工程管理专业英语(1)
(完整word版)工程管理专业英语徐勇戈课-第二版-后答案
专业英语Unit1第一题1.设计/施工过程Design and construction process2。
房地产开发商Real estate developer3。
投机性住宅市场Speculative housing market4。
项目管理Project management5。
项目全寿命期Project life cycle6。
项目范围Scope of a project/project scope7.专业化服务Professional services8.重大基础项目建设Construction of major infrastructure projects9。
住宅类房屋建设Residential housing construction10.办公和商业用房建设office and commercial building construction11.专业化工业项目建设Specialized industrial projects construction12。
专业咨询师Professional consultants13.总承包商Original contractor14.价值工程value engineering15。
竞争性招标Competitive bidding16.建筑和工程设计公司Architectural and engineering design company17.运营与维护管理operation and maintenance18.设计/施工公司design and construction company19.分包商subcontractor20.设施管理facility management第一章1、从项目管理的角度看，“业主”和“发起方”是同义的，因为两者的基本权力是制定所有重大决策。
2、项目范围界定后,详细的工程设计将提供建设蓝图，最终费用估计将作为控制成本的基准。
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)。
工程管理专业英语词汇
1、Construction industry 建筑业2、High-rise apartments 高层公寓3、Institution and commercial building construction 办公和商业用房建设4、Oligopoly 垄断，供过于求5、Specialized industrial construction 专业化工业项目建设6、Infrastructure and heavy construction 重大基础项目建设7、Residential housing construction 住宅类房屋建设8、Take charge 负责9、Single-family house 独户住宅10、Professional consultant 专业征询人士11、General contractor 总承包商12、Mission-oriented 以目的（任务）为导向的13、Continuity 连续性14、Indispensable 不可或缺的15、Common-place 常见的16、Schedule 进度17、Maximization 最大化18、Communication 沟通19、Certification 认证20、Distinguish 区别，区分21、Predetermined 预定的22、Ingredient 组成部分，成分23、Linear programming 线性规划24、Trade off 均衡，权衡25、Delineation 叙述，说明26、Utilization 使用27、Integration 综合，整合28、Shop drawings 施工图，安装图29、Simultaneously 同时的30、Prebid site 投标前现场31、Nominated subcontractor 指定分包商32、Prequalified 预审合格33、An manual of professional practice 专业人员从业手册34、Risk-reward 风险和回报35、Structural design 结构设计36、Specialized subcontractor 专业分包商37、Work package 工作包38、Construction planning 施工计划39、Technical feasibility 技术可行性40、Construction operations 施工作业41、Structural or foundation details 结构或基础的具体情况42、Ingenuity and creativity 灵活性和发明性43、Construction constractors 施工承包商44、Monitoring and control 监督和控制45、Facility design 设施设计46、Estimate stage 估算阶段47、Evaluation stage 评估阶段48、equity partners 股权伙伴49. 、specifications and drawings 技术规范和图纸50.、Placing concrete on site 现场浇混凝土1、Job-site productivity 工地生产率2、Contractual agreements 协议3、Safety consciousness 安全意识4、Labor productivity 劳动生产率5、Foreign operations 国外施工6、Labor efficiency 劳动效率7、Infrastructure 基础设施8、Linear interpolation 线性内插9、Labor jurisdictions 劳动仲裁10、Non-productive activities 非生产性活动11、On-site 现场12、Labor characteristics 劳动力的特性13、Security sensitivity 安全敏感性14、Recognized strength 公认的实力15、Processing plant 加工厂16、Logistic problems 后勤问题17、Drilling platform 钻井平台18、Building construction 建筑施工19、Material procurement and delivery 材料采购和运送20、Bulk materials 大宗材料21、Overlapping and rehandling 搭接和再解决22、Semi-processed 半加工的，半成品的23、Concrete mix 混凝土拌和物24、Steel beams and columns 钢梁和柱25、. bills of quantity 工程量清单26、. minutes of the conference 会议纪要27、the lowest evaluated cost 经评审的最低造价28、reimbursable expenses 可补偿费用29、.Hierarchical structure 层级结构30、Critical path scheduling 关键线路进度控制程序31、.bonus and penalty clauses 奖励和处罚条款32、lump-sum agreement 总价协议33、.written authorization 书面授权34、unit-price agreement 单价协议35、Bids and quotations 投标和报价36、Off-the-shelf material 现货材料37、Earthwork to be excavated 土方开挖38 .general procurement notice 通用采购公告39、. conditions of contract 协议条件40、Construction supervision 施工监督41、Freight delivery 货品运送44、Slippage or contraction 延误或提前45、.Marginal efficiency of capital 边际资本收益46、.Equivalent uniform annunual net value 等额净年值47、changes clause 变更条款49、prequalification 资格预审49、limited international bidd ing 有限国际招标50、Unit Cost of Estimetion 单位估价1、Cost estimation 成本估算2、Cost engineering 工程估价3、Profitability 赢利4、Production function 生产函数5、Statistical inference 记录推断6、Construction equipment 施工机具7、General office overhead 总部管理费8、The cost engineer or estimator 估算师9、Cost control 成本控制10、Empirical cost inference 经验成本推论法11、Allocation of joint costs 综合成本的分摊12、Bill of quantities 工程量清单2、Cooling system 冷却系统3、Heat exchanger 热互换器4、Slabs and beams 楼板和梁5、Furnaces 锅炉6、Plus ancillary items 辅助设备7、Formwork 模板8、Detailed Estimates 具体估算9、Preliminary Estimates 具体估算10、Subcontractor Quotations 分包报价11、Construction Procedures 施工方法12、Factored Estimate Formula 系数估算公式13、Reinforcing bars 钢筋14、Building foundation 建筑物基础1、Economic evaluation 经济评价2、Sensitivity 灵敏度3、Planning horizon 规划周期4、Project alternative 备择项目5、Opportunity cost 机会成本6、Financial investment 金融投资7、Minium attractive rate of return 最低收益率8、Social rate discount 社会折现率9、Investment consideration 投资分析10、Decision maker 决策者11、Cash flow profile 钞票流分布形态12、Net annual cash flow 年净钞票流13、Capital project 资本项目14、Socially desirable programs 社会公益项目15、The Office of Management and Budget 财政部门16、Government agency 政府部门17、linear programming线性规划18、network analysis 网络分析19、Under ordinary circumstances, 在通常情况下20、best price/performance characteristics最优性价比特性21、an acceptable quality levelallowable可接受的质量水平22、a allowable fraction of defective items.可接受的缺陷比例23、ill structured棘手的24、critical ingredients关键因素25、identified as被看作为26、the rate of return资本回收率 cash flow 净钞票流量28.financing options 融资方式29.project finance 项目融资30.negative cash balance 负钞票结余31.profit measure 利润指标值32.private corporations 私营股份制公司33.Public agencies 公告机构34 instructions to bidders 投标人须知35 . conditions of contract协议条件36.Equivalent uniform annunual net value 等额净年值37.Capital recovory factor 资金回收因子38.Benefit cost ratio 收益费用比39.Profitability index 赚钱指数40. prequalification 资格预审41. bidding documents 招标文献42. domestic contractor 国内承包商43.Marginal efficiency of capital 边际资本收益44.Adjusted internal rate of capital 调整后的内部收益率45.Return on investment 投资收益46. international competitive bidd ing 竞争性国际招标47limited international bidd ing 有限国际招标48.national competitive bidd ing 国内竞争性招标49 .general procurement notice 通用采购公告50 substantially responsive 实质性响应1. changes 工程变更2. contract awards 协议授予3.changes clause 变更条款4.publicly financed priject 公共项目融资5.extra work 附加工作6.the prime contractor 主承包商7. pre-construction sercices 施工前服务8.reimbursable expenses 可补偿费用9. overhead and profit 管理费和利润10.Construction planning 施工计划11. chioce of technology 施工技术的选择12.The definition of work tasks 工作任务的定义13.Normative problem 规范性问题14.Cost control 成本控制15.Schedule control 进度控制16.Critical path scheduling procedure关键线路进度控制程序17.Job shop scheduling procedure 工作现场进度控制程序18.Datebases and information systes m 数据库和信息系统19.The duration of the activity 工作活动的连续时间20.Placing concrete on site 现场浇筑混凝土21 Placing forms 支设模版22. Installing reinforcing steel 绑扎钢筋23. Pouring concrete 浇筑混凝土24.Finishing the concrete 混凝土养护25. Removing forms 模版拆除26.Position forms on the cleanning station 在清理场合码放模版27. Hierarchical structure 层级结构28.fixed fee 固定费用29.overhead and profit 管理费和利润30.job shop scheduling procedure 现场进度控制程序31.change order 变更单32.cost –plus-fee agreement成本加费用协议33.quantity takeoff 工程量清单34. prequalification 资格预审35、decomposed into 分解为36.From the viewpoint of从某个角度看37.responsible for 对某事负责38.superior to 优于。
工程管理专业英语试题(含答案)
《工程管理专业英语》期末试题1一、词汇汉译英1.Project scheduling：项目企划2.individual project：单项工程3.framed structure：框架结构4.buckling：弯曲、翘曲5.foundation settlement：基础沉降6.line of action and the sense of the force：力的作用线和力的指向7.statically indeterminate structure：超静定结构8.Rate of expansion：伸长率9.Simulation: 仿真10.Relative height：相对高度（高差）11.Pavement：人行道12.Bulldozer：推土机13.Dummy：虚工序14.Withdrawal：撤回二、词汇汉译英1.钢筋混凝土：reinforced concrete2.抗压强度：compression strength3.恒载：dead loads4.总承包商：general contractors5.预算：budget6.承重墙：bearing wall7.规范、说明书：specification8.水平荷载：vertical load9.流动资金：working capital10.合同管理：contract management11.工程量清单：bill of quantities12.垫层砂浆：bedding mortar13.刚度：rigidity三、典型句子英译汉1、All these loads depend largely on the location of the building, have to be taken by the structural system from all points and manners of application and transferred to the foundations.所有这些荷载，在很大程度上取决于建筑物的位置，这些荷载由结构体系从各个点以各种作用方式传递到基础。
工程管理专业英语(英文版)一、建设项目的主要类型
The residential housing market is heavily affected by general economic conditions, tax laws, and the monetary and fiscal policies of the government. Often, a slight increase in total demand will cause a substantial investment in construction, since many housing projects can be started at different locations by different individuals and developers at the same time. Because of the relative ease of entry, at least at the lower end of the market, many new builders are attracted to the residential housing construction. Hence, this market is highly competitive, with potentially high risks as well as high rewards.
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Unit one Major Types of Construction
Since most owners are generally interested in acquiring only a specific type of constructed facility, they should be aware of the common industrial practices for the type of construction pertinent to them. Likewise, the construction industry is a conglomeration of quite diverse segments and products. Some owners may procure a constructed facility only once in a long while and tend to look for short term advantages.
工程管理专业英语
Aagents：代理(商)6additional facilities outside the site：现场以外的附加设施6access routes：进场通路6a lump sum contract：总价合同7a low bidder：低价投标人7a unit price contract：单价合同7award procedures：授予程序8a cost plus fixed percentage contract：成本加固定百分比费用合同7a cost plus fixed fee contract：成本加固定费用合同7a cost plus variable percentage contract：成本加变动比例费用合同7a target estimate contract：目标估算合同7a guaranteed maximum cost contract：保证最大成本合同7a summary budget：汇总预算4an alternative tender：含替代方案的投标书9 a bonus in relation to early completion：提前完工奖金9acceptance of tender：中标9a letter of acceptance：中标函9award of the Contract：授予合同9appendix to tender：投标书附录9an assignment of：……提供的担保10 assignment of interest：保险权益转让10a network plan：网络计划11an activity-on-branch network：双代号网络计划图11an activity-on-node network：单代号网络计划图11a linear programming problem：线性规划问题11 an activity-on-branch network：有分支的网络计划11actual finish times：实际完成时间12a general contractor：总承包商 1accuracy of cost estimates：估价精度 3an architectural/engineering firm：建筑/设计公司 1an extension of time：延长期 2 authorization：授权 1a bonus provision：奖励条款 13 a penalty provision：惩罚条款13additional payment：追加付款 15a final claim：最终的索赔报告 15an amicable settlement：友好解决15arbitral award：仲裁裁决；公断书15 assignee：受让人 16amount of guarantee：担保金额16 administrator：管理人员 16Bbill of quantities：工程量表8base date：基准日期6backward pass：逆向过程11baseline plan：基准计划12bid estimate：投标估价 3bill of quantities：工程量清单 3budget estimate：财务预算 3by these presents：[律]根据本文件16bonding company：担保公司16balance of the contract price：合同价格余额 16 Ccost to date：完工成本5cost committed：承诺成本5cost exposure：附加成本5cost ratio：成本率5contractor’s representative：承包商代表6 contract price：合同价格6contractor’s equipment：承包商设备6 contractor’s operations on site：承包商的现场作业6construction contract：工程承包合同7 comparative advantages：相对优势；比较优势7 competitive tendering：竞争性招标8 conditions of contract：合同条件8contract documents：合同文件8contract number：合同编号8cost control：成本控制4cash flow：现金流量4contingency allowance：应急准备金4currency requirements：货币要求9contract agreement：合同协议9Construction Contractor：建筑承包商10 completion bonds：完工担保10 Comprehensive General Liability：公众责任险10constraints：约束条件11critical activities：关键工序11 commencement date：开工日期 2construction cost：施工建设费 3 construction division：施工部门 1 construction management：施工管理 1 construction schemes：施工计划；施工安排 1 contract price：合同价格 2control estimate：控制估价 3cost center：成本中心 1cost control：成本控制 3cost engineering：工程估价 3cost engineers：造价工程师 3cost estimation：成本估算 3completed activities：已完成13claim：索赔15corrective action：纠正措施13contemporary record：同期记录15Ddecision making：决策7drawings：图纸8database：数据库4direct labor costs：直接人工成本4duration of the critical path：关键路径的持续时间11data on actual performance：实际执行中的数据12debt service coverage ratios：利息保障率10 dummy activities：虚工作11debt service：还本付息；偿债 1decision-making：决策 1defects notification period：缺陷通知期限 2 delegated persons：受托人员 2design and construction alternatives：设计或施工的替代方案 1design estimate：设计估价 3designer-constructor sequence：设计施工顺序模式 1detailed estimates (or definitive estimates)：详细估计(或确定估计) 3direct construction cost：直接施工成本 3 dispute：争端 2database：数据库 13additional payment：追加付款 15 dissatisfaction：不满；不平15dispute adjudication agreement：争端裁决协议15dispute adjudication board：争端裁决委员会15 discharge from：释放；使免除15disputes：争端15Eestimated total cost for completion：预计完工总成本5expiry date：有效期限；满期日；终止日期6 exogenous economic factors：外部经济因素7 employer’s equipment：雇主设备6exchange rates：汇率9evaluation of tenders：评标9earliest event time algorithm：节点最早时间算法11event (or node)numbering algorithm：按节点编号算法11empirical cost inference：经验成本推论 3 employer：雇主；业主 2employer’s representative：雇主代表 2 engineering division：工程设计部门 1 errors, omissions, or discrepancies：错误，遗漏或误差 2expected benefits：期望收益 14executor：执行者；被指定遗嘱执行者 16 economy of scale：因经营规模扩大而得到的经济节14economic feasibility：经济可行性 14Ffinancial accounting：财务计算；财务会计5 forecasting for activity cost：工作成本预测5 field observations：现场观察5free-issue material：免费供应材料6financial performance：财务状况4financial bills：财务单据4formal addenda：正式补遗9feedstock supplier：原材料供应商10 feasibility study：可行性研究10file tax returns：报送纳税申报单位10 financial projections：财务预算10Financial Covenants：财务承诺10fixed duration：固定持续时间11forward pass：顺向过程11feasibility study of a project：项目可行性研究 1field inspectors：现场检查员 1field observers：现场观察员 1field supervision of construction：现场施工监督 3financial arrangements：资金安排 2financial costs：财务成本 3free-issue material：免费供应材料 2field experience：现场经验 14financial institution：金融机构16Ggeneral partnerships：普通合伙公司10 graphical network：图解网络计划11general provisions：一般条款10Gantt chart：甘特图 13green building：绿色建筑14guarantee：保证；保证书；担保；抵押品16Hhomebuilder：住宅开发商 14heir：继承者；承袭者 16Iincremental milestones：里程碑累计5 instructions to tenderers：投标者须知；投标者指令8inflation allowance：通货膨胀准备金4 indirect costs：间接成本4intellectual property：知识产权10 independent inspectors：独立检查员 2initial capital：创办成本；初始投资 3 integration of organizations：集约型组织 1 information system：信息系统13innovation：创新 14innovative design：创新性设计 14invoice：发票；发货单15international arbitration：国际仲裁15 interim payment：期中付款15insurance company：保险公司 16Jjob status report：工作状况报告5job specifications：施工(工作)规范4job cost elements：工作成本要素4joint costs：联合成本 3L local laws or decrees：当地法律或法令9 leverage：杠杆作用10limited recourse：有限追索权10lender：贷款人10liquidated damages：违约赔偿金10latest event time algorithm：节点最晚时间算法11land acquisition：土地获得 3land rent：土地租金 3liability during construction：建设期债务 1 laborhour：工时 14legal representative：法定代表 16Mmaterial change to financial arrangements：重要的财务变更 2matrix organization：矩阵式组织形式 1 monthly payments：月度付款 1material suppliers：材料供应商 14Nnegotiate：谈判；协商6nominated subcontractor：指定的分包商6non-recourse：无追索权10nodes in a network：网络节点11network structure：网络结构11network-based planning：基于网络的计划 13 negative slack：负时差13Ooriginal tender：投标书正本8official offer：正式报价8optimum markup：最优增加值7overruns：超支4overhead and contingency amounts：企业管理费用和应急费用总计4off-balance-sheet treatment：资产负债表外处理10owning cost：占有成本10on a regular basis：定期地10on-going projects：在建项目 1operation and maintenance costs：运行与养护费用 3operations division：运营部门 1outside contractors：外部承包商 1 overhead：企业一般管理费用 3owner-builder operation：业主自行建造项目 1obligee：债权人；权益人16obligation：义务；债务 16Pproject control：项目控制5performance security：履约担保6 permission：许可6protection of the environment：环境保护6 progress reports：进度报告6potential competitors：潜在的竞争者7 prequalification：资格预审8permanent works：永久性工程8period of validity of tenders：投标书的有效期8project budget：项目预算4provisional sums：暂定金额9project financing：项目融资10project operator：项目运营商10product offtaker：产品承购商10put-or-pay：或供或付协议10project performance：项目绩效10 performance bonds：履约担保10precedence relationships：前后顺序关系11 precedence constraint：优先限制11 predecessor activities：紧前工作11 precedence of a finish-to-start nature：结束-开始型顺序11project control process：项目控制过程12 project scope：项目范围12project team：项目团队12project changes：项目变更12Parallel processing：并行处理；多重处理 1 performance security：履约担保 2 performance specifications：设计任务说明书；规范(规格说明书) 1periodic renovations：周期性更新 3 permits, licences or approvals：许可、执照或批准 2possession of the site：占用现场 2 preliminary estimates (or conceptual estimates)：初步估算(或概念性估算) 3 procurement of material and equipment：材料和设备的采购 1production cost：生产成本 3production function：产出函数 3 profits：利润 3project cost and schedule：项目的成本和进度 1 project life cycle：项目生命周期 3project manager：项目经理 1project participants：项目参与方1project team：项目团队 1project-oriented organization：以项目为导向的组织 1protection of the environment：环境保护 2 preliminary review：初步评13positive slack：正时差 13productivity：生产率 13project size：项目规模 14project location：项目所在地14 prefabrication：配件预先制造 14principal：委托人；当事人16penalty：处罚；罚款 16Qquality assurance system：质量保证体系6 quality of construction：建筑质量 1Rrights-of-way：道路通行权6receipt：回执；收据9resource constraint：资源限制11reporting period：报告期12resident engineer：驻地工程师 2right of access to the site：进入现场的权利 2 residential housing：住宅建筑 14Rules of Arbitration of the International Chamber of Commerce：国际商会仲裁规则remain in force：在有效期中，仍然有效16Ssunk cost：沉没成本；已支付成本5set out：放线6safety procedures：安全程序6 subcontractor：分包商6site data：现场数据6specification：规范；详述；说明书8 standards of workmanship：工艺标准8 supplementary information：补充信息8 security of the site：现场保安6 supplementary drawings：补充图纸8separate accounts：专账4site visits：现场考察9signatories：签署人9sponsor：发起方10successor activities：紧后工作11screening estimates(or order of magnitude estimates)：筛选估计；匡算(或数量级估计) 3 Separation of organizations：独立型组织 1 sequential processing：串行处理；顺序加工 1 shop drawings of fabrication：车间安装图 1 site：现场 2specialty subcontractors：专业分包商 1 staggered processing：交叉处理；错列处理 1 subcontract：分包合同 1supervise：监理 1strategic decisions：战略决策 14software packages：软件包13supplier：供应商 13schedule control：进度控制13surety：保证人；担保人16successor：接任者 16Ttender：招标；投标8temporary works：临时工程6taking-over certificate：接收证书6transport of goods：货物运输6tender reference number：投票参考编号8 tender bond：投标保函；投标保证金8tender submission date：投标书提交日期9 traditional financing：传统融资10tax benefits：税收优惠10take-or-pay contract：照付不议合同10the critical path method (CPM)：关键路径法11 the longest possible path：最长可能路径11 the earliest starting time：最早开始时间11 the latest starting time：最晚开始时间11 the latest finishing time：最晚结束时间11 the earliest finishing time：最早结束时间11 total slack：总时差12the amount or volume of output：产出总量 3 the employer’s requirements：雇主要求 2 time for completion：竣工时间 2turnkey operation：交钥匙项目 1the period of bid validity：投标有效期16 technological feasibility：技术可行性 14 technology required：技术要求 14tactical decisions：战术决策 14time for completion：竣工时间15top priority：最高优先级 13Uunexpected costs：不可预见费用 3unit cost：单位成本 3units of work completed：完工劳动单元5 unbalanced bid：不平衡报价7unforeseen events：不可预见事件4Vvariances：偏差；不一致12variation：变更；变化6Wwork elements：作业要素4wholly owned subsidiary：完全控股子公司10 witness：证人；作证16written demand：书面要求16。
工程管理专业英语词汇1
AAs-built drawings竣工图Annual net value净年值Arbitration仲裁 A dashed line虚线Activity-on-branch network双代号网络图Activity-on-node network单代号网络图A vertical axis纵坐标Archival information档案资料BBottom-up design自下而上的设计Bids and quotations投标和报价Bill of quantities工程量清单Bid estimate 投标估价Benefit cost ratio成本收益率Budgeted cost预算成本CConceptual planning stage概念规划阶段Capital intensive资金密集的Competitive bidding竞争性招/投标Contract price合同价格 claims索赔Constructors建造商changes变更 clause条款Conceptual design概念设计construction operations施工作业Construction contractor施工承包商Construction equipment施工设备Concrete mixers混凝土搅拌机Cost estimation成本估算Cost control成本控制Cost Engineering工程估价Construction supervision施工监督Construction cost建造成本Control estimate控制估算Conceptual estimate概念设计估算Construction procedures施工方法Cost indices成本指数Consumer price index消费价格指数Cash flow profile现金流量图Credit risk信用风险Competitive bidding公开招标Contract price合同价格Clause条款Contract negotiation合同谈判Contract dispute合同纠纷Cost overrun成本超支Cost committed承诺成本Cost to date到期成本Cost exposure附加成本Critical path method关键线路法Construction yard施工现场Ddetailed engineering design详细的工程设计design methodology设计方法detailed design详细设计drilling and blasting钻孔和爆破detailed estimates详细估算dispute resolution mechanism争端解决机制design drawing设计图纸dummy activities虚工作document contral文档控制EEconomic feasibility经济可行性Estimate stage估算阶段evaluation stage评估阶段equipment utilization and mechanization 设备利用率和机械化earthwork to be excavated土方开挖Economic evaluation经济评价Expenditure支出Excavation开掘Estimated total cost预计总成本FFeasibility study可行性研究Facility operation and maintenance设施的运营与维护 formulation构思Facilities management设施管理Functional organization职能式组织First line supervision基层监督Field management现场管理Force-account charges自营工程费Free float自由时差Fast track快速路径法Final checkout最终的竣工验收GGantt chart甘特图H Horizontal axis水平坐标IIntegrate整合Instruction and commercial building construction 办公和商业用房建设Infrastructure and heavy construction重大基础项目建设Installation contractors安装承包商Ill-defined定义不清的Inflation通货膨胀Internal rate of return内部收益率Intangible asset无形资产Interest rate利率In-house overhead expenses内业管理费Independent float独立时差Inspection logs检查日志Information transfer and flow信息的传递与流通 information flow信息流LLinear programming线性规划logistics物流 labor productivity劳动生产率labor jurisdictions劳动仲裁logistic problems后勤问题lifting and erecting提升和安装leverage杠杆作用legal documents法律文件lump sum contract总价合同MMonthly payments月付款额Matrix-type suborganization矩阵式次级组织Monitoring and control监督与控制Material procurement and delivery材料采购和运输Mortgage抵押 Milestone里程碑Municipal project市政项目Monte carlo simclation蒙特卡罗模拟NNominated subcontractor指定分包商Non-productive activities非生产性活动Net annual cash flow年净现金流Net benefit净收益 Negotiation谈判Net present value净现值Net future value净终值Numerous alternative plans众多的备选方案Network diagrams网络计划图OOverlap 搭接，交叠 on-site现场Operation and maintenance managers运行与维护经理On-site Installation现场安装Overseer监督者 Overdraft透支Overlapping and rehandling搭接和再处理PProcurement Management采购管理Public agency公共机构Professional services专业服务Project organization项目式组织Preliminary estimates初步估算Payback period投资回收期 Payment支付Private corporation民营公司Predecessor relationship前后顺序关系Pre-qualification of contractors and sub-contractors with regard safety在安全方面对承包商和分包商的资格预审Procurement accounts采购账目QQuotation报价RResidential housing construction住宅类房屋建设 risk-reward风险和回报Return on investment投资回收率Revenues收入Real estate properties房地产Risk sharing风险分担Re-construction返工，重修Re-evaluation重新评价Random sample随机抽样Relational data model关系数据模型SSpeculative housing market投机性住宅市场Scope of the project项目的范围Specialized industrial construction专业化工业项目建设 sensitivity灵敏度Shop drawings施工图Subcontractors分包商Specialty Contractor专业承包商Specialized subcontractor专业分包商Structural design结构设计Security sensitivity安全敏感性Screening estimates匡算Subcontractor quotations分包商报价Social rate of discount社会折现率Simulate模拟 sunk cost沉没成本Semi-automated半自动化的Sub-network子网络图 Statistical method统计方法Sampling by attributes特征抽样Sampling by variables变量抽样Sampling plan抽样计划Storage and retrieval存储和查询TThe project life cycle项目生命周期The Real estate developer房地产开发商The feasibility study report可行性研究报告The state of economy经济状况Turnkey project/contract交钥匙工程/合同Top-down design自上而下的设计Technical feasibility技术可行性Tangible asset有形资产Technology choice技术选择 Total float总时差Total quality control全面质量管理Tracing decision跟踪决策UUnit cost method of estimation单位估价法Unit price contract单价合同Unforeseen circumstances不可预见事件VVendor供货商 Value engineering价值工程Video conferencing电视会议WWork package工作包Warranties and guarantees保证和担保Warehouse management仓库管理缩写REITs—real estate investment trusts房地产信托（基金）PERT—program evaluation and review technology计划评审技术PMBOK—project management body of knowledge项目管理体系PMI—the project management institute美国项目管理协会ISO—the international organization for standardization国际标准化组织OSHA—US occupational safety and health administration美国职业安全和健康署GDP--gross domestic product国内生产总值GNP--Gross National Product国民生产总值MARR--minium attractive rate of return最低收益率CMC—construction management contractor建设项目管理承包商CAD—computer aided design计算机辅助设计CPA--Certified public accounting特许公共会计师AIA—American institute of architects美国建筑师协会AGC—the associated general contractors美国总承包商会任 永 富Thursday, December 09, 2010。
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。
工程管理专业英语作文120字
工程管理专业英语作文120字英文回答：Engineering management is a multifaceted disciplinethat encompasses a broad spectrum of knowledge and skills.It combines the technical expertise of engineering with the managerial principles of business administration. Engineering managers are responsible for overseeing the planning, execution, and evaluation of engineering projects. They must possess a deep understanding of the technical aspects of the project as well as the ability to manage a team of engineers and other professionals.Engineering managers must be able to communicate effectively with both technical and non-technical stakeholders. They must be able to negotiate contracts, manage budgets, and ensure that projects are completed on time and within budget. They must also be able to identify and mitigate risks, and make decisions that are in the best interests of the project and the organization.Engineering management is a challenging and rewarding career path. It offers opportunities for professionals to make a significant contribution to the development and implementation of new technologies. Engineering managers can work in a variety of industries, including manufacturing, construction, healthcare, and aerospace.中文回答：工程管理是一个多方面的学科，包含广泛的知识和技能。
工程管理专业英语相关翻译
1.1T he Project Life Cycle1段：Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects.项目经理或组织可以把每一个项目划分成若干个阶段，以便有效地进行管理控制，并与实施该项目组织的日常运作联系起来。
这些项目阶段合在一起称为项目生命期。
许多组织识别出一套具体的生命期供其所有的项目使用。
2段：For example, from the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure1-1.从业主的角度来看，建设项目的生命周期可用图1-1表示。
Essentially, a project is conceived to meet market demands or needs in a timely fashion.从本质上讲，一个项目试图及时满足市场需求。
in a timely fashion. 及时meet market demands or needs 满足市场需求Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project.在项目规划阶段，很多不同的方案都可能被考虑，同事每一天备选方案的技术可行性都经过评估和比较，以选出最优方案。
工程管理专业英语
目录Unit One About Engineering Economy第一单元关于工程经济Unit Two The Principles of Engineering Economy第二单元工程经济原理Unit Three Cost Concept第三单元成本概念Unit Four Time Value of Money第四单元金钱的时间价值Unit Five The Basic Methods of Engineering Economy 第五单元工程经济的基本方法Unit Six The Definition of a “Project”第六单元项目的定义Unit Seven Why Project Management?第七单元为什么要对项目进行管理？Unit Eight The Project Life Cycle第八单元项目的寿命周期Unit Nine The Project Manager第九单元项目经理Unit Ten Project Planning第十单元制订项目计划Unit Eleven Initial Project Coordination第十一单元开始的项目协调Unit Twelve Budgeting and Cost Estimation第十二单元预算和成本估算Unit Thirteen The Monitoring System of Project第十三单元项目监测系统Unit Fourteen Project Control第十四单元项目控制Unit Fifteen Conditions of Contract for Construction(Excerpts)第十五单元施工合同条件（节选）Unit One About Engineering EconomyEngineering economy——what is it, and why is it important? The initial reaction of many engineering students to these questions is “Money matters will be handled by someone else. It is not something I need to worry about.” In reality, any engineering project must be not only physically realizable, but also economically affordable. For example, a child's tricycle could be built with an aluminum frame or a composite frame. Some may argue that because the composite frame will be stronger and lighter, it is a better choice. However, there is not much of a market for thousand dollar tricycles! One might suggest that this argument is ridiculously simplistic and that common sense would dictate choosing aluminum for the framing material. Although the scenario is an exaggeration, it reinforces the idea that the economic factors of a design weigh heavily in the design process, and that engineering economy is an integral part of that process, regardless of the engineering discipline. Engineering, without economy, makes no sense at all.In broad terms, for an engineering design to be successful, it must be technically sound and produce benefits. These benefits must exceed the costs associated with the design in order for the design to enhance net value. The field of engineering economy is concerned with the systematic evaluation of the benefits and costs of projects involving engineering design and analysis. In other words, engineering economy quantifies the benefits and costs associated with engineering projects to determine whether they make (or save) enough money to warrant their capital investments. Thus, engineering economy requires the application of engineering design and analysis principles to provide goods and services that satisfy the consumer at an affordable cost. As we shall see, engineering economy is as relevant to the design engineer who considers material selection as it is to the chief executive officer whoapproves capital expenditures for new ventures.The technological and social environments in which we live continue to change at a rapid rate. In recent decades, advances in science and engineering have made space travel possible, transformed our transportation systems, revolutionized the practice of medicine, and miniaturized electronic circuits so that a computer can be placed on a semiconductor chip. The list of such achievements seems almost endless. In your science and engineering courses, you will learn about some of the physical laws that underlie these accomplishments.The utilization of scientific and engineering knowledge for our benefit is achieved through the design of things we use, such as machines, structures, products, and services. However, these achievements don't occur without a price, monetary or otherwise. Therefore, the purpose of this book is to develop and illustrate the principles and methodology required to answer the basic economic question of any design: Do its benefits exceed its costs?The Accreditation Board for Engineering and Technology states that engineering “is the profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind.”*In this definition, the economic aspects of engineering are emphasized, as well as the physical aspects. Clearly, it is essential that the economic part of engineering practice be accomplished well.Therefore，engineering economy is the dollars-and-cents side of the decisions that engineers make or recommend as they work to position a firm to be profitable in a highly competitive marketplace．Inherent to these decisions are trade-offs among different types of costs and the performance(response time，safety, weight, reliability, etc.) provided by the proposed design or problem solution．The mission of engineering economy is to balance thesetrade-offs in the most economical manner. For instance, if an engineer at Ford Motor Company invents a new transmission lubricant that increases fuel mileage by 10% and extend s the life of the transmission by 30,000 miles，how much can the company afford to spend to implement this invention? Engineering economy can provide an answer.A few more of the myriad situations in which engineering economy plays a cruclal role come to mind：1. Choosing the best design for a high-efficiency gas furnace.2. Selecting the most suitable robot for a welding operation on an automotive assembly line.3. Making a recommendation about whether jet airplanes for an overnight delivery service should be purchased or leased.4. Determining the optimal staffing plan for a computer help desk.From these illustrations，it should be obvious that engineering economy includes significant technical considerations．Thus，engineering economy involves technical analysis with emphasis on the economic aspects, and has the objective of assisting decisions．This is true whether the decision maker is an engineer interactively analyzing alternatives at a computer-aided design workstation or the Chief Executive Officer(CEO)considering a new project．A n engineer who is unprepared to excel at engineering economy is not properly equipped for，his or her job.Cost considerations and comparisons are fundamental aspects of engineering practice．This basic point was emphasized in Section 1.1. However, the development of engineering economy methodology, which is now used in nearly all engineering work，is relatively recent．This does not mean that，historically, costs were usually overlooked in engineering decisions. However, the perspective that ultimate economy is a primary concern to the engineer and the availability of sound techniques to address this concern differentiate this aspect of modern engineering practicefrom that of the past.A pioneer in the field was Arthur M．Wellington, a civil engineer, who in the latter part of the nineteenth century specifically addressed the role of economic analysis in engineering projects. His particular area of interest was railroad building in the United States．This early work was followed by other contributions in which the emphasis was on techniques that depended primarily on financial and actuarial mathematics．In 1930. Eugene Grant published the first edition of his textbook.+ This was a milestone in the development of engineering economy as we know it today. He placed emphasis on developing an economic point of view in engineering，and(as he stated in the preface) “this point of view involves a realization that quite as definite a body of principles governs the economic aspects of an engineering decision as governs its physical aspects.” In 1942，Woods and DeGarmo wrote the first edition of this book，later titled Engineering Economy.Unit Two The Principles of Engineering EconomyThe development, study, and application of any discipline must begin with a basic foundation．We define the foundation for engineering economy to be a set of principles，or fundamental concepts，that provide a comprehensive doctrine for developing the methodology, These principles will be mastered by students as they progress through this book. However, in engineering economic analysis, experience has shown that most errors can be traced to some violation of or lack of adherence to the basic principles．Once aproblem or need has been clearly defined, the foundation of the discipline can be discussed in terms of seven principles.PRINCIPLE1－DEVELOP THE ALTERNATIVES:The choice(decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysisA decision situation involves making a choice among two or more alternatives. Developing and defining the alternatives for detailed evaluation is important because of the resulting impact on the quality of the decision．Engineers and managers should place a high priority on this responsibility．Creativity and innovation are essential to the process.One alternative that may be feasible in a decision situation is making no change to the current operation or set of conditions(i.e., doing nothing). If you judge this option feasible，make sure it is considered in the analysis. However, do not focus on the status quo to the detriment of innovative or necessary change.PRINCIPLE2-FOCUS ON THE DIFFERENCES:Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.If all prospective outcomes of the feasible alternatives were exactly the same，there would be no basis or need for comparison．We would be indifferent among the alternatives and could make a decision using a random selection.Obviously, only the differences in the future outcomes of the alternatives are important．Outcomes that are common to all alternatives can be disregarded in the comparison and decision．For example，if your feasible housing alternatives were two residences with the same purchase(or rental)price，price would be inconsequential to your final choice．Instead，the decision would depend on other factors, such as location and annual operating and maintenance expenses. This example illustrates，in a simple way, Principle 2，which emphasizes the basic purpose of an engineeringeconomic analysis：to recommend a future course of action based on the differences among feasible alternatives.PRINCIPLE 3-USE A CONSISTENT VIEWPOINT:The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).The perspective of the decision maker, which is often that of the owners of the firm，would normally be used．However, it is important that the viewpoint for the particular decision be first defined and then used consistently in the description analysis，and comparison of the alternatives.As an example，consider a public organization operating for the purpose of developing a river basin，including the generation and wholesale distribution of electricity from dams on the river system．A program is being planned to upgrade and increase the capacity of the power generators at two sites. What perspective should be used in defining the technical alternatives for the program? The “owners of the firm” in this example means the segment of the public that will pay the cost of the program and their viewpoint should be adopted in this situation.Now let us look at an example where the viewpoint may not be that of the owners of the firm．Suppose that the company in this example is a private firm and that the problem deals with providing a flexible benefits package for the employees. Also, assume that the feasible alternatives for operating the plan all have the same future costs to the company．The alternatives，however, have differences from the perspective of the employees，and their satisfaction is an important decision criterion. The viewpoint for this analysis and decision should be that of the employees of the company as a group, and the feasible alternatives should be defined from their perspective.PRINCIPLE 4-USE A COMMON UNIT OF MEASURE:Using a common unit of measurement to enumerate asmany of the prospective outcomes as possible will simplify the analysis and comparison of the alternatives.It is desirable to make as many prospective outcomes as possible commensurable (directly comparable)．For economic consequences，a monetary unit such as dollars is the common measure．You should also try to translate other outcomes(which do not initially appear to be economic) into the monetary unit．This translation，of course, will not be feasible with some of the outcomes, but the additional effort toward this goal will enhance commensurabilitv and make the subsequent analysis and comparison of alternatives easier.What should you do with the outcomes that are not economic(i.e., the expected consequences that cannot be translated (and estimated) using the monetary unit)? First, if possible, quantify the expected future results using an appropriate unit of measurement for each outcome．If this is not feasible for one or more outcomes，describe these consequences explicitly so that the information is useful to the decision maker in the comparison of the alternatives．PRINCIPLE 5-CONSIDER ALL RELEV ANT CRITERIASelection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider both the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.The decision maker will normally select the alternative that will best serve the long-term interests of the owners of the organization. In engineering economic analysis, the primary criterion relates to the long-term financial interests of the owners. This is based on the assumption that available capital will be allocated to provide maximum monetary return to the owners. Often, though, there are other organizational objectives you would like to achieve with your decision, and these should be considered and given weight in the selection of an alternative. These nonmonetarv attributes andmultiple objectives become the basis for additional criteria in the decision-making process.PRINCIPLE6-MAKE UNCERTAINTY EXPLICIT:Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.The analysis of the alternatives involves projecting or estimating the future consequences associated with each of them．The magnitude and the impact of future outcomes of any course of action are uncertain．Even if the alternative involves no change from current operations, the probability is high that today‟s estimates of, for example，future cash receipts and expenses will not be what eventually occurs. Thus, dealing with uncertainty is an important aspect of engineering economic analysis and is the subject of Chapters 10 and 13.PRINCIPLE 7- REVISIT YOUR DECISIONS:Improved decision making results from an adaptive process, to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.A good decision-making process can result in a decision that has an undesirable outcome. Other decisions, even though relatively successful，will have results significantly different from the initial estimates of the consequences. Learning from and adapting based on our experience are essential and are indicators of a good organization.The evaluation of results versus the initial estimate of outcomes for the selected alternative is often considered impracticable or not worth the effort. Too often, no feedback to the decision-making process occurs. Organizational discipline is needed to ensure tha t implemented decisions are routinely postevaluated and that the results used to improve future analyses of alternatives and the quality of decision making．The percentage of important decisions inan organization that are not postevaluated should be small．For example，a common mistake made in the comparison of alternatives is the failure to examine adequately the impact of uncertainty in the estimates for selected factors on the decision．Only postevaluations will highlight this type of weakness in the engineering economy studies being done in an organization.Unit Three Cost Concept3.1 Fixed, Variable, and Incremental CostsFixed costs are those unaffected by changes in activity level over a feasible range of operations for the capacity or capability available. Typical fixed costs include insurance and taxes on facilities, general management and administrative salaries, license fees, and interest costs on borrowed capital.Of course, any cost is subject to change, but fixed costs tend to remain constant over a specific range of operating conditions. When large changes in usage of resources occur, or when plant expansion or shutdown is involved, fixed costs will be affected.Variable costs are those associated with an operation that vary in total with the quantity of output or other measures of activity level. If you were making an engineering economic analysis of a proposed change to an existing operation, the variable costs would be the primary part of the prospective differences between the present andchanged operations as long as the range of activities is not significantly changed. For example, the costs of material and labor used in a product or service are variable costs, because they vary in total with the number of output units, even though the costs per unit stay the same.An incremental cost (or incremental revenue) is the additional cost (or revenue) that results from increasing the output of a system by one (or more) units. Incremental cost is often associated with “go-no go” decisions that involve a limited change in output or activity level.③For instance, the incremental cost per mile for driving an automobile may be. $0.27, but this cost depends on considerations such as total mileage driven during the year (normal operating range), mileage expected for the next major trip, and the age of the automobile. Also, it is common to read of the “incremental cost of producing a barrel of oil” and “incremental cost to the state for educating a student.” As these examples indicate, the incremental cost (or revenue) is often quite difficult to determine in practice.3.2 Recurring and Nonrecurring CostsThese two general cost terms are often used to describe various types of expenditures. Recurring costs are those that are repetitive and occur when an organization produces similar goods or services on a continuing basis. Variable costs are also recurring costs, because they repeat with each unit of output. But recurring costs are not limited to variable costs. A fixed cost that is paid on a repeatable basis is a recurring cost. For example, in an organization providing architectural and engineering services, office space rental, which is a fixed cost, is also a recurring cost.Nonrecurring costs, then, are those which are not repetitive, even though the total expenditure may be cumulative over a relatively short period of time. Typically, nonrecurring costs involve developing or establishing a capability or capacity to operate. For example, the purchase cost for real estate upon which a plant will bebuilt is a nonrecurring cost, as is the cost of constructing the plant itself.3.3 Direct, Indirect, and Standard CostsThese frequently encountered cost terms involve most of the cost elements that also fit into the previous overlapping categories of fixed and variable costs, and recurring and nonrecurring costs. Direct costs are costs that can be reasonably measured and allocated to a specific output or work activity. The labor and material costs directly associated with a product, service, or construction activity are direct costs. For example, the materials needed to make a pair of scissors would be a direct cost.Indirect costs are costs that are difficult to attribute or allocate to a specific output or work activity. The term normally refers to types of costs that would involve too much effort to allocate directly to a specific output. In this usage, they are costs allocated through a selected formula (such as, proportional to direct labor hours, direct labor dollars, or direct material dollars) to the outputs or work activities. For example, the costs of common tools, general supplies, and equipment maintenance in a plant are treated as indirect costs.Overhead consists of plant operating costs that are not direct labor or direct material costs. In this book, the terms indirect costs, overhead, and burden are used interchangeably. Examples of overhead include electricity, general repairs, property taxes, and supervision. Administrative and selling expenses are usually added to direct costs and overhead costs to arrive at a unit selling price for a product or service. (Appendix A provides a more detailed discussion of cost accounting principles.)Various methods are used to allocate overhead costs among products, services, and activities. The most commonly used methods involve allocation in proportion to direct labor costs, direct labor hours, direct materials costs, the sum of direct labor and direct materials costs (referred to as prime cost in a manufacturing operation), or machine hours. In each of these methods, it isnecessary to know what the total overhead costs have been or are estimated to be for a time period (typically a year) to allocate them to the production (or service delivery) outputs.Standard costs are representative costs per unit of output that are established in advance of actual production or service delivery. They are developed from anticipated direct labor hours, materials, and overhead categories (with their established costs per unit). Because total overhead costs are associated with a certain level of production, this is an important condition that should be remembered when dealing with standard cost data (for example, see Section 2.5.3). Standard costs play an important role in cost control and other management functions. Some typical uses are the following:1. Estimating future manufacturing costs.2. Measuring operating performance by comparing actual cost per unit with the standard unit cost.3. Preparing bids on products or services requested by customers.4. Establishing the value of work in process and finished inventories.3.4 Cash Cost versus Book CostA cost that involves payment of cash is called a cash cost (and results in a cash flow) to distinguish it from one that does not involve a cash transaction and is reflected in the accounting system as a noncash cost. This noncash cost is often referred to as a book cost. Cash costs are estimated from the perspective established for the analysis (Principle 3, Section 1.3) and are the future expenses incurred for the alternatives being analyzed. Book costs are costs that do not involve cash payments, but rather represent the recovery of past expenditures over a fixed period of time. The most common example of book cost is the depreciation charged for the use of assets such as plant and equipment. In engineering economic analysis, only those costs that are cash flows or potential cash flows from the defined perspective for the analysis need to be considered.Depreciation, for example, is not a cash flow and is important in an analysis only because it affects income taxes, which are cash flows. We discuss the topics of depreciation and income taxes in Chapter 6.3.5 Sunk CostA sunk cost is one that has occurred in the past and has no relevance to estimates of future costs and revenues related to an alternative course of action. Thus, a sunk cost is common to all alternatives, is not part of the future (prospective) cash flows, and can be disregarded in an engineering economic analysis. For instance, sunk costs are nonrefundable cash outlays, such as earnest money on a house or money spent on a passport.We need to be able to recognize sunk costs and then handle them properly in an analysis. Specifically, we need to be alert for the possible existence of sunk costs in any situation that involves a past expenditure that cannot be recovered, or capital that has already been invested and cannot be retrieved.The concept of sunk cost is illustrated in the next simple example. Suppose that Joe College finds a motorcycle he likes and pays $40 as a down payment, which will be applied to the $1,300 purchase price, but which must be forfeited if he decides not to take the cycle. Over the weekend, Joe finds another motorcycle he considers equally desirable for a purchase price of $1,230. For the purpose of deciding which cycle to purchase, the $40 is a sunk cost and thus, would not enter into the decision, except that it lowers the remaining cost of the first cycle. The decision then is between paying $1,260 ($1,300～$40) for the first motorcycle versus $1,230 for the second motorcycle.In summary, sunk costs result from past decisions and therefore are irrelevant in the analysis and comparison of alternatives that affect the future. Even though it is sometimes emotionally difficult to do, sunk costs should be ignored, except possibly to the extent that their existence assists you to anticipate better what will happen in the future.3.6 Opportunity CostAn opportunity cost is incurred because of the use of limited resources, such that the opportunity to use those resources to monetary advantage in an alternative use is foregone. Thus, it is the cost of the best rejected (i.e., foregone) opportunity and is often hidden or implied.For example, suppose that a project involves the use of vacant warehouse space presently owned by a company. The cost for that space to the project should be the income or savings that possible alternative uses of the space may bring to the firm. In other words, the opportunity cost for the warehouse space should be the income derived from the best alternative use of the space. This may be more than or less than the average cost of that space obtained from the accounting records of the company.Consider also a student who could earn $20,000 for working during a year, but chooses instead to go to school for a year and spend $5,000 to do so. The opportunity cost of going to school for that year is $25,000:$5,000 cash outlay and $20,000 for income foregone. (This figure neglects the influence of income taxes and assumes that the student has no earning capability while in school.)3.7 Life-Cycle CostIn engineering practice, the term life-cycle cost is often encountered. This term refers to a summation of all the costs, both recurring and nonrecurring, related to a product, structure, system, or service during its life span, The life cycle is illustrated in Figure 2-2. The life cycle begins with identification of the economic need or want (the requirement) and ends with retirement and disposal activities. It is a time horizon that must be defined in the context of the specific situation-whether it is a highway bridge, a jet engine for commercial aircraft, or an automated flexible manufacturing cell for a factory. The end of the life cycle may be projected on a functional or an economic basis. For example, the amount of time that a structure or piece of equipment is able to perform economically maybe shorter than that permitted by its physical capability. Changes in the design efficiency of a boiler illustrate this situation. The old boiler may be able to produce the steam required, but not economically enough for the intended use.Unit Four Time Value of Money4.1 IntroductionThe term capital refers to wealth in the form of money or property that can be used to produce more wealth. The majority of engineering economy studies involve commitment of capital for extended periods of time, so the effect of time must be considered. In this regard, it is recognized that a dollar today is worth more than a dollar one or more years from now because of the interest (or profit) it can earn. Therefore, money has a time value.4.2 Why Consider Return to Capital?Capital in the form of money for the people, machines, materials, energy, and other things needed in the operation of an。
工程管理专业英语教案
统一编号_____________ (共1 册)
常州大学怀德学院教案簿
（第 1 册）
课程名称《工程管理专业英语》
教学单位建筑与环境工程系
主讲教师翁鹏职称助教
课程性质B3 总学时32 总学分 2
授课班级工程16级总人数61
课程授课学期 5 起止时间2018.9 至2019.1
本教案用于第 5 学期
所用教材及编者《工程管理专业英语》柳立生主编；武汉理工大学出版社
主要参考书及编者：
《工程管理专业英语》徐勇戈主编
《工程管理专业英语》王竹芳主编
《建筑施工技术》古栋列主编
教学事务部（教务）制
本册教案目录
常州大学怀德学院教案
学生反馈。
工程管理专业英语
Chapter 12 Organization and Use of Project Information
Appendix 1 Glossary Appendix 2 Translation for Specialty English Appendix 3 Project Management World Wide Web Sites
工程管理专业英语
Professional English for Construction Management
主编：徐勇戈
Contents (continued)
Chapter 8 Construction Planning Chapter 9 Time Control for Construction Projects Chapter 10 Cost Control for Construction Projects
Unit 1 The Owner’s Perspective
1.3 Selection of Professional Services
When an owner decides to seek professional services for the design and construction of a facility, he is confronted with a broad variety of choices. The type of services selected depends to a large degree on the type of construction and the experience of the owner in dealing with various professionals in the previous projects undertaken by the firm. Generally, several common types of professional services may be engaged either separately or in some combination by the owners.
Unit 1 Types of construction project(工程管理专业英语)
Exordium
Contents
Vocabulary
Key Structures
Questions
English for Construction Project Management
Unit One Types of Construction Project
……and typically all phase of the project are handled by the same firm on a negotiated designconstruct or “turnkey” contractual arrangement, with considerable overlap between design, procurement, and construction. 此外，（工业建筑）项目各阶段的工作一般依据设计建 造或交钥匙合同由同一家企业来承担，因而其设计、采 购与施工等各阶段工作之间存在相当大的工作联系。 “turnkey” contractual arrangement，交钥匙合同方式， 即工程项目建设的全过程，包括设计、采购、施工、运 行试验等都由同一家企业承包，最后它将一个随时可以 使用的工程交给合同另一方的方式。
虽然它们和住宅类建设一样，也是劳动力与材料 密集型，但此类项目范围更广，所包含的技术更复 杂。 句中的labor-and-materials-intensive 为 “劳动力与材料密集型”的意思。much larger 与 more complex 分别对应其前的the scope 与technology.
精炼厂，炼制厂
Vocabulary
high-rise
Key Structures
n
高楼，大厦；a 高层的
工程管理专业英语unit
3
谈判英语的应用场景
谈判英语广泛应用于工程项目合作、国际贸易、 商务交流等领域，是工程管理专业人员必备的技 能之一。
04
Engineering Management Professional English Practice
Case Analysis
Case preparation
Provide background information and prepare necessary documents for students to understand the case.
Engineering Management Professional English Unit
contents
目录
• introduction • Fundamentals of English in
Engineering Management • Application of English in
Simulation monitoring
Monitor the progress of the simulation and provide guidance and assistance when needed.
ABCD
Simulation implementation
Provide necessary tools and resources for students to carry out the simulation.
English-written technical documents
and reports in the field of engineering
management.
Objective 4
专业英语单词听写(工管类1-3)
Unit 1the construction of projects 建筑项目architects 建筑工程师general contractors 总承包商special contractors / subcontractors 分包商manufacturers 制造厂商material dealers 材料供应商equipment distributors 设备经销商site 工地、施工现场constructing access roads 构造通道/建设通路warehouse 仓库concrete mixers 混凝土搅拌机technological dimension 技术尺度/ 技术因素working efficiency 工作效率evaluate /evaluation 评估、评价owner 业主working plan 工程计划specifications 规范、说明Unit2construction project delivery 建筑项目建设Design-Bid-Build ( DBB) / Design-Tender设计招标模式（缩写和全称都要记）Design-Build (DB) 设计建造模式Construction- Management （CM）建设管理模式Design-Manage (DM) 设计管理Budget 预算Unit Cost 单价Delivery Speed 交付速度quality 质量statute 法令、法规Construction Drawings 建筑图纸、工程图纸Federal Procurement Statute 联邦采购法规Budget Constraint 预算限制Lowest Bidder 最低投标aesthetics 美学Unit 3Project management 工程管理Project planning 工程计划WBS——Work Breakdown Structure 工程分解结构、工作分解结构activity network diagram 活动网络图the critical path 关键路径，基本路径the total project cost 项目总成本earned value 赢值法project schedule 项目进度计划，工程进度计划precedence network 前导网络图a vertical “TODAY”line 日进度直线systems engineering 系统工程100% Rule 百分百原则Horizontal bars 水平杠triple constraint 三角约束project scope 项目范围Gantt chart 甘特图resource utilization 资源利用workload 工作量baseline 基线，底线schedule dependency 日程逻辑关系。
工程项目管理的专业英语
Engineering project management is a comprehensive discipline that involves planning, executing, and closing projects. It is an essential part of the construction, manufacturing, and technology industries. This article will provide an overview of engineering project management, highlighting key concepts, processes, and tools.1. DefinitionEngineering project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It encompasses various activities, such as planning, executing, monitoring, controlling, and closing projects.2. Key Conceptsa. Project Scope: The defined deliverables and tasks that must be accomplished to deliver a complete and successful project.b. Project Schedule: The timeline for completing project activities and deliverables.c. Project Cost: The total amount of money required to complete the project.d. Quality: The degree of excellence of the project deliverables.e. Risk: The potential for an event to have a positive or negative impact on the project.3. Processesa. Initiating: Identifying and defining the project, including its objectives, scope, and stakeholders.b. Planning: Developing a detailed plan for executing, monitoring, and controlling the project activities.c. Executing: Implementing the project plan, including coordinating resources, managing stakeholders, and executing project activities.d. Monitoring and Controlling: Tracking, reviewing, and adjusting the project activities to ensure that the project objectives are met.e. Closing: Formalizing the completion of the project, including documentation, handover, and post-project evaluation.4. Tools and Techniquesa. Project Management Software: Tools like Microsoft Project, Oracle Primavera, and Atlassian Jira help in planning, scheduling, and tracking project activities.b. Critical Path Method (CPM): A project management technique that helps in identifying the sequence of activities and their dependencies.c. Agile Methodology: An iterative and incremental approach to project management that focuses on flexibility and collaboration.d. Risk Management: Identifying, analyzing, and mitigating risks to minimize their impact on the project.5. Professional Certificationsa. Project Management Professional (PMP): A certification offered by the Project Management Institute (PMI) that validates a professional's knowledge and skills in project management.b. Certified Project Manager (IAPM): A certification offered by the International Association of Project Managers (IAPM) that focuses on project management skills and knowledge.6. Challenges in Engineering Project Managementa. Complexity: Engineering projects are often complex, involving various stakeholders, activities, and technologies.b. Cost Control: Managing the project budget and ensuring that the project remains within the allocated budget.c. Time Management: Meeting project deadlines and delivering project deliverables on time.d. Communication: Ensuring effective communication among stakeholders, team members, and project managers.In conclusion, engineering project management is a crucial discipline that helps organizations successfully complete projects. By understanding the key concepts, processes, and tools, project managers can ensure that projects are completed on time, within budget, and to the required quality standards.。
工程管理专业英语-PPT课件
information its
of
interest
to
component
national
The activities of FIDIC
• Seminar: A meeting for an exchange of ideas • conference : a formal meeting of people with a shared interest • Training courses : the action of teaching • Bookshop:a shop where books are sold
2.Procedure of bid and tender
3.国际工程合同条 件
目前国际工程项目常用的合同条件主要有： • 国际咨询工程师联合会（FIDIC）编制的系列合同 条件； • 英国土木工程师学会编制的ICE合同，NEC合同； • 美国建筑师学会的AIA系列合同条件； • 英国皇家建筑师学会的JCT合同及亚洲地区使用的 各种合同条件。
FIDIC IS THE MOST COMMONLY USED CONDITIONS OF CONTRACT FOR INERNATIONAL CONSTRUCTION PROJECTS。 其合同条款齐全，内容完整、词语严谨，可操作 性强，适用范围广，是世界各国参与国际市场竞争 共同遵守的交易规则。 合同公正、合理、科学地确立了合同双方的责权 利关系，有利于合同双方公平高效地履行合同，有 利于提高工程的整体效益。
ership today numbers 75 Member Associations representing some 1 million professionals. CHINA joined FIDIC in 2019,10
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AAs-built drawings竣工图Annual net value净年值Arbitration仲裁 A dashed line虚线Activity-on-branch network双代号网络图Activity-on-node network单代号网络图A vertical axis纵坐标Archival information档案资料BBottom-up design自下而上的设计Bids and quotations投标和报价Bill of quantities工程量清单Bid estimate 投标估价Benefit cost ratio成本收益率Budgeted cost预算成本Cconstruction contract施工合同Conceptual planning stage概念规划阶段Capital intensive资金密集的Competitive bidding竞争性招/投标Contract price合同价格claims索赔Constructors建造商changes变更clause条款Conceptual design概念设计construction operations施工作业Construction contractor施工承包商Construction equipment施工设备Concrete mixers混凝土搅拌机Cost estimation成本估算Cost control成本控制Cost Engineering工程估价Construction supervision施工监督Construction cost建造成本Control estimate控制估算Conceptual estimate概念设计估算Construction procedures施工方法Cost indices成本指数Consumer price index消费价格指数Cash flow profile现金流量图Credit risk信用风险Competitive bidding公开招标Contract price合同价格Clause条款Contract negotiation合同谈判Contract dispute合同纠纷Cost overrun成本超支Cost committed承诺成本Cost to date到期成本Cost exposure附加成本Critical path method关键线路法Construction yard施工现场Ddetailed engineering design详细的工程设计design methodology设计方法detailed design详细设计drilling and blasting钻孔和爆破detailed estimates详细估算dispute resolution mechanism争端解决机制design drawing设计图纸dummy activities虚工作document contral文档控制design/construct firm 设计/施工合同EEconomic feasibility经济可行性Estimate stage估算阶段evaluation stage评估阶段equipment utilization and mechanization 设备利用率和机械化earthwork to be excavated土方开挖Economic evaluation经济评价Expenditure支出Excavation开掘Estimated total cost预计总成本Ffacility maintenance 设施维护Feasibility study可行性研究Facility operation and maintenance设施的运营与维护formulation构思Facilities management设施管理Functional organization职能式组织First line supervision基层监督Field management现场管理Force-account charges自营工程费Free float自由时差Fast track快速路径法Final checkout最终的竣工验收GGantt chart甘特图government agency 政府机构general contractor 总承包商H Horizontal axis水平坐标IIntegrate整合Instruction and commercial buildingconstruction 办公和商业用房建设Infrastructure and heavy construction重大基础项目建设Installation contractors安装承包商Ill-defined定义不清的Inflation通货膨胀Internal rate of return内部收益率Intangible asset无形资产Interest rate利率In-house overhead expenses内业管理费Independent float独立时差Inspection logs检查日志Information transfer and flow信息的传递与流通information flow信息流LLinear programming线性规划logistics物流 labor productivity劳动生产率labor jurisdictions劳动仲裁logistic problems后勤问题lifting and erecting提升和安装leverage杠杆作用legal documents法律文件lump sum contract总价合同Mmarket demands 市场需求Monthly payments月付款额Matrix-type suborganization矩阵式次级组织Monitoring and control监督与控制Material procurement and delivery材料采购和运输Mortgage抵押 Milestone里程碑Municipal project市政项目Monte carlo simclation蒙特卡罗模拟NNominated subcontractor指定分包商Non-productive activities非生产性活动Net annual cash flow年净现金流Net benefit净收益 Negotiation谈判Net present value净现值Net future value净终值Numerous alternative plans众多的备选方案Network diagrams网络计划图OOverlap 搭接，交叠on-site现场Operation and maintenance managers运行与维护经理On-site Installation现场安装Overseer监督者Overdraft透支Overlapping and rehandling搭接和再处理on site quality inspection 现场质量监督PProcurement Management采购管理Public agency公共机构public project公共项目project management项目管理Professional services专业服务Project organization项目式组织Preliminary estimates初步估算Payback period投资回收期Payment支付Private corporation民营公司Predecessor relationship前后顺序关系Pre-qualification of contractors andsub-contractors with regard safety在安全方面对承包商和分包商的资格预审Procurement accounts采购账目QQuotation报价RResidential housing construction住宅类房屋建设risk-reward风险和回报Return on investment投资回收率Revenues收入Real estate properties房地产Risk sharing风险分担Re-construction返工，重修Re-evaluation重新评价Random sample随机抽样Relational data model关系数据模型SSpeculative housing market投机性住宅市场Scope of the project项目的范围Specialized industrial construction专业化工业项目建设sensitivity灵敏度Shop drawings施工图Subcontractors分包商Specialty Contractor专业承包商Specialized subcontractor专业分包商Structural design结构设计Security sensitivity安全敏感性Screening estimates匡算Subcontractor quotations分包商报价Social rate of discount社会折现率Simulate模拟sunk cost沉没成本Semi-automated半自动化的Sub-network子网络图Statistical method统计方法Sampling by attributes特征抽样Sampling by variables变量抽样Sampling plan抽样计划Storage and retrieval存储和查询TThe project life cycle项目生命周期The Real estate developer房地产开发商The feasibility study report可行性研究报告The state of economy经济状况Turnkey project/contract交钥匙工程/合同Top-down design自上而下的设计Technical feasibility技术可行性Tangible asset有形资产Technology choice技术选择Total float总时差Total quality control全面质量管理Tracing decision跟踪决策the speculative housing market 投机性住宅市场UUnit cost method of estimation单位估价法Unit price contract单价合同Unforeseen circumstances不可预见事件VVendor供货商Value engineering价值工程Video conferencing电视会议WWork package工作包Warranties and guarantees保证和担保Warehouse management仓库管理缩写REITs—real estate investment trusts房地产信托（基金）PERT—program evaluation and review technology计划评审技术PMBOK—project management body of knowledge项目管理体系PMI—the project management institute美国项目管理协会ISO—the international organization forstandardization国际标准化组织OSHA—US occupational safety and healthadministration美国职业安全和健康署GDP--gross domestic product国内生产总值GNP--Gross National Product国民生产总值MARR--minium attractive rate of return最低收益率CMC—construction management contractor建设项目管理承包商CAD—computer aided design计算机辅助设计CPA--Certified public accounting特许公共会计师AIA—American institute of architects美国建筑师协会AGC—the associated general contractors美国总承包商会。