工程管理专业英语 第2课
2021年工程管理硕士(mem)英语二 解析
一、考试概况2021年工程管理硕士（MEM）英语二考试是MEM考试中的重要组成部分，旨在考察学生的英语听、说、读、写能力，以及对工程管理相关知识的理解和应用能力。
二、考试形式1. 听力部分：主要考察学生对英语听力材料的理解能力，包括听力短对话和长对话。
2. 阅读部分：主要考察学生对英语阅读材料的理解能力，包括阅读理解和完形填空。
3. 写作部分：主要考察学生的英语写作能力，包括写作综合能力和独立写作。
4. 口语部分：主要考察学生的口语表达能力，包括口语短对话和口语长对话。
三、考试内容1. 听力部分：主要考察学生对工程管理相关话题的听力理解能力，包括项目管理、团队合作、领导力等。
2. 阅读部分：主要考察学生对工程管理相关话题的阅读理解能力，包括案例分析、理论解释、实务应用等。
3. 写作部分：主要考察学生对工程管理相关话题的写作能力，包括对于案例分析的议论文和对于理论的总结性文章等。
4. 口语部分：主要考察学生对工程管理相关话题的口语表达能力，包括对于工程项目的讨论、管理技巧的展示等。
四、考试重点1. 英语能力：考生需要具备一定的英语听、说、读、写能力，以便于顺利完成考试各部分。
2. 工程管理知识：考生需要了解工程管理的基本概念、核心理论和实际应用，以便于理解和应对相关考试内容。
3. 考试技巧：考生需要掌握一定的考试技巧，包括听力技巧、阅读技巧、写作技巧和口语表达技巧，以便于高效、准确地完成考试各部分。
五、考试建议1. 提前准备：考生需要充分了解MEM英语二考试的考试形式、考试内容和考试要求，提前进行针对性的学习和准备。
2. 多练习：考生需要进行大量的听力、阅读、写作和口语练习，以提高自己的英语能力和工程管理知识水平。
3. 注重技巧：考生需要关注考试技巧，不断总结经验，提高答题效率和准确率。
4. 注意细节：考生在考试过程中需要注意细节，如听力材料中的关键信息、阅读材料中的重点内容等，以便于准确理解和答题。
工程管理专业英语大纲
《工程管理专业英语》教学大纲课程编号：00001701课程中文名称：工程管理专业英语课程英文名称：Professional English for Engineering Management总学时：48 实验学时：0 上机学时：0学分：3适用专业：一、课程性质、目的和任务本课程是工程管理专业的专业选修课。
通过本课程的学习，使学生既能掌握工程项目管理专业术语，又能培养和提高学生阅读与笔译专业英语文献的能力，并了解国外工程管理领域最新发展动态和前沿知识，还能够开拓其专业视野，为日后从事相关的工程管理工作和理论研究打下坚实的基础。
掌握工程管理专业英语所要求的知识。
二、课程教学内容及基本要求第一章1．教学内容：The Owner’s Perspective2．基本要求（1）The Project Life Cycle(重点)（2）Major Types of Construction3．学时分配：4学时第二章1．教学内容：Organizing for Project Management2．基本要求（1）What is Project Management?（2）Professional Construction Management3．学时分配：4学时第三章1．教学内容：The Design and Construction Process2．基本要求（1）Design and Construction as an Integrated System(重点)（2）Design Methodology3．学时分配：学时第四章1．教学内容：Worker, Material and Equipment Utilization2．基本要求（1）Factors Affecting Job-Site Productivity（2）Material Procurement and Delivery3．学时分配：学时第五章1．教学内容：Cost Estimation2．基本要求（1）Approaches to Cost Estimation（2）Types of Construction Cost Estimates3．学时分配：学时第六章1．教学内容：Economic Evaluation of Facility Investments2．基本要求（1）Basic Concepts of Economic Evaluation（2）Investment Profit Measures（重点难点）3．学时分配：学时第七章1．教学内容：Financing of Constructed Facilities2．基本要求（1）The Financing Problem（2）Institutional Arrangements for Facility Financing3．学时分配：学时第八章1．教学内容：Construction Pricing and Contracting2．基本要求（1）Pricing for Constructed Facilities（2）Contract Provisions for Risk Allocation3．学时分配：学时第九章1．教学内容：Construction Planning2．基本要求（1）Basic Concepts in the Development of Construction Plans （2）Choice of Technology and Construction Method（重点难点）3．学时分配：学时第十章1．教学内容：Fundamental Scheduling Procedures2．基本要求（1）Relevance of Construction Schedules（2）The Critical Path Method3．学时分配：学时第十一章1．教学内容：Advanced Scheduling Techniques2．基本要求Scheduling with Uncertain Durations3．学时分配：学时第十二章1．教学内容：Cost Control, Monitoring and Accounting2．基本要求The Cost Control Problem3．学时分配：学时第十三章1．教学内容：Quality Control and Safety During Construction2．基本要求Quality and Safety Concerns in Construction3．学时分配：学时第十四章1．教学内容：Organization and Use of Project Information2．基本要求Types of Project Information3．学时分配：2学时三、教材及教学参考书教材：徐勇戈．《工程管理专业英语》．中国建筑工业出版社，2006年.参考书：。
工程管理专业英语徐勇戈课-第二版-后答案精编版
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。
第二章 建设材料和建筑结构 工程管理专业英语ppt课件
制其混合料,特别是在天气条件不好的情况下。
Review Questions and Problems
1.What are the types of foundations? List some examples for each type of foundation.
Reading material
The Total Cost of Building Materials
2 . Ecological Costs •Pollution costs can be macro and micro. The macro, environmental pollution of extraction industries building materials rely on such as mining, petroleum, and logging produce environmental damage at their source and in transportation of the raw materials, manufacturing, transportation of the products, retailing, and installation. An example of the micro aspect of pollution is the off-gassing of the building materials in the building or indoor air pollution. Red List building materials are materials found to be harmful. Also the carbon footprint, the total set of greenhouse gas emissions produced in the ysis also includes the reuse, recycling, or disposal of construction waste. Two concepts in building which account for the ecological economics of building materials are green building and sustainable development.
工程管理专业英语
make good use of -> utilize,
数量的翻译
小数，分数，百分数
0.1: zero point one, point one, o point one, one tenth,
0.01: point zero one, 10.35: ten point three five 1/2: a (one) half 1/3: a third 1/4: one quarter 2/3: two-thirds, 3/4: three-fourths, three quarters 3%: three percent 0.2% : point two percent 5‰: five per mill
例6、The total weight being less, it is possible to build much taller building.
（4）长句虽多，但句型简单。 注：例8中 member 译为 构件
（5）省略句较多。
省略成分：状语从句中的主语、全部或部分谓语；定语从句 中的关系代词which和that、从句中的助词等；还常用介词短 语替代从句。
Professional English for Engineering Management
工程管理专业英语
Unit 1
பைடு நூலகம்
专业英语翻译
工程管理翻译为construction management,是指 在一定的约束条件下,以最优地实现工程项目为目 的,按照其内在的逻辑规律对工程项目进行有效的 计划、组织、协调指挥、控制的系统管理活动。 工程管理需要的知识、技能和工具与技术非常广 泛，有技术、管理、法律、金融、财务等各个方 面，涉及到工程的进度、费用、质量、风险、人 力资源、沟通与交流、采购与合同等。
工程管理专业英语unit2
Unit 2 Emerging Role of Management in Civil Engineering 管理对土木工程的重要性
When local firms insist that they only participate as a join-venture
桂林理工大学博文管理学院建筑工程系 工程管理专业英语
Unit 2 Emerging Role of Management in Civil Engineering 管理对土木工程的重要性
Comprehension Exercises
Please answer the following questions briefly. Q1：what is the basis for the argument that the need for civil engineering is growing? Q2: what is the hottest new graduate program in civil engineering at northwestern university? which subjects does the program include? Q3 why are all project managers required to be able to communicate well verbally as well as in writing?
在当地公司坚持它们只能以合资伙伴参与，项目经理面临的问题
就增加了，因为当地公司通常不能提供一份履约保证金、责任保 险或者甚至是一套有意义的能建立它们真正的工资成本和日常开 支的账户。 In summary, the present paper is intended to show……总之，本文 旨在说明…… accelerate vt. 加速,促进，增加 command vt. 赢得，拥有，掌握 appreciably ad.明显的，可觉察到，相当的
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
《工程管理专业英语》教学大纲开课学院：建筑工程学院Begin College:Construction Engineering College适用专业：工程管理Applicable to Professional:Engineering Management课程编号：Course Number:课程英文名称：Engineering ManagementEnglish Course Title：Engineering Management课程性质：学科基础课Course property：Discipline Basic Courses课程总课时：32Course Total Class：32学分：2Credit：2课程教学目标与基本要求：通过本课程的学习，使学生了解土木工程专业的培养目标、行业发展、主要的科学问题和解决的方法、课程之间的联系、专业学习的特点、毕业后的去向等情况。
能够为学生选修课程和将来的工作提供参考。
The teaching goal and the basic requirements：Through learning of this course, make students understand the civil engineering professional training target, industry development, the main scientific problems and the solution method, the connection between the course and the characteristics of professional learning, go after graduation, and so on and so forth.Courses for students and working to provide the reference for the future.教学内容Content of courses 教学要求Teaching requirement教学模式Modelteaching课时分配（建议）Teachinghours第一部分工程概述1.工程的概念2.工程的作用3.我国古代工程4.我国现代工程The first part Project overview1.The concept of the engineering;2.The role of engineering;3. Ancient China engineering ;4.Modern engineering in our country. 了解工程的概念；了解工程的作用；了解我国古代工程。
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。
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
建筑工程管理专业英语 (2)
建筑工程管理专业英语概述建筑工程管理是一个涉及规划、设计、施工和运营建筑项目的综合学科。
在这个领域，专业英语是必不可少的工具。
本文将介绍一些在建筑工程管理中常见的专业英语词汇和表达，以帮助学习者更好地理解和运用这些术语。
建筑工程管理职责项目规划•Project planning：项目规划•Feasibility study：可行性研究•Project objectives：项目目标•Project budget：项目预算•Time schedule：时间进度表•Risk assessment：风险评估设计和工程图纸•Architectural design：建筑设计•Structural design：结构设计•MEP (Mechanical, Electrical, Plumbing) design：机电管道设计•Working drawings：施工图纸•Blueprints：蓝图•Specifications：技术规范施工过程•Construction site：施工现场•Construction materials：建筑材料•Excavation：挖掘•Foundation：基础•Concrete pouring：浇筑混凝土•Steel reinforcement：钢筋加固•Framing：框架施工•Plumbing and electrical installation：管道和电气安装•Finishing work：装修工作•Quality control：质量控制•Safety measures：安全措施项目管理•Project management：项目管理•Project manager：项目经理•Stakeholders：利益相关者•Team collaboration：团队协作•Resource allocation：资源分配•Progress monitoring：进度监控•Change management：变更管理•Problem-solving：问题解决运营和维护•Operation and maintenance：运营和维护•Facility management：设施管理•Energy efficiency：能源效率•Preventive maintenance：预防性维护•Emergency repairs：紧急维修•Life cycle cost analysis：寿命周期成本分析建筑工程管理实例为了更好地理解这些专业英语词汇的运用，让我们看一下一个建筑工程管理实例。
工程管理专业英语
Unit 1 The Owner’s Perspective
1.2 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.
Unit 1 The Owner’s Perspective
1.1 The Project Life Cycle
Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any ng of the acquisition process in order to maintain firm control of the quality, timeliness and cost of the completed facility.
工程管理专业英语教程(第二版)熊英主编翻译
目录第一章 (2)passage1：施工管理Construction Management (2)Passage2 项目管理与计算机 (2)Project Management and the Computer (2)第二章 (3)Passage1 混凝土Concrete (3)Passage2 现代建筑与结构材料 (4)Modern Buildings and Structural Materials (4)第三章 (5)Passage1 计算机辅助制图与设计 (5)Computer Aided Drafting and Design (5)Passage2 新兴技术Emerging Technologies (7)第四章 (9)Passage1 项目管理的观点 (9)Project Management Perspective (9)Passage2项目经理The Project Manager (10)第五章 (10)Passage1 进度开发Schedule Development (10)Passage2业主的时间表-单独设计招标合同 (11)The Owner’s Schedule for Separate Design-Bid Contracts (11)第六单元： (12)文章1 施工中的质量和安全问题 (12)Quality and Safety Concerns in Construction (12)第七章 (13)Passage1 成本控制Cost Control (13)Passage2 成本控制程序Cost Control Procedure (14)第八章 (15)Passage1 房地产市场的兴起和衰落 (15)Rise and Fall of Property Market (15)Passage2 房地产市场特征 (15)Market Characteristic of Real Estate (15)第九章 (16)Passage1 一个项目的开始，完成和计划 (16)The Commencement，Completion and program of a Project (16)Passage2 土木工程合同Civil Engineering Contracts (17)第十章 (18)Passage1 施工索赔Construction Claims (18)Passage2 工程施工索赔：常见的陷阱 (18)Delay Claims in Construction Cases：Common Pitfalls (18)第十一章 (19)Passage1招标文件Bidding Documents (19)Passage2 招标有效性和安全性Competitive Bids (20)第12章 (22)Passage1 建筑的未来趋势 (22)Smart Structures and Intelligent Building (22)建设：未来趋势Construction：Future Trends (22)第一章passage1：施工管理Construction Management在施工管理中，业主与建筑师-工程师签订项目合同。
工程管理专业英语翻译(第二版)徐勇戈
U2—S1什么是项目管理?建筑项目管理不仅需要对设计和实施过程有所理解,而且需要现代管理知识。
建设项目有一组明确的目标和约束，比如竣工日期.尽管相关的技术、组织机构或流程会有所不同，但建设项目同其他一些如航天、医药和能源等准等领域的项目在管理上仍然有共同之处。
一般来说，项目管理和以项目任务为导向的企业宏观管理不同，待项目任务的完成后，项目组织通常也会随之终止。
(美国)项目管理学会对项目管理学科有如下定义：项目管理是一门指导和协调人力物力资源的艺术,在项目整个生命周期，应用现代管理技术完成预定的规模、成本、时间、质量和参与满意度目标。
与此形成对照，一般的工商企业管理更广泛地着眼于业务的更加连贯性和连续性.然而，由于这两者之间有足够的相似和差异，使得现代管理技术开发宏观管理可以用于项目管理。
项目管理框架的基本要素可以用图2—1表示。
其中，应用宏观管理知识和熟悉项目相关知识领域是不可或缺的。
辅助性学科如计算机科学和决策科学也会发挥重要作用。
实际上，现代管理实践与各专业知识领域已经吸收应用了各种不同的技术和工具，而这些技术和工具曾一度仅仅被视作属于辅助学科领域.例如，计算机信息系统和决策支持系统是目前常见的宏观管理工具。
同样，许多像线性规划和网络分析这样的运算研究工具，现在广泛应用在许多知识和应用领域。
因此，图2—1反映了项目管理框架演变的唯一来源。
具体来说,建设项目管理包含一组目标，该目标可能通过实施一系列服从资源约束的运作来实现.在规模、成本、时间和质量的既定目标与人力、物力和财力资源限制之间存在着潜在冲突。
这些冲突应该在项目开始时通过必要的权衡和建立新备选方案来解决。
另外,施工项目管理的功能通常包括以下：1。
项目目标和计划说明书中包括规模、预算安排、进度安排、设置性能需求和项目参与者的界定。
2。
根据规定的进度和规划,通过对劳动力、材料和设备的采购使资源的有效利用最大化.3。
在项目全过程中，通过对计划、设计、估算、合同和施工的适当协调控制来实施项目各项运作。
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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4
第四段：
By contrast, the general management of business and industrial corporations assumes a broader outlook with greater continuity of operation. 与此形成对照，一般的工商企业的一般管理更广泛地着眼于业务更 佳的连续性。 Nevertheless, there are sufficient similarities as well as differences between the two so that modern management techniques developed for general management may be adapted for project management. 不过，二者之间也有足够的相似性和差异，以便项目管理适应为一 般管理开发的现代管理技术。
A project organization will generally be terminated when the mission is accomplished.
项目组织一般是任务完成时项目便终止。 According to the Project Management Institute, the discipline of
5
第五段：
The basic ingredients for a project management framework may be represented schematically in Figure2-1. 项目管理框架最基本的因素由图2-1所示。 A working knowledge of general management（综合、一般） and familiarity with the special knowledge domain related to the project are indispensable. 一般管理应用知识和（对）项目相关的专业知识领域（的熟知）是不可 缺少的。 Supporting disciplines（学科） such as computers science and decision science may also play an important role. 例如计算机科学和决策科学之类的支持学科也许也扮演一个重要角色。
In fact, modern management practices and various special knowledge domains have absorbed various techniques or tools which were once identified only with the supporting disciplines. 实际上，现代管理实践与各专业知识领域已经吸收（应用）了各种不同 的技术和工具，而这些技术和工具曾一度仅仅被视作属于支持性学科的 范畴。
Chapter2 Organizing for Project Management
1
2.1 What is Project Management什么是项目管理
第一段： The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. 建设项目管理要求现代的管理、以及设计和施工过程知识。 Construction projects have a specific set of objectives and constraints such as a required time frame for completion. 建设项目有一系列具体的目标和约束条件，如在规定的时限内完成。 While the relevant technology, institutional arrangements or process will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments. 虽然相关技术，组织机构或流程会有所不同，但建设项目同其他一些 如航天、医药和能源等专业技术领域：
Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project.
一般来说，项目管理是区别于一般以任务为导向项目性质的 企业管理。
project management can be defined as follows: 根据项目管理协会，项目管理学科可以定义为如下：
3
第三段：
Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction.