project management aspects of the theory of professional knowledge, the work of more than half a year so I have a wealth of practical experience, but also enhance their ability to adapt to the environment. Today's professionals need for multi-level, prompted me to update, strengthen self: While studying at the school I passed the national examinationin English and four grade 2 level, Jiangsu Province, computer examinations and computer-aided design (AutoCad), and motor vehicles to pass in 某某 driver's license (C) according to, able to skillfully use Office某某 (Microsoft Word, Excel, Powerpoint), in addition tothe cost of learning such as division 3000. The success of the cause of the need for knowledge, perseverance, sweat, the perfect combination of opportunities, and similarly, the need for a company the honor of carrying her carrier - selfless people. Request thatyour company can give me a chance, let me become one of you, I willbe very enthusiastic and hard working知遇之恩your return, and very happy to work with colleagues in the future for our common the cause of all the talents dedication.Salute。
工程管理专业英语教程
工程管理专业英语（二）Professional English For Engineering Management （Ⅱ）教程COURSE长沙理工大学工程管理系2011年2月目录Lesson 1 Bidding (1)Text A Invitation to Bid (1)Text B Instructions to bidders (5)Lesson 2 Management and Engineering Management (10)Text A Management (10)Text B Engineering Management：a synthesis (14)Lesson 3 Conditions 1~3 for the FIDIC Contract (16)Text A Conditions 1~3 for the FIDIC Contract (16)Text B The Employer (27)Text C The Engineer (29)Lesson 4 Planning Techniques (33)Lesson 5 Alternative Financing Strategies for BOT Project (36)Lesson 6 Types of Construction Cost Estimates (39)Lesson 7 Risk Management Basics (42)Lesson 1 BiddingText A Invitation to BidThe invitation to bid is sometimes known by such names “notice to bidders”,“Advertis ement for bids,”“request for proposals”, and the like, but the intent is always the same:to briefly describe the project to propective bidders and to invite their bids on the work.Since the invitation to bid is often classed as one of the construction contract documents, is it always essential to include one in the set?The answer is a resounding “No!”.An invitation should be extended to prospective bidders only when such bids are wanted, and there are many times when open bidding is not the order of the day. For instance, if you have already selected your general contractor and this is to be a “negotiated”contract, it would be foolish to issue an invitation to other bidders to make proposals. The invitation serves no purpose other than to attract prospective bidders by telling them briefly what the job is and how they go about securing copies of the documents to bid upon. If you already have enough bidders, and you have secured them by other means such as personal contact or previous notice, there is little meaning to the ritual of a formal gilt-edged invitation to your party if you don’t really want more guests.On the other hand, any time your project is on the money from the public coffers you can almost depend on having a legal requirement that the work be advertised in a newspaper of general circulation under carefully prescribed format. You are almost never allowed to limit the number of bidders on public work. Therefore, in public you can rely on the necessity of including a formal invitation to bid as part of your construction contract documents.The requirement arose, of course, out of the old-time back-room dealings among political cronies where lucrative contracts were awarded in great secrecy for fantasticlevels of profit, which melted into various private bank accounts. The method used to cure this abuse was to highly publicize the availability of all publicly funded construction projects and to invite participation by all qualified parties. Whether this was truly cured the abuses is not known for certain but it is an obvious fact that duplicity has become more difficult under it. When your purpose is to receive the broadest possible number of competitive bids for the general contract, you should take the time to compose a brief but attractive, invitation to assure you’ll have enough guests to justify the ocassion.Remember now that we are talking in terms of the general contract under a classic situation as described earlier. We will have enough work sorting out the proposals we receive from those general contractors without complicating it by delving into the forty or so trades which make up even the smallest project. It is the general contractor’s resposibility to dig up his subs- from wherever he can and he will issue his own form of invitation to bid to them probably by various means.In many of the average smaller projects, a list of selected bidders is composed during completion of working drawings. By the time the documents are ready for issue to bidders, it is offen known who will be bidding and who will not be asked. If the list is small, say three or four bidders, nothing is really gained by the formality of issuing an official notice. On the other hand, when the number of prospective bidders exceeds three or four, it is well to set down quite precisely all of the pertinent data regarding bid: opening dates, amount of deposit required for sets of ducuments, where they may be secured, who may attend the bid opening, and other relevant information.Now there are a few rare methodical individuals who prefer to have a dot over every “i” and across on every “t” and who might prefer to issue an invitation to bid on every project. Could they get into trouble by it?I rather doubt they would. Any person so methodical would more than likely also be cautious and would be sure that what was said in the invitation to bid was accurate and precise. It is nicely to formalize the invitation data and, if you can afford to takethe time to do so on every project, you go right ahead and have fun. Remember, though, that if your sole bidder is already selected and you definitely do not wish to receive bids from others, you may have a delicate time wending your way through the verbiage required to explain that situation properly.The formula for writing an invitation to bid is simple and clear-cut: be brief and include answers to the following condition.Project Indentification Clearly identify the project by its official-name (used through the construction contract documents: list, where possible, the name of the owner, the name of the Architect, the location of the project, its official project number (if it has one) and the like.Description of the work In fifty to a hundred words, tell what the project includes (bidders would like you to tell them what the construction budget is as well but most of us are reluctant to do so), so a prospective bidder can wasily decide whether this is a project of his type or not.Types of bids required For the classic situation, you are only intersted in bids on a general contract and not in segregated bids. But whatever your wish, make it clear at this point.Bid opening Briefly tell where and when bids will be received, where and when they will be opened, and who may attend the opening. Some architects make a regular party out of the bid opening and serve anyting from tea and cakes to beer and cocktails at their bid openings (always after the bids are opened), apparently on the theory that the lucky low man will want to celebrate and the unlucky others need something in which to drown their sorrow or make the losing easier to bear. Other architects make this a cold sober no-nonsense affair and quite a few even insist on privacy at the time of opening. Whatever your choice, state it here.Documents It is important to clearly state where the documents may be viewed and when as well as under what conditions sets of the documents may be secured. Some architects give a stated number of sets to each qualified bidder; others require adeposit to be left for each set in an amount generally equal to the cost of reproduction; still others require that the bidder post a non-refundable deposit for each set (or only a portion of the deposited amount will be refunded). Since these practice is vary from firm to firm, it is essential that you spell out how you will handle them.Bid deposit requirement It is not unusual for a bidder who was considerably lower than his competitors to worry about why he was so much lower and try to withdraw his bid. Bid deposits are designed to compensate the Owner and Architect for lost time and effort in having to repeat the bidding process or to commence negotiations with the second lowest bidder. The deposit is usually in the form of a “bond” posted by the bidder but supplied through the bidder’s regular bonding surely, often as no fee to the bidder. You should state whether or not a bid bond will be required and if it is required, the amount and the type of bond acceptable.Pre-qualification Many projects (even publicly financed) are not open to the bids of everyone who would like to be a contractor; pre-qualifications are often set. For example,specialized construction such as tunnels, docks or bridges might easily require that the bidder be qualified by previous experience acceptable to the Owner before he will even allowed to bid. One of the newer pre-qualification requirements has to do with “Equal Employment Opportunity” programs and the bidder must demonstrate a functioning EEO program as a part of his regular operation before he is allowed to bid. If any pre-qualification are part of your program, you should so state here.Bid rejection Traditionally, owners and architects have wanted to reserve the right to waive irregularity in bids and to reject any or all bids. In other words, despite all the safeguards of carefully picking over the available bidders before issuing them an invitation, and all the detailed instructions that are then issued to the accepted bidders, there is still a chance that some good guys will flub this bid being late or not sending enough copies or some squally trivial infraction of your rules and thus be disqualified unless you can save him. There is also the chance that the low man mayhave suddenly become undesirable during the bidding period and you don’t want him any more. This minor provision has been hallowed by years of use and will probably be with us for a great many more. There is enough experience with it to warrant continued inclusion.Legal requirement Governmental agencies that have been in existence for any period of time always have their own format for the invitation to bid(or whatever they happen to call it), and generally the laws governing care and use of public money prescribe certain magic words and incantations to include. If yours is a publicly financed project, the invitation may be written for you by your client’s legal staff. If it is left up to you, good sense dictates that you pass the rough draft by your own legal counsel and that of your client before it is published.If your invitation to bid is really being distributed broadlly to a large number of prospective biddders, you might very well send it in the form of a letter. You might also publish it as a paid ad in the local newspaper in the area of construction. Remember that the invitation is precisely that kind of “invitation”which can be accepted or declined.If your list of prospective bidders is also small that it contains only those who will actively work at the bidding process, you can do as most architects do and merely include the invitation as one of the documents bound into the Project Mannual.There is nothing to prevent an invitation to bid being actually on the design firm’s letterhead in the form of a letter. This can quite easily be bound into the Project Mannual later as one of the exibits in the series of contract documents.Text B Instructions to biddersYou will find most of the following points in instructions to bidders written by professional specifiers. You will often find other points as well, depending on local practices and previous expreience.Project Identification It may seem redundant to repeat in the instructions to bidders the same information you so carefully put into the invitation to bid. But it is a common practice, and an expected inclusion: to state the official name of the project, its project number if it has one, the name of the Owner and the Architect, and all other data which might be necessary to conclusively prove which project it is that you are talking about.Contract documents The care and feeding of Contract Documents to bidders is a full time job in some larger offices. Imagine the logistics of printing and handling perhaps a hundred sets where the Drawings comprise a hundred and fifity to two hundred sheets and the Specifications contain sixty or more Sections. Imagine the cost to someone. Who is going to absorb the cost? The Owner？The Architect? The bidder？Who pays for mailing? And, if they are sent by mail, will it be Parcel Post or Air Mail? What if the sets are returned after bid opening but also marked up and dog-earned that they can’t be used for construction? Who absorbs that cost? And what will you do if a biddder asks for copies of the Electrical Section only?It is not difficult for even a small office to tie up a thousand dollars or more in copies of material for the use of bidders, material the bulk of which may or may not be of any use to them the Contract is awarded.So you can understand the care with which expericed office approach this problem of how many sets will be issued per bidder, whether a deposit will be returned, whether “split sets” will be issued, and a variety of similar matters.Examination of site and document It is inconceivable but there are cases on record where the contractor said “If I’d seen the site before I bid, I never would have put in the price I did. ”There are also cases on record where a contractor claimed that he didn’t really have a chance to study their plans because you were in such a hurry for a figure. The purpose of this portion of the instructions to bidder is to put the bidder on notice that he should examine the site and study all of the Documents since no allowance will bemade later for problems which could have been avoided had he done so.Clarifications Recognizing the errors and ambiguities can creep into the work of any design office, no matter how hard you try, you should establish the mechanics by which clarifications can be requested and obtained. In fairness to all bidders, errors caught by one bidder should be corrected for the benefit of all. In the same way clarifications issued to a single bidder over the telephone should be distributed to his competitors as well. Since these matters are best handled in the form of “Addenda”, and since Addenda should only be issued by the person issuing the original Contrator Documents, it follows that questions should be directed to that party who will then either answer the question himself or secure the answer from the person most farmiliar with the subject, and will promptly follow up with a formal Addedum to all bidders on record. You should therefore state how you will receive queries, by telephone or in writing, to whom they should be addressed, how answers will be issued, and that you and the owner are not responsible for accuracy of clarifications issued in any other manner. The final date on which requests for clarification will be received should also be stated.Substitutions Many specifications written today include an entire Section on “submittals and substitutions.”Even though you include such a Section in your Specification, you should also use this earlier opportunity to call the bidder’s attention to it and to establish a final date for acceptance of requests for substitution.Types of bids You should clearly state here the type of bid you want (“general contract”, “segregated”, “cost-plus”, etc.) and the fact that you will not consider bids of other types. If you are requesting segregated bids, this can be a length subject.Preparation of bids How many copies of the bid form do you want? Will you accept Xeroxed copies or must each be on the form you provided? Does each copy need to contain actual signatures or, if Xeroxing is permitted, may the signature be on the original only? How many signature will you require from partnerships? Who can sign for a corporation? Will you require any other data on the bid form such ascontractor’s number, etc.Bid bonding Reuirements that bidders post a bond in an amount 10% of their base bid are not uncommon on a competitive bidding. Statistics show that very few of those bonds are ever forfeited, even when the low bidder fails to accept the award, since there are so many steps to go through in finally securing payment on such a defaulted bond. When you have asked a selected few bidders to favor you with a bid, it is something considered insulting to reuire them to go to the trouble of securing and posting a bid bond.It is highly recommended that you discuss the matter with your own management people and risk consultants. If you decide to require bid bonding, then you should carefully explain how and under what conditions the bond will be forfeited or returned.Other bonding Performance bonds” and “labor and materials payment” bonds are genareally required; it is the amounts that vary. Again, you should consult your management experts and those of your owner, as well as specialists in the field of management-risk. When the sums are determinded, and the proper forms have been selected, you should describe the amounts and name the forms here.Subcontractor listing Since the Contract Documents are directed to the “Contractor”, with a capital “C”, we seldom mention subcontractors anywhere in our documents. But most of us would like to know just who the bidders propose to use for certain critical portions of the work and we often ask that they furnish us a list of those subcontractors, either as a part of their bid or as a preprequisite before the contract is signed. On public work, such a list is not only mandatory but later changes can hardly be accomplished without an action by the Congress of the United States. As an attempt to eliminate “bid shopping” by unscrupulous contractors, this is a commendable stance. As one additional last-minute task facing the frantic bidders is trying to sift out the lowest practical prices from his many subs, it is a pain in the neck and a reqiurement they would just as soon not have to meet.On private work, you can generally accompished your purpose (to look over the proposed subs before awarding a contract to the lowest bidder) by merely requiring the lowest bidder to supply you with a lsit of his subcontractors within a stated period after bid opening.Lesson 2 Management and Engineering ManagementText A Management1.1 Management definitionMcFarland identifies four uses of the word management, as:(1) an organizational or administrative process;(2) a science, discipline, or art;(3)the group of people running an organization;(4) an occupational career.1.2 Management levelsEnsign or admiral, college president or department chair, maintenance forman, plant manager, or company president; all managers. What skills must they have, what roles do they play, what functions do they carry out, and how are these affected by the level at which they operate? Let us look at wach of these questions in order.Management is normally categorized into three levels：first-line，middle,and top management．Managers at these three levels need many of the same skills，but they use them in different proportionsThe higher the management level，the further into the future the manager’s decisions reach and the greater the amount of the resources that are placed at risk．First-line managers are the only managers who directly supervise nonmanage. They hold titles such as foreman, supervisor, or section chief. Generally, they are responsible for carrying out the plans and objectives of higher management, using the personnel and other resources assigned to them. They make short-range operating plans governing what will be done tomorrow or next week, assign tasks to their workers，supervise the work that is done，and evaluate the performance of individual workers. First-line managers may only recently have been appointed from among the ranks of people they are now supervising. They may feel caught in the middlebetween their former fellows and upper management, each of which feels the supervisor should be representing them. Indeed, they must provide the “linking pin’’between upper management and the working level, representing the needs and goals of each to the other.Many engineers going into a production or construction environment will find themselves assigned as a foreman or supervisor very quickly．Many find such an assignment a very satisfying chance to “make things happen”through their own actions and decisions．Doing so effectively，while according the workers newly assigned to you the courtesy and respect merited by their years of experience, requires tact and judgement．If you can achieve this balance，however，you may be surprised to find how willing your team members are to accord you the same respect，and to help you learn your job．Middle managers carry titles such as plant manager，division head，chief engineer，or operations manager．Although there are more first-line managers than any other in most organizations，most of the levels in any large organization are those of middle management. Even the lowest level of middle manager (the second-line manager，who directly supervises first-line managers) is an indirect manager，and has the fundamentally different job of managing through other managers. Middle managers make plans of intermediate range to achieve the long-range goals set by top management，establish departmental policies，and evaluate the performance of subordinate work units and their managers．They also provide an integrating and coordinating function so that the short-range decisions and activities of first-line supervisory groups can be orchestrated toward achievement of the long range goals of the enterprise．There has been much discussion recently on the probable effect of computer-based management information systems on the numbers, levels, and functions of middle managers．Top managers bear titles such as chairman of the board，president，or executive vice president; one of these will normally be designated“chief executive officer”(CEO). In government the top manager may be the administrator (of NASA) orsecretary (of commerce) or governor or mayor. While they may report to some policy-making group，they have no full-time manager above them．Top managers are responsible for defining the character，mission，and objectives of the enterprise．They must establish criteria for and review long-range plans. They evaluate the performance of major departments，and evaluate leading management personnel to gauge their readiness for promotion to key executive positions.1.3 Managerial skillsKatz suggests that managers need three types of skills：technical，interpersonal, and conceptual. Technical skills are skills (such as engineering, accounting, machining, or word processing) practiced by the group supervised. Figure 1 shows that the lowest level of manager has the greatest need for technical skills，since they are directly supervising the people that are doing the technical work．Even top managers must understand the underlying technology on which their industry is based. Interpersonal skills, on the other hand, are important at every managenent level, since every manager achieves results through the efforts of other people. Conceptual skills represent the ability to “see the forest in spite of trees”--to discern the critical factors that will de termine an organization’s success or failure．This ability is essential to the top manager’s responsibility for setting long-term objectives for the enterprise，although it is needed to some extent at every level.Figure 1 Skills required versus management level1.4 Functions of managersHenry Fayol，the famous French mining engineer and executive, divided magenerial activities into five “elements”: planning, organizing, command, coordination, andcontrol. These elements,now called “functions of managers”，have proven remarkably useful and durable over the decades. Although each management author has their favored set of functions, almost all include planning, organizing，and controlling on their list. “Command” become too authoritive a word。
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5.a carrier or mounting which provides mobility and stability for the machine. 保持机器移动性和稳定性的运载工具或底盘。 6. a revolving deck or turntable which contains the power and control units. 包含动力和控制单元的可旋转舱面或转盘。 7. a front end attachment which serves the special functions in an operation. 在操作中提供特殊功能服务的前置附加装置。
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Drilling and Blasting 钻孔和爆破 25. Rock excavation is an audacious task requiring special equipment and methods. 岩石开挖是一项艰难的工作，需要特殊的设备和方法。 26. The degree of difficulty depends on physical characteristics of the rock type to be excavated, such as grain size, planes of weakness, weathering, brittleness and hardness. 这项工作的难以程度依赖于要开挖的岩石类型的物理性质。 例如粒径大小、软弱位面、风化度、脆度和硬度。 27. The task of rock excavation includes loosening, loading, hauling and compacting. 岩石开挖任务包括松散、装载、拉动和压实。 28. The loosening operation is specialized for rock excavation and is performed by drilling, blasting or ripping. 松散操作只是针对岩石开挖的，通过钻孔、爆破或者（人工） 劈凿实现。
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29.Major types of drilling equipment are percussion drills, rotary drills, and rotary-percussion drills. 钻孔设备的主要类型包括冲击钻、旋转钻和旋转冲击钻。 30.A percussion drill penetrates and cuts rock by impact while it rotates without cutting on the upstroke. 冲击钻的工作原理是在其旋转式依靠冲击力刺入和切削岩石，在它向 上挑的时候并不切削岩石。 mon types of percussion drills include a jackhammer which is handheld and others which are mounted on a fixed frame or on a wagon or crawl for mobility. 普通形式的冲击钻包括一个手提钻和为了便于移动而安装在固定框架 或货车或爬行器的其他部分。 32.A rotary drill cuts by turning a bit against the rock surface. 旋转钻的工作原理是使岩石表面旋转位移。 33. A rotary-percussion drill combines the two cutting movements to provide a faster penetration in rock.. 旋转冲击钻是结合了两种切削mounting for all machines in Figure 3-3 is referred to as crawler mounting, which is particularly suitable for crawling over relatively rugged surfaces at a job site. 图3-3中所示机器的底盘形态都是履带式底盘，尤其适用 于在地面比较崎岖的施工现场爬行。 9. Other types of mounting include truck mounting and wheel mounting which provide greater mobility between job sites, but require better surfaces for their operation. 其他底座的类型包括卡车式底盘和轮子式底盘，在施工现 场具有更大的移动性，但是它们运行需要比较好的路面情 况。
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Excavation and Loading 开挖和装载 3.One family of construction machines used for excavation is broadly classified as a crane-shovel as indicated by the variety of machines in Figure 3-3. 用于开挖的施工机械家族的主要类型是起重式挖掘机，如图 3-3所示的各种机器。 4.The crane-shovel consists of three major components: 起重式挖掘机由三个主要的部分组成：
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带吊钩的起重机
蛤壳/抓铲
索斗铲/拉铲
反铲挖土机
铲子/正铲
打桩机
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12. A tractor consists of a crawler mounting and a non-revolving cab. 拖拉机包括一个履带式底盘和一个不可转动的驾驶舱组成。 13. When an earth moving blade is attached to the front end of a tractor, the assembly is called a bulldozer. 当把推土板安装到拖拉机的前段时，这样的装置就叫做推 土机。 14. When a bucket is attached to its front end, the assembly is known as a loader or bucket loader. 把铲斗连接在它的前段，这样的装置就成了装卸机或者叫 铲斗式装卸机。 15. There are different types of loaders designed to handle most efficiently materials of different weights and moisture contents. （目前）已经有不同种类的装卸机被设计出来用以有效地 处理不同重量和水分含量的材料。
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Compaction and Grading 压实和平整场地 19. The function of compaction equipment is to produce higher density in soil mechanically. 压实设备的作用就是通过机械使土产生跟高的密度。 20.The basic forces used in compaction are static weight, kneading, impact and vibration. 在压实过程中使用的基本力是静重力、捏合力、冲击力和震 动力。 21. The degree of compaction that may be achieved depends on the properties of soil, its moisture content, the thickness of the soil layer for compaction and the method of compaction. 可能达到的压实度取决于土质、土的含水量、所压实土层的 厚度以及压实的方法。
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16. Scrapers are multiple-units of tractor-truck and blade-bucket assemblies with various combinations to facilitate the loading and hauling of earthwork. 铲运机由拖拉机式卡车和刮板式铲斗多个部分装备结合而 成，易于完成土方工作的装卸和拖运。 17. Major types of scrapers include single engine two-axle or three axle scrapers, twin-engine all-wheel-drive scrapers, elevating scrapers, and push-pull scrapers. 铲运机的主要型号包括单引擎双轴或三轴铲运机、双引擎 全驱动轮的铲运机、升运式铲运机、推拉式铲运机。 18. Each type has different characteristics of rolling resistance, maneuverability stability, and speed in operation. 每一种型号运行时的滚动阻力、机动稳定性以及速度方面 各具特色。
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10. The revolving deck includes a cab to house the person operating the mounting and/or the revolving deck. 转盘包括一个容纳人操作底盘和/或转盘的驾驶室。 11. The types of front end attachments in Figure 3-3 might include a crane with hook, claim shell, dragline, backhoe, shovel and pile driver. 图3-3中前置的附加装置大致包括：带吊钩的起重机、蛤壳、 索斗铲、反铲挖土机、铲子和打桩机。