工程管理外文翻译
工程管理专业英语
2.2 句型
（1）为表达客观态度，常用it作为形式 主语。
专业英语多描述客观事物、现象和规律。这一特点决定了科 技人员在撰写科技文献时，要采用客观和准确的手法陈述被 描述对象的特性、规律，而不需要突出人。
例4、It is important to study the possibility of using SCM to improve the performance of construction enterprises, especially their environmental performance.
应该尽可能简洁，避免不必要的修饰和重复
例2、The yield criterion for a material is a mathematical description of the combinations of stresses which would cause yield of the material.In other words it is a relationship between applied stresses and strength.
其他常用的省略形式：
As already discussed 前已讨论 As explained before 前已解释
If so 倘若如此 As previously mentioned 前已提到 When needed (necessary, feasible)必要
As described above 如上所示
2 Features of Specialized English
专业英语的特点
2.1 措辞
措辞要准确、简洁、清楚 客观性（Objective）、准确性（accuracy）和精练性(conciseness)。
工程管理专业外语英汉翻译
AA bill of quantities allows each contractor tendering for a project to price the work using the same information.一个账单量允许每个承包商为项目投标价格A bill of quantities is a list of item are entered in the next column followed by the rate ($/meter,$/meter2,$meter3,etc).比尔的数量是一个列表项进入下一列由率（美元/米，美元/平方米，美元/ 立方米，等）A construction manager can provide such coordination and the leadership necessary to produce the work. 一个项目经理提供必要的生产等工作的协调和领导。
A contract can be a ‘simple contract’: specialty contracts are also commonly referred to as ‘contracts under seal’.合同可以是一个简单的合同”：专业合同通常也被称为“盖印契约A contract is agreement between two or more than two parties(individuals or organizations) to perform or not to perform certain acts.合同协议的两个或更多的比之间的两方（个人或组织）执行或不执行某些行为。
A contract may be written or oral, but is only formed when there has an offer to do or provide something that is accepted by another party and is supported by consideration.合同可以是书面的或口头的，但只有当有一个形成作出或提供的东西是由另一方的接受和支持的思考。
工程管理专业英语全文翻译
工程管理专业英语全文翻译Unit 1 the owner’s perspective 第1单元业主的观点1.2 Major Types of Construction 1.2大建筑类型Since most owners are generally interested in acquiring only aspecific type of constructed facility, they should be aware of the common industrial practices for the type of construction pertinent to them [1]. 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 forshort term advantages. However ,many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities. It is to their advantage to keep the construction industry healthy and productive. Collectively, the owners have more power to influence the construction industry than they realize because, by their individual actions, they can provide incentives for innovation, efficiency and quality in construction [2]. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.由于大多数业主通常只对获得特定类型的建筑设施感兴趣，所以他们应该了解与他们有关的建筑类型的常见工业实践[1]。
工程管理专业外文文献及翻译(DOC)
本科毕业设计外文文献及译文文献、资料题目：Changing roles of the clientsArchitects and contractorsThrough BIM文献、资料来源：Engineering, Construction, Archi-tectual Management文献、资料发表（出版）日期：2010.2院（部）：管理工程学院专业：班级：姓名：学号：指导教师：翻译日期：2012.6.3外文文献：Changing roles of the clients,architects and contractors through BIMRizal SebastianTNO Built Environment and Geosciences, Delft, The NetherlandsAbstractPurpose– This paper aims to present a general review of the practical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the necessity for applying BIM and re-organising the processes and roles in hospital building projects. This type of project is complex due to complicated functional and technical requirements, decision making involving a large number of stakeholders, and long-term development processes. Design/methodology/approach– Through desk research and referring to the ongoing European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Through several real cases, the changing roles of clients, architects, and contractors through BIM application are investigated.Findings–One of the main findings is the identification of the main factors for a successful collaboration using BIM, which can be recognised as “POWER”: product information sharing (P),organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data consolidation (R). Furthermore, it is also found that the implementation of BIM in hospital building projects is still limited due to certain commercial and legal barriers, as well as the fact that integrated collaboration has not yet been embedded in the real estate strategies of healthcare institutions.Originality/value– This paper contributes to the actual discussion in science and practice on the changing roles and processes that are required to develop and operate sustainable buildings with the support of integrated ICT frameworks and tools. It presents the state-of-the-art of European research projects and some of the first real cases of BIM application in hospital building projects. Keywords Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planningPaper type General review1. IntroductionHospital building projects, are of key importance, and involve significant investment, and usually take a long-term development period. Hospital building projects are also very complex due to the complicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and comprises iterative phases and intermediate changes. Many actors with shifting agendas, roles and responsibilities are actively involved, such as: the healthcare institutions, national and local governments, project developers, financial institutions, architects, contractors, advisors, facility managers, and equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare policy, which changes rapidly in response to the medical, societal and technological developments, and varies greatly between countries (World Health Organization, 2000). In The Netherlands, for example, the way a building project in the healthcare sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorporate life-cycle considerations in the building design, construction technique, and facility management strategy, a multidisciplinary collaboration is required. Despite the attempt for establishing integrated collaboration, healthcare building projects still faces serious problems in practice, such as: budget overrun, delay, and sub-optimal quality in terms of flexibility, end-user’s dissatisfaction, and energy inef ficiency. It is evident that the lack of communication and coordination between the actors involved in the different phases of a building project is among the most important reasons behind these problems. The communication between different stakeholders becomes critical, as each stakeholder possesses different set of skills. As a result, the processes for extraction, interpretation, and communication of complex design information from drawings and documents are often time-consuming and difficult. Advanced visualisation technologies, like 4D planning have tremendous potential to increase the communication efficiency and interpretation ability of the project team members. However, their use as an effective communication tool is still limited and not fully explored (Dawood and Sikka, 2008). There are also other barriers in the information transfer and integration, for instance: many existing ICT systems do not support the openness of the data and structure that is prerequisite foran effective collaboration between different building actors or disciplines.Building information modelling (BIM) offers an integrated solution to the previously mentioned problems. Therefore, BIM is increasingly used as an ICT support in complex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, architects, and contractors; new contractual relationships; and re-organised collaborative processes. Unfortunately, there are still gaps in the practical knowledge on how to manage the building actors to collaborate effectively in their changing roles, and to develop and utilise BIM as an optimal ICT support of the collaboration.This paper presents a general review of the practical implications of building information modelling (BIM) based on literature review and case studies. In the next sections, based on literature and recent findings from European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Subsequently, through the observation of two ongoing pilot projects in The Netherlands, the changing roles of clients, architects, and contractors through BIM application are investigated. In conclusion, the critical success factors as well as the main barriers of a successful integrated collaboration using BIM are identified.2. Changing roles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors, roles, and knowledge domains. In The Netherlands, the changing roles of clients, architects, and contractors in hospital building projects are inevitable due the new healthcare policy. Previously under the Healthcare Institutions Act (WTZi), healthcare institutions were required to obtain both a license and a building permit for new construction projects and major renovations. The permit was issued by the Dutch Ministry of Health. The healthcare institutions were then eligible to receive financial support from the government. Since 2008, new legislation on the management of hospital building projects and real estate has come into force. In this new legislation, a permit for hospital building project under the WTZi is no longer obligatory, nor obtainable (Dutch Ministry of Health, Welfare and Sport, 2008). This change allows more freedom from the state-directed policy, and respectively, allocates more responsibilities to the healthcare organisations to deal with the financing and management of their real estate. The new policy implies that the healthcare institutions are fully responsible to manage and finance their building projects and real estate. The government’s support for the costs of healthcare facilities will no longer be given separately, but will beincluded in the fee for healthcare services. This means that healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainable innovations in the design, procurement and management of healthcare buildings, which will contribute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses an integrated collaboration approach. In order to assure the sustainability during construction, use, and maintenance, the end-users, facility managers, contractors and specialist contractors need to be involved in the planning and design processes. The implications of the new strategy are reflected in the changing roles of the building actors and in the new procurement method.In the traditional procurement method, the design, and its details, are developed by the architect, and design engineers. Then, the client (the healthcare institution) sends an application to the Ministry of Health to obtain an approval on the building permit and the financial support from the government. Following this, a contractor is selected through a tender process that emphasises the search for the lowest-price bidder. During the construction period, changes often take place due to constructability problems of the design and new requirements from the client. Because of the high level of technical complexity, and moreover, decision-making complexities, the whole process from initiation until delivery of a hospital building project can take up to ten years time. After the delivery, the healthcare institution is fully in charge of the operation of the facilities. Redesigns and changes also take place in the use phase to cope with new functions and developments in the medical world (van Reedt Dortland, 2009).The integrated procurement pictures a new contractual relationship between the parties involved in a building project. Instead of a relationship between the client and architect for design, and the client and contractor for construction, in an integrated procurement the client only holds a contractual relationship with the main party that is responsible for both design and construction ( Joint Contracts Tribunal, 2007). The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on the supply side in the building process while the client on the demand side. Such configuration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and communication with the client, the users, the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift of mindset of the parties on both the demand and supply sides. It is essential for the client and contractor to have a fair and open collaboration in which both can optimally use their competencies. The effectiveness of integrated collaboration is also determined by the client’s capacity and strategy to organize innovative tendering procedures (Sebastian et al., 2009).A new challenge emerges in case of positioning an architect in a partnership with the contractor instead of with the client. In case of the architect enters a partnership with the contractor, an important issues is how to ensure the realisation of the architectural values as well as innovative engineering through an efficient construction process. In another case, the architect can stand at the client’s side in a strategic advisory role instead of being the designer. In this case, the architect’s responsibility is translating client’s requirements and wishes into the architectural values to be included in the design specification, and evaluating the contractor’s pr oposal against this. In any of this new role, the architect holds the responsibilities as stakeholder interest facilitator, custodian of customer value and custodian of design models.The transition from traditional to integrated procurement method also brings consequences in the payment schemes. In the traditional building process, the honorarium for the architect is usually based on a percentage of the project costs; this may simply mean that the more expensive the building is, the higher the honorarium will be. The engineer receives the honorarium based on the complexity of the design and the intensity of the assignment. A highly complex building, which takes a number of redesigns, is usually favourable for the engineers in terms of honorarium.A traditional contractor usually receives the commission based on the tender to construct the building at the lowest price by meeting the minimum specifications given by the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the long-term use of the building. In the traditional procurement method, all risks are placed with the client.In integrated procurement method, the payment is based on the achieved building performance; thus, the payment is non-adversarial. Since the architect, engineer and contractor have a wider responsibility on the quality of the design and the building, the payment is linked to a measurement system of the functional and technical performance of the building over a certain period of time. The honorarium becomes an incentive to achieve the optimal quality. If thebuilding actors succeed to deliver a higher added-value that exceed the minimum client’s requirements, they will receive a bonus in accordance t o the client’s extra gain. The level of transparency is also improved. Open book accounting is an excellent instrument provided that the stakeholders agree on the information to be shared and to its level of detail (InPro, 2009).Next to the adoption of integrated procurement method, the new real estate strategy for hospital building projects addresses an innovative product development and life-cycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to the building life-cycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional life-cycle costing method, the dynamic life-cycle management encompasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can be gained. One of the determining factors for a successful implementation of dynamic life-cycle management is the sustainable design of the building and building components, which means that the design carries sufficient flexibility to accommodate possible changes in the long term (Prins, 1992).Designing based on the principles of life-cycle management affects the role of the architect, as he needs to be well informed about the usage scenarios and related financial arrangements, the changing social and physical environments, and new technologies. Design needs to integrate people activities and business strategies over time. In this context, the architect is required to align the design strategies with the organisational, local and global policies on finance, business operations, health and safety, environment, etc. (Sebastian et al., 2009).The combination of process and product innovation, and the changing roles of the building actors can be accommodated by integrated project delivery or IPD (AIA California Council, 2007). IPD is an approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually include members well beyond the basic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect, and the main contractor ultimately responsible for construction of the project, from the early design untilthe project handover. The key to a successful IPD is assembling a team that is committed to collaborative processes and is capable of working together effectively. IPD is built on collaboration. As a result, it can only be successful if the participants share and apply common values and goals.3. Changing roles through BIM applicationBuilding information model (BIM) comprises ICT frameworks and tools that can support the integrated collaboration based on life-cycle design approach. BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward (National Institute of Building Sciences NIBS, 2007). BIM facilitates time and place independent collaborative working. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakeholder. BIM in its ultimate form, as a shared digital representation founded on open standards for interoperability, can become a virtual information model to be handed from the design team to the contractor and subcontractors and then to the client (Sebastian et al., 2009).BIM is not the same as the earlier known computer aided design (CAD). BIM goes further than an application to generate digital (2D or 3D) drawings (Bratton, 2009). BIM is an integrated model in which all process and product information is combined, stored, elaborated, and interactively distributed to all relevant building actors. As a central model for all involved actors throughout the project lifecycle, BIM develops and evolves as the project progresses. Using BIM, the proposed design and engineering solutions can be measured against the client’s requirements and expected building performance. The functionalities of BIM to support the design process extend to multidimensional (nD), including: three-dimensional visualisation and detailing, clash detection, material schedule, planning, cost estimate, production and logistic information, and as-built documents. During the construction process, BIM can support the communication between the building site, the factory and the design office– which is crucial for an effective and efficient prefabrication and assembly processes as well as to prevent or solve problems related to unforeseen errors or modifications. When the building is in use, BIM can be used in combination with the intelligent building systems to provide and maintain up-to-date information of thebuilding performance, including the life-cycle cost.To unleash the full potential of more efficient information exchange in the AEC/FM industry in collaborative working using BIM, both high quality open international standards and high quality implementations of these standards must be in place. The IFC open standard is generally agreed to be of high quality and is widely implemented in software. Unfortunately, the certification process allows poor quality implementations to be certified and essentially renders the certified software useless for any practical usage with IFC. IFC compliant BIM is actually used less than manual drafting for architects and contractors, and show about the same usage for engineers. A recent survey shows that CAD (as a closed-system) is still the major form of technique used in design work (over 60 per cent) while BIM is used in around 20 percent of projects for architects and in around 10 per cent of projects for engineers and contractors (Kiviniemi et al., 2008).The application of BIM to support an optimal cross-disciplinary and cross-phase collaboration opens a new dimension in the roles and relationships between the building actors. Several most relevant issues are: the new role of a model manager; the agreement on the access right and Intellectual Property Right (IPR); the liability and payment arrangement according to the type of contract and in relation to the integrated procurement; and the use of open international standards.Collaborative working using BIM demands a new expert role of a model manager who possesses ICT as well as construction process know-how (InPro, 2009). The model manager deals with the system as well as with the actors. He provides and maintains technological solutions required for BIM functionalities, manages the information flow, and improves the ICT skills of the stakeholders. The model manager does not take decisions on design and engineering solutions, nor the organisational processes, but his roles in the chain of decision making are focused on:●the development of BIM, the definition of the structure and detail level of the model, and thedeployment of relevant BIM tools, such as for models checking, merging, and clash detections;●the contribution to collaboration methods, especially decision making and communicationprotocols, task planning, and risk management;and the management of information, in terms of data flow and storage, identification of communication errors, and decision or process (re-)tracking.Regarding the legal and organisational issues, one of the actual question s is: “In what way does the intellectual property right (IPR) in collaborative working using BIM differ from the IPR in a traditional teamwork?”. In terms of combined work, the IPR of each element is attached to its creator. Although it seems to be a fully integrated design, BIM actually resulted from a combination of works/elements; for instance: the outline of the building design, is created by the architect, the design for the electrical system, is created by the electrical contractor, etc. Thus, in case of BIM as a combined work, the IPR is similar to traditional teamwork. Working with BIM with authorship registration functionalities may actually make it easier to keep track of the IPR(Chao-Duivis, 2009).How does collaborative working, using BIM, effect the contractual relationship? On the one hand, collaborative working using BIM does not necessarily change the liability position in the contract nor does it obligate an alliance contract. The General Principles of BIM Addendum confirms: ‘This does not ef fectuate or require a restructuring of contractual relationships or shifting of risks between or among the Project Participants other than as specifically required per the Protocol Addendum and its Attachments’ (ConsensusDOCS, 2008). On the other hand, changes in terms of payment schemes can be anticipated. Collaborative processes using BIM will lead to the shifting of activities from to the early design phase. Much, if not all, activities in the detailed engineering and specification phase will be done in the earlier phases. It means that significant payment for the engineering phase, which may count up to 40 per cent of the design cost, can no longer be expected. As engineering work is done concurrently with the design, a new proportion of the payment in the early design phase is necessary(Chao-Duivis, 2009).4. Review of ongoing hospital building projects using BIMIn The Netherlands, the changing roles in hospital building projects are part of the strategy, which aims at achieving a sustainable real estate in response to the changing healthcare policy. Referring to literature and previous research, the main factors that influence the success of the changing roles can be concluded as: the implementation of an integrated procurement method and a life-cycle design approach for a sustainable collaborative process; the agreement on the BIM structure and the intellectual rights; and the integration of the role of a model manager. Thepreceding sections have discussed the conceptual thinking on how to deal with these factors effectively. This current section observes two actual projects and compares the actual practice with the conceptual view respectively.The main issues, which are observed in the case studies, are:●the selected procurement method and the roles of the involved parties within this method;●the implementation of the life-cycle design approach;●the type, structure, and functionalities of BIM used in the project;●the openness in data sharing and transfer of the model, and the intended use of BIM in thefuture; and●the roles and tasks of the model manager.The pilot experience of hospital building projects using BIM in the Netherlands can be observed at University Medical Centre St Radboud (further referred as UMC) and Maxima Medical Centre (further referred as MMC). At UMC, the new building project for the Faculty of Dentistry in the city of Nijmegen has been dedicated as a BIM pilot project. At MMC, BIM is used in designing new buildings for Medical Simulation and Mother-and-Child Centre in the city of Veldhoven.The first case is a project at the University Medical Centre (UMC) St Radboud. UMC is more than just a hospital. UMC combines medical services, education and research. More than 8500 staff and 3000 students work at UMC. As a part of the innovative real estate strategy, UMC has considered to use BIM for its building projects. The new development of the Faculty of Dentistry and the surrounding buildings on the Kapittelweg in Nijmegen has been chosen as a pilot project to gather practical knowledge and experience on collaborative processes with BIM support.The main ambition to be achieved through the use of BIM in the building projects at UMC can be summarised as follows:●using 3D visualisation to enhance the coordination and communication among the buildingactors, and the user participation in design;●facilitating optimal information accessibility and exchange for a high●consistency of the drawings and documents across disciplines and phases;●integrating the architectural design with structural analysis, energy analysis, cost estimation,and planning;●interactively evaluating the design solutions against the programme of requirements andspecifications;●reducing redesign/remake costs through clash detection during the design process; and●optimising the management of the facility through the registration of medical installationsand equipments, fixed and flexible furniture, product and output specifications, and operational data.The second case is a project at the Maxima Medical Centre (MMC). MMC is a large hospital resulted from a merger between the Diaconessenhuis in Eindhoven and St Joseph Hospital in Veldhoven. Annually the 3,400 staff of MMC provides medical services to more than 450,000 visitors and patients. A large-scaled extension project of the hospital in Veldhoven is a part of its real estate strategy. A medical simulation centre and a women-and-children medical centre are among the most important new facilities within this extension project. The design has been developed using 3D modelling with several functionalities of BIM.The findings from both cases and the analysis are as follows. Both UMC and MMC opted for a traditional procurement method in which the client directly contracted an architect, a structural engineer, and a mechanical, electrical and plumbing (MEP) consultant in the design team. Once the design and detailed specifications are finished, a tender procedure will follow to select a contractor. Despite the choice for this traditional method, many attempts have been made for a closer and more effective multidisciplinary collaboration. UMC dedicated a relatively long preparation phase with the architect, structural engineer and MEP consultant before the design commenced. This preparation phase was aimed at creating a common vision on the optimal way for collaboration using BIM as an ICT support. Some results of this preparation phase are: a document that defines the common ambition for the project and the collaborative working process and a semi-formal agreement that states the commitment of the building actors for collaboration. Other than UMC, MMC selected an architecture firm with an in-house engineering department. Thus, the collaboration between the architect and structural engineer can take place within the same firm using the same software application.Regarding the life-cycle design approach, the main attention is given on life-cycle costs, maintenance needs, and facility management. Using BIM, both hospitals intend to get a much。
工程管理毕业外文翻译
Building engineering biddingYang Cao a,*, Shuhua Wang b, Heng Li aaDepartment of Building and Real Estate, Hong Kong Polytechnic University, HongKong, ChinabState Key Laboratory of Novel Software Technology, Nanjing University, Nanjing210093, ChinaAbstractNowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively. bidding documents should be well formulated ,which is the improtment to a successful bidding and direct influence the success or failure of the biddingwork.Becasue the success or failure of the bidding for the survival and development of enterprise has a direct impact, so we have a high quality, improve the bid documents of the unit, prevent invalid and successful pass mark appear, become a research topic.[key] : bidding drawbacks of unfair competition countermeasuresBidding is a form of project transactions, project bidding process is to determine the successful bidder and the cost of the process and the price of the project, project bidding work of a very important link, do a good job bidding to determine the price, we can effectively control construction costs, and create a fair and equitable market environment, create orderly competition mechanism. Bidding in construction activities, construction enterprises in order to tender invincible works to be successful, And from the contracted projects profitable, it needs to integrate various subjective and objective conditions, the tender research strategy determine tender. Tender bidding strategy, including pricing strategies and skills. All of the strategies and skills from the numerous contractors bidding on the accumulated experience and objective understanding of the law and of the actual situation understanding, but also with the contractor's decision-making ability and courage are closely related.Bidding documents is the general programme and play book of the bidding activity through the process of bidding. The bidding documents will specify that How to conduct each bidding work, how to dispatch bidding documents, the requirements for tenderer,how to rate and decide bidding and the procedures of bidding. Therefore, the personnel who is responsible for prepare bidding documents should first have a general view of the bidding work, include all the requirements and arrangements into the bidding documents. If meet problems that have not been considered previously, then resolve them one by one during the preparation. The course of bidding documents preparation is also the course of making bidding scheme .In another respect, bidding documents is also the legal instuments. Besides relevant law and rules, the bidding documents are the common game rules that bidder,bidding agent and tenderer should subject to through the bidding. Bidding documents are the legal instuments that all the three bidding related parties should subject to, have legal force, therefore, the bidding documents -making personnel required to have the awareness and quality of leagal in order to reflect the fair, just and legal requirement in the bidding documents.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.Nowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.The practice of project bidding purpose is to market competition of openness, fairness and justice. However, due to the construction market development is not standard, management system and the experience of inadequate, architectural engineering bidding in concrete operation exist in ACTS of unfair competition, and some drawbacks. This obviously violate the bidding, the bidding process, and will lose its significance for other bidder fails to bid is unjust, disturbed the bidding(project contracting market economic order, for activities), this kind of behavior must be prohibited, only in this way can we make construction engineering competitive trading activity lawfully healthy. This subject will I learned and social practice, present situation and construction project bidding system is expounded, and the disadvantages of bidding for construction project with ACTS of unfair competition phenomenon and analysis of causes, and finally make corresponding preventive countermeasures.Construction cost management system, both theoretical discussion, but also need to practice innovation. Under the conditions of market economy, project cost management, competitive and orderly market for construction management services platform structures. In such a premise, the original scale and method of valuation is inappropriate, and this needs to be reformed and improved. The spirit of "the government's macro regulation and control, enterprise autonomy offer, the market will price" principle, to implement the implementation specification bill of quantity. Inventory Valuation bidding activities are based on market economy mechanism, based on legal, scientific, fair, open and reasonable way to determine the winning bidder of an economic activity. Bidding is bidding activities constitute two basic aspects. The bidding activity is merely that by bidding to choose the one with the workConstruction process capability, moderate cost, quality is excellent, short duration of construction enterprises, and this is the ultimate goal tender. I have participated in internships over the course of the project bidding, and completed over part of the calculation of quantities, combined with graduate experience in the design process, a brief analysis of the mode Quantities Call for TenderThe meaning of risk and risk characteristics of the general construction, the lowest price sealed bidding construction method produces several risks and incentives, according to their characteristics discussed the feasibility of risk control and prevention. Comparison of engineering and engineering security risk management, insurance, similarities and differences between the two projects and benefits; construction project bidding and tendering process characteristics of human behavior is analyzed to reveal the bidder's risk appetite and behavioral characteristics with changes in the external environment change, when the default punishment is light, the bidder preference appetite for risk and default penalties, with the increase exceeds a certain value, the risk of bidders to show preference for behavior change to avoid the risk of penalties, the greater the bidder biased in favor of a more risk-averse behavior, the results of the control and prevention of risk behavior of bidders has an important and practical significanceConstruction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost.This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.With the construction of in-depth development of the market, the traditional fixed pricing model no longer suited to market-oriented economic development needs. In order to adapt to the current project bidding by the market needs of a project cost, we must work on the existing valuation methods and pricing model for reform, the implementation of projects bill pricing. Engineering is a list of pricing model and adapt to the market economy, allowing independent contractor pricing through market competition determine prices, with the international practice of pricing model. With the bill pricing model projects to promote, in accordance with international bidding practices is imperative. Therefore, "the lowest reasonable price of the successful bidder" My future is the most important evaluation methods. At this stage due to the implementation of projects bill pricing model and the problems mainly against China at this stage " in the minimum reasonable price of the principles of the successful bidder, most contractors have not yet set up their own enterprises of scale, companies unable to determine the reasonable Cost. This article is a scientific and fast set "reasonable cost" to study the key. First, from the project cost of the basic concept, of the engineering bill pricing model under the cost structure, to accurately predict costs of the project provided the basis, considering the average cost of the social cost to individual enterprises and the tender stage of the cost estimates. Followed through on fuzzy math and technology for smooth in-depth analysis, through "close-degree," the concept of reasonable fuzzy math and exponential smoothing technologies, construction of the project cost vague prediction model, and in accordance with the relevant information and statistics Information and experience to establish a "framework structure," the comparison works Construction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.A healthy bidding system should be in accordance with the "open, fair and justice" and the principle of good faith, and establish a unified, open, competitive and orderly construction market. In view of the current problems existing in the bidding process,adopt regulations, and formulate and perfect the institution, strengthening process supervision measures, they can better regulate construction market order, prevent corruption from its source, purify construction market, promote the construction market order progressively toward standardization, institutionalized, and constantly improve the quality and lev建筑项目招投标杨曹*,王建民,b, 李亨a建筑部门和房地产、香港理工大学、香港、中国b国家重点实验室的小说软件技术、南京大学、南京210093,中国摘要目前在工程建设项目行业中，以工程招投标为特征的建筑市场已经形成，施工企业为创造良好经济效益，必须严格控制成本，加强成本控制管理，才能提高市场适应能力和竞争力。
工程管理专业外文文献及翻译
本科毕业设计外文文献及译文文献、资料题目：Changiｎｇroｌes ｏｆｔhｅｃl ｉentsＡrchiteｃtｓand contrａctoｒsThrouｇｈＢIＭ文献、资料来源：Ｅngiｎeerｉng, Cｏnｓtructioｎ，Arch ｉ-ｔectｕal Manageｍent文献、资料发表（出版)日期:２01０．2院(部）:专业:班级：姓名：学号:指导教师：翻译日期:外文文献：Changing ｒoles oｆtｈe clｉｅnts,arcｈiｔｅcts and contrａcｔorｓthrougｈBIMRiｚａl ＳebastianTNO Bｕｉlt Environmentａnd Ｇeｏｓｃiences，Dｅｌfｔ，ThｅNeｔherlａnds AbstｒacｔPuｒpｏｓe–This pａpｅｒａiｍsｔｏpreseｎt a general reｖｉewｏf tｈe prａｃtiｃal iｍｐlｉcatioｎs of building inforｍatiｏn mｏｄelｌing(BIＭ) bａsｅd oｎliｔe ｒature ａｎd case studiｅs. It sｅeks to ａddｒeｓs tｈe necｅｓｓitｙforａｐｐlyｉnｇBIM and rｅ－ｏrganiｓiｎg the ｐｒocｅsseｓaｎd roleｓiｎｈosｐital building ｐrojects. Thｉｓtｙｐｅof proｊect isｃomｐlｅｘdｕe tｏｃｏmplｉｃated funcｔi ｏｎal and tｅｃhnｉｃal requiｒｅmentｓ，ｄeｃiｓion mａkｉng invoｌvｉｎg a large ｎuｍbｅr oｆｓtakｅholdｅrs，aｎd loｎg-teｒm develoｐｍeｎt pｒoｃｅsｓes.Dｅｓign/methodｏlogｙ/ａpproacｈ–Throuｇh deｓkｒesearch aｎｄｒｅferriｎg ｔｏthｅonｇoinｇEuropeaｎreseaｒｃh project InPro, tｈｅframework for ｉnteｇratｅｄcoｌlａｂoratioｎanｄthe usｅof ＢIM are analysed. Ｔhrough severalｒe ａｌcａｓeｓ, ｔｈeｃhanging ｒoles oｆｃlｉeｎts, arcｈitecｔｓ,and cｏnｔracto ｒｓthrough ＢIM applicatｉon ａrｅinveｓtigatｅd.Ｆｉｎｄiｎgs–Ｏne oｆｔｈe mａｉn findingｓis the ｉｄenｔifｉcａｔiｏn ｏｆthe maiｎｆａctorｓfｏr a ｓuccessful collaboration using BIM, whiｃh caｎbｅreｃｏｇｎiseｄａs“POＷER”: pｒoduｃｔinformation sｈａring (Ｐ),orｇaniｓational roleｓsyｎｅrｇｙ(O），ｗork proｃeｓｓes cooｒdinatｉon (W）, eｎviｒｏnmｅｎt foｒｔeamwｏrｋ（Ｅ), ａnd rｅfeｒenｃe datａcｏnsｏliｄation (R)．Ｆurthermｏre, it ｉs alｓｏfoundｔhat tｈe ｉｍｐlｅmentａｔｉｏn of BＩM iｎhｏspｉｔal builｄing projeｃts isｓtill limitｅｄduｅto ｃertaｉn comｍeｒcial anｄlegal baｒrｉers, ａｓｗell as the fａct ｔｈaｔintegｒateｄｃoｌlaboｒatiｏn haｓnot yｅｔbeen embedded inｔhe reａl ｅstａte ｓtrａteｇiｅs of ｈealthcａre institutiｏns. Originａlity/valuｅ–Tｈiｓpaｐｅr contribuｔes to thｅactuaｌdiｓcusｓiｏn inｓcience anｄpractiｃe oｎthe ｃｈaｎging rolｅｓand prｏｃesses that are rｅｑuireｄto deｖｅlop aｎd oｐｅrate sustａinaｂle bｕｉldinｇｓwith the ｓｕｐport of intｅgrａｔｅd ＩCＴfraｍeworks aｎdｔoｏｌs. Iｔpreseｎts the staｔe-ｏf－the－arｔｏf E ｕrｏｐean ｒｅsｅarｃh projeｃtsａnd ｓｏme ｏf theｆiｒｓｔｒeaｌcases of BIM ａｐplｉｃａｔioｎin hospitalｂuilｄing projｅcts．KeywoｒdｓEuｒope, Hoｓpiｔals，Tｈe Netheｒlａnds, Ｃｏｎstrｕctiｏn ｗoｒks，Ｒｅsponsｅｆlexiｂｉlｉty，PrｏjｅcｔplａnｎinｇPaper type Genｅral reｖiew1. IｎtroduｃtｉonHosｐitaｌbuilｄｉng ｐroｊects, aｒｅｏf kｅｙimｐortanｃｅ,and involｖe ｓignifｉcａnt invｅstment, ａnd usuaｌlｙｔake a lonｇ-ｔerm ｄeｖeｌoｐmentｐｅriｏｄ. Ｈoｓpital ｂuildｉng pｒｏｊｅｃts are alsｏvｅry complｅx ｄue to the comｐlicated rｅquiremenｔｓｒegardiｎｇhｙgienｅ,safetｙ, spｅcial equiｐments，and handlｉｎg ｏf ａlａrｇｅaｍount of dａta.Theｂuilding proｃess ｉsｖｅｒy dynaｍic aｎd ｃoｍｐrisｅs iterative phaｓeｓanｄintermediａｔe ｃｈａnｇes．Mａny actｏrs wiｔh shiｆtiｎg ａgendaｓ, roｌes aｎd rｅｓponsｉbilitiｅs ａre actively i ｎvoｌvｅd, sｕｃhａｓ: ｔｈe healｔhｃaｒe inｓtiｔutｉons, nationａl andｌocal ｇoｖernmｅｎts，prｏject develoｐers,fiｎanciａl instｉtutiｏns，arcｈitecｔs，contr ａｃtors,advisoｒs, facｉliｔy mａnagers, and ｅquiｐｍent manuｆactureｒs aｎｄｓuppｌiｅrs. Such bｕiｌding projｅctｓaｒｅveｒy much inｆluencｅｄ, by the ｈe ａｌｔhcarｅpoｌｉcy, whｉｃｈｃhanges rapｉdly in rｅsｐonse to the medical,soｃietal and tｅchnoｌｏgical ｄevelopｍents, aｎd ｖａrieｓｇrｅatly betweｅn countries （World Health Orgａnizatｉon,2０00）．IｎThｅＮeｔｈerlanｄs, for exａmｐlｅ, the way a buildiｎg projｅcｔin the ｈｅaltｈｃare sector iｓｏrganisedｉs undergｏing a major rｅform due to ａfunｄameｎtaｌcｈangｅin the Duｔchｈｅalth ｐoliｃy that waｓinｔrｏｄuced ｉn 2０08．The ｒapidly chanｇing conｔeｘt posts a need for ａbｕilｄiｎg withｆlexibilitｙoveｒits lifｅｃｙcｌe.In ordｅr tｏincorpｏrateｌｉｆe-cycleｃｏnsiderationｓin tｈe builｄing desｉgｎ，consｔrucｔion technique，ａnｄfacｉlｉty ｍanagemeｎｔsｔrateｇｙ, a muｌtｉdiscｉｐlinａry collaｂｏration iｓｒeqｕired. Dｅｓpiｔe the a ｔｔempt for eｓtaｂlｉｓhing inｔegrated colｌａboration, healtｈcａre buｉlｄing projectsｓｔilｌfaces serioｕs proｂlems in pｒaｃｔｉcｅ, such ａs:buｄgｅt oｖerrun, delａy,anｄsｕb－ｏｐtimaｌquality in ｔerms of ｆlｅxｉｂiliｔy,end-usｅr’ｓdissａtisｆactｉｏn，and enｅrｇｙinｅfficｉenｃy.It iｓevidｅnt tｈat tｈe laｃk ｏf communicａtion ａndｃoordinａtion betwｅｅn tｈe aｃtorｓinｖoｌved in the differｅnt phases of ａbuilｄiｎg prｏject is aｍonｇtｈe ｍosｔimｐorｔant reａsoｎs behind tｈese ｐrobｌｅmｓ. The coｍｍｕnicatｉｏn ｂetｗeen ｄiｆｆereｎｔstaｋeｈｏｌderｓbｅcomeｓｃｒitical, as each sｔakｅholder possesses dｉffｅrent ｓeｔoｆskilｌs. Ａｓa result,theｐrocｅssｅｓｆｏr exｔractｉon, iｎｔeｒpretａtiｏn, an ｄcｏmmｕｎicationｏf comｐlex design inｆoｒmatｉｏn fｒoｍdrawings aｎd doｃｕmｅｎts arｅｏｆten time－consumｉｎg and dｉffiｃult. Aｄvanced ｖｉsuaｌisation ｔｅchnologiｅs, like 4Ｄｐlannｉng have tｒemendｏus potentｉal to increasｅthｅcommｕnicatｉon efｆiciency anｄinterpretａtiｏｎａbiliｔy ｏｆthe ｐrｏjecｔtｅam mｅmbers. Hｏwever, tｈｅir use aｓaｎeｆfeｃtive communicatｉon tool is sｔill li ｍｉted and ｎｏt fuｌly explored(Dａwoｏd and Sikka, 2008). There are ａlｓo ｏthe ｒbａｒriers in the informatioｎｔｒａｎsfer anｄｉnteｇratioｎ,ｆor insｔａnce: ｍa ｎｙeｘisｔｉnｇＩCT syｓtｅms do noｔsuppｏrt thｅｏpenness of ｔhe ｄata aｎd ｓtructure tｈat isｐrｅrｅqｕisitｅforａｎefｆective collaｂoｒａtioｎbeｔween differｅnt builｄing aｃtorｓｏr disｃipｌｉnes.Ｂuildinｇinformａtion modｅlliｎg (ＢIM) ｏｆfｅrｓan integｒaｔeｄsolution tｏｔhe prｅviousｌy ｍｅnｔioneｄpｒoｂlｅms. Tｈereｆoｒe，ＢIＭis increasｉnｇlｙuｓｅｄas an ICT support iｎcｏmｐlex buildinｇprojecｔｓ.An effec ｔive multｉdisｃipｌiｎary cｏｌlabｏration sｕpporｔeｄby an optimaｌuse oｆＢIM reｑuire chaｎｇing roｌes ofｔhe cｌients, ａrchitects,anｄcｏntrａcｔoｒs；new coｎtｒactual reｌaｔionships；anｄrｅ-orｇanisedｃollａbｏrａtｉｖe procｅｓses．Uｎfortunaｔely, theｒｅareｓtill gaｐs in ｔｈe practｉcaｌknowleｄｇe on how to manage tｈｅbuｉldｉng acｔｏrs to collaｂoｒate effeｃtｉvｅlｙin tｈeir cｈangｉｎg roles，and tｏｄｅveｌｏｐａnｄutiｌise ＢIMａｓａｎoptimal ICＴsupｐort ofｔhe collaboratｉｏｎ.Thｉs ｐapｅr prｅｓenｔs a geｎeral ｒeviｅw oｆthｅｐｒacticａl ｉmｐlications of buiｌdiｎgｉｎformation modelling (BIＭ) basｅd on literature reｖieｗａｎd ｃase ｓｔuｄｉeｓ. In the ｎｅxt ｓeｃtｉｏnｓ, based on lｉterａtuｒe and recenｔfindingｓfrｏm European reseaｒch pｒojeｃt IｎPｒo，thｅframework for integｒated cｏllabｏration and the usｅｏf ＢIM aｒe analyｓed. Sｕbsequｅnｔlｙ, ｔｈｒougｈth ｅobservaｔｉon of twｏoｎｇoｉnｇpiloｔprojects ｉｎＴhｅＮetherｌａnds，the changing roｌes oｆcｌients, aｒcｈitｅcts, and coｎtrａcｔoｒs throｕgh ＢIM apｐlicatｉon aｒｅinｖｅstigaｔｅd．Iｎｃｏncｌusiｏn, ｔhｅcrｉticａl sucｃess ｆａcｔors as ｗelｌａs the main barriers of a succesｓｆul ｉｎtegratｅd colｌabo ｒation usｉng BＩＭａre ｉdenｔiｆｉｅd.2．Chaｎｇｉng roｌes ｔhrouｇh iｎteｇrａteｄcollabｏration ａnｄliｆe-cｙｃlｅｄesign apｐｒoachesA hospital ｂuilｄiｎg prｏjeｃｔinvolves ｖarious actors, roles, and ｋnoｗledge ｄomａｉns.In Ｔｈe Nethｅrlands, theｃhangiｎg rolｅs of clients, architectｓ, andｃｏntｒactors iｎhospitａｌｂuiｌdinｇpｒojｅcｔs aｒe inｅvｉｔablｅｄｕｅtｈe n ｅw heａlthcaｒe policy.Ｐｒｅvioｕsｌy under ｔhe HealｔｈcaｒｅInstｉtｕtions Act(WTZi), healthcare ｉnｓtitutionｓｗｅre reｑuirｅd to ｏｂtain boｔh a liｃｅｎｓｅａnｄａｂuiｌｄing peｒmit ｆor new coｎstｒuctｉon projecｔs andｍa ｊｏｒrenovａtiｏns. Tｈe permｉt waｓｉｓsuｅｄｂｙｔｈe Dutch Minｉsｔry of Hｅalth. Ｔｈe healthｃare institutｉonｓwere then elｉgibｌe to receｉve financiａｌsupｐort ｆrｏm the govｅｒnmeｎｔ．Sｉnce 200８，neｗlegislaｔion oｎｔｈe managｅmeｎt of hｏｓｐiｔａl buildiｎg proｊects and real estatｅｈａｓcome ｉnto forｃe．In thiｓｎｅｗlｅgｉsｌａtｉon,ａpｅrmit fｏr ｈospital builｄinｇp ｒojｅctｕｎｄｅr the WTZi is nｏlongｅr obｌigatory, ｎｏr obtainaｂlｅ(Ｄutch Mｉｎisｔｒｙof Health, Ｗelfare and Ｓpoｒt, 2008)．Ｔhiｓchangｅaｌlows more ｆｒｅedom froｍｔheｓｔatｅ-directed poliｃy,ａｎd reｓｐｅctｉvely, ａllocates morｅｒespoｎsibilitｉes to the heaｌthｃaｒeｏｒganisatioｎs ｔo dｅal wiｔｈｔhｅfｉnancinｇand ｍanaｇeｍeｎｔof ｔheir reaｌestatｅ．Thｅnew poliｃy implies tｈat the healtｈcaｒe ｉｎsｔiｔutions arｅｆuｌly rｅｓｐonｓibｌe to manａge and fｉnaｎce thｅｉr bｕilｄingｐrｏjectｓａnｄrｅal ｅstａtｅ. Tｈｅgovｅrn ｍent’s suｐport ｆor ｔhｅcｏstsｏｆheａlthcａrｅｆaｃｉlｉｔiｅｓwill no lｏｎgeｒbe given separateｌy, ｂut ｗiｌl be included in thｅfｅeｆor hｅalthcare seｒｖices.This means that healthcａｒe iｎsｔiｔutｉons muｓt eａｒn back thｅir inveｓt ｍｅnt on rｅal estａｔe throｕgh tｈeir serｖiceｓ. Tｈis new policy ｉntends tｏstiｍulate suｓｔaｉnaｂlｅinnｏｖaｔｉons ｉn the design,pｒoｃuremeｎt ａnd man ａgement ｏf hｅalｔhｃａre ｂuildings, which wｉll coｎｔributｅｔｏefｆeｃtive and efｆicｉentｐriｍarｙｈealｔhcare serｖices．Thｅneｗstrateｇy for building ｐrojectｓａnd real ｅstate ｍanagemｅnt endｏrses ａn integrateｄcoｌｌabｏｒatｉon ａpprｏａch. In order to aｓsuｒe tｈe ｓusｔaｉnabiliｔｙｄurinｇconstrucｔioｎ,use，and mainｔeｎancｅ, tｈe end－ｕsｅrｓ, facilit ｙmａｎagers, contｒactors ａｎｄspeｃｉalisｔcoｎｔraｃtoｒｓneｅｄtｏbe in ｖoｌvｅd iｎtｈe plａｎnｉng and desｉgｎprocesses. Ｔhｅimplｉcａtioｎs of the neｗstrateｇｙａre rｅflecteｄin thｅｃhanｇing ｒoｌeｓoｆthe building aｃtors anｄiｎthｅneｗｐｒoｃuｒｅment method．In tｈe tradｉtional prｏcuremｅnｔmｅthod, ｔhe ｄesign, ａnd ｉtｓdetaｉlｓ, a ｒｅdevｅｌoped by the architeｃｔ，and ｄｅsign eｎgineｅrs. Theｎ,the ｃliｅnt (the healthcare ｉｎstituｔｉｏｎ) sｅｎds ａn ａｐplicatiｏn to thｅＭiｎistry ｏf Hea ｌth tｏｏｂtain an appｒovaｌoｎthｅbuildｉｎg pｅrmit aｎd the fiｎanciａl ｓu ｐporｔfroｍtｈe ｇovernment.Ｆolｌoｗing tｈis, a contｒacｔｏr ｉs selected tｈrough a ｔeｎｄｅr pｒｏcesｓtｈat emｐhａsiseｓtｈe ｓｅaｒｃh for the loｗest－pricｅｂidder．Dｕrｉｎg tｈe consｔｒｕｃtion ｐeriod,changes often tａke ｐlace du ｅto cｏnsｔructａbiliｔｙprｏblems ｏｆｔhe design anｄnｅw ｒequirｅmeｎtｓｆｒomｔhe cliｅｎt．Beｃａusｅｏf thｅhigh lｅvel of technical comｐlexiｔy,aｎd ｍoreoｖer，deｃｉsion－maｋinｇcompｌexitｉes，the whoｌe proｃesｓfroｍin ｉtｉatiｏｎｕntil delｉvery of a hospiｔal building pｒoject can take uｐto tｅn yeａrs timｅ. After the ｄelｉvery, the healtｈcａre iｎstitｕｔｉoｎiｓfully in charｇe ｏf the operation ｏf thｅfaciｌｉtieｓ.Rｅdeｓigns and chanｇes ａlso take pｌaｃe in the ｕｓe phase toｃope with ｎewｆunｃtionｓand develｏpmｅnts in tｈｅmｅｄical wｏｒｌd (van RｅｅｄｔDｏrｔland, 20０9)．Ｔhe inteｇrated procuremｅnt ｐｉcturｅsａnewｃonｔｒacｔual relatioｎship bｅtｗeｅn the paｒｔｉes invｏlveｄiｎa buｉldｉng prｏject. Inｓtead ｏｆa ｒeｌationｓhｉｐbｅtｗeen thｅｃlｉｅnt and architecｔfor desｉgn, aｎd tｈｅｃｌienｔaｎｄcｏnｔracｔｏr ｆoｒｃonstｒuction,in an integｒateｄpｒｏｃｕreｍeｎt the clienｔoｎly hｏｌds a ｃoｎtrａcｔuａl ｒｅｌatioｎｓhiｐｗith theｍａin ｐartｙthaｔis ｒｅspｏnsiｂｌe fｏr bｏth deｓiｇn and ｃoｎstruｃｔｉｏｎ( Joint Contｒacts Trｉbuｎaｌ,２007). Thｅtrａditionａl boｒdｅrs between tａskｓaｎd ｏccｕp ａtiｏnal grｏｕpｓｂeｃome blurｒｅd since aｒchiｔeｃｔs, ｃonsulｔｉng firmｓ, contrａcｔｏｒs, suｂｃonｔｒａctoｒs, ａnd suppliｅrs aｌｌstand on thｅsｕpply ｓidｅin the ｂuildiｎg prｏｃｅｓs ｗhile ｔhe cｌient oｎtheｄemaｎd sｉde．S ｕcｈｃonｆiguｒａtｉon ｐｕts tｈe archｉtect, ｅnｇｉｎeｅr and ｃontraｃｔoｒi ｎ a vｅry dｉffereｎt pｏsitioｎｔhａt inflｕenｃes ｎot only tｈeir roleｓ, bｕt also theｉｒresponsｉbiｌitiｅs, tasksａnd cｏmｍunicａtioｎwitｈthe clｉeｎt，the users，the tｅaｍandｏｔheｒstakeholdｅrs.The tranｓitioｎfroｍtraditｉonal to inｔegｒated procｕｒｅment meｔhod rｅquires a ｓhifｔｏｆmｉｎdset ｏｆtheｐaｒties ｏn boｔｈthｅdｅｍand and supply s ｉdｅs. Iｔis esseｎtiaｌｆor the cliｅnt anｄcｏntｒactoｒtｏhavｅaｆair ａｎd opeｎcｏlｌaboratｉon iｎwhｉch boｔh caｎopｔimalｌｙuse thｅｉｒcomｐe ｔencies．The ｅffectivenessｏf ｉntegrated collaborａｔion ｉs aｌso deteｒmineｄb ｙthe cｌｉent’s ｃapacｉty and ｓtrategy ｔo organizｅiｎnovative tenderiｎgｐｒｏcedures (Ｓeｂastian ｅｔａl.,2009).A neｗchallenge emerges in caｓe ｏｆpoｓitionｉｎg an ａrchitｅcｔｉn a pａｒｔnership with tｈe contractｏr ｉnｓｔead of ｗiｔｈｔhe cｌient.In ｃａｓｅｏｆthe ａｒchｉｔeｃｔeｎtｅrs ａpartnership ｗith thｅconｔｒactｏr, ａn imｐortant ｉｓsues is hｏw to ensuｒｅthe realｉsaｔion oｆtheａrｃhitecｔｕral vａluｅs as wel ｌaｓinnｏvative enｇinｅeｒｉng tｈrough an effiｃient construｃｔｉon proceｓs．Iｎanother ｃasｅ, thｅａrchitｅct can stａnd at the clienｔ’s side iｎa sｔraｔegic aｄvisoｒy role insteａd ｏf bｅing the dｅsｉgｎｅr. Iｎｔhis ｃase,thｅarchitect’s responｓibility is tranｓlating clienｔ’s reｑuirementｓanｄwishes intｏthｅarｃhiteｃtｕrａl vａｌuｅｓto bｅiｎcluｄeｄin the desigｎspecificatｉon, and eｖａluatｉng tｈe ｃontｒactｏr’s proｐosal agaiｎst this. Inａny of ｔhis nｅw roｌｅ,ｔhe ａrchiｔecｔｈolds tｈe resｐonsｉbiｌｉties aｓstaｋeholdeｒinｔerｅｓt facil ｉtatｏr, cｕstodiａn of customeｒvａlｕe and cuｓtodian of deｓigｎmoｄels.Tｈｅｔransition frｏm ｔｒaditioｎal to integｒatｅd prｏcurement mｅthod ａlso brings coｎseｑuｅｎces inｔhｅpayｍent scｈemeｓ．In ｔhe tｒadiｔiｏnal ｂuiｌdi ｎg procｅｓｓ, the hoｎｏrａriｕｍｆoｒthe archiｔeｃt iｓusuaｌly baseｄon ａpｅrcenｔage of the pｒoject cｏsts;this may siｍｐlｙmean ｔhat ｔhｅmorｅeｘpenｓiｖｅthe buｉlding is, the hｉgｈｅｒthe hｏｎoraｒｉｕm ｗiｌl ｂe. Thｅengiｎeer rｅceivｅs thｅhonorarｉum based on ｔhe complexiｔｙof ｔｈe design and the inteｎｓity of tｈe assignｍeｎｔ. A hｉgｈｌy complex buiｌding, which takｅｓ a nu ｍbeｒｏｆredｅsigns，is usｕally fａvourａｂleｆor tｈe eｎgineeｒs in terｍs ｏｆhonorａｒｉuｍ. Ａtradｉtiｏnaｌcontractoｒｕsually reｃeｉvｅs ｔhe comｍｉsｓion bａｓｅd ｏn tｈｅtender to coｎstrucｔtｈe bｕilding ａt tｈe lowesｔprice by ｍeｅtinｇthｅmiｎｉmum sｐecｉficａtionｓgiｖen by the clieｎt. Eｘtra worｋdue to modｉficatioｎs is chargｅd seｐaratｅly ｔo ｔhe client. After the deliveｒy, the c ｏｎtｒａｃtoｒis ｎo longer responｓiblｅｆｏr the long-term use of tｈｅbｕildiｎg. In the ｔraditｉonaｌpｒocurｅｍent ｍethod,aｌl rｉsks ａre pｌaced witｈthe c ｌiｅnt．In inｔegrated pｒoｃurｅｍeｎt method,thｅpａymenｔis ｂased ｏn thｅａｃhieved bｕildiｎｇperｆormａnce；thus, the pａyment ｉs non-aｄvｅｒsａrial. Since ｔh ｅaｒchitect，engiｎeerａnｄｃontracｔor haｖe a wideｒresponsibilitｙoｎｔhｅquａｌityｏf tｈe dｅsign ａnｄｔhe bｕilｄing，ｔhｅpaymｅｎｔis ｌinked to ａmeaｓurｅmｅnt syｓｔｅmｏｆtｈe fｕnctioｎａl aｎd techniｃａl pｅrfoｒmance ｏf thｅｂｕilding over a cｅrtain perｉod ｏf time.The ｈｏnorarium becomes an i ｎｃｅntiｖe tｏacｈiｅｖe the optｉmal qｕaliｔｙ. Iｆthe buildｉｎg actors suｃceｅd tｏｄeliver a higｈer added-vａluｅthat exｃeed ｔhｅｍｉnimum ｃｌient’s rｅquｉreｍenｔs, thｅy wｉｌl ｒeceive a bonuｓiｎaccoｒdａnce to the clｉent’s extra g ａin. Ｔhe level of trａnsparencyｉs aｌso iｍｐroｖｅd. Open book accouｎｔinｇiｓａｎexcellenｔinsｔruｍｅnt ｐroviｄed thatｔhe stakeholdｅrs agｒee oｎthe i ｎformatｉｏn ｔｏbｅshａred and to iｔｓlevel of dｅtaｉｌ(InPro，２00９)．Nexｔｔo ｔhe adoptｉon of integrated procurement method,thｅnewｒｅaｌｅstate strateｇy for hoｓｐｉｔａl bｕilding ｐrojｅcts adｄrｅsses aｎinnoｖative ｐro ｄuｃｔdevelｏpment ａｎｄlｉfｅ-cｙclｅｄesigｎａpｐroａｃhes. A suｓtａｉnaｂlｅbusiｎess case for the inｖeｓtment and eｘploitation of hoｓpital bｕildings relies on ｄｙnamic life-cyｃle maｎaｇeｍenｔthat includes cｏnｓiｄerations aｎd analysｉs of ｔhe market dｅvｅloｐｍent over time nexｔto thｅbuilｄing ｌife－cyｃle coｓts (iｎv ｅｓtment/inｉtial coｓt, operationaｌcoｓt，ａnｄｌｏgiｓtiｃｃｏst）. Ｃompared ｔｏtｈｅcoｎventiｏnａl liｆe-cycｌe ｃosting methｏｄ, the dynaｍiｃｌife-cycｌe maｎａｇemｅnt eｎcompaｓses a shifｔfｒom fｏｃusｉng oｎlｙｏｎminｉmｉzing the costs tｏfocｕsinｇon maximiｚｉｎg ｔhｅtotal benｅfit that can be gained. On ｅof tｈe ｄeｔerｍininｇfａctorｓfor a sucｃｅｓsｆul iｍｐlementａtioｎｏf ｄｙnａmｉｃlｉfｅ－ｃycｌｅmaｎagemenｔｉs tｈｅsｕstainabｌeｄesｉｇn oｆｔhe bｕilｄing andｂuildinｇcｏmpｏnents，ｗhich ｍeａｎｓthaｔthe dｅsign carｒi ｅs sufｆiciｅnt flexibility to ａccoｍｍｏdaｔeｐossible ｃhａngｅs in tｈｅloｎg ｔeｒm （Prinｓ,1９９2).Ｄｅsｉgｎｉng based on thｅprinciples of liｆe-cycle manaｇemenｔafｆeｃts th ｅrｏｌe ｏf thｅａｒchｉteｃt, as he needs tｏbe ｗell ｉnforｍed abｏut the uｓａge sｃenarioｓaｎd relatｅd fｉｎaｎcｉal arraｎgｅｍｅnts, the chａngiｎg ｓocial ａnd phyｓicaｌenｖirｏnmｅnts, and new technolｏgieｓ. Deｓｉgｎnｅeｄs tｏｉntegrate pｅｏｐle ａctiｖitｉes and bｕsｉｎeｓｓsｔｒategies ｏｖeｒtimｅ. In this cｏnｔeｘｔ, the ａｒｃhｉtect is ｒeｑuｉred ｔｏalign thｅdesign straｔeｇｉe ｓwｉtｈthe organisatiｏnal, local and global polｉcies ｏn fiｎａｎce, busineｓs opｅrations, healｔh and safｅtｙ, ｅnｖironment, etc.(Sebasｔiａｎet al., ２00９)．The cｏmｂinatioｎof procesｓand prｏｄucｔｉnnovatiｏn, aｎd the changinｇrｏlｅsｏf thｅbuｉldｉng actors can be accommodatｅd by integｒated proｊｅcｔdｅliv ｅry or ＩPD (ＡIA Cａlifornia Councｉl, 2０07)．IPD ｉs ａn approach tｈat iｎｔｅgrａtes pｅople，syｓtems, bｕsineｓs structurｅs and ｐracｔiceｓinto a pｒocess ｔhat ｃｏlｌaboraｔively ｈarnesses ｔｈe talｅntｓanｄiｎｓｉghts of ａll participａnｔs tｏrｅduce waste aｎｄｏpｔimizｅeffiｃiｅｎcy ｔhroｕｇｈall phases of ｄesign，ｆａｂｒｉｃation anｄｃonstrucｔion．IPＤpｒiｎcｉpleｓcan be ａpｐｌied ｔｏa vａriety oｆｃoｎtｒactualａrｒangemenｔs. IPD teａｍｓwill uｓually include ｍemｂｅｒｓｗell ｂeｙond the baｓiｃtrｉad of client, ａrchitect，and cｏnｔractｏr.At a minimum,ｔhｏｕgh, an ＩnteｇｒateｄPrｏject shoｕｌd incｌｕde a tｉｇｈt cｏllaboｒａｔion betweeｎtｈe ｃlient，the ａｒchitecｔ, aｎd thｅmａin cｏntra ｃtor uｌtｉmaｔely ｒesｐoｎsiblｅfor coｎstrucｔｉon of the proｊeｃt, from the early dｅｓignｕntil the pｒojeｃt handover．The key tｏa successｆul ＩＰD iｓassembl ｉｎｇａtｅam tｈaｔis commiｔteｄto ｃｏlｌａｂoratｉvｅpｒocesｓes and iｓcａpａbｌe of workiｎg toｇeｔheｒeｆfectiveｌy. IPD is built ｏn collａｂｏratiｏｎ. As a rｅｓｕlt, it can only ｂe ｓuccessful if thｅｐarｔiciｐantｓｓharｅａｎd apply comｍon ｖalueｓａnd goａls.3. Ｃhangiｎgｒｏles tｈrough BIM apｐlicatｉonBuｉlｄiｎg infoｒmation ｍodｅｌ(BIM) cｏmpriseｓＩCT frameworｋs aｎd toolｓthat caｎsupｐort the integraｔed colｌaboｒation ｂaｓed ｏｎlife-cycｌe ｄesiｇｎapproach. BIM iｓ a digｉtaｌrepresenｔａｔiｏn of physｉcａl ａnｄfunctｉoｎal characterisｔics of a faciliｔy.As sucｈiｔservｅs aｓ a shared knｏwledge rｅsouｒcｅfor information ａbout ａfacｉｌity ｆorｍing a rｅlｉaｂlｅbasis for dｅciｓｉｏns duringｉts lｉfｅｃyclｅfrｏm ｉnceｐtion ｏnwaｒd (Ｎatｉoｎal Institｕte of Building Scieｎces NIBS，20０7）. BIMｆacilitatｅｓtiｍe and ｐlａcｅiｎｄｅpenｄent collabｏｒａｔive ｗoｒking. A bａsｉｃｐｒemise of BIM iｓcollaborａtion by dｉffereｎt stakehoｌdｅrs at ｄiffeｒenｔphａｓes of the life cyｃle oｆa faci ｌｉty tｏiｎｓert, exｔｒact, upｄaｔe or modify ｉnfｏrmaｔion in ｔhｅBIM to ｓuｐport anｄreflect tｈe rｏｌeｓof that stakeholder．BIM ｉn iｔｓｕｌtｉmａte form, ａs ａsｈarｅd diｇｉｔａl rｅｐrｅｓentａｔion fouｎded on opｅｎsｔandaｒｄs foｒｉntｅｒoｐｅｒability，can becoｍe a virtualｉnfoｒｍation modｅl to be h ａnded from the ｄｅsigｎteam to thｅｃｏnｔrａcｔor and suｂcontｒactｏrs ａnd t ｈen to the clｉent (Sebaｓtiａｎet ａl., ２0０９)．BIＭis ｎot the ｓame ａs the earlier knoｗｎcｏmpｕter aided dｅｓｉｇn(CAD）. BIM goes furtｈer than an aｐplicａtiｏn to gｅｎerate digiｔal (2D or３Ｄ）ｄrawiｎgs (Brattｏn,２00９). BＩM ｉs ａn integrａted model ｉｎｗｈich all pｒｏcess and pｒｏduｃt inｆormation is combｉned，stored，eｌaｂoｒatｅｄ, and interacｔively disｔｒi ｂuted tｏall relｅvａｎt buiｌdinｇacｔors．As a centｒａl model ｆｏr alｌｉnvolveｄａcｔors thｒoughouｔthｅprojｅｃt ｌifecyclｅ,BIM deｖelｏps and evolves as the projeｃt prｏgressｅs．Using BIＭ,ｔｈe propｏsed deｓｉgn ａｎdｅngiｎeeｒiｎg solｕtiｏnｓｃan be mｅasｕred against ｔhｅｃlｉent’s rｅｑｕiｒｅmentsａｎdｅxpectｅｄbuilｄing perｆoｒmaｎce．Ｔhe ｆｕｎｃtｉonalｉtiｅs of BIＭto supｐort thｅdesiｇn process exteｎd to mulｔｉdｉmensiｏnal (nD), incluｄing: ｔhｒee-diｍeｎsional visuａlisatioｎandｄeｔailiｎg,cｌａsh detection,ｍa ｔerｉal schedule,planning, cost esｔimate，prodｕction aｎｄlｏgistic ｉnfｏrｍation, aｎd ａs-ｂｕilt documｅnｔｓ.Ｄuｒing tｈe construction procｅｓs, BIM can support the coｍmunication between thｅbuilｄiｎｇsiｔe，the facｔorｙaｎd the ｄeｓign office–whicｈis crucｉaｌfｏｒan effｅctive aｎd efｆiｃient ｐreｆabricaｔion and aｓsemｂｌy procｅsseｓas well ａｓto ｐrｅｖeｎt oｒｓolｖe prｏblｅms rｅlａted ｔｏｕnfｏｒesｅen eｒｒors or modｉｆicaｔｉons. When tｈｅbuilding is in use, BIＭcan bｅｕsed in cｏｍbinａtｉoｎwitｈthe intｅlｌigent bｕildiｎg sysｔemｓto ｐｒｏvide aｎd maｉｎtaｉn up－to-ｄａｔe inｆｏrmａｔiｏnｏｆｔhe b ｕiｌｄing performancｅ, ｉｎcｌｕdinｇtｈｅｌife-cyｃlｅcｏｓt.Ｔo unleashｔhe full potｅnｔiaｌof mｏreｅffｉcienｔinformａｔion exchan ｇeｉn the ＡＥC/FM iｎdustｒy in collaｂoｒａtivｅworking uｓｉｎｇＢIＭ, both highｑuａlity oｐeｎｉnternａｔiｏnal ｓtandards anｄhｉgh quａlitｙimｐleｍeｎtations of theｓe standardｓmｕst ｂｅin ｐｌace. The IFC openｓtaｎｄarｄiｓgen ｅrally ａgreed to be oｆhigh quａlｉty and is widｅly ｉmｐｌemeｎtｅd ｉn softwaｒe. Unfortｕnａtely,the ｃeｒtificaｔiｏｎprｏcess alｌoｗs pｏor qｕａlityｉmplemeｎｔatiｏns tｏbｅcｅrｔifiedａｎd ｅsｓｅntially rｅnｄｅrs theｃertified softwarｅｕsｅlｅss ｆor anｙpraｃtiｃａl ｕｓａge witｈIFC. IＦCｃompliant BIＭis actuaｌｌｙused ｌess than ｍａnｕal ｄraｆtinｇfoｒａrchitecｔｓand contｒａctorｓ, aｎd show aｂout the sａme ｕｓagｅfｏr eｎgineeｒｓ. Ａｒecent surｖey shｏws thaｔCＡD(as a closｅd-systeｍ）ｉｓstill the mａjｏr forｍoｆｔechniｑｕe ｕsed in desｉgn worｋ(over 6０ｐeｒcenｔ）whｉle ＢＩM ｉs uｓeｄiｎarｏｕｎd 20 ｐercenｔoｆｐｒoｊectｓfor arｃｈｉｔｅcts aｎｄiｎarounｄ10 ｐer cent ｏｆprojecｔｓfor engｉneeｒs anｄｃｏntracｔｏrs (Ｋｉviniemi et al．，2００8）.The aｐｐlicaｔｉoｎof ＢＩＭto sｕppoｒt an oｐｔimal cross－ｄiｓciｐｌｉnary aｎｄcrｏss－phａse coｌlabｏratｉon oｐensａneｗdimenｓion in the roles ａnｄｒelatｉoｎshｉｐs between tｈｅｂｕilding actorｓ. Several mｏst rｅlevanｔiｓsueｓａre：the new role oｆａｍｏdel mａｎager；ｔhe ａｇreｅment ｏn ｔｈe ａcc ｅss rｉght and Intellecｔual Property Right（IPR）；the liabiｌity anｄpaymeｎt a ｒｒangeｍenｔaccorｄing tｏthｅtype ｏf contraｃt and ｉn reｌatｉon tｏthe integｒateｄprocｕrement; anｄtｈeｕse oｆopen ｉnｔernatiｏnａl standaｒds．Colｌaboraｔive workｉng using BＩM deｍands a new expｅｒt roｌe oｆa mｏd ｅl ｍanaｇer ｗｈo ｐossesｓes ICT ａs wｅll ａs coｎsｔruｃtion pｒocesｓknｏw-how （IｎPro,2009). Ｔhe mｏｄel manager dealsｗith tｈｅsystem as ｗelｌas withｔhe aｃtorｓ. He ｐrｏviｄes and ｍainｔaiｎs technｏlogｉcal solutｉons rｅqｕiｒｅd for BＩMｆｕｎｃtionalities, mａｎageｓｔｈｅinｆormａｔionｆlow, ａnｄimｐｒovｅs the ICＴｓkｉlls of tｈe stａｋｅhoｌders．Ｔｈe modeｌmａnａger doeｓnｏt takｅｄecisionｓoｎｄｅsign ａnｄeｎgineeｒing sｏluｔｉｏns, nor ｔhｅorganｉsaｔional procesｓes, but his rｏles in the ｃｈaｉn ｏｆdｅcisｉon ｍaking are focuｓed oｎ:●thｅdｅvelopment ofＢIＭ,theｄefinitｉon oｆthｅstructｕrｅand detailｌｅvel ofｔhｅmｏdel, and tｈｅdeｐloymenｔof relevant BＩM toｏｌs, ｓｕch as forｍｏｄｅｌs cｈecking，meｒgiｎｇ, ａnd clash dｅteｃtｉｏｎs;●ｔhe contriｂution tｏｃollａboｒａtion meｔhodｓ, esｐecially decision ｍakｉngand commｕnication pｒｏtoｃolｓ, taｓｋplaｎning, ａnd rｉsk managｅｍent;●anｄthe manageｍｅｎt of iｎforｍatiｏｎ, in ｔeｒms of ｄata fｌｏw anｄstｏｒａｇe, identｉｆicatiｏn of commｕnicatｉoｎerrors, anｄdｅcisｉon oｒproｃess (re－）trackｉnｇ.Regaｒdｉng tｈe lｅgal and organｉsatｉonal iｓsues, oｎｅof the aｃtuaｌquesｔｉons iｓ: “In whａt waｙdoes the inｔellｅctual proｐerty right (IＰＲ）ｉn cｏllab ｏｒaｔive ｗｏrｋingｕsing BIM ｄiffer ｆrom tｈe IＰR inａｔｒａｄitioｎａl ｔeａｍｗｏrk?”. Ｉn tｅrms ｏf combiｎed ｗork, the IＰRｏf eachｅlemｅnt iｓattａcheｄto ｉts ｃｒeatoｒ.Ａltｈougｈｉt sｅemｓｔｏbe a fulｌy inｔeｇrat ｅd design,BIM aｃtuａllyｒesulted frｏm a coｍｂinatiｏｎof woｒks/eｌeｍｅｎts; ｆor ｉnstaｎcｅ:the oｕｔliｎｅof the builｄing dｅsｉgn，ｉs creaｔｅｄby the arｃhitect, the design forｔhe eleｃｔｒicａl sysｔeｍ, is creatｅｄby the electricaｌcｏｎtractoｒ, ｅｔc.Thｕs, iｎcasｅｏf BＩＭａｓa combinｅd wｏrｋ, the ＩPR is similａｒｔo ｔraｄitiｏnal teamworｋ．Workｉng witｈBIM with aｕthorｓｈｉｐregistｒaｔioｎfunctionａlｉtiesｍay actuaｌly make it eaｓier to kｅｅp track o ｆtｈe ＩPR(Chａo-Ｄuｉｖｉs,200９）.Ｈｏw ｄoes colｌａborative ｗｏrｋinｇ,using ＢIM, effect tｈe cｏntractuaｌrelatｉonｓhip? Ｏn the one hand，collaｂoratｉve wｏrking uｓingＢIM dｏes noｔｎｅcｅssaｒｉly chaｎgeｔｈe liａbilｉtyｐositｉoｎiｎtｈe ｃonｔract nor does ｉt obligate aｎallｉaｎcｅcontｒact. The GenerａｌＰriｎciｐles of BIM Ａdｄendum con ｆirｍs: ‘Ｔhis ｄoes not effeｃtuaｔe or rｅquire ａrestrucｔurｉｎg of cｏntrａｃｔual relaｔｉonships or shiftｉnｇof riｓks between ｏr aｍｏng ｔhe ProjecｔＰaｒｔi ｃipants other than as spｅｃificａｌly required per tｈe ProtocｏlＡddendum aｎd itｓＡttａchmenｔs’(ConseｎsusＤOCS, ２00８). On the oｔhｅｒhand, ｃhanges iｎtｅrms of paymeｎｔscｈemes cａn ｂe antｉcipated. Colｌaｂorativｅprocesｓes uｓiｎg ＢIM ｗilｌlead to the shifting of ａｃｔivitiｅｓｆｒom to ｔｈｅｅarｌy dｅsｉgn phaｓe. Much，ｉf ｎot all,actiｖiｔiｅs iｎtｈe ｄetaileｄengineｅrｉｎg and s ｐecification phasｅｗill ｂe ｄoｎe ｉｎthe earlｉｅｒｐhaｓes. It mｅaｎs ｔhat ｓignificａnt paｙmｅnt ｆｏｒｔhe engineeriｎg phａｓe，whicｈmay cｏunｔup ｔo ４０per ｃeｎt oｆtｈe deｓｉgn cｏst,ｃａｎnｏlonger be eｘpｅcｔed. As engｉneｅring woｒk is done concｕrｒｅntly with the ｄesign, a new ｐroportioｎof the ｐayment in the earlｙｄesｉgn phase is nｅcessary（Cｈao-Dｕiｖｉs, ２009).４.Ｒeviｅw ｏｆoｎgｏiｎg ｈospitａｌbｕilding projｅcｔs usｉng BＩM IｎTｈeＮetｈerlands,tｈe cｈangｉng ｒoles ｉnｈospital buiｌdｉng proj ｅcts are ｐart of tｈｅstrateｇy,which ａims at acｈieving ａsustaｉnable real ｅstate in ｒｅsｐｏnｓｅｔo ｔｈe ｃhanｇing hｅalthcａre policｙ.Reｆｅrring tｏｌiterａｔure aｎd prevｉouｓreｓeａrch, tｈe maｉn ｆaｃtors tｈａtｉｎflueｎｃｅthe suｃcess of tｈe chaｎｇing roｌeｓcan be ｃｏｎclｕｄｅd ａs: the iｍplemｅnｔat ｉｏn oｆａｎiｎtegrateｄprocuｒeｍenｔmetｈｏｄand a ｌｉｆｅ-cｙcle desｉgn apprｏach fｏr a sustａinable cｏlｌaboｒative pｒoｃess; ｔｈe aｇrｅｅmenｔon the BIＭsｔｒｕｃｔure and ｔｈe iｎｔｅlleｃtｕal rigｈts;and the inｔegratiｏn of tｈe ｒole oｆa modeｌmanａｇer. The ｐreｃedｉng seｃｔｉons haveｄisｃussｅd the coｎceptual tｈinｋing on how tｏdｅal wｉｔh these factors effｅｃtiveｌy．This cｕrrenｔｓecｔion obｓerｖes twｏactual projｅctｓａｎｄcoｍpares tｈe actual pｒactice wｉｔh tｈe ｃｏｎcｅptual viｅｗrｅsｐecｔively．Thｅｍａiｎissues,ｗhiｃh ａre oｂｓｅrved in the case studies,ａre:●the seleｃtｅｄprocurｅmenｔmetｈｏd and the rolｅｓof the iｎvolveｄpａrties ｗithｉn ｔhisｍeｔhod；●thｅimｐlemｅnｔatｉｏn of theｌife-cｙｃｌe design ａpｐrｏacｈ;●the type,struｃture, and fｕnctｉonaｌitiｅs of BIM uｓeｄiｎthe pｒoject；●tｈe opｅｎnｅｓｓiｎdata sharing and traｎsferｏf thｅmoｄｅｌ,and the ｉntenｄed ｕsｅof BIＭin thｅfｕｔuｒe; ａnd●thｅｒoles aｎd tａsks oｆthe mｏdel manageｒ.The pilot expeｒienｃｅoｆｈoｓpiｔaｌｂuilｄｉng projecｔs ｕsiｎg BIＭｉn the Netherlands cａn be oｂｓeｒved aｔUniverｓity Mｅdical Cｅnｔｒe St Rａd ｂoud （ｆurtｈeｒrefｅrrｅd ａs UMＣ) and MａｘｉmａMediｃalＣeｎtre (ｆｕrtｈer rｅferred ａs MMC). At UＭC, the new buildｉng proｊecｔｆｏｒthe Faｃultｙof Dｅntiｓtryｉn the cｉty of Nijmeｇen has bｅen dedｉcateｄas a BIＭpilot prｏjｅｃt. At MMC，BIM is uｓed in designiｎｇnew bｕｉlｄings for Ｍedｉcal Siｍuｌａt ｉｏn and Moｔhｅｒ-and-ChｉlｄCenｔre ｉn ｔhｅcｉtyｏf Vｅｌdhoveｎ.The fiｒｓt case is a prｏjecｔａt thｅＵniversiｔy Medicａl Cｅntrｅ(UＭC) ＳｔRadｂoud. UMC iｓmore tｈａｎｊｕsｔ a hospital. UMC comｂineｓmediｃａｌsｅｒvicｅs,educaｔionａｎd resｅａrch. Ｍｏre tｈan85０0 staｆf ａnd30０0 sｔｕdents ｗoｒk at UMC. Aｓ a pａｒｔof the iｎnovａtive real estate ｓtrａtegｙ, ＵMC ｈaｓｃｏnsiｄered to ｕse ＢIM foｒits bｕiｌding proｊects. The ｎｅw ｄevelｏｐmｅnt oｆthe Ｆacuｌｔy ｏf Deｎtistｒy and the surrｏundｉng buildin ｇs on thｅKapitｔelweg in Nｉjmeｇen has beｅn chｏsｅn ａs a pilotｐｒoject tｏｇathｅr practiｃａl knowleｄge and experieｎｃe oｎcollaborａｔiｖe ｐrocesses with BIM ｓuｐport.The ｍaiｎaｍbition ｔo ｂe achieved ｔhrough the use oｆBIＭin ｔhe buildingｐrojects at UMC can be summａrised as ｆollows：●using 3D vｉsualisatioｎto eｎhance theｃoｏrdｉｎａtｉon ａｎd cｏmmunｉｃaｔion aｍongｔhe bｕiｌdiｎｇactoｒs，and tｈe ｕsｅr ｐarticｉpatｉoｎiｎdeｓiｇｎ;●ｆacilitａｔｉｎg optimal inｆｏｒmaｔion accessibｉlity and eｘｃｈangｅfor ahigh●conｓistｅｎｃyｏｆｔｈｅdrawingｓａnｄdｏｃumｅnts aｃross disciｐｌines and pｈases;●iｎtｅgrating thｅａrcｈiｔeｃtuｒal deｓｉgn wiｔｈsｔruｃｔｕral anaｌyｓiｓ,enｅrgy analysis，cost esｔｉmation,anｄpｌanninｇ;●inteｒaｃtively eｖａｌuaｔinｇｔhe desigｎｓolutiｏnsａgａinst tｈe prｏgramｍe of requiremｅntｓａnd specificatiｏns；●reducinｇrｅｄｅsign／rｅmakｅcosts ｔhrouｇｈclaｓh ｄetection dｕring ｔhedeｓｉgn prｏcess; and●optimｉsｉｎg thｅｍaｎａgement oｆthe faciｌiｔy throuｇh thｅregiｓｔrａtion of meｄical iｎsｔallatioｎs ａnd equiｐｍents, fｉxedａnｄfｌｅｘibｌe furniture, ｐｒoｄuct ａｎｄouｔput spｅｃｉfications,andｏpｅrational ｄata.Ｔhｅsｅcｏnd ｃａse iｓ a pｒoject ａt tｈe Mａxiｍa Mｅdical Ceｎtre (MMC).ＭＭC is ａｌａrgｅhｏspiｔal resｕｌtｅd from a ｍeｒgeｒbｅtｗeen the Ｄｉａconｅｓsenｈuis ｉｎEindhoven and Ｓt ＪｏsepｈHospｉtａl in Veｌｄhoven. Ａｎnuaｌlｙthe3,４0０staｆｆof MMC provides meｄiｃaｌsｅrｖiｃesｔo mｏrｅthan 4５0,000 vｉsitorｓaｎｄｐatients. A ｌaｒge-scaled extenｓｉon projｅct of ｔhe hｏｓpｉtal iｎＶelｄhoｖeｎis a ｐaｒt oｆｉts real estaｔe ｓｔratｅgy. A ｍedi ｃal siｍulation ｃｅntｒe anｄ a womeｎ-and-childｒeｎmedicaｌｃeｎtre aｒe ａmong the mｏst imｐortantｎew facilities ｗｉthiｎｔhis eｘtensｉon pｒojeｃt.Th ｅｄesign hａｓbeen deveｌoped uｓｉng３Ｄmodelling wiｔh sｅｖeｒal fｕnctionａｌitieｓofＢIM.The fｉｎdｉngs from boｔh ｃａｓｅs ａｎｄthe aｎａlysｉs are ａs folｌows. Ｂoth ＵMC aｎd MMC opted fｏr a traｄiｔｉonal pｒｏcuｒeｍent meｔhod ｉn which th ｅclieｎt dｉrecｔlyｃontｒactｅd an architｅct, aｓtrｕctural engineer, ａndａmecｈanicaｌ, elecｔriｃａｌａnd plumbing (MＥP）consultant in ｔhｅdesｉgn team. Oncｅthe desｉgn ａnd detａileｄspecifiｃaｔｉons ａre finisｈｅｄ, a teｎdｅr ｐrｏcedｕrｅwill ｆｏllow ｔo ｓeｌecｔａcｏntrａｃtｏr. Ｄeｓｐitｅthe cｈｏice foｒtｈis tｒaditionalｍethoｄ, mａnｙａｔtｅmpts have ｂeeｎmade for a clｏsｅｒa ｎd ｍoｒe effectｉve mｕltｉｄisciｐlinary colｌaｂｏratｉon. ＵＭC dedicated a relaｔivel ｙlｏng prｅpａｒaｔion ｐhａse ｗith the architect，stｒuctural enginｅｅr and MEＰcｏｎsultant bｅfore tｈe deｓigｎcommeｎｃｅd. This preparation ｐhaｓｅwａs aimeｄat creaｔing a ｃoｍmon viｓion on tｈe optimａl way for ｃollaboratｉｏn us ｉng ＢＩM as aｎICT sｕppｏrt．Some resｕｌts of thｉs prｅparaｔion phａse ａr ｅ：ａdｏcumeｎt ｔhａtｄefinｅs the common ambitiｏn for the pｒｏjｅｃｔaｎｄthe coｌlaborａtiｖｅworｋiｎg pｒｏｃess anｄ a sｅmｉ-forｍａl agrｅｅｍent ｔhat stａtes thｅcommitmｅnt of the bｕilｄing ａctｏrsｆor ｃｏｌlabｏｒatｉｏn. Othｅr ｔhan UMC，MＭＣsｅlecｔedａn ａrｃhitｅcｔuｒe ｆｉrm ｗith an i ｎ-hｏuse ｅｎgineeｒing dｅｐａrtment. Thus，ｔhe collabｏration betｗeeｎｔhe ａrchiｔｅcｔaｎd strｕcｔｕral ｅnginｅer cａn ｔakeｐlace wｉthｉn the sａmｅfｉr ｍuｓｉng thｅsａmｅsoftware ａｐplicatｉoｎ.Regａrding the liｆe-ｃycle desiｇn aｐproａch, thｅｍaiｎatｔｅntｉoｎｉｓgiven on life-cyｃle coｓｔs, mａinｔｅnanｃe needs，and facilｉtｙmanagemen ｔ．Usiｎg BIM,boｔｈhospitａls inｔend to ｇｅt a mｕcｈbｅtｔｅrｉnｓighｔin thｅsｅaspeｃｔs over the ｌife-cyｃle ｐｅｒiｏd. Ｔhe lifｅ-cｙcle ｓusｔaiｎａb ｉliｔy cｒiｔeｒｉa are ｉｎｃluｄｅｄin tｈｅａssiｇnmｅｎts fｏr the dｅsiｇn teams. Multidｉsciplinaryｄeｓｉgｎｅrｓａｎd ｅnginｅｅｒs are aｓｋｅｄto collａbｏｒate moｒe closｅly ａnd to interact ｗith tｈe ｅｎd-uｓｅrs to addｒess ｌife-cycle reqｕiremｅnts. Hｏwever,ｅnｓuｒｉng tｈe ｂｕiｌdinｇａcｔｏrs to engagｅiｎａｎintegrａtｅｄｃollaboration toｇeneｒate sustainａｂｌｅdesiｇn ｓolutiｏns thaｔmｅet tｈｅliｆe-cyｃle ｐeｒfｏｒｍａncｅexpeｃｔatioｎs is sｔill d ｉffiｃult. Ｔhesｅａｃｔoｒｓａｒe ｃontractｅd thrｏｕｇh a traditionａl prｏcurｅｍeｎｔmeｔhod. Ｔｈeir tａsｋs ａre specific，their inｖolvｅment is rather sｈort－term iｎ a cerｔａin prｏｊecｔphase,thｅｉr reｓpoｎsｉbilities and ｌiabilitieｓaｒｅlimited，aｎd there is no ｔanｇible inceｎｔive for ｉｎｔeｇratｅd collａbｏration.Frｏｍthe ｃｕrｒeｎｔprogrｅss oｆｂoth projects, ｉt ｃan be obsｅrved thａt ｔhe typｅand structurｅof ＢＩＭrｅlies heａｖilｙon the choice for BIM software ａpplicａｔｉons．RevｉｔArｃhitecture aｎd RevｉｔStructure by Autoｄesk。
工程管理-专业英语全文翻译
Unit 1 the owner’s perspective 第1单元业主的观点1.2 Major Types of Construction 1.2大建筑类型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 [1]. 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. However ,many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities. It is to their advantage to keep the construction industry healthy and productive. Collectively, the owners have more power to influence the construction industry than they realize because, by their individual actions, they can provide incentives for innovation, efficiency and quality in construction [2]. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.由于大多数业主通常只对获得特定类型的建筑设施感兴趣，所以他们应该了解与他们有关的建筑类型的常见工业实践[1]。
工程管理专业英语总结
工程管理专业英语总结引言工程管理是一个广泛应用于建筑、工程和项目领域的专业领域。
在这个领域，掌握一定的英语专业术语是非常重要的。
本文将总结一些常用的工程管理专业英语术语，以便大家更好地理解和应用于工程管理的实践中。
项目管理术语1. Project Management - 项目管理Project Management is the practice of initiating, planning, executing, controlling, and closing a team’s work to achieve specific goals and meet specific success criteria at the specified time.2. Project Scope - 项目范围Project scope defines the work that needs to be accomplished to deliver a product, service, or result with the specified features and functionality.3. Work Breakdown Structure (WBS) - 工作分解结构The Work Breakdown Structure is a hierarchical decomposition of the total scope of work to be carried out by the project team.4. Milestone - 里程碑A milestone is a specific point in time within a project at which progress is measured or objectives are achieved.5. Critical Path - 关键路径The critical path is the longest sequence of activities in a project plan that must be completed on time for the project to be completed on schedule.6. Risk Management - 风险管理Risk management involves identifying, assessing, and prioritizing risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events.资源管理术语1. Resource Allocation - 资源分配Resource allocation is the process of assigning and managing available resources efficiently to complete tasks within the project.2. Resource Leveling - 资源平衡Resource leveling is a technique used to resolve conflicts caused by over- or under-allocation of resources by smoothing out resource utilization over time.3. Resource Histogram - 资源柱状图A resource histogram is a bar chart that shows the number of resources assigned to a project over time.4. Resource Constraints - 资源约束Resource constraints are limitations on the availability or utilization of resources that may impact the project schedule.5. Resource Pool - 资源池A resource pool is a collection of resources, such as people, equipment, and materials, that are available for assignment to project activities.成本管理术语1. Cost Estimation - 成本估算Cost estimation is the process of predicting the cost of completing a project witha defined scope.2. Cost Baseline - 成本基准A cost baseline is the approved budget for the project, excluding any management or contingency reserves.3. Earned Value Management (EVM) - 挣值管理Earned Value Management is a project management technique that measures project performance and progress based on the budgeted cost of work performed.4. Variance Analysis - 方差分析Variance analysis is the process of comparing actual project performance to planned or expected performance to determine the causes of discrepancies.5. Cost Control - 成本控制Cost control involves monitoring project expenses and taking corrective actions to ensure that the project remains within budget.沟通与协作术语1. Stakeholder - 利益相关者A stakeholder is any individual, group, or organization that may be affected by or affect the outcome of a project.2. Communication Plan - 沟通计划A communication plan outlines the key information that needs to be communicated to stakeholders and the methods and frequency of communication.3. Conflict Resolution - 冲突解决Conflict resolution is the process of resolving disputes or disagreements among project team members or stakeholders.4. Team Building - 团队建设Team building involves activities or interventions designed to enhance the effectiveness and cohesiveness of project teams.5. Collaboration - 协作Collaboration is the act of working together towards a common goal or objective.结论掌握工程管理专业英语术语对于在工程管理领域取得成功非常重要。
工程管理专业外文文献及翻译
本科毕业设计外文文献及译文文献、资料题目：Changing roles of the clientsArchitects and contractorsThrough BIM文献、资料来源：Engineering, Construction, Archi-tectual Management文献、资料发表（出版）日期：2010.2院（部）：专业：班级：姓名：学号：指导教师：翻译日期：页脚内容外文文献：Changing roles of the clients,architects and contractors throughBIMRizal SebastianTNO Built Environment and Geosciences, Delft, The NetherlandsAbstractPurpose– This paper aims to present a general review of the practical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the necessity for applying BIM and re-organising the processes and roles in hospital building projects. This type of project is complex due to complicated functional and technical requirements, decision making involving a large number of stakeholders, and long-term development processes.Design/methodology/approach– Through desk research and referring to the ongoing European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Through several real cases, the changing roles of clients, architects, and contractors through BIM application are investigated.Findings–One of the main findings is the identification of the main factors for a successful collaboration using BIM, which can be recognised as “POWER”: product information sharing (P),organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data consolidation (R). Furthermore, it is also found that the implementation of BIM in hospital building projects is still limited due to certain commercial and legal barriers, as well as the fact that integrated collaboration has not yet been embedded in the real estate strategies of healthcare institutions. Originality/value–This paper contributes to the actual discussion in science and practice on the changing roles and processes that are required to develop and operate sustainable buildings with the support of integrated ICT frameworks and tools. Itpresents the state-of-the-art of European research projects and some of the first real cases of BIM application in hospital building projects.Keywords Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planningPaper type General review1. IntroductionHospital building projects, are of key importance, and involve significant investment, and usually take a long-term development period. Hospital building projects are also very complex due to the complicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and comprises iterative phases and intermediate changes. Many actors with shifting agendas, roles and responsibilities are actively involved, such as: the healthcare institutions, national and local governments, project developers, financial institutions, architects, contractors, advisors, facility managers, and equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare policy, which changes rapidly in response to the medical, societal and technological developments, and varies greatly between countries (World Health Organization, 2000). In The Netherlands, for example, the way a building project in the healthcare sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorporate life-cycle considerations in the building design, construction technique, and facility management strategy, a multidisciplinary collaboration is required. Despite the attempt for establishing integrated collaboration, healthcare building projects still faces serious problems in practice, such as: budget overrun, delay, and sub-optimal quality in terms of flexibility, end-user’s dissatisfaction,and energy inefficiency. It is evident that the lack of communication and coordination between the actors involved in the different phases of a building project is among the most important reasons behind these problems. The communication between different stakeholders becomes critical, as each stakeholder possesses different set of skills. As a result, the processes for extraction, interpretation, and communication of complex design information from drawings and documents are often time-consuming and difficult. Advanced visualisation technologies, like 4D planning have tremendous potential to increase the communication efficiency and interpretation ability of the project team members. However, their use as an effective communication tool is still limited and not fully explored (Dawood and Sikka, 2008). There are also other barriers in the information transfer and integration, for instance: many existing ICT systems do not support the openness of the data and structure that is prerequisite for an effective collaboration between different building actors or disciplines.Building information modelling (BIM) offers an integrated solution to the previously mentioned problems. Therefore, BIM is increasingly used as an ICT support in complex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, architects, and contractors; new contractual relationships; and re-organised collaborative processes. Unfortunately, there are still gaps in the practical knowledge on how to manage the building actors to collaborate effectively in their changing roles, and to develop and utilise BIM as an optimal ICT support of the collaboration.This paper presents a general review of the practical implications of building information modelling (BIM) based on literature review and case studies. In the next sections, based on literature and recent findings from European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Subsequently, through the observation of two ongoing pilot projects in The Netherlands, the changing roles of clients, architects, and contractors through BIM application areinvestigated. In conclusion, the critical success factors as well as the main barriers of a successful integrated collaboration using BIM are identified.2. Changing roles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors, roles, and knowledge domains. In The Netherlands, the changing roles of clients, architects, and contractors in hospital building projects are inevitable due the new healthcare policy. Previously under the Healthcare Institutions Act (WTZi), healthcare institutions were required to obtain both a license and a building permit for new construction projects and major renovations. The permit was issued by the Dutch Ministry of Health. The healthcare institutions were then eligible to receive financial support from the government. Since 2008, new legislation on the management of hospital building projects and real estate has come into force. In this new legislation, a permit for hospital building project under the WTZi is no longer obligatory, nor obtainable (Dutch Ministry of Health, Welfare and Sport, 2008). This change allows more freedom from the state-directed policy, and respectively, allocates more responsibilities to the healthcare organisations to deal with the financing and management of their real estate. The new policy implies that the healthcare institutions are fully responsible to manage and finance their building projects and real estate. The government’s support for the costs of healthcare facilities will no longer be given separately, but will be included in the fee for healthcare services. This means that healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainable innovations in the design, procurement and management of healthcare buildings, which will contribute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses an integrated collaboration approach. In order to assure the sustainability during construction, use, and maintenance, the end-users, facility managers, contractors andspecialist contractors need to be involved in the planning and design processes. The implications of the new strategy are reflected in the changing roles of the building actors and in the new procurement method.In the traditional procurement method, the design, and its details, are developed by the architect, and design engineers. Then, the client (the healthcare institution) sends an application to the Ministry of Health to obtain an approval on the building permit and the financial support from the government. Following this, a contractor is selected through a tender process that emphasises the search for the lowest-price bidder. During the construction period, changes often take place due to constructability problems of the design and new requirements from the client. Because of the high level of technical complexity, and moreover, decision-making complexities, the whole process from initiation until delivery of a hospital building project can take up to ten years time. After the delivery, the healthcare institution is fully in charge of the operation of the facilities. Redesigns and changes also take place in the use phase to cope with new functions and developments in the medical world (van Reedt Dortland, 2009).The integrated procurement pictures a new contractual relationship between the parties involved in a building project. Instead of a relationship between the client and architect for design, and the client and contractor for construction, in an integrated procurement the client only holds a contractual relationship with the main party that is responsible for both design and construction ( Joint Contracts Tribunal, 2007). The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on the supply side in the building process while the client on the demand side. Such configuration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and communication with the client, the users, the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift ofmindset of the parties on both the demand and supply sides. It is essential for the client and contractor to have a fair and open collaboration in which both can optimally use their competencies. The effectiveness of integrated collaboration is also determined by the client’s capacity and strategy to organize innovative tendering procedures (Sebastian et al., 2009).A new challenge emerges in case of positioning an architect in a partnership with the contractor instead of with the client. In case of the architect enters a partnership with the contractor, an important issues is how to ensure the realisation of the architectural values as well as innovative engineering through an efficient construction process. In anoth er case, the architect can stand at the client’s side in a strategic advisory role instead of being the designer. In this case, the architect’s responsibility is translating client’s requirements and wishes into the architectural values to be included in t he design specification, and evaluating the contractor’s proposal against this. In any of this new role, the architect holds the responsibilities as stakeholder interest facilitator, custodian of customer value and custodian of design models.The transition from traditional to integrated procurement method also brings consequences in the payment schemes. In the traditional building process, the honorarium for the architect is usually based on a percentage of the project costs; this may simply mean that the more expensive the building is, the higher the honorarium will be. The engineer receives the honorarium based on the complexity of the design and the intensity of the assignment. A highly complex building, which takes a number of redesigns, is usually favourable for the engineers in terms of honorarium. A traditional contractor usually receives the commission based on the tender to construct the building at the lowest price by meeting the minimum specifications given by the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the long-term use of the building. In the traditional procurement method, all risks are placed with the client.In integrated procurement method, the payment is based on the achieved building performance; thus, the payment is non-adversarial. Since the architect, engineer and contractor have a wider responsibility on the quality of the design and the building, the payment is linked to a measurement system of the functional and technical performance of the building over a certain period of time. The honorarium becomes an incentive to achieve the optimal quality. If the building actors succeed to deliver a higher added-value that exceed the minimum clien t’s requirements, they will receive a bonus in accordance to the client’s extra gain. The level of transparency is also improved. Open book accounting is an excellent instrument provided that the stakeholders agree on the information to be shared and to its level of detail (InPro, 2009).Next to the adoption of integrated procurement method, the new real estate strategy for hospital building projects addresses an innovative product development and life-cycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to the building life-cycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional life-cycle costing method, the dynamic life-cycle management encompasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can be gained. One of the determining factors for a successful implementation of dynamic life-cycle management is the sustainable design of the building and building components, which means that the design carries sufficient flexibility to accommodate possible changes in the long term (Prins, 1992).Designing based on the principles of life-cycle management affects the role of the architect, as he needs to be well informed about the usage scenarios and related financial arrangements, the changing social and physical environments, and new technologies. Design needs to integrate people activities and business strategies over time. In this context, the architect is required to align the design strategies with the organisational,local and global policies on finance, business operations, health and safety, environment, etc. (Sebastian et al., 2009).The combination of process and product innovation, and the changing roles of the building actors can be accommodated by integrated project delivery or IPD (AIA California Council, 2007). IPD is an approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually include members well beyond the basic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect, and the main contractor ultimately responsible for construction of the project, from the early design until the project handover. The key to a successful IPD is assembling a team that is committed to collaborative processes and is capable of working together effectively. IPD is built on collaboration. As a result, it can only be successful if the participants share and apply common values and goals.3. Changing roles through BIM applicationBuilding information model (BIM) comprises ICT frameworks and tools that can support the integrated collaboration based on life-cycle design approach. BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward (National Institute of Building Sciences NIBS, 2007). BIM facilitates time and place independent collaborative working. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakeholder. BIM in its ultimate form, as a shared digital representation founded on open standards for interoperability, can become avirtual information model to be handed from the design team to the contractor and subcontractors and then to the client (Sebastian et al., 2009).BIM is not the same as the earlier known computer aided design (CAD). BIM goes further than an application to generate digital (2D or 3D) drawings (Bratton, 2009). BIM is an integrated model in which all process and product information is combined, stored, elaborated, and interactively distributed to all relevant building actors. As a central model for all involved actors throughout the project lifecycle, BIM develops and evolves as the project progresses. Using BIM, the proposed design and engineering solutions can be measured against the client’s requirements and expected building performance. The functionalities of BIM to support the design process extend to multidimensional (nD), including: three-dimensional visualisation and detailing, clash detection, material schedule, planning, cost estimate, production and logistic information, and as-built documents. During the construction process, BIM can support the communication between the building site, the factory and the design office–which is crucial for an effective and efficient prefabrication and assembly processes as well as to prevent or solve problems related to unforeseen errors or modifications. When the building is in use, BIM can be used in combination with the intelligent building systems to provide and maintain up-to-date information of the building performance, including the life-cycle cost.To unleash the full potential of more efficient information exchange in the AEC/FM industry in collaborative working using BIM, both high quality open international standards and high quality implementations of these standards must be in place. The IFC open standard is generally agreed to be of high quality and is widely implemented in software. Unfortunately, the certification process allows poor quality implementations to be certified and essentially renders the certified software useless for any practical usage with IFC. IFC compliant BIM is actually used less than manual drafting for architects and contractors, and show about the same usage for engineers. A recent survey shows thatCAD (as a closed-system) is still the major form of technique used in design work (over 60 per cent) while BIM is used in around 20 percent of projects for architects and in around 10 per cent of projects for engineers and contractors (Kiviniemi et al., 2008).The application of BIM to support an optimal cross-disciplinary and cross-phase collaboration opens a new dimension in the roles and relationships between the building actors. Several most relevant issues are: the new role of a model manager; the agreement on the access right and Intellectual Property Right (IPR); the liability and payment arrangement according to the type of contract and in relation to the integrated procurement; and the use of open international standards.Collaborative working using BIM demands a new expert role of a model manager who possesses ICT as well as construction process know-how (InPro, 2009). The model manager deals with the system as well as with the actors. He provides and maintains technological solutions required for BIM functionalities, manages the information flow, and improves the ICT skills of the stakeholders. The model manager does not take decisions on design and engineering solutions, nor the organisational processes, but his roles in the chain of decision making are focused on:the development of BIM, the definition of the structure and detail level of the model, and the deployment of relevant BIM tools, such as for models checking, merging, and clash detections;the contribution to collaboration methods, especially decision making and communication protocols, task planning, and risk management;and the management of information, in terms of data flow and storage, identification of communication errors, and decision or process (re-)tracking.Regarding the legal and organisational issues, one of the actual questions is: “In what way does the intellectual property right (IPR) in collaborative working using BIM differ from the IPR in a traditional teamwork?”. In terms of combined work, the IPR of each element is attached to its creator. Although it seems to be a fully integrated design,BIM actually resulted from a combination of works/elements; for instance: the outline of the building design, is created by the architect, the design for the electrical system, is created by the electrical contractor, etc. Thus, in case of BIM as a combined work, the IPR is similar to traditional teamwork. Working with BIM with authorship registration functionalities may actually make it easier to keep track of the IPR(Chao-Duivis, 2009).How does collaborative working, using BIM, effect the contractual relationship? On the one hand, collaborative working using BIM does not necessarily change the liability position in the contract nor does it obligate an alliance contract. The General Principles of BIM Addendum confirms: ‘This does not effectuate or require a restructuring of contractual relationships or shifting of risks between or among the Project Participants other than as specifically required per the Protocol Addendum and its Attachments’ (ConsensusDOCS, 2008). On the other hand, changes in terms of payment schemes can be anticipated. Collaborative processes using BIM will lead to the shifting of activities from to the early design phase. Much, if not all, activities in the detailed engineering and specification phase will be done in the earlier phases. It means that significant payment for the engineering phase, which may count up to 40 per cent of the design cost, can no longer be expected. As engineering work is done concurrently with the design, a new proportion of the payment in the early design phase is necessary(Chao-Duivis, 2009).4. Review of ongoing hospital building projects using BIMIn The Netherlands, the changing roles in hospital building projects are part of the strategy, which aims at achieving a sustainable real estate in response to the changing healthcare policy. Referring to literature and previous research, the main factors that influence the success of the changing roles can be concluded as: the implementation of an integrated procurement method and a life-cycle design approach for a sustainable collaborative process; the agreement on the BIM structure and the intellectual rights; and the integration of the role of a model manager. The preceding sections have discussed the conceptual thinking on how to deal with these factors effectively. This current sectionobserves two actual projects and compares the actual practice with the conceptual view respectively.The main issues, which are observed in the case studies, are:the selected procurement method and the roles of the involved parties within this method;the implementation of the life-cycle design approach;the type, structure, and functionalities of BIM used in the project;the openness in data sharing and transfer of the model, and the intended use of BIM in the future; andthe roles and tasks of the model manager.The pilot experience of hospital building projects using BIM in the Netherlands can be observed at University Medical Centre St Radboud (further referred as UMC) and Maxima Medical Centre (further referred as MMC). At UMC, the new building project for the Faculty of Dentistry in the city of Nijmegen has been dedicated as a BIM pilot project. At MMC, BIM is used in designing new buildings for Medical Simulation and Mother-and-Child Centre in the city of Veldhoven.The first case is a project at the University Medical Centre (UMC) St Radboud. UMC is more than just a hospital. UMC combines medical services, education and research. More than 8500 staff and 3000 students work at UMC. As a part of the innovative real estate strategy, UMC has considered to use BIM for its building projects. The new development of the Faculty of Dentistry and the surrounding buildings on the Kapittelweg in Nijmegen has been chosen as a pilot project to gather practical knowledge and experience on collaborative processes with BIM support.The main ambition to be achieved through the use of BIM in the building projects at UMC can be summarised as follows:using 3D visualisation to enhance the coordination and communication among the building actors, and the user participation in design;facilitating optimal information accessibility and exchange for a highconsistency of the drawings and documents across disciplines and phases;integrating the architectural design with structural analysis, energy analysis, cost estimation, and planning;interactively evaluating the design solutions against the programme of requirements and specifications;reducing redesign/remake costs through clash detection during the design process;andoptimising the management of the facility through the registration of medical installations and equipments, fixed and flexible furniture, product and output specifications, and operational data.The second case is a project at the Maxima Medical Centre (MMC). MMC is a large hospital resulted from a merger between the Diaconessenhuis in Eindhoven and St Joseph Hospital in Veldhoven. Annually the 3,400 staff of MMC provides medical services to more than 450,000 visitors and patients. A large-scaled extension project of the hospital in Veldhoven is a part of its real estate strategy. A medical simulation centre and a women-and-children medical centre are among the most important new facilities within this extension project. The design has been developed using 3D modelling with several functionalities of BIM.The findings from both cases and the analysis are as follows. Both UMC and MMC opted for a traditional procurement method in which the client directly contracted an architect, a structural engineer, and a mechanical, electrical and plumbing (MEP) consultant in the design team. Once the design and detailed specifications are finished, a tender procedure will follow to select a contractor. Despite the choice for this traditional method, many attempts have been made for a closer and more effective multidisciplinary collaboration. UMC dedicated a relatively long preparation phase with the architect, structural engineer and MEP consultant before the design commenced. This preparation。
工程管理外文翻译
工程管理外文翻译大连海洋大学本科毕业设计外文翻译Bidding related knowledge and documents comprising the contract1. Public and private sectorsBidding practices of the public and private sectors of the industry differ tremendously .The term public in this context means that the construction work is financed by public funds in the form of tax dollar or the proceeds from the sale of municipal , state, or federal bonds.Public and private work have different bid rules. Publicconstruction contracts are advertised and let in accordance with the bidding statutes and other legislatively mandated rules of theparticular governmental entity that is paying for the instructionwork .For instance, when the work is financed with federal funds, the laws and regulations promulgated by federal agencies and bodies govern the process of advertising and awarding construction contracts. Similarly, state, county ,and municipal governments have statutes and regulations that govern when their funds are used to pay for the cost of the work .In addition ,special governmental or quasi-governmental bodies such as sewer or rapid transit districts are often established by special enabling legislation .The enabling legislation usually provides definitive rules for advertising and awarding the construction contracts required to carry out the mission of the particular special body involved.Unlike public owners , private owners can establish whatever rules that they want. They also can change the rules at will with the result that these rules are not necessarily observed .Although the public owner has the ability to set particular rules and to change them by issuing an addendum to the bidding documents ,the power is severely regulated .A bid document addendum is a modification to the bidding documentsformally issued by the owner to all holders of bidding documents before bids are received .In the public sector ,there must be a reasonable time period from the issue date of the last addendum issued and the date of the opening to ensure that all bidders have sufficient time to reflect properly the import of the addendum in their bids .Bidders are required to list on the bid form all addenda received for their bids to be considered responsive .Failure to list addenda may result in the bid being rejected.In the private sector anything can happen , whereas in the public sector the result will usually be that the job will be awarded to the lowest “responsive” and “responsible” bidder .These terms have important special meanings that will be discussed later in the chapter.2. Public Bidding StatutesThe requirements of the federal, state ,and local bidding statutes and resulting regulations make the outcome of the bidding process in the public sector very predictable compared to the private sector .The purposes of public bidding statutes are:1. To protect public funds .In other words , bidding statutes are designed to ensure that the public pays the minimum possible price for construction work determined by open competitive bidding .2. To protect and ensure a continuation of the free enterprise system upon which the political and economic structure of the United States is founded.1大连海洋大学本科毕业设计外文翻译The public bidding statutes are stringently written and enforced to ensure that public sector construction contracting remainshonest .Increasing ,those who violate the rules find themselves subject to both civil and criminal liability .Errant construction companies have been assessed large fines and their owners or officers sent to prison along with corrupt public officials who have been caught ,tried ,and convicted of violating the public trust..3.Bidding DocumentsThe first category ,bidding documents ,normally begins with an advertisement ,originally discussed in Chapter 1.The back section of contemporary industry periodicals ,such as the Engineering NewsRecord ,contains a plethora of bid advertisement identifies the project for which bids are desired ,the owner ,the time and place of the bid opening ,and instructions to potential bidders on how to obtain a full set of contract documents.The second document in the bidding group is usually the Invitationfor Bids (IFB) or, sometimes , a Request for proposal (RFP). The federal government and some other owners use the IFB when bidders must strictly conform to the drawings and specifications and the RFP When bidders may propose variations for the project .Both typically include the following:A description of the contract workThe identity of the ownerThe place , date , and precise time of the bid openingThe penal sum of the required bonds (bid bond , performancebond ,and labor and material payment bond )A description of the drawings and specifications , their cost ,and where they may be obtainedThe length of time after bid opening that bids will be deemed good (duration of bids)Rules regarding the withdrawal or modification of bids and late bids Information regarding any planned pre-bid conferences and pre-bidsite inspectionsParticular requirements of law of which the owner wants bidders tobe awareAny special instructions, other requirements , or other information that the owner wants to point out to bidders.In addition to the IFB or RFP ,the contract document may alsocontain a sector called Instructions to Bidders .When used this sectionis an adjunct to the instruction portion of the IFB or RFP .Sometimesall necessary instructions are con contained within the IFB or RFP ,and there is no separate instructions to Bidders section .Morelogically ,the Instructions to Bidders is a separate document ,and the IFB or RFP contains all of the other necessary but non-instructional information that a bidder needs.In every case , the contract documents contain the BidForm. .Bidders complete this document ,sign ,seal .,and turn it in at the appointed place ,prior to the deadline set for the submittal ofbid .The fully executed Bid Form constitutes the “offer” element necessary for contractformation ,discussed in Charter 2. Note that the Bid Form must be completely filled out ,signed, and sealed ,all the accordance with the IFB or RFP and the Instructions to constitute a responsive bid .The contents of the Bid Form usually include the following:2大连海洋大学本科毕业设计外文翻译1. A definitive statement of the general terms and conditions of the offer .This statement is normally unilaterally determined by the owner and is preprinted on the form.2. The format of the commercial terms applying to the offer .Again ,this format is normally determined unilaterally by the owner either as a single lump sum total price or as a schedule of bid-term prices .In the first case ,the bid form contains a single blank space in which the bidder is instructed to enter a single lump sum price for theentire project .In the second case ,the form contains a numbered series of all bid items for the project ,each consisting of a description of the work for discrete parts of the project and either blanks for unit price extension and lump sum price. With either a single lump sum format or a schedule-of –bid-items format ,the bidder fills in the blanks for defining the precise commercial terms of the bid.3. Supplementary information that the owner may want to know about the bidder .This usually consists of information about the bidder’s financial strength and past experience.Additional Information for federal bids The bid form for federal contracts contains a number of “Certifications and Representations” in affidavit form , such as non-collusion and non-segregated facilities affidavits , required to comply with federal law.4. Affirmative action requirements for public project.. Bid Formsfor public project usually require written goals and timetables for meeting the requirements of equal opportunity legislation and minority business enterprise/ women business enterprise requirements.5. Bid security. Finally , the Bid Form must contain the requiredbid security, usually in the form of a bid bond issued by an approved surety. Sometimes , a certified check must be presented for the bid security.Oddly enough , private sector bids often require much more supplementary information on the Bid form than do public sector bids.And , among public projects, Bid forms for federal contracts usually require less supplementary information than the average.A final interesting point concerning bidding documents is that theAIA approach excludes the bidding documents form the contract .Article 1 of AIAA-201 , General conditions of the contract for Construction ,state.The Contract Documents do not include Bidding Documents such as the Advertisement or Invitation to Bid ,the Instructions to Bidders ,sample forms ,the Contractor’s Bid or portions of Addendarelating to any of these ,or any other documents unless specifically enumerated in the Owner-Contractor Agreement.4. General Condition of contractThe second section of the documents that normally comprise thecontract is the General Conditions of contract ,often referred to simply as the General Conditions ,or sometimes, General Provisions .Here are found very definitive statements ,clause by clause of all general terms and condition that govern the performance of the contract work .In the case of the federal government and other agencies that frequentlycontract for construction work, the general concept of this section ofthe documents is to include all clauses that will remain the same , contract after contract ,changing very infrequently .Many3大连海洋大学本科毕业设计外文翻译of these standard clauses in federal contracts pertain to the requirements of the Federal Acquisition Regulations ,which by law must be included in every federal construction contract.5. SpecificationsThe technical requirements for each division of work in the contract will be completely detailed in that section of the contract document called the Specifications .The format usually conforms to the Uniform Construction Index ,which is understood by virtually every segment of theindustry .Depending on size of contract ,the Specifications can be voluminous .It is necessary that completely definitive requirements be carefully stated so that both parties to the contract have a mutual understanding of the precise technical standards the project work must meet.5. DrawingsThe next important section of the contract documents is the Drawings ,which completely the Specifications .The Drawings must be sufficiently complete to adequately show exactly what to bebuilt .Certain features of the work may be shown in fairly general terms ,with the requirement stated that the contractor must prepare detailed shop drawings that conform to and augment the general contract drawings .These must be submitted to the owner or the owner’s engineer for approval prior tofabrication of the material covered by the shop drawing .Forexample ,a contractor may supply detailed bar-bending schedules and placing drawing for reinforcing steel and structural steel fabrication and erection drawings ,including the connections .However ,the basic contract drawings advertised for fixed-price bids must be sufficiently clear and accurate so that ,if contractors carefully conform to them ,a satisfactorily constructed product will result . If either the Drawings or Specifications do not meet this standard , the owner may incur sever liability under the Spearin Doctrine ,which is discussed in Charter 13.4大连海洋大学本科毕业设计外文翻译招标相关知识和招标合同文件1. 公共和私人部门招标的惯例在公共部门和私营部门差异很大。
工程管理外文翻译(原文+译文)
Concrete Construction matterT. Pauly, M. J. N. PriestleyAbstractViewed in terms of accepted practices, concrete construction operations leave much to be desired with respect to the quality, serviceability, and safety of completed structures. The shortcomings of these operations became abundantly clear when a magnitude 7.6 earthquake struck northern Paki-stan on October 8, 2005, destroying thousands of buildings, damaging bridges, and killing an esti-mated 79,000 people. The unusually low quality of construction operations prevalent was a major cause of the immense devastation.Keywords: Concrete Placing Curing Construction TechnologyPlacing ConcreteIf concrete is placed in the surface, the sur-face should be filled with water sufficiently to prevent it from absorbing the concrete of its water. If fresh concrete is to be placed on or nearby to concrete that has solidified, the surface of the placed concrete should be cleaned absolutely, preferably with a high-pressure air or water jet or steel-wire brushes. The surface should be wet, but there should be no much water. A little quantity of cement grout should be brushed over the whole area, and then followed immediately with the application of a 1/2-in Layer of mortar. The fresh concrete should be placed on or against the mortar.In order to decrease the disintegration re-sulting from carriage after it is placed. The con-crete should be placed as nearly as probably in itsfinal point. It should be placed in layers to permit uniform compaction. The time interval between the placing of layers should be limited to assure perfect bond between the fresh and previously placed concrete.In placing concrete in deeper patters, a ves-sel should be used to limit the free fall to not over 3 or 4 ft, in order to prevent concrete disintegra-tion. The vessel is a pipe made of lightweight metal, having adjustable lengths and attached to the bottom of a hopper into which the concrete is deposited. As the patters are filled, sections of the pipe may be removed.Immediately after the concrete is placed, it should be compacted by hand pudding or a me-chanical vibrator to eliminate voids. The vibrator should be left in one position only long enough to reduce the concrete around it to a plastic mass; then the vibrator should be moved, or disintegra-tion of the aggregate will occur. In general, the vibrator should not be permitted to penetrate concrete in the prior lift.The mainly advantage of vibrating is that it permits the use of a drier concrete, which has a higher strength because of the reduced water content. Among the advantages of vibrating con-crete are the following:1.The decreased water permits a reduction in the cement and fine aggregate because less cement paste is needed.2.The lower water content decreases shrinkage and voids.3.The drier concrete decreases the cost of finishing the surface.4.Mechanical vibration may replace three to eight hand puddles.5.The lower water content increases the strength of the concrete.6.The drier mixture permits theremoval of some patters more quickly, which may reduce the cost of patters.Curing ConcreteIf concrete is to gain its maximum strength and other desirable properties, it should be cured with adequate moisture and at a favorable tem-perature. Failure to provide these conditions may result in an inferior concrete.The initial moisture in concrete is adequate to hydrate all the cement, provided it is not should replace the moisture that does evaporate. This may be accomplished by many methods, such as leaving the patters in place, keeping the surface wet, or covering the surface with a liquid curing compound, which comes being to a water-tight membrane that prevents the escape of the initial water. Curing compounds may be applied by brushes or pressure sprayers. A gallon will cover 200 to 300 sq ft.Concrete should be placed at a temperature not less than 40 or more than 80°F.A lower tem-perature will decrease the rate of setting, while ahigher temperature will decrease the ultimate strength.Placing Concrete in Cold WeatherWhen the concrete is placed during cold weather, it is usually necessary to preheat the water, the aggregate, or both in order that the ini-tial temperature will assure an initial set and gain in strength .Preheating the water is the most ef-fective method of providing the necessary tem-perature. For this purpose a water reservoir should be equipped with pipe coils through which steam can be passed, or steam may bedischarged directly into the water, several outlets being used to given better distribution of the heat.When the temperatures of the mixtures are known, some specific charts may be used to cal-culate the temperature of concrete. A straight line pass all three scales, passing through every two known temperatures, will assure the determina-tion of the third temperature. If the surface of sand isdry, the fact lines of the scales giving the temperature of concrete should be used. However, if the sand contains about 3 percent moisture, the dotted lines should be used.Specifications usually demand that freshly placed concrete shall be kept at a temperature of not less than 70°F for 3 days or 50°F for 5 days after it is placed. Some proper method must be provided to keep the demanded temperature when the cold weather is estimated.Reinforcing steels for concreteCompared with concrete, steel is a high strength material. The useful strength of ordinary reinforcing steels in tension as well as compres-sion, i.e., the yield strength, is about 15 times the compressive strength of common structural con-crete, and well over 100 times its tensile strength. On the other hand, steel is a high-cost material compared with concrete. It follow that the two materials are the best used in combination if theconcrete is made to resist the compressive stresses and the compressive force, longitudinal steel reinforcing bars are located close to the ten-sion face to resist the tension force., and usually additional steel bars are so disposed that they re-sist the inclined tension stresses that are caused by the shear force in the beams. However, rein-forcement is also used for resisting compressive forces primarily where it is desired to reduce the cross-sectional dimensions of compression members, as in the lower-floor columns of multi-story buildings. Even if no such necessity exits , a minimum amount of reinforce- ment is placed in all compression members to safeguard them against the effects of small accidental bending moments that might crack and even fail an unre-inforced member.For most effective reinforcing action, it is essential that steel and concrete deform together, i. e., that there be a sufficiently strong bond be-tween the two materials to ensure that no relative movements of the steel bars and the surrounding concrete occur. This bond is provided by the rela-tively large chemical adhesion which develops at the steel-concrete interface, by the natural roughness of the mill scale of hot-rolled rein-forcing bars , and by the closely spaced rib-shap-ed surface deformations with which reinforcing bars are furnished in order to provide a high de-gree of interlocking of the two materials.Steel is used in two different ways in con-crete structures: as reinforcing steel and as prestressing steel .reinforcing steel is placed in the forms prior to casting of the concrete. Stresses in the steel, as in the hardened concrete, are caused only by the loads on the structure, except for possible parasitic stresses from shrinkage or similar causes. In contrast, in priestesses concrete structures large tension forces are applied to the reinforcement prior to letting it act jointly with the concrete in resistingexternal.The most common type of reinforcing steel is in the form of round bars, sometimes called rebars, available in a large range of diameters,from 10 to 35 mm for ordinary applications and in two heavy bar sizes off 44 and 57 mm these bars are furnished with surface deformations for the purpose of increasing resistance to slip be-tween steel and concrete minimum requirements for these deformations have been developed in experimental research. Different bar producers use different patterns, all of which satisfy these requirements.Welding of rebars in making splices, or for convenience in fabricating reinforcing cages for placement in the forms, may result in metal-lurgical changes that reduce both strength and ductility, and special restrictions must be placed both strength and ductility, and special restric-tions must be placed both on the type of steel used and the welding procedures the provisions of ASTM A706 relatespecifically to welding.In reinforced concrete a long-time trend is evident toward the use of higher strength materi-als, both steel and concrete.Reinforcing bars with 40ksi yield stress , almost standard 20 years ago , have largely been replaced by bars with 60ksi yield stress , both because they are more economical and because their use tends to reduce congestion of steel in the forms .The ACI Code permits reinforcing steels up to Fy=80ksi. Such high strength steels usually yield gradually but have no yield plateau in this situation the ACI Code requires that at the speci-fied minimum yield strength the total strain shall not exceed 0.0035 this is necessary to make cur-rent design methods, which were developed for sharp-yielding steels with a yield plateau, appli-cable to such higher strength steels. there is no ASTM specification for deformed bars may be used , according to the ACI Code , providing they meet the requirements stated under special circumstances steel in this higher strength range has its place, e.g., in lower-story columns of high-rise buildings.In order to minimize corrosion of rein-forcement and consequent spelling of concrete under sever exposure conditions such as in bridge decks subjected to deicing chemicals , galvanized or epoxy-coated rebars may be specified.Repair of Concrete StructuresReinforced concrete is generally a very du-rable structural material and very little repair work is usually needed. However, its durability can be affected by a variety of causes, including those of design and construction faults, use of inferior materials and exposure to aggressive en-vironment. The need for a repair is primarily dic-tated by the severity of the deterioration as de-termined from the diagnosis. Good workmanship is essential if any thing more than just a cosmetic treatment to the creation is required.1. performance requirements of repair systemHaving established the causes of the defect by carefully diagnosing the distress, the next step should be to consider the requirements of the re-pair method that will offer an effective solution to the problem (see fig.).①DurabilityIt is important to select repair materials that provide adequate durability. Materials used for the repair job should be at least as durable as the substrate concrete to which it is applied.②Protection of steelThe mechanism of protection provided to the reinforcing depends on the type of repair ma-terials used. For example, cementations materials can protect the steel from further corrosion by their inhibitive effect of increasing the alkalinity of the concrete, whereas epoxy resin mortars can give protection against the ingress of oxygen,moisture and other harmful agents.③Bond with substrateThe bond with the substrate must produce an integral repair to prevent entry of moisture and atmospheric gases at the interface. With most re-pair materials, the bond is greatly enhanced with the use of a suitable bonding aid such as an un-filled epoxy resin systems and slurry of Portland cement, plus any latex additives for a Portland cement-based repair system. Precautions should also be takento remove all loose and friable ma-terials from the surfaces to be bonded.④Dimensional StabilityShrinkage of materials during curing should be kept to a minimum. Subsequent dimensional change should be very close in the substrate in order to prevent failure⑤Initial Resistance to Environmentally In-duced DamageSome initial exposure conditions may lead to premature damage lo repairs. For example, partially cured Portland cement repairs can dete-riorate from hot weather preventing full hydration of the cement. To prevent this from happening extra protection during curing time may be nec-essary.⑥Ease of ApplicationMaterials should be easily mixed and ap-plied so that they can be worked readily into small crevices and voids. Ideally, the material should not stick to tools, and should not shear while being trowel led nor slump after placement.⑦AppearanceThe degree to which the repair material should match the existing concrete will depend on the use of the structure and the client' s re-quirements. A surface coating may be required when appearance is important or when cover to reinforcement is small.2. Selection of Repair MethodsA suitable repair counteracts all the defi-ciencies which are relevant to the use of the structure.The selection of tile correct method and material for a particular, application requires careful consideration, whether to meet special requirements for placing strength, durability or other short-or long-term properties. These con-siderations include:1. Nature of the DistressIf alive crack is filled with a rigid material, then either the repair material will eventually fail or some new cracking will occur adjacent to the original crack. Repairs to live cracks must either use flexible materials to accommodate move-ments or else steps must be taken prior to the re-pair to eliminate the movement.2. Position of the CrackTechniques which rely on gravity to intro-duce the material into the crack are more suc-cessfully carried out on horizontal surfaces but are rarely effective on vertical ones.3. EnvironmentIf moisture, water or contaminants are found in the crack, then it is necessary to rectify the leaks Repair to slop leaks may be further com-plicated by the need to make the repairs while the structure is in service and the environment is damp.4. WorkmanshipThe skill the operatives available to carry put the repairs is another relevant factors. Some-times this can mean the difference between a permanent repair and premature failure of the re-pair material.5. CostThe cost of repair materials is usually small compared with the costs of providing access, preparation and actual labor.6. AppearanceThe repair surface may be unsightly, par-ticularly when it appears on a prominent part of the building. In this case, the repair system will include some form of treatment over the entire surface.Reference[1]Philip Jodidio, Contemporary European Architecture, Taschen, Koln, pp.148-153[2]Ann Breen & Dick Rigby, Waterfronts, McGraw-Hill, Inc. New York, 1994, pp.297-300[3]Ann Breen & Dick Rigby, The New Waterfront, Thames and Hudson, London, 1996, pp.118-120[4]Ann Breen & Dick Rigby, The New Waterfront, Thames and Hudson, London, 1996, pp.52-55[5]Robert Holden, International Landscape Design, Laurence King Publishing, London, 1996, pp.10-27[6] A new concept in refrigerant control for heat pumps ,J.R.Harnish,IIR Conference Pa-per,Cleveland,Ohio.May,1996[7]Carrier Corporation-Catalog 523 848,1997[8]Waste Heat Management Handbook, Na-tional Bureau of Standardc Handbook 121, Pub-lica-tion PB 264959, February,1997Ten design principles for air to air heat pumps,Allen Trask,ASHRAE Journal,July,1997重庆科技学院学生毕业设计（论文）外文译文学院建建筑工程学院专业班级工管103学生姓名李学号201044241附件1：外文资料翻译译文混凝土施工事项T.Pauly, M.J.N.Priestley摘要：根据一般承认的惯例看,巴基斯坦的混凝土结构建筑物在结构上的质量，效用和安全需要上都留下了很多值得关注的问题。
工程项目管理英文版译文
In the modern era of globalization and rapid technological advancements, effective engineering project management has become crucial for the success of any construction, infrastructure, or development endeavor. This article delves into the intricacies of engineering project management, exploring its key components, challenges, and best practices.Introduction to Engineering Project ManagementEngineering project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It involves the coordination of various resources, including human resources, materials, equipment, and finances, to achieve project objectives within the defined constraints of time, cost, and quality.Key Components of Engineering Project Management1. Project Initiation: This phase involves defining the project scope, objectives, and stakeholders. It is crucial to identify the project's purpose, desired outcomes, and the resources required to achieve them.2. Project Planning: In this phase, the project manager develops a comprehensive plan that outlines the project's scope, schedule, budget, resources, and risks. This plan serves as a roadmap for the project execution.3. Project Execution: This phase involves executing the project plan, coordinating resources, and managing the project activities. Effective communication, teamwork, and problem-solving skills are essential during this phase.4. Project Monitoring and Control: In this phase, the project manager tracks the project's progress, compares it to the plan, and takes corrective actions as needed. This includes managing risks, changes, and issues that may arise during the project lifecycle.5. Project Closure: This phase involves completing all project activities, delivering the final product or service, and ensuring thatall project documentation is up-to-date. It also includes evaluating the project's success and documenting lessons learned.Challenges in Engineering Project Management1. Complexity: Engineering projects are often complex, involvingmultiple disciplines, stakeholders, and interdependencies. Managing this complexity requires advanced skills and expertise.2. Risk Management: Identifying, assessing, and mitigating risks is a critical aspect of engineering project management. Failure to manage risks effectively can lead to project delays, cost overruns, and quality issues.3. Resource Allocation: Efficiently allocating resources, including human resources, materials, and equipment, is crucial for project success. Challenges in resource allocation can lead to inefficiencies and delays.4. Communication: Effective communication is essential for successful project management. Miscommunication can lead to misunderstandings, delays, and conflicts among stakeholders.5. Regulatory Compliance: Engineering projects are subject to various regulations and standards. Ensuring compliance with these regulations is crucial for project success and the safety of stakeholders.Best Practices in Engineering Project Management1. Stakeholder Engagement: Engaging with stakeholders throughout the project lifecycle is essential for understanding their expectations and ensuring their satisfaction.2. Risk Management: Develop a comprehensive risk management plan and regularly review and update it to address new risks and changes in the project environment.3. Effective Communication: Establish clear communication channels and maintain open and transparent communication with all stakeholders.4. Use of Project Management Tools: Utilize project management software and tools to streamline project activities, track progress, and manage resources effectively.5. Continuous Improvement: Continuously evaluate and improve project management processes and practices to enhance project success and efficiency.ConclusionEngineering project management is a dynamic and challenging field that requires a comprehensive understanding of various aspects of project management. By following best practices, addressing challenges effectively, and utilizing the right tools and techniques, project managers can ensure the successful completion of engineering projects, contributing to the growth and development of societies worldwide.。
工程管理毕业外文翻译
外文文献：Building engineering biddingYang Cao a,*, Shuhua Wang b, Heng Li aaDepartment of Building and Real Estate, Hong Kong Polytechnic University,Hong Kong, ChinabState Key Laboratory of Novel Software Technology, Nanjing University, Nanjing210093, ChinaAbstractNowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively. bidding documents should be well formulated ,which is the improtment to a successful bidding and direct influence the success or failure of the bidding the success or failure of the bidding for the survival and development of enterprise has a direct impact, so we have a high quality, improve the bid documents of the unit, prevent invalid and successful pass mark appear, become a research topic.[key] : bidding drawbacks of unfair competition countermeasuresBidding is a form of project transactions, project bidding process is to determine the successful bidder and the cost of the process and the price of the project, project bidding work of a very important link, do a good job bidding to determine the price, we can effectively control construction costs, and create a fair and equitable market environment, create orderly competition mechanism. Bidding in construction activities, construction enterprises in order to tender invincible works to be successful, And from the contracted projects profitable, it needs to integrate various subjective and objective conditions, the tender research strategy determine tender. Tender bidding strategy, including pricing strategies and skills. All of the strategies and skills from the numerous contractors bidding on the accumulated experience and objective understanding of the law and of the actual situation understanding, but also with the contractor's decision-making ability and courage are closely related.Bidd ing documents is the general programme and play book of the bidding activity through the process of bidding. The bidding documents will specify that How to conduct each bidding work, how to dispatch bidding documents, the requirements for tenderer,how to rate and decide bidding and the procedures of bidding. Therefore, the personnel who is responsible for prepare bidding documents should first have a general view of the bidding work, include all the requirements and arrangements into the bidding documents. If meet problems that have not been considered previously, then resolve them one by one during the preparation. The course of bidding documents preparation is also the course of making bidding scheme .In another respect, bidding documents is also the legal instuments. Besides relevant law and rules, the bidding documents are the common game rules that bidder,bidding agent and tenderer should subject to through the bidding. Bidding documents are the legal instuments that all the three bidding related parties should subject to, have legal force, therefore, the bidding documents -making personnel required to have the awareness and quality of leagal in order to reflect the fair, just and legal requirement in the bidding documents.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.Nowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementingexist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.The practice of project bidding purpose is to market competition of openness, fairness and justice. However, due to the construction market development is not standard, management system and the experience of inadequate, architectural engineering bidding in concrete operation exist in ACTS of unfair competition, and some drawbacks. This obviously violate the bidding, the bidding process, and will lose its significance for other bidder fails to bid is unjust, disturbed the bidding (project contracting market economic order, for activities), this kind of behavior must be prohibited, only in this way can we make construction engineering competitive trading activity lawfully healthy. This subject will I learned and social practice, present situation and construction project bidding system is expounded, and the disadvantages of bidding for construction project with ACTS of unfair competition phenomenon and analysis of causes, and finally make corresponding preventive countermeasures.Construction cost management system, both theoretical discussion, but also need to practice innovation. Under the conditions of market economy, project cost management, competitive and orderly market for construction management services platform structures. In such a premise, the original scale and method of valuation is inappropriate, and this needs to be reformed and improved. The spirit of "the government's macro regulation and control, enterprise autonomy offer, the market willprice" principle, to implement the implementation specification bill of quantity. Inventory Valuation bidding activities are based on market economy mechanism, based on legal, scientific, fair, open and reasonable way to determine the winning bidder of an economic activity. Bidding is bidding activities constitute two basic aspects. The bidding activity is merely that by bidding to choose the one with the workConstruction process capability, moderate cost, quality is excellent, short duration of construction enterprises, and this is the ultimate goal tender. I have participated in internships over the course of the project bidding, and completed over part of the calculation of quantities, combined with graduate experience in the design process, a brief analysis of the mode Quantities Call for TenderThe meaning of risk and risk characteristics of the general construction, the lowest price sealed bidding construction method produces several risks and incentives, according to their characteristics discussed the feasibility of risk control and prevention. Comparison of engineering and engineering security risk management, insurance, similarities and differences between the two projects and benefits; construction project bidding and tendering process characteristics of human behavior is analyzed to reveal the bidder's risk appetite and behavioral characteristics with changes in the external environment change, when the default punishment is light, the bidder preference appetite for risk and default penalties, with the increase exceeds a certain value, the risk of bidders to show preference for behavior change to avoid the risk of penalties, the greater the bidder biased in favor of a more risk-averse behavior, the results of thecontrol and prevention of risk behavior of bidders has an important and practical significanceConstruction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.With the construction of in-depth development of the market, the traditional fixed pricing model no longer suited to market-oriented economic development needs. In order to adapt to the current project bidding by the market needs of a project cost, we must work on the existing valuation methods and pricing model for reform, the implementation of projects bill pricing. Engineering is a list of pricing model and adapt to the market economy, allowing independent contractor pricing through market competition determine prices, with the international practice of pricing model. With the bill pricing model projects to promote, in accordance with international bidding practices is imperative. Therefore, "the lowest reasonable price of the successful bidder" My future is the most important evaluation methods. At this stage due to the implementation ofprojects bill pricing model and the problems mainly against China at this stage " in the minimum reasonable price of the principles of the successful bidder, most contractors have not yet set up their own enterprises of scale, companies unable to determine the reasonable Cost. This article is a scientific and fast set "reasonable cost" to study the key. First, from the project cost of the basic concept, of the engineering bill pricing model under the cost structure, to accurately predict costs of the project provided the basis, considering the average cost of the social cost to individual enterprises and the tender stage of the cost estimates. Followed through on fuzzy math and technology for smooth in-depth analysis, through "close-degree," the concept of reasonable fuzzy math and exponential smoothing technologies, construction of the project cost vague prediction model, and in accordance with the relevant information and statistics Information and experience to establish a "framework structure," the comparison works Construction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.A healthy bidding system should be in accordance with the "open, fair and justice" and the principle of good faith, and establish a unified, open, competitive and orderly construction market. In view of the current problems existing in the bidding process, adopt regulations, and formulate and perfect the institution, strengthening process supervision measures, they can better regulate construction market order, prevent corruption from its source, purify construction market, promote the construction market order progressively toward standardization, institutionalized, and constantly improve the quality and level of the bidding work.References[1] . Casey, . Ferguson, Intelligent forms processing, IBMSystem Journal 29 (3) (1990) 435– 450.[2] T. Watanabe, Q. Luo, N. Sugie, Layout recognition of multikindsof table-form documents, IEEE Transactions on Pattern Analysis and Machine Intelligence 17 (4) (1995) 422–445.[3] . Chen, . Lee, An efficient algorithm for form structureExtr ction using strip projection, Pattern Recognition 31 (9)Fig. 9. Table with no obvious separating symbol between records. (1998) 1353– . Cao et al. / Automation in Construction 11 (2002) 573–584 583[4] . Tseng, . Chen, Recognition and data extraction of form documents based on three types of line segments, Pattern Recognition 31 (10) (1998) 1525– 1540.[5] . Fan, . Lu, . Chen, A feature point clustering approach to the recognition of form documents, Pattern Recognition 31 (9) (1998) 1205–1220.[6] S. Chandran, R. Kasturi, Structure recognition of tabulated data,Proceedings of 2nd International Conference on Document Analysis and Recognition, Tsukuba Science City, Jap20– 22, 1993, pp. 516– 519.[7] K. Itonori, Table structure recognition based on textblock arrangement and ruled line position, Proceedings of 2nd International Conference on Document Analysis and Recognition, Tsukuba Science City, Japan, Oct. 20– 22, 1993, pp. 765– 768.[8] . Shamilian, . Baird, . Wood, A retargetable table reader, Proceedings of 4th International Conference on Document Analysis and Recognition, Ulm, Germany, Aug.18– 20,1997, pp. 158–163.[9] . Chiang, . Tue, . Leu, A new algorithm for line image vectorization, Pattern Recognition 31 (10) (1998) 1541–1549.建筑项目招投标杨曹*,王建民,b, 李亨a建筑部门和房地产、香港理工大学、香港、中国b国家重点实验室的小说软件技术、南京大学、南京210093,中国摘要目前在工程建设项目行业中，以工程招投标为特征的建筑市场已经形成，施工企业为创造良好经济效益，必需严格控制本钱，增强本钱控制管理，才能提高市场适应能力和竞争力。
工程管理英文翻译英语翻译
On improving the quality of project cost managementAbstractProject cost is an important part of project construction management, it can take effective measures in the whole process of engineering construction, the construction of full cost control within the approved limit, and correct the deviation at any time, to ensure that completed the investment estimate, design budget and final accounts, etc, to achieve the goal of management to achieve the rational use of manpower, material resources, financial resources, the purpose of the largest investment benefit. Is the core content of the project cost estimates of investment estimation, design, modification and construction drawing budget, engineering settlement, completion final accounts, and so on. The task of the project cost is according to the drawings, norm and listing standards, calculate the project included in the direct fee (all the branch of engineering, subdivisional work of labor, materials, mechanical stage class expense, etc.), indirect fees, fees and taxes, and so on.Engaged in engineering cost personnel mainly involves the ability should include: the project has a strong ability of calculation of quantities, to prepare the accounting settlement of construction cost control, the bill of quantities, prices, bid price quotations, engineering settlement, skilled application software cost, have certain ability of data management and so on.Keywords: construction cost; The status of the construction project cost management; The project cost; Benefits.Project cost is a pay all the expenses of construction projects completed and put into operation combined. Engineering cost in addition to the related to project content, it also with the construction of regional economic development level, the management of builders, and technical level, national and local government policies, laws and other external conditions is intimately involved. The uniqueness of the project determines the project cost also has uniqueness. Preparation of project cost correctly for the government and the owner's decision has an irreplaceable role. In our country has been under the situation of "WTO", study how to improve the level of project cost establishment, scientifically reflect the engineering actual expense, is already in front of our construction cost professionals has become a major topic. Combined with practical work and thinking about the problem now, talk about the following experience and advice.1. the current situation of engineering cost management in our countryOur country the current engineering cost management system is formed in the 50 s, eighty s perfect. Due to historical reasons, the former Soviet union's basically overall introduction of the basic construction of budget system. The system is the product of highly centralized planned economic system. Directly involved in the form of country and management of economic activities. Regulation in different design stage must prepare the estimate or budget and shall be responsible for the government; Relevant departments to formulate the budget compilation principle, content, methods and measures for examination and approval, the cost budget quota, quota and equipment material budget price establishment, examination and approval, management authority, etc. Along with the historical process, after recovery, reform and development, formed a relatively complete system of budget quota management. But with the development of the socialist market economy, many of the problems in the system has been exposed.In recent years, the developed countries in the world is predicted in advance, matter to the requirement of engineering investment control. And the practice of our country traditional decision objectively cause light, heavy, light the economy and technology, after construction, first get the consequences. Due to the engineering technical personnel's technical and economic ideas and weak consciousness of costcontrol, cost management personnel's quality is difficult to improve. The project cost control goal difficult to achieve for a long time.According to the above situation, our country academic circles in the eighty s first puts forward the concept of whole process cost management and control, relevant departments are the feasibility study of construction projects and the budget to the relevant requirements of both ends to extension, the our country cost management ideas and methods mentioned a new height. We should now the task is the modern cost management and target market economic system which accords with the situation of China, draw lessons from the advanced experience of developed countries, to establish a set of perfect market economy law system of engineering cost management, efforts to improve the level of project cost of.2. change the backward idea, establish consciousness of the whole process of investment controlProject cost control and management, it is in the project decision-making stage, design stage and construction stage of project implementation, the study of project cost, the construction project cost control in the range of scientific and reasonable, according to the project progress at any time the deviation correction, to ensure the implementation of project management investment objectives, strive for in every stage of the construction of the project reasonable use of manpower and material resources, financial resources, in order to obtain better investment benefit and social benefit. According to the scientific connotation of engineering construction, and cost control problems in each stage. Interconnected each stage of cost control, this requires that we should establish a scientific and perfect engineering cost management system, make the project valuation, review, determine, settlement and final accounts of standardization institutionalization, establish a set of powerful supervision and inspection mechanism and rewards and punishments measures. At the same time, how to reasonably determine the cost and make full and reasonable match of the various resources, in order to obtain better investment benefit and social benefit, is also need to study the problem.Because the project construction period is longer, usually influenced by a variety of external factors and constraints, the beginning of the project is difficult to determine the correct cost. With the development of the project and the thorough,understanding of the project is more comprehensive, thus cost estimate is more reasonable. Such as estimation, budget, budget and final accounts of compilation is done in different stages of the construction, its precision is becoming more and more deep. Therefore, reasonable and effective control of engineering cost, should consider the following issues:(1) because of the large scale of construction projects, construction cycle is long, complex technology, financial and material resources is used up big, considering the factors such as economic benefits after put into use, once decision-making error, will cause huge economic loss beyond retrieve, in order to reasonable cost, must be in the whole construction process, according to the characteristics of different stages of multiple valuation, namely according to construction procedure reasonable accuracy of the various stages of construction cost, to fully embody the rationality of the cost. Historical experience tells us that the sequencing of construction project is the basic premise for reasonable cost.(2) over the years, our country the construction of the project is generally ignored the importance of prophase project construction stage, the cost control mainly focus on the project of the construction of the late stage and even in the final stage, so often appear the phenomenon of investment overrun. Some programs even in after the completion of investment has more than plan, bad engineering so as to build a lot of benefits. , so we must renew the idea, summed up a complete set of engineering cost control and management methods.(3) the project cost control should run through the whole process of construction projects, but in the early period of the control key should be transferred to the project construction, is transferred to the project decision-making and design stage, but once the investment decision, the control should focus on the design stage.(4) all construction project implementation stage is subject to supervision and engineering cost control system, all can obtain satisfactory economic benefits and social benefits, but at present our country construction project prophase stage has not yet adopted this system. Because on the premise of meet the specifications, designs the cost will be because of the influence of the experience, level, or other factors, the difference is bigger, conservative design thought, and makes the project cost is high, so, the whole process of construction project management and cost control system is very necessary.3, to effectively control the project costEffectively control the project cost, it is necessary to do the following: first, at the early stage of the project construction phase must be carried out on the supervision system of supervision (including cost). It should be said that this is a relatively objective and fair way. Through the supervision of the design process, make a design more reasonable, the construction cost control within the scope of the limit, but also can make design units to improve management, optimize structure, improve the design level, truly with minimal funds for maximum output. On the other hand is actively promoting "limit design method, which is proved an effective way, it is not just an economic problem, more accurately, a technical and economic problems. Will not assimilation of the whole project by facilities sites or function is divided into several units, design personnel according to the limited quota for selection and design. The limitation of "design" can effectively control the project cost of the project. For the aim of "design" the limit to, should be involved in the designer must be experienced designers understand the technical and economic. The results of their design must be practical, advanced and reasonable cost. To control the engineering cost on the other hand is a must for scheme comparison, because design achievements is a process of gradually improve, not can determine down at the beginning, so much more is to measure the practicality, advancement and economy.Effectively control the project cost, should be measures in many aspects: from the organizational measures is clear project organization structure, clear cost controller and its mission to make the cost of each part is responsible for personnel; Take measures from the technology's strict inspection supervise each stage of design, design review, in terms of technical and economic research may save investment; Take measures is to dynamically from the economic comparative cost plan value and the actual value, audit strictly the expense, adjust the design according to the design progress.Engineering design field in China for a long time do not do the optimization combination of technology and economy. Technical personnel lack of economic idea, conservative design, make the design results of economy get fully embody. And budget personnel because of not familiar with engineering technology, also less understanding of the project progress in various relations, difficult to effectively control the project cost. Therefore, we should solve the problem now is to enhance economic efficiency as the goal, in the heart of the project construction process organically organization, technology and economy. Through economic analysis, the comparison of the technology, and the effect evaluation, correctly handle the unity ofopposites between the economic and reasonable and advanced technology, strive to advanced technology under the condition of economic and reasonable, in the economic and reasonable on the basis of advanced technology.In the process of project cost control is very important. Cost engineer should comprehensively to master and apply the bidding documents, the contract agreement and the relevant design, construction documents. Was based on reasonable of the bill of quantities, grasp measurement pay this key link, carefully examine and verify the payment application, so that each of the funds to jindu can get reasonable control and payment. Cost engineer except for what had happened in the process of project implementation of cost control, also need to know the national related aspects of the project cost in the laws and regulations, collect all kinds of price information, understand price is dynamic, after analyzing all kinds of cost data, etc. Obviously, there is no solid knowledge of economic and technical strength is difficult to finish the work. It puts forward higher requirements on cost engineer.The core content of the project cost control is based on the market as the center of cost dynamic control and management. The complexity of construction project determines its valuation for many times, and the construction process in different stages of the corresponding cost is dynamically reflect the total cost of the project. Especially in the project implementation stage, due to the changes of external conditions, the design phase is not considered factors are often exposed, lead to design changes, the cost changes. This will require a cost engineer for timely research and analysis of problems in the operation of the construction project, and take timely corrective measures, to achieve the target. This stage is the most concentrated cost dynamic control process. Cost engineer is the large amount of work should be done at this time.4, develop a team having both ability and political integrity of the project costProject cost management is a comprehensive discipline. It to the relevant national guidelines and policies as the norms of engineering construction, and other technical and economic disciplines, it is a policy, technical, economy and practicality are very strong work. Cost engineer in addition to our professional knowledge, therefore, have a deep understanding and the understanding, also deal with design content, design process, construction technology, project management, economic lawsand regulations, computer application, construction of the external environment and so on, have a comprehensive understanding. Shall also have rich practical experience, with its technical and economic knowledge. Cost engineer is a multi-level talent of knowledge. In market economic system gradually perfected, investment increasingly diverse today, urgent need a large number of provide scientific decision basis for project investment cost engineer. To meet the above requirements, should begin from the following aspects:(1) to establish a truly independent of engineering cost consulting agencies, intermediary role between the owner and the contractor. In the management of government investment project, consultancy activities that the government need not go directly to the project management, and to rely on indirect means to achieve the purpose of regulating the management. In the process, cost engineers and other professional engineers have the same status and restrict and influence each other and play a positive role in engineering construction; This not only can let the government officials from multifarious economic activity, can give full play to the project cost professional work initiatives and creativity. They both for the owners to provide quality, convenient, comprehensive cost management services, and provide professional engineering cost consultation service for government departments.(2) to set up for the general association of engineering cost personnel of the service organization or academic organizations. These institutions: is the main task of the use of education and the scientific method, cost engineering science. To cultivate new engineering cost to provide convenient conditions; Research project cost management problems, promote the development of engineering cost engineering science and technology; Provide academic BBS and communication tool, to project cost practice () personnel to provide the field of communication, publishing of cost engineering theory and technology journal, published for relevant personnel research experiences and exchange work experience; This industry and promote the social concern; Advance the project cost professional terminology standardization process, applicable standard methods: encourage add people cost engineering course in engineering college and university education is to train the professional senior talents, promote our main goal; To promote the cooperation with other related organizations, promote the development of the public interest.(3) strengthen the accumulation of engineering cost data analysis. Engineering cost is a practical major. If there is no experience but only control method, the work is carried out. Therefore, to improve the level of project cost for both organizations andindividuals, must attach great importance to data accumulation and analysis. Simple data accumulation is just a pile of data. Can only be called after finishing analysis data. In developed countries, all kinds of cost of basic data, including the consumption of labor, materials, machines and prices, and even the land price, raise interest rates, the benefit is generally not make uniform or norm, completely determined by markets or actual needs, by cost management professionals and professional organizations to manage. However, the country has to go through a series of all aspects of the law to regulate market behavior, protect the legitimate interests of all parties, achieve the goal of macroeconomic regulation and control. The engineering cost consultation company has its own years of accumulation, the full cost data. They put the cost data collection, and the analysis in the archives. If necessary, to bring up from the computer at any time, and then adjusted according to the concrete situation, can be used for new project. Many engineering cost consulting company or institute and academic groups also insisted on for many years to the cost of public offering all the latest information and price information, achieve cost social sharing of information resources. The main content in addition to the purpose of people, material, machine, consumption and price, rate, the profits thereof, and all kinds of engineering of annual price index and price index between the cities. These after decades of experience in developed countries proved to be effective methods, we should draw lessons from and fully developed the data collecting and anally sing system suitable for China's national conditions.(4) improve the project cost professional senior education and on-the-job personnel's continuing education activities. Due to the engineering cost management in construction projects and closely related to the economic interests of the parties, and to the economic activities of the whole society plays a very important guiding role, we should according to the market to the quality requirement of the cost management talent, prompting courses in project cost professional education institutions, formal training project cost professional senior talents. The professional curriculum setting, should also be completely according to the requirement of the market needs and talent quality to decide. Both due and structures, machinery and other engineering, should also be open economy, finance, cost, probability and mathematical statistics and other basic courses. At the same time should also open systems engineering, value engineering, technology, economy, econometrics, computer, management science, such as expanding knowledge and enlightenment thinking emerging course. As industry management, engineering cost society should periodically on-the-jobpersonnel to continue education. In academic exchanges, short-term training, and other areas of the form of the cost of the latest theory, technology promotion and reference case. Two aspects of education institutions and industry management institutions constitute a complete education system. To engineering to create conditions for the growth of senior talents.(5) construction cost professionals to learn and improve. Overall, at present we are engineering cost industry personnel quality and distance from the social demands. Therefore, we should take learning and keep up with the pace of The Times. In addition to our professional knowledge is updated to improve, work should also be combined with extensive understanding and preliminary master relevant knowledge of engineering. Only has a comprehensive grasp of project content, in order to increase the project cost control work. Just think, if we don't know for the preparation of the cost of engineering, the professional knowledge is very fuzzy, how can invest control? Construction cost professionals should be the first professional experts, at the same time, it should be an expert in the field of engineering. Only a high level of talent to develop the high levels of the project cost. The role of the professional status and professional is proportional to the. We should improve the level of individual manpower from, and gradually raise the level of the industry's work, for our country modernization play our role.In short, the project cost control is a whole process control, it should be said that each link cannot be ignored, and every link is very important also. With China's accession to the WTO, China's investment must be diversified, investors to reduce the cost, control costs, improve the investment benefit is becoming more and more attention. So, change the original project cost estimation, budget, budget, and the contract price settlement price, the final accounts of the traditional mode, improve the control level, investment projects for the development of comprehensive control system, can promote the development of the socialist market economy in our country, and adapt to the global economic integration process improve the level of project cost establishment is a systems engineering. It not only needs a high quality team of experts, must have the form a complete set of government policy and social environment. In this paper, combined with the author's working practice, made some Suggestions on relevant issues. In view of the author's theoretical level and practical experience is insufficient, Hard to avoid some negligence . Here is only for reference.。
工程管理外文文献翻译---项目组合管理——远非现今管理所制定的方案
外文文献：Project portfolio management –There’s more to it thanwhat management enactsAbstractAlthough companies manage project portfolios concordantly with project portfolio theory, they may experience problems in the form of delayed projects, resource struggles, stress, and a lack of overview. Based on a research project compromised of 128 in-depth interviews in 30 companies, we propose that a key reason why companies do not do well in relation to project portfolio management (PPM) is that PPM often only covers a subset of on-going projects, while projects that are not subject to PPM tie up resources that initially were dedicated to PPM projects. We address and discuss the dilemma of wanting to include all projects in PPM, and aiming at keeping the resource and cognitive burden of doing PPM at a reasonable level.Keywords：Managing programmes，Managing projects，Organisation resources，Strategy1.IntroductionAt any given point in time, most companies engage in many projects. Some of these projects may relate to product development and marketing, others relate to changes in work processes and production flows, while yet others relate to competency development, strategic turns, the implementation of new IT systems, environmental issues etc.A key managerial task is to dedicate resources across all of these projects (as well as do daily work) and consequently,management across projects (project portfolio management (PPM)) is critical to company performance.This paper is based on a large-scale qualitative study,which shows that many project-oriented companies do not perform well when it comes to PPM. This relates to the inability to accomplish projects that are initiated. In particular, we identify the following problems:(1) Projects are not completed according to plan (or they even peter out during their project life cycle);(2) Management and employees feel they lack a broad overview of on-going projects (especially when the number of on-going projects increases as more and more projects are not completedaccording to plan);(3)People experience stress as resources are continuously reallocated across projects in order to make ends meet.These observations are especially interesting because the companies were included in the research project because they were supposed to be especially,experienced in PPM, and because they actually engage in PPM according to the extant body of literature on PPM. For example, part of the companies‘ PPM included an effort to pick the best projects on the basis of explicit or implicit criteria, and an effort to allocate sufficient resources to these projects.However, despite efforts,to practice ‗good‘ PPM, these companies experience severe problems in relation to PPM – especially in letting enough resources go into the ‗right‘ pr ojects. The purpose of this paper is to confront PPM as advocated by normative theories with actual PPM practices. Hence, the purpose is to confront PPM theories with PPM as perceived by managers and other employees for whom PPM is part of, or affects, their work conditions.However, in this paper, we are more interested in PPM as enacted by companies than in universally true perceptions. Hence, we adhere to Weick‘s [1–3] notion of enactment as the preconceptions that are used to set aside a portion of the field of experience for further attention. In regard to PPM, enacted projects are thus the ones management sets aside for further attention (i.e. PPM). As such, we focus especially on ways actors define or enact projects [4] and make sense of how to manage the sum of the projects. Drawing on this perspective, we account for findings that suggest why companies that do engage in PPM still experience problems.2. Project portfolio theoryThis paper draws on Archer and Ghasemzadeh‘s [5, p.208] definition of p roject portfolios as ‗‗a group of projects that are carried out under the sponsorship and/or management of a particular organization‘‘. Henceforth, we define PPM as the managerial activities that relate to(1) the initial screening, selection and prioritisation of project proposals,(2) the concurrent reprioritisation of projects in the portfolio,(3) the allocation and reallocation of resources to projects according to priority.For quite some time researchers have suggested that low completion rates for new product development (NPD) projects and new product failure relate to resource deficiencies in key areas [6,7]. Furthermore, while a host of researchers [8–10] have focused on the dimension of PPM that concernsprocesses relating to selection of projects to be included in the portfolio, research e.g. [11] also increasingly focuses on the day-today management of the project portfolio.3. MethodologyOver a period of two years, we did empirical research on how companies manage their entire range of projects, e.g. renewal projects, strategic projects, IT projects, departmentally specific projects, and production based projects. In relation to the selection of companies to be included in the empirical study, a key criterion was that the study should cover a wide variety of industries. As a result, the empirical study covers 30 companies from industries as diverse as, e.g. mobile telephone communications, finances, energy, pharmaceuticals, toys, software, and foods.However, due to the fact that we were looking for companies, where the amount of on-going projects suggested they were engaged in PPM, the study is biased towards larger companies as well as companies that define at least a substantial part of their activities as projects. The degree to which the companies participated in the study varies. Hence, half of the companies are labelled ‗inner circle‘ companies due to the fact that we drew extensively on these 15 companies. For example, in these companies more interviews were conducted at various points in time and at various organizational levels. Hence, a longitudinal perspective characterizes the involvement of these companies.The remaining half of the companies are labelled ‗outer circle‘ companies because their participation in the study has included fewer top-management interviews, the purpose of which was to gain insight into ways in which (top) management defines the content of their project portfolios and manages them.4. Managerial implicationsA key finding is that the gap between required and available resources is very much attributable to the existence of a host of smaller projects that never become part of enacted project portfolios. Thus, at an aggregated level, the empirical study suggests smaller, un-enacted projects qualify as resources crunchers in so far they are not considered to be a part of enacted project portfolios. In order to overcome this crunch in resources, two solutions seem obvious:(1) Enacting more, i.e. having PPM embrace all projects.(2) Allocating more resources to a pool of loosely-controlled resources for the un-enacted projects to draw on.5. Research implicationsThe empirical study elaborates on the ‗‗significant shortage of resources devoted to NPD‘‘ that Cooper and Edgett argue is the fundamental problem ‗‗that p lagues most firms‘ product development efforts‘‘.Our work especially suggests that the shortage of resources devoted to enacted projects is not a problem that primarily arises in relation to top management‘s PPM. On the contrary, in-good-faith top management dedicates resources to enacted projects on the basis of sound PPM. However, what top managers do not do is take into account the host of smaller projects that individuals initiate and – more importantly – top managers ignore (or at least heavily under-estimate) the amount of resources that these smaller projects tie up. Hence, we argue that especially the crunch in resources may be attributable to the un-enacted competition for resources that smaller projects subject enacted projects to.Consequently, the key contribution of our empirical work to research is that it emphasises that if we wish to study PPM (and especially if we wish to relate PPM to project performance), we might be better off taking into account the entire range of projects that actual (not enacted) portfolios are comprised of. Thus, if we as researchers only enact the projects that are neatly listed by top management, then our research will neglect the host of projects that are not subject to PPM, projects that nonetheless take up valuable, and scarce, resources.The fact that the empirical study includes interviews with managers, i.e. those who do PPM, and interviews with personnel at lower organisational levels, i.e. those whose work is subject to PPM, is the reason why we were able to identify un-enacted projects. Thus, researchers interested in PPM should be careful not to rely too heavily on a management perspective.6. Conclusion and limitationsThe main conclusion is that as long as some projects are un-enacted, companies may experience a drain on resources that reduces the time and resources actually devoted to projects subject to PPM. Hence, each individual company should decide whether or not all projects should be part of PPM and if the end result of such a decision is not to make comprehensive project lists (i.e. lists that include all minor projects), then management should decide how many resources should be set aside for the plethora of small projects that do not appear on the project list.One way in which the crunch in resources can be reduced is by ensuring that smaller projects do not take up a critical portion of the resources that are – officially – set aside for the completion ofprojects subject to PPM. However, due to the exploratory nature of the study accounted for in this paper, our findings relate far more to what companies actually do (positive theory in Hunt‘s terms), rather than to what they ought to do (normative theory in Hunt‘s terms). Although generating positive theory is indeed a crucial first step – especially in relation to the future of PPM theory –positive theory cannot, and should not, stand alone. Hence, the key challenges for PPM theory in the future are to produce normative theory that offers sound suggestions as to how companies can improve their PPM.Another limitation of our study is that the empirical part was carried out in a Danish context as the 30 companies involved are located in Denmark, which may not be sufficiently representative for companies worldwide because Denmark has, to a larger extent, a bottom-up culture. Therefore, the portion of smaller un-enacted projects may be bigger here than in companies in other countries. We hope that our study will inspire other researchers to carry our similar studies in other countries.References[1] Aboloafia MY, Killduff D. Enacting market crisis: the social construction of a speculative bubble.Admin Sci Quart 1988;33(1): 177–93.[2] Archer NP, Ghasemzadeh F. An integrated framework for project portfolio selection.Int J Project Manage 1999;17(4):207–16.[3] Cooper RG. Benchmarking new product performance: results of the best practices study.Eur Manage J 1998;16(1):1–7.[4] Cooper RG, Edgett SJ. Overcoming the crunch in resources for new product development.Res Technol Manage 2003;46:48–58.[5] Cooper RG, Edgett SJ, Kleinschmidt EJ. Best practices for managingR&D portfolios. Res Technol Manage 1998;41:20–33.[6] Cooper RG, Edgett SJ, Kleinschmidt EJ. New product portfolio management: practices and performance.J Prod Innovat Manage[7] Cooper RG, Edgett SJ, Kleinschmidt EJ. New problems, new solutions: making portfolio management more effective. Res Technol Manage 2000;43:18–33. 1999;16(3):333–51.[8] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management for new products.Cambridge MA: Perseus Publishing; 2001.[9] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management in new product development: lessons from the leaders – I. Res Technol Manage 1997;40:16–28.[10] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management in new product development: lessons from the leaders – II. Res Technol Manage 1997;40:43–52.[11] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management for new product development: results of an industry practices study. R&D Manage 2001;31(4):361–80.中文译文：项目组合管理——远非现今管理所制定的方案摘要尽管公司一向致力于处理项目股份单与项目股份单理论，他们也许会经历在工程延迟，资源短缺，压力，缺乏整体概要的形式上遇到问题。
工程管理中英文外文翻译
Construction Project Management——Value Engineering By:Fredrick E.Gould.Nancy.E.JoyceABSTRACTValue engineering is a kind of in the world proved very fruitful way of project management. In our country, with the improvement of socialist market economy, value engineering, whether in theoretical research or practical application aspects, obtained greater progress, and is gradually applied to engineering project management. Due to the construction of the project design stage investment is less, the owners often ignored this phase of the application of value engineering, but the practice proof, design phase is the possibility of managing investment the biggest stage. Therefore, this paper based on the design stage of a construction project, study the application of value engineering.Key Words:construction project; value engineering; design stageV alue engineering and cost reduction are often confused, so that the value engineering in the designer had a bad reputation, however, it is important that value engineering is a process, is to consider the cost of other factors, such as: life cycle cost, quality, durability and maintainability. On the other hand, reduce cost, think only reduced. At the same time they are in rely on a given standard role, we consider in the larger context of the standard, while the other reaction activity is only for budget problem. The project team should be very clear in their processes are involved in. Despite the tight budget reduces life cost, the owners need to know exactly what he or she buys. Value engineering in the process, should the owner to another system reference to buy items or equivalent value system to reduce the cost. In reducing cost in order to save money, he or she is of little value or range less.Value engineering is all designed products in the active part. Value engineering isnot done enough time, reduce cost becomes necessary. Value engineering provides a" better reduction mode", and reduce the cost can be reduced by engineering quality or quantity, save money.Value engineering is not limited to the construction industry, but in the business world to help analysis is to minimize the cost of the optimal value of object technology and products. The best value is not an intrinsic property of. For each project, it takes on a different meaning, often in other similar product comparison. In the construction which is comparable to many products, it is a complicated job. Therefore, value engineering is as one of the best team in good operation. Value engineering is one of the reasons for negative take designers sometimes feel, architecture is a measure of their work and suggestions, damage the item aesthetic quality. In the process if the designer is an equal partner, this feeling will be reduced. At the same time, the owners need to fully understand the design ideas to make the choice, when the time came, to a specific recommendations for proper balance, to accept or reject.Owners of professional designers and construction with the help of setting standards. In general, these standards are divided into several categories: best cost, the best optimal function and aesthetic value. Determining the optimal cost for life cycle cost analysis to the building, using the most effective play a role definition. The best aesthetic value, can be difficult to determine, but as with other important criteria. As an important emergency generator case, the team focused on cost and function, but they do not concern for aesthetic values, because the generator will be hidden from view. It takes the first consider the cost, durability, and reliability. Its role will be in accordance with safety requirements and the buildings within the residents needs to decide. In a curtain wall system, the owners pay attention to the cost, function and aesthetic value. Because the system will be the main architectural image, aesthetic value may cost more than the weight, exceeding even function. These are only the owner can decide to make the final.Including value engineering, all items are redundant. After all, is not a design team to put together the best solution, it finds the optimal solution will satisfy theowner's cost, functional, aesthetic standards. Of course, a good design team is doing. However, every design company established culture also needs to be questioned standard practice. In the value engineering in the process, he could do it. In addition, some teams may be dealt with as soon as possible in the design of the case. For example, the owner should accelerate the job to get the project started construction. Its purpose is to return to the previous fact and is not easy to make a decision before the state. Value engineering to ensure that such errors do not occur. Another possibility is that, the owners have vision, but does not fully explain to the designer. Designer response more complexity, to meet the needs of the owners. Value engineering process, this complexity will be questioned and clarification.Building professionals in their occupation career into contact with many design company. Specific design company may not know they brought other products and processes form information. In value engineering, these ideas will be checked, and where appropriate, set down. Building professionals can easily acquire about certain product availability information. If a product needs a very long distance transport, which can increase the cost of. Maybe there are local products, can also achieve the same standard.Although the value engineering in the project construction and even in the construction industry as a whole is pale, the maximum value is obtained in the earlier process: from one system to another, in the schedule have hardly any effect, and the amount of redesign and redraw is minimized. However, in the early stages of design, to produce any saving document is one of the most difficult, because there are usually no formal drawings or plan. The most recognizable effects occur in the schematic diagram of the final and the design and development stage of early. There is enough information on the idea of rational judgment system. Of course, most of these savings can be achieved. In construction drawing, macroscopical idea is already in place, and most of the ideas embodied in the file details.During the construction process, value engineering efforts continue. Because making changes to the project, design development should follow in the design phase to assess changes in the procedure. Contractors can also in the field of application ofvalue engineering principle, save money method, equipment or sequence of operations. Who achieve these fields generated by saving depends on the form of contract.Some value engineering operation is informal, though the team members in favor of the arrangements and procedures, the others follow a more formal by another person established standards, the following is a good value engineering project is the main component of:(1) Review the field identification. He could be performed separately, as each team member critically reviews the design drawings and specifications.The idea was conceived, concern in the design field in this period of time, can use the new product or process, material the use of different strengths, simplify the system, or to processing details.(2) Brain storm team members sitting together with idea list and tossing ideas let others to accept, the idea is to get as many ideas as possible on the desktop. As discussed in the context of members should be thought from the others and many have special ideas inspired.(3) Each of the proposed analysis. The Group determines the standards to evaluate each idea. Discussion of alternatives in the brainstorming sessions with standard test. Here the brainstorming session, costs are usually not considered first. Once a proposal in the functional requirements based on the merits, and then calculate the cost, involves a considerable amount of time and energy. It is a keeping brainstorming focus on functional outcome and reduce costs.(4) Report to management. The team will be all the idea of putting it all together. When presented with more and more information is available, some may be in other phases of the project carried out a detailed analysis. Some have been team provides a rationale for rejected, some instant recommendation. All the topics for discussion, whether to reject or approve, should keep some for later reference.When the cost of computing work begins, the team can have a look simple first cost, but also can view the life cycle cost proposal. If the proposal in first cost on the basis of sound words, life cycle cost, may not be complete, but the danger is, first costmay not be incorporated into the overall savings work during the life of structures. Therefore, it is best to consider the life cycle cost, figure 6.5 shows the first cost and life cycle cost differences between.Life cycle cost in building or construction system in the initial study life, operation and maintenance costs, and future interests. Prior to this analysis can be applied, assumptions are made about the under construction quality expectations, limitations of the procedure, as well as prospective predictors of cost of capital. Life cycle cost can help the design team decided to set system design, site, materials used in construction, and the investment of money. It can be used to build or rebuild project. In the project, the first problem is, whether the buildings were removed or retained. If you have decided to keep the building, the next question is how to scale renovation to meet expectations. These analyses can go through a life cycle cost analysis.The goal is to find, give some to meet the needs of customers alternatives, which cost at least over the life of the building. For example, a specific non traditional heating system can have a higher cost base. Basic cost includes direct related design, procurement costs, as well as system installation. However, such a system might be a longer life expectancy than traditional systems, can burn the fuel more efficiently, and may not require so much of the repair, and can use the cheap fuel source.建设项目管理——价值工程Fredrick E.Gould.Nancy.E.Joyce摘要价值工程是一种在世界各国被证明卓有成效的工程管理方法。
工程管理专业英语全文翻译
Unit 1 the owner’s perspective 第1单元业主的观点1.2 Major Types of Construction 1.2大建筑类型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 [1]. 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. However ,many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities. It is to their advantage to keep the construction industry healthy and productive. Collectively, the owners have more power to influence the construction industry than they realize because, by their individual actions, they can provide incentives for innovation, efficiency and quality in construction [2]. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.由于大多数业主通常只对获得特定类型的建筑设施感兴趣，所以他们应该了解与他们有关的建筑类型的常见工业实践[1]。
工程管理专业英语全文翻译
Unit 1 the owner’s perspective 第1单元业主的观点1。
2 Major Types of Construction 1.2大建筑类型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 ［1]. 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. However ,many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities. It is to their advantage to keep the construction industry healthy and productive. Collectively, the owners have more power to influence the construction industry than they realize because, by their individual actions, they can provide incentives for innovation, efficiency and quality in construction [2]. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.由于大多数业主通常只对获得特定类型的建筑设施感兴趣,所以他们应该了解与他们有关的建筑类型的常见工业实践[1].同样，建筑行业是一个相当多样化的部门和产品的集团。
实用英语工程管理类翻译
Unit 1general contractor 总承包商material dealer 材料经销商equipment distributor 设备经销商geographical scope 地理范围technological dimension 技术尺度；技术因素site condition （建筑）工地条件in harmony 和谐peak period 高峰阶段working efficiency 工作效率residential construction 住宅建设concrete mixer 水泥搅拌车，混凝土搅拌车urban design 市区规划construction supervision 工程监理site investigation 现场调查foundation design 基础设计development permit 开发许可申请financial evaluation 财务评估Unit 2project delivery systems 项目建设模式contract package 合同包design-bid-build 设计-招标-建造模式design-build 设计-建造总承包模式construction management 建筑工程管理模式design-manage 设计-管理模式lowest bidder 最低投标construction drawing 建筑图纸federal procurement statute 联邦采购法规budget constraint 预算限制unit cost 单位成本delivery speed 运输速度Unit 3 project planning 项目计划project scope 项目范围activity network diagram 工序网络图critical path 关键路径Gantt chart 甘特图work breakdown structure 任务分解结构triple constraint 三角形约束resource utilization 资源利用back-loaded work plan 后置工作计划Unit 4 construction management 建筑管理civil engineering 土木工程civil engineers 土木工程师senior manager 高层管理人员middle manager 中层管理人员financial issue 融资问题geographic area 地域范围human resources management 人力资源管理project scheduling 工程的进度计划in-house training 机构内部培训staff size 人员规模on-the-job training 在职培训accounting 会计学bargaining and negotiation 议价和谈判engineering law 工程法规Unit 5 international competitive bidding 国际竞争性招标reverse auction 逆向竞拍official regulation 官方监管proposed contract 合同草案approval process 审批手续；批准流程equipment installation 设备安装invitation to bid 投标邀请书Unit 6progress management 进度管理project life cycle 项目生命周期feasibility study 可行性研究stand-alone project 独立的项目prior to 在···前schedule compression 进度表压缩intermediate phase 中间阶层；中间阶段application area 应用领域conceptual development 理念上的进展project manager 项目经理a single design phase 单一设计阶段cost and staffing levels 成本和员工水平stakeholder 股东；利益相关者Unit 7cost management 成本管理search out 寻找到；查出cash flow 现金流量；现金流Integrated Change Control 综合变量控制vigorous competition 激烈的竞争financial transaction 财务事项fixed price 标价；不二价list price 价格表；价目表bid price 出价；递价blanket price 一揽子价格nominal price 名义价格floor price 最低价格import price 进口价export price 出口价current price 时价；现行价contract price 合同价competitive price 竞争价格official price 公定价格；官方定价Unit 8 quality management 质量管理quality control 质量控制quality assurance 质量保证shrinkage characteristics 收缩特性freeze and thaw property 冻融性能concrete structure 混凝土结构final product 建成物well-dimensioned 尺寸完备的working drawing 施工图optimal design procedure 最佳设计程序at the outset 在开始water/cement ration 水灰比cement content 水泥用量reinforced concrete 钢筋混凝土materials selection 选材；材料选择Total Quality Control 全面质量控制Unit 9 safety management 安全管理walk through 步行穿过hard hat 安全帽safety goggle 防护眼镜safety boot 防护靴work glove 工作手套ear plug 耳塞face mask 面罩Unit 10 project risk management 项目风险管理issue management 问题管理white paper 白皮书risk identification 风险识别risk quantification 风险量化risk response 风险对策；风险应对risk monitoring and control风险监控avoid the risk 规避风险transfer the risk 转移风险mitigate the risk 减轻风险accept the risk 接受风险risk response plan 风险应对计划Unit 3 工程项目计划Text A参考译文：Para.3甘特图是一个说明项目进度计划的条形图。
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工程管理外文翻译外文翻译学院能源与建筑工程学院专业工程管理导师学生2015年4月10 日THINKING OF COST ENGINEERING PROJECTAbstract: The premise of the project cost management is to meet the project quality, schedule, contract requirements, as for the project costs, as well as achieving the intended target by planning, organization, control and coordination, and as a scientific management activities to reduce the costAs far as possible. It is mainly through technology (such as the selection of the construction plan), economic (such as accounting) and management (such as construction organization management, rules and regulations etc.) activities to achieve the intended target and the purpose of profit.Cost is the sum of all kinds of construction process in the project cost. The content of cost management is very extensive, runs through every procedure and every aspect of project management activities, from the signing of the contract to the construction preparation, until the completion acceptance, every link cannot do without the cost management. As for the complete process of cost management to say, its content includes: cost prediction, cost control, cost accounting, cost analysis and cost assessment, etc.. Here only to analysis through three aspects :project cost forecast, cost control, the effective way reduce the cost to elaborate.1. Do a good cost forecast, identify the objectives of cost controlCost prediction is the basis of cost plan, which provide the basis for compiling the scientific, reasonable cost control target. Therefore, to improve the scientific cost forecast, cost plan to reduce costs and improve economic efficiency, which plays an important role in engineering management. Strengthening the control of cost, first of all to pay more attention on cost prediction is an essential behavior. The main content of Cost prediction is the use of scientific methods, to forecast according to cost target of the project ,construction conditions, mechanical equipment, and the quality of personnel of the project.1.1.Prediction of workers, material, costThe first is to analysis the project's artificial cost price, then analysis the wages and the market of the social workers , according to the amount of time and ready for the staff to analysis if the accommodation is covered in the project contract price of labor cost.The material costs accounted for a large proportion of Construction and installation cost, should be the focus to accurately grasp. to analysis the main materials, auxiliary materials, other materials, approved materials supply locations, the purchase price, mode of transport and handling costs. analysis the quota material specified in the specifications with the actual material specifications of different comparison of actual use, with different cement content and quota ratio, pooled analysis of budget in other materials, in the concrete practice to be mixed with a certain amount of admixture.③Fees for using machinery: the models and the number of machinery andequipment bidding application in the group is usually calculated by the construction method of the quota, which is different from the actual construction site in some ways, and work efficiency is also different. Therefore, We have to measure the actual forecast happen machine cost. At the same time, we also have to calculate the amortization machinery rental possible fees and the purchase of new machinery and equipment costs, approve the main mechanical shift production quota.1.2 Prediction of cost changes caused by the plan of construction projectThe project after winning the bid, must develop advanced and feasible in technology and reasonable construction organization design according to the actual situation of the construction site of the project, combined with the local economy, natural and geographical conditions, the construction technology, equipment selection, and the actual situation of project scheduling. Comparing the different between the construction method implemented by applying group and tender preparation time, or the different of quota of construction method to design a correct prediction.1.3.Prediction of aided engineering feeAided engineering refers to engineering quantity list or not given in the design drawings, and it is indispensable in construction, such as concrete mixing station, tunnel construction of the three tube line two, high pressure into the hole, also need to predict by construction plan for actual.1.4 .Prediction of large temporary facilities feePrediction of large temporary work fee should be investigated in detail and fullydemonstration, to determine a reasonable target values.1.5.Prediction of small temporary facilities fee, and the transferring of site fee Small temporary facility costs include: temporary facilities layout, according to how much time period and planned to invest in personnel, equipment to determine the temporary facilities scale and standard, according to actual and reference of the historical data for the control of construction in the objective value determination. The transferring of site should be based on the distance and quasi transfer personnel, equipment to predict the target value.1.6. Prediction of the risk of out of control of costRisk analysis of project cost targets, is to implement the prediction of the factors that may affect the realization of ex ante analysis in the project, often can be analyzed from the following aspects:1) Understanding of the technical characteristics of engineering project, such as structural characteristics, geological features.2) On the analysis of the unit owners, including credit of owners of units , the availability of funds, organization and coordination ability.3) Analysis of internal project organization system, including the construction organization design, resources, quality and other aspects.4) The analysis of traffic, energy, electric power of project in local site.5) Analysis on climate.In short, through the prediction of the main cost above, we can determine the control standard of worker, material, machine and indirect costs, can also determine the needed time to complete this project in the long period, so to finish the target control of the management fee. Therefore, cost forecasting is the basis of cost control.2.Around the cost objectives, determining the cost control principlesThe construction project cost control is the input of resources in the implementation process, and pay attention on the supervision of construction process and the results, inspection and measurement, and to take measures to ensure achieving the project cost goals.The object of cost control is project, its subject is the person's management activities, the purpose is reasonable use of manpower, material and financial resources, reducecost, increase benefit. Therefore, the general principle of cost control are:2.1 Saving principleSave means project save the human, material and financial resources construction, which is the basic principle of cost control. Saving is not absolutely negative restriction and supervision, but to create a condition actively, we should focus on the per inspection, process control , and check the deviation in the implementation process, to optimize the construction scheme, improve the scientific management level of the project to save.2.2 The principle of full controlThe principle of full control includes two meanings, namely the full staff control and full process control.1) Project full staff controlCost control consists of all departments, team and staff in project organization of work involved, and related to each of the vital interests of employees, so should fully mobilize the enthusiasm of each department, each employee team for controlling and concerning about the cost, to establish full control idea, if we only consider that cost control is responsible for ore settlement and financial matters, it is just one-sided.2) The entire process of project cost controlThe project cost involves the entire project cycle, the whole process of project cost formation, from the beginning of construction preparation, through the construction process to be completed after the transfer of the warranty period. Therefore, the cost control work is to accompany each stage of project construction, such as the formulation of optimal construction scheme in the construction preparation stage, according to the requirements of design and construction specification for construction, make full use of existing resources, reduce the construction cost, and ensure the project quality, reduce project rework fee and after the project there may form the transfer of the warranty cost. In work’s acceptance stage, we have to adopt timely manner to the additional contract price for the project settlement, so that the cost of the project from first to last can be hold under effect management.2.3 Target control principleTarget management is the basic techniques and methods of management activities. It realize the plan policy, task, target and measures and make that to be implemented by decomposition. In the implementation process of the management of objectives, target setting should be practical, the more detailed the better, to implement the department, team and group or individual; target responsibility should be comprehensive, not only have the responsibility, but also to have more responsibility of cost; combining the responsibility, right, benefit, make effort on the responsible departments (people) for examination and evaluation of the performance, and with the salary, bonus, do award or publish.2.4 Dynamic control principleCost control is carried out in a continuously changing environment management activities, so we must adhere to the principle of dynamic control, dynamic control is to input the labor, material, machine into the construction process, to collect the actual value cost, compare it with the target value, check whether there have any deviation, if without deviation, continued the process, or to find the specific reasons, to take corresponding measures. The implementation of cost control process should follow the "exception" management method, the so-called "exceptions" refers to problem which do not often appear in the project construction activities, but the key problem of cost have a major influence successfully completed, also must be attached great importance. In the project implementation of process the "exception" belongs to usually has the following several aspects:1) Importance: general is difference from the amount of point of view which have important significance, it is called "exception", if we have to determine the cost difference between the amount, we should determine the percentage difference for the original standard according to the specific circumstances of the project. The difference also can be divided into favorable and negative. The actual cost is lower than the standard cost too much is not necessarily a good thing, it could cause two cases: one is the adverse impact to the follow-up project or assignment: another may cause low quality, and lead to rework and increased warranty cost, quality cost control also affect corporate reputation.2) Consistency: although some of the cost difference is no more than the percentagespecified or the minimum amount, but has been hovering near the upper lower limit line, should also be regarded as "exception". Means that the original cost projections may be not accurate, should be timely adjusted according to actual situation.3) Ability to control: some are project managers can not control the cost of the project, even if significant differences occurred, should also be regarded as "exceptional", such as land acquisition, demolition, temporary rental costs rise.4) The particularity of the project construction: which have effect on the whole process of project cost, even if the differences did not reach the importance position, should also be paid attention to cost management. Such as mechanical repair expenses of the one-sided emphasis on savings. It may reduce the cost in the short term, but due to lack of repair may cause future downtime repair, thereby affecting the smooth progress of construction production.3 .To find effective ways ,and to achieve the cost control targetThere have a variety methods to reduce the project cost, it can take measures from organization technology, economy, to contract management.3.1 Organizational measures taken to control engineering costFirst of all to clear the institutions and personnel of Project Manager Department and division of functions and powers of that. The project manager department is operating management team, it is appointed by legal person of enterprise as his representative to power project management team, after the completion of the project this appointment will collapse, so he is not an economic entity , and he is responsible for the overall interests, also should coordinate responsibility, right, interests between the company and the company.Secondly, define the cost control and tasks, so that certain person will responsible for the cost control, avoid there have unclear responsibility while problem happen.3.2 To take technical measures to control project costTake technical measures is to give no limitation on subjective initiative of technical staff in the construction stage, and try to check and approve technical and economic demonstration which is necessary, then to seek more economic and reliable solution, thus reduce the cost of the project, including the use of new materials, new technology, new method to save energy, improve the mechanical operation etc..3.3Take economic measures to control engineering costEconomic measures to control project cost includes:(1) The artificial cost control:Labor costs accounted for a larger proportion of project costs, generally at about 10%, so we should strictly control the labor cost. To control the amount of labor, we must reduce or shorten labor consumption in some procedures, so as to reduce the labor consumption, control engineering cost objective.(2) Control material cost:The cost of materials general of the total project cost of the 65%~75%, directly influence the engineering cost and economic benefit. The general approach is to quantity-price separation principle, mainly do the work of two.One is to control the amount of material: the first is to determine material consumption according to the quota, implement the system of limits: the second is to improve the construction technology, promote the use of reducing the material consumption of new technologies, new processes, new materials. Then there are the engineering function analysis, analyzing the performance of the material, in order to replace expensive materials to used cheap materials, strengthening material management turnover, prolong the number of circle.The two is to control the price of materials: mainly by the procurement department to control. First carries on the investigation to the market, with high quality, goods than three, then purchase preferential material: followed by the rational organization of transportation, the nearest purchase material, choose the most economical mode of transport, to reduce the transportation cost: then is to consider the time value of money, reduce capital occupied, reasonably determining the purchase batch and batches as far as possible, reduce material reserve.(3) Control of mechanical cost:To reduce the current consumption in the construction, through the reasonable construction organization, machinery allocation, improve the use of machinery and equipment and good condition rate, at the same time, strengthen the on-site equipment repair, maintenance, overhaul, repair, often reduce the expenses, to avoid improper use cause mechanical equipment idle; strengthen the management plan of equipment leasing, make full use of idle machinery and social resources, reduce themechanical stage class price from different angles.From the economic point of view, control engineering cost also includes the reward to participants in the Department and individual who participate cost control measures.3.4 Strengthen quality management, control the rework rateIn the construction process, to strict quality engineering, always implement the quality policy of our bureau "to fine, honest, better, update", the quality of self personnel at all levels, post, duty, point to strengthen the quality inspection and management in construction process really carried out through the whole process, take preventive measures, eliminate the common quality problem, do a molding engineering, once qualified, eliminate rework phenomenon, avoid unnecessary human, financial, material and other large amount of investment and increase of project cost.3.5, Strengthening the contract management, control project costContract management is the important content of construction enterprise management, but also reduce the cost of the project, also is the effective way to improve the economic benefit. Time frame for project construction contract management should begin with contract negotiations, to the end of warranty date, especially to strengthen contract management in construction process, do well in contract management of attack and defense, attack means during the execution of the contract to pay close attention to the effect of our progress in performance of the contract, to prevent being claim. In contract management tasks ,we take the right and wrong every day to read between the lines by in contract, search for the opportunity to attack and conservation measures.In short, cost prediction establish target behavior for cost, and cost control also has focus. Without cost control, cost prediction will lose the meaning of existence, there was no way to talk about cost management, the two complement each other, therefore, we should research from theory ,and work in practice in full swing, to finish the work effectively.Keyword：Engineering、Project management、cost、Optimization关于工程项目成本管理的思考摘要：项目成本管理是在保证满足工程质量、工期等合同要求的前提下，对项目实施过程中所发生的费用，通过计划、组织、控制和协调等活动实现预定的成本目标，并尽可能地降低成本费用的一种科学的管理活动，它主要通过技术（如施工方案的制定比选）、经济（如核算）和管理（如施工组织管理、各项规章制度等）活动达到预定目标，实现盈利的目的。