工程管理专业英语chapter4 surety bonds
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］。
工程管理专业英语期末试题（含答案）
工程管理专业英语期末试题（含答案）《工程管理专业英语》期末试题2一、词汇英译汉1.skyscraper：摩天大楼2.Quantity takeoff：估计的工程量3.progress payment：进度款4.quotation：报价单5.creep：徐变、塑性变形6.Cantilever truss bridge：悬臂桁架桥7.load action and propagation mechanism：荷载作用和传递机理8.the law of equilibrium：平衡原理9.horizontal seismic action：水平地震作用10.statically indeterminate structure：超静定结构11.general contractors：总承包商12.Substitution：替换、代替13.Period of bid validity：投标有效期14.Sloping surface：坡面二、词汇汉译英1.抗压强度：compression strength2.活载：live load3.专业建筑师：specialty architects4.可靠性：reliability5.剪切变形：shear deflection6.隔墙：partitioning wall7.规范，说明书：specification8.流动资金：working capital9.合同管理：contract management10.履约保证金：performance security11.施工缝：construction joint12.收缩率：rate of contraction13.立交桥：overpass bridge三、典型句子英译汉1、Concrete and steel reinforcement form such a strong bond-the force that unites them-that no relative movements of the steel bars and the surrounding concrete occur.混凝土和钢筋之间形成一种强大的粘合力，这个力能够将它们联合在一起而使周围混凝土和钢筋不出现相对移动。
工程管理专业英语第二版第四章课后答案
目录1、本细则编写依据2、专业工程特点3、监理工作的流程如下：4、监理工作的方法5、监理土建质量控制目标、控制要点及措施5.1 钢筋工程监理要点及措施5.2 模板工程监理要点及措施5.3 砼浇筑工程监理要点及措施5.4 大体积砼施工监理要点及措施5.5、深基坑支护监控要点5.6 地下室工程监理工程要点5.7 砌体工程监理要点及措施楼地面工程监理要点及措施5.8 建筑装饰装修工程监控要点5.8.1 材料5.8.2 施工5.8.3 抹灰工程5.8.4 吊顶工程5.8.5 轻质隔墙工程5.8.6 饰面板（砖）工程5.9 屋面工程监控要点土建工程监理实施细则1、本细则编写依据1.1工程建设方面的法律、法规1.1.1《中华人民共和国建筑法》1.1.2《建设工程质量管例条例》1.1.3《建设工程安全生产管理条例》1.1.4《中华人民共和国合同法》1.2 部分有关技术标准1.2.1.1《建设工程监理规范》GB/T50319-2013；1.2.1.2《建筑工程施工质量验收统一标准》GB50300-2001；1.2.1.3《建筑地基基础工程施工质量验收规范》GB50202-2002；1.2.1.4《建筑地面工程施工质量验收规范》GB50209-2002；；1.2.1.5《建筑装饰装修工程质量验收规范》GB50210-2001;1.2.1.6《砌体工程施工质量验收规范》GB50203-2002；1.2.1.7《钢筋焊接及验收规范》JGJ18-2003；1.2.1.8《混凝土结构工程施工质量验收规范》GB50204-2002；1.2.1.9《屋面工程质量验收规范》GB50207-2002；2、专业工程特点1.1建筑层数：本建筑物地下室为两层，地上一栋为20层楼，为18层写字楼，裙房为2层。
1.2.建筑高度：为81.9m；1.3.结构特征：本工程是一个集商业、办公为一体的高层建筑,结构体系为钢筋混凝土框架－剪力墙核心筒基本是剪力墙。
工程管理专业英语4 PROJECT DELIVERY METHODS及翻译
CHAPTER 4 PROJECT DELIVERY METHODSCHAPTER OUTLINEINTRODUCTIONMANAGING PROJECT RISKSLessons from HistoryASSESSING PROJECT RISKSGeneral RisksProject-Specific RisksOther RisksMINIMIZING RISKChoosing the Right Delivery MethodChoosing a Contract TypeMonitoring the Entire ProcessPartneringDELIVERY METHODSTraditionalDesign/BuildConstruction Project ManagementCONTRACT TYPESSingle Fixed PriceUnit Price ContractCost Plus a FeeCONTRACT CHANGESCONCLUSIONSTUDENT LEARNINGOBJE TIVESIn this chapter you will learn the following:1. The principal challenges that successful projects overcome2. The four major categories of project risk3. The three primary delivery method arrangements, with their advantagesanddisadvantages4. The three major types of contractsINTRODUCTIONAn owner's primary goal in choosing a delivery method is to ensure that it will meetthe project objectives and at the same time allow the project to be delivered on timeand within budget. In a risk-free, predictable world. this would be a relatively simple task. The world.however. is full of unpredictable forces and undesirable outcomes.As a consequence, an owner must monitor the process to prevent unpleasant outcomes along the way.Construction projects have many unique characteristics. Creating a large facilitytakes a long time and usually involves a large capital investment. Cost overruns, delays, and other problems tend to be proportionally monumental. The process ofbuilding is complicated by the large number of components that are provided by different suppliers. Furthermore, the process only occurs once. Even if an owner buildsrepeatedly, the nature of the product and the parties involved in building depend ontime. site conditions. user needs, and economic health. Compared with professionalsin other industries, designers and constructors have less opportunity to transfer lessons learned from project to proj ect. All of these factors combine to create uniqueness. which carries with it heightened risk.A building not delivered on time usually costs more than planned, and a late delivery can have cascading effects throughout an owner's organization. For example,a microcomputer chip manufacturer may need a new facility to manufacture the latest version of a chip. If the facility is late, the manufacturer may miss the market andallow a competitor to get its chip on line sooner. This will affect the entire organization and may cause serious economic setbacks. An owner's primary goal is to avoidsuch pitfalls.One method to avoid these pitfalls is to put together a team of people whoseskills match the type of project envisioned and who have a proven record of delivering such proj ects. Before this team is put together, however, an owner should decide how the members will interact with both the owner organization and each other. This approach is called the project deliveryme加Ddj a particular combination of professionals and contract arrangements that assign s responsibilities and risk ina certain way. The three most common delivery methods are traditional,design/build, and construction management. Within each of these methods there isa choice of contract arrangements, and each has its own set of risks and capabilities.Early on, the owner must decide which type will best suit the specific circumstancesof the specific project.MANAGING PROJECT RISKSLessons from HistoryAn owner may choose a particular delivery method after studying why constructionprojects throughout history have failed. The task is not as daunting as it may seem.A number of recurring problems accounts for the vast maj oritv of construction project failures. Here are the most common:Separated FunctionsThe two primary professionals on the project are the designer and the constructor.Their communication during the entire project life cycle is key to projectsuccess. Proj ects tend to be large, complex undertakings, and each is unique. Theactions of one professional can have a major impact on the concerns of theother.For example, a design change after construction has started can adversely affectconstruction sequencing, thus causing considerable increases in cost due to lost efficiency. Early information about these changes gives construction personnel time toanticipate how to integrate them into the overall schedule. The longer the designerwaits to inform the contractor of the change, the more money will be spent makingthe change. Conversely, if a contractor makes a field change and does not include thedesigner in the decision loop, design elements could be adversely affected and thebuilding may not function as well as intended. In both cases. consultation betweenparties is important to maintain quality, budget, and schedule.Scope CreepThe scope of work on a project can bc defined as the product of the quantity of thework and the character of the work. For instance, imagine that 10,000 square feet of 5/8 inch gypsum wallboard defines the work of a drywall subcontractor. lf the quantity increases to11.000 square feet or the thickness to3/4 inch.then the scope of work increases. Scope of work is the primary determinant of costs on a proj ect. If scope increases. costs also increase.Maintaining the scope of work as budgeted on a project can be a difficult aspectof managing the project since it is often beyond the control of any one member ofthe project team. Many factors can cause scope to increase. Today's large proj ects often involve complex and highly political organizations. Getting 100 percent consensus of what constitutes the entire proj ect can be time-consuming. Most proj ects havetight timelines and often do not take into account the time needed for up-front consensus. Therefore, proj ects often go forward without total consensus. This usually creates a backlash soruewhere further into the project. Often the only way to resolve itis to incorporate more scope.Scope may also grow when a critical user is left out during the early needs analysis stage and must be accOJ11modated later in the process. Sometimes this user wasnot available during the planning stages or became critical because of a new influxof money or other requirements. The change may be necessary, and the job of theproject team is to minimize its impact on money and time.Another cause of scope growth is miscommunication among the user. the designer. and/or the constructor. In complex projects, a tremendous amount of information moves among the different organizations. Controlling this information flowand ensuring that each party knows and understands criticaJ information are major considerations when choosing delivery methods. It is the task of the project team toclearly identify the scope of work that was budgeted in the project and note any timethat scope changes.Project AccelerationBuyers of construction services prefer to have projects delivered quickly. Finishingearly lowers some costs, puts the building into service sooner. and can cut interestcosts onconstruction loans considerably. Early completion also has a psychologicalimpact, making owners, designers, and constructors alike happy. There is enthusiasmwhen closing out the job. Changes are easier to settle, inspectors are less rigid, and ingeneral other aspects of bringing in the project flow smoother.There are, however, real risks associaced with going too fast. The biggest is thatthe project team will proceed into construction without having thoroughly considered all the elements of the design. As a consequence, the end product may notserve the needs of the oxvner as well as it could have with more planning. Anothermajor risk is the problem of incomplete documents. A construction team facedwith this situation can be well into construction only to find that the drawings arenot detailed enough to accurately calculate the real costs. It is also possible thatconstruction may have to be stopped or slowed to fix design problems, wastingrather than saving time.Poor Working RelationshipsIt is difficult enough for companies that perform the same tasks year afteryear to build effective organizations. The unique character of constructionmakes the taskdoubly difficult. The project team hired and assembled by theowner will probably betogether only for one project. There simply isn'tenough time to work out all therelationships necessary to perform difficult interconnected work. Personal work stylesas well as corporate cultures can bevery different from one another. Personal chemistrybetween individuals playsan important role, and good working relationships at thepersonal level are often a matter of luck.It is also true that contract forms. which are used in construction. can workagainst good teamwork. A construction contract has been called an exercise in riskallocation. Ifone party or team member attempts to unfairly or unrealistically putmost of the risk onanother party, then the effect on team performance can be dramatic. Mostprofessionals in construction have heard horror stories in which projectparticipantscommunicated only through formal means, using memos or (evenworse) lawyers.Establishing good, informal rapport with other project participantsis one of the mosteffective ways of ensuring that vital information will be exchangedearly and often.These examples are certainly not the only lessons that can be learned fromthe history of construction failures, but they are among the most important.Througboutthis chapter we discuss ways to mitigate these pitfalls through organization of the team.contract choice, partnering sessions. and deliverymethods.ASSESSING PROJECT RISKSSelecting a delivery method and a contract type involves sequential decision makingin which the owner. usually with professional advice and sometimes after the designer is selected, examines the specific circumstances of the project and chooses thebest fit. Perhaps the projectrequires a fast turnaround, the scope is technically compjex, or the work is a renovation with many unknowns. Whatever the important drivers. the steps to the decision are essentially the same.General RisksThe general risks that occur on any project can be classified into four major areas:●Financial. The project will cost more than the money that has been allocated to it. or it willcost more than the product itself is worth.●Time. The project will not be completed within the planned time. Worse.it will becompleted so late that it has an adverse effect on other parts ofthe owner's work.●Design. The project will not perform the function for which it was intended or. morecommonly, will perform the function in a degraded manner.●Quality. The project will have poor-quality materials or workmanship, orthe work will beincomplete in some way.A project team experienced with the building process will address these risksduring project development. The risks are approached differently, depending onwhether the team is in the preconstruction or construction phase of the project.Preconstruction is often thought of as the design phase, but in reality it goes beyond the design tasks of working out the functional. aesthetic. and material requirements of the job. In this phase the project team (owner, designer, and constructor)start to deal seriously with balancing the design/cost equation. This equation is not aformalized mathematical expression but an understanding that increased functionand quality equal increased costs. By factoring in this understandingwhile the design is being developed, team members play off one element (functionand quality) against another (costs). The designer mubt take the lead here-identifying changes in scope, engineered systems, level of quality, or any other elements inthe design that could increase costs. If the owner has this information early enough,then he or she can make informed decisions before too much money or time is spent.The risk occurs when realistic assessments of costs are not part of the design process,leaving the owner vulnerable to some unpleasant choices when these costs are finallyidentified.During the actual field construction process, the emphasis shifts from design/costtradeoffsto executing a project within the constraints defined bv the contract documents. schedule. and budget. Risks in this phase involve time and external unknowns.One serious problem is that the early estimates are only that-estimates. They arenot purchase prices. There are no guarantees when the estimates are prepared thatthe same conditions will prevail when materials are bought or labor hired. A suddenshift in lumber availability or a new union trade contract can alter prices. There arealso many other risks. Community disapproval of a certain project can put pressureon local officials and cause delays. Labor actions, adverse weather conditions. Andsite accidents areall risks that are difficult to predict and hard to control. All cancause serious overruns in time and money during construction.Project-Specific RisksIn addition to general industry risks, there are specific risks that all owners and designers must take into account during their work.Site RisksEvery project has neighbors who may or may not be pleased with the idea of a newfacilitv in their communitv.There will always be a regulatory environment. Some are stricter than others.but the rules are usually unique to the locale and must be understood and factored into the design and construction plan. Each region of the country has localgeological characteristics. Specific conditions of the site, especially undergroundconditions. are difficult to predict. Finally, every site is located within a specificeconomic region. Economic conditions can change more rapidly than any othersite factor.The Project ItselfBecause each project is unique, the risks associated with each are also unique.Many factors can influence the levels of risk. Complexity is a major factor becausecomplex projects tend to be more difficult than simple projects. Complexity is related to the level of technology employed. New technologies of materials and assembly are more likely to be used on complex projects, but they also carry morerisk than do proven technologies. For example, constructors working on the tunnel between England and France used a tunnel boring technique that had neverbeen used at this scale before. In building projects, using a brick facade is a knownand proven technology; but if project members want a different look. they mayuse a new configuration of a curtainwall system. Details of this system might bedesigned for the first tiroc on this particular project and may be troublesome bothto install and maintain. Recently, there has been an increase in risk associated with"smart systems"-the use of computer technology to run operating systems in. for example, a building, a hydroelectric plant, or a nuclear reactor. This technology iscontinually developing, which increases potential obsolescence, incompatibility ofparts, and installation glitches.Other RisksIn addition to technical concerns. there are organizational and financial risks.An owner's level of knowledge about the building process varies from personto person. To minimize risk, project members should match the delivery typewith this level. Great danger lies in putting an unsophisticated owner into a delivery mode and contract arrangement that requireknowledgeable involvement.Financial changes can also upset the success of the project. Many projects have been technically feasible only to fail due to inadequate capital forpaying the bills as the project proceeds. Tightening the schedule can alsocreate considerable risk. If the team is not assembled for an acceleratedschedule. errors and inefficiencies can occur as the team races to accommodate it.MINIMIZING RISKOnce the general and specific project risks have been assessed. the owner mustbuild a team that is matched to the project and therefore has the best chance ofminimizing the risks. Among the many members of this team, the two primaryones are the design professionals and the construction professionals. These teammembers are usually corporate entities who assign appropriate, qualified personnel to the project organization for the life of the design and building effort. Theseprimary members influence the inclusion of other participants such as consultants, specialty contractors, and suppliers. Both the firms and the individuals musthave qualifications and experience that are suited to the particular demands ofthe unique project.The demands of the project can be categorized in many ways. Technically, eachproject can be categorized as a type-bridge, tunnel, biotech production facility, highway project. Design and construction firms often specialize in a type of project, so thesequalifications are easy to fiIl.The makeup of the owner organization also puts demandson the project. Government agencies and private owners require different criteria tobe met. Institutional owners often have specialized needs not required by the government. Design and construction firms often work primarily with one type of owner andunderstand these specific requirements quite well. No matter what the case. the ownerwants to match the team with the project. The project delivery method should alsohave some bearing on the makeup of the team. Some firms specialize in specific delivery methods. They set up their internal organization to meet the demands of the delivery method and are able to perform efficiently and effectively.Choosing the Right Delivery MethodIdeally, before choosing the members of the project team. an owner will choose thedelivery method. Sometimes the designer is on board before the method is chosen.In that case. the designer helps the owner determine which method will work bestunder the conditions of the project. But regardless of when the method is chosen. Itmust be appropriate to the project. The nature of how the team members interact depends on the delivery method.The dilemma for the owner in choosing delivery methods is one of price versusperformance. Each project has distinctive requirements for problem solving, andsome methods work better than others in solving problems. If the project is highlycomplex, such as a bridge, it requires close cooperation among the project participants. In this case. the owner wants to choose a methodthat emphasizes cooperationand performance. If the project is a relatively simple one. such as a commonly builtstructure. then the owner can opt for an approach with a lower price or an earliercompletion date.Choosing a Contract TypeAt this point the owner must choose a contract type. The goal here is to purchase theactual construction service for the lowest price possible without creating undue riskfor the owner. The three major types of contracts are lurrip surn, unit price, and reimbursable, also called cost plus a fee. These types and their variations will be discussed later in the chapter.Monitoring the Entire ProcessAs the process proceeds. the owner must devise mechanisms to ensure that budgetis monitored, schedule maintained, and quality ensured. There are several mechanisms for accomplishing these tasks that will be covered in greater detail in laterchapters.PartneringDuring the 1980s the construction industry went through a period of considerablelitigation. Although many of the disputes were minor, they were blown out of proportion once they entered the court system. In an effort to save itself. the industryadopted a more structured approach to working together. This approach, calledpartnering, was developed by the Army Corps of Engineers for use in its relationships with contractors. Its primary goal is to encourage people to look beyond traditional adversarial roles toward cooperation and open communication. For partnering to work, all stakeholders must make a serious commitment. Issues of ethicsare also taken very seriously.Partnering usually begins with the owner. When hiring the project participants,he or she introduces the concept. There must be a commitment from the top management of all stakeholders and a designated managing partner who nurtures theproject participants throughout the project. Partnering is a project-length commitment and does need continual renewal. which should be part of the original charterof the partnering exercise.Usually partnering involves a workshop in which all participants, through a facilitator. discuss and agree to mutual goals. A charter is developed that identifiesthose goals. Then a formal organization is established to help carry them out. This organization lays out lines of communication, dispute-resolution methods, and decision-making and problem-solving procedures. Follow-up and support are importantcomponents of the plan. Like any plan, however, its strength lies in its ability toevolve with time and need. This can happen only through vigilance and continualevaluation. The rewards of partnering are a decrease in litigation costs: collaborativeproblem solving; and equity in the development of goals, personal job satisfaction,and a job well done.DELIVERY METHODSThe term deliverv methocl refers to the owner's approach to organizing the projectteam that will manage the entire design and construction process. This selectionprocess is governed to a large extent by risk but also by the owner's desire to find amethod that will deliver the project on timc. within budget, and in a form that will meet the owner's needs most effectively.A number of proven strategies can be used to accomplish these ends. The three most common are traciitional, design/build, and construction binations of these strategies may be employed as well. Each has its distinctadvantages and disadvantages, but the choice is not always clcar and simple. Theowner must carefully weigh his or her options to ensure the right choice for thespecific project.TraditionalIn this arrangement, the owner first hires a design professional. who then prepares a design, including complete contract documents. The design professional istypically paid a fee that is either a percentage of the estimated construction costor a lump-sum amount. or he or she is reimbursed for costs at an agreed-uponbilling rate. With a complete set of documents available, the owner either conducts a competitive bid opening to obtain the lowest price from contractors to dothe work or negotiates with a specific contractor. The contractor is then responsible for delivering the completed project in accordance with the dictates of thecontract documents. The contractor may choose to subcontract much of the workor may have the forces in house to accomplish the task. That choice usually depends on the complexity of the project. No matter how the work is done, however.the contractor remains solely responsible for execution of the work. This deliverymode became popular near the turn of the twentieth century in response to themcreasing specialization of the various building professions. and until recently itwas the predominant mode of delivery.During the construction process, the owner may hire the architect to administer the contract or may cboose to have in-house employees do this task. Administering the contract consists of observing the work to monitor quality, carrying out the change order process. certifying payment to the contractor. Andensuring that the owner is receiving the product called for in the. contract documents. If the owner hires the architect. he or she does so through an agency relationship-that is, the architect is bound by the legal rules of this relationship andas such is empowered to act in the owner's name. The contractor. on the otherhand. is hired in a simple commercial contract and as such is charged with carrying out the terms of the construction contract. There is no contract between the architect and the contractor. The relationship is one in which the architect actsfor the owner during any dealings with the contractor. Nor are there contractagreements between the architect/owner and the specialty subcontractors. Therelationship exists only with the contractor. who is solely responsible for the subcontractor's performance.AdvantagesThe traditional method is a known quantity to owners, designers, and constructors. This is probably its greatest strength. For many years, the mode of delivery was thepredominant one for construction in the United States. The procedures and contractual rules of conduct have been worked out and are well understood. Many professionals prefer this well-defined relationship, which reduces their level of risk becauseit reduces uncertainty. Under the right circumstances, this means that a project ismore likely to proceed smoothly from beginning ro end.The mode also contains considerable contractual protection for the owner. Theallocation of risk for construction performance rests almost completely on the contractor and the subcontractors. The owner is insulated from many of the risks of costoverruns. such as labor inefficiencies, nonperforming subs. inflation, and other vagaries of the larger economic picture. In most instances. the owner knows the finalcost at the beginning of construction, and the risk of cost overruns are borne by thecontractor. However. the risk of cost increases depends to a large extent on the accuracy and completeness of the contract documents. If they are unclear or not welldone. the changes that must ensue can raise the owner's costs considerably.Additionally, the traditional method provides the owner with all the b enefits ofopen market competition. The open bidding procedure. in which the lowest bidder isthe "winner," gives the owner the lowest price available in the marketplace and presumably the greatest economic efficiency.Finally, the owner does not have to be heavily involved in the constructionprocess. He or she must be involved in the design process to make key decisionsabout whether or not to accept the design; but once construction actually begins, theowner is represented by professionals empowered to act in his or her name and tomake recommendations. Day-to-day interaction is not necessary.DisadvantagesNevertheless. several elements of the traditionalmethod can work against the owner. First, the construction professional does not enter the process until the design is complete, meaning that the design is not usually reviewed for constructability before it isfinished. Design features that could have been built more economically or effectivelyoften result in higher costs. Some design firms overcome this problem by hiring preconstruction consultants or having construction professionals on their staffs. A1though this benefits the project, it is not as effective as having the design reviewedby the person who will actually have to build it.Second. with the traditional approach it is difficult to reduce the time requiredto do both design and construction.The process is sequential andlinear; there is no opportunity tooverlap tasks and thus reduce overall time. This mayraise interest expenses on construction loans and other costs and can expose theproject to greater risks of inflation. The time element problem is one of the primaryreasons for the recent decline in the use of the traditional method.Finally, all parties work autonomously in this mode. The designer designs theproject based on the owner's instructions. The general contractor prices and schedules the project based on the construction documents alone. This approach provideslittle opportunity for interaction and team building among the participants and canlead to maj or breakdowns in relationships.For example, when the contract must be interpreted, the parties involved viewthe situation from fundamentally different perspectives. A firm, fixed-price contractcan considerably exacerbate the problem because the contractor had to competitivelybid for the job and thus interprets details as cost effectively as possible. The ownerand the designer, on the other hand. want to receive the most for their money. Suchdifferences in interpretation lead to conflicts that can quickly escalate, creating adversarial relationships.Unforeseen conditions on a job can also be a source of conflict and may lead tochanges in the contract. A thorough design process and a complete set of drawingsattempt to mimmize these conditions. Conducting additional soil borings or openingup walls in renovation work can help to properly identify actual conditions and avoidfuture conflicts. Unfortunately, not every condition can be identified; and when unforeseen conditions or events occur. the contract may have to be renegotiated. Thistakes away any advantage to the owner in terms of known costs when constructionbegins.SummaryThe traditional mode has distinct advantages and disadvantages. In choosing thismethod. the owner must make tradeoffs. One major advantage is the fact that theowner knows the cost when construction begins; however. he or she must give up thepotential cost savings of fast track to obtain it. The owner also gives up thedesign-construction collaboration that could improve the design and lower the overall price. This certainty of cost is only as good as the quality of the documents. If thereare a large number of change orders to cover work not specified or detailed properlyor to increase the scope, the costs may be significantly different from those anticipatedand the advantage lost.On many projects, the risk of changes is ruinimal. time is not a significant factor,and the project scope is well defined. In these cases. it is to the owner's advantage toget good price competition and a fixed price up front. Projects that are not technically complicated or have been built before are candidates for traditional arrangements. For projects with political, technical, or schedule constraints, such arrangements should be examined more closely. A road paving operation, a single-familyhome. or a warehouse could all be built using a。
工程管理专英4翻译
收益实现管理：是灵丹妙药还是虚幻曙光？摘要：收益实现管理(BRM)正成为工程和项目管理的一个越来越重要的方面。
然而, 评论者们已发现BRM的实践往往是有缺陷的,并且提出关于改善其实践的建议。
本篇论文通过研究基本假设，解释BRM不能简单实现的原因。
本文将借鉴作者1990年到2000年在英国管理政府资助的重建计划的经验处理这一问题。
尽管它发生于ＢＲＭ发展之前，但是在这个领域有一个严格的收益管理框架。
本文认为,在收益管理中有一些具有实际意义的重要的基本概念需要在BRM理论的发展中被引入。
１.简介收益实现管理是工程管理的一个方面，已经在过去几年里受到了越来越多的关注。
关于ＢＲＭ这一话题的论文发展的也很快速（比如Ashurst and Hodges, 2010; Bradley, 2006, 2010;Jenner, 2009; Lin et al., 2005; Payne, 2007; Remenyi et al.,1997; Thorp, 2001).这些作者有不同的背景，包括顾问，从业人员和学着，并且他们往往会从以上的多个角色中吸取经验。
收益实现管理（ＢＲＭ）现在被视为是项目和投资组合管理的核心，ＢＲＭ甚至被认为是连结所有其他管理技巧的粘合剂（转引自Bradley,2006:24).ＢＲＭ最初发展于１９世纪八九十年代，因为需要知道ＩＴ预算的投资报酬率并且突破传统投资估算方法的限制。
现在人们对于ＩＴ行业仍然有很强的关注，但是ＢＲＭ与广泛的不同学科和专业都有联系。
英国项目管理协会（ＡＰＭ）在２００９年成立了一个收益管理特殊利益集团。
它迅速发展，截至２０１０年１２月，该集团成员已突破１０００。
ＢＲＭ也许获得了许多关注，但是它是否能从根本上改变管理实践，并且成为工程和项目管理中感知到的缺点的灵丹妙药呢？还是说，ＢＲＭ只是又一个管理方面的一时潮流，(Darwinet al., 2002),对于进步进行了阐述，但是实际上对管理实践没有任何不同的意义，结果只是“虚幻的曙光”。
工程管理专业英语专业版
9.1第一段Construction planning is a fundamental and challenging activity in the management and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks. A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded. In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent which sub-construction will be used on a project is often determined during construction planning.在施工项目的管理和执行中，施工计划是一项基本的并且具有挑战性的活动。
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。
工程管理专业英语翻译Chapter 1-5
Chapter 11.1 introduction"To form by assembling parts" is the dictionary definition for construct, but the phrase also is a metaphor for the construction itself. 由各组成部分所构成是对建筑在字典中的定义，它也是对建筑本身的比喻。
Just as divergent materials come together to form a structure, so, too, does a diverse group of people come together to make the project possible.正如将各种不同材料组成构筑物，将不同人群聚集到一起也一样，使实现一个项目成为可能。
To bring together numerous independent businesses and corporate personalities into one goal-oriented process is the particular challenge of the construction industry. 把多个互不相关的行业和独立人群聚集到一起来实现一个共同目标对建筑业而言是独特的挑战。
The organizational cultures of architects, engineers, owners, builders, manufacturers, and suppliers may seem to work against the real need to forge a partnership that will ensure the success of a project. 建筑师，工程师，业主，建造者，制造商和供应商的组织文化看似违背了一个真实需求，这个需求是形成一个合作体（关系）以确保项目成功。
工程管理专业英语单词汇总
课文中的单词：Lesson 2Engineering projects management 工程管理construction industry 建筑业Specification/provision/ regulation 规范architect 建筑师owner/client/employer 业主general contractor 总承包商speciality contractor 专业承包商manufacturer 制造商material dealer 材料商equipment distributor 设备经销商at a specified time and cost 在规定的时间和成本site condition 现场条件basic and finished material 原材料和加工好的材料contractor 施工方working-plan 进度计划the peak period 顶峰阶段making the site ready 准备好了施工现场stage 阶段cleaning up 清场access road 入场道路warehouse 仓库concrete mixer 混凝土搅拌机construction method 施工方法building stage 施工阶段residential construction 住宅建设subcontractor 分包商Lesson 3industrial building 工业建筑civil building 民用建筑dwelling 居住single-story 单层multi-story ones 多层public building 公共建筑flat 公寓living room 起居室kitchen 厨房toilet 厕所office building 办公楼/写字楼childcare center 幼儿园station 车站exhibition hall 展览馆community center 社区中心grain shop 粮店single-family home 独门独户in highly industrialized 高度工业化wage earner 工薪族suburban 城镇public transportation 公共交通arrangement 布局town-planning 城镇规划reception room 接待室reinforced concrete 钢筋混凝土evenly distributed 均匀的分布evenly distributed load 均布荷载process plant 加工厂school room 书房drawing room 客厅two-bedroom flat 两居室Lesson 4Procurement and delivery 采购和运输bid 出价quotation 报价purchase order 采购单invoice 发票overlapping 搭接best price performance 最佳性价比rehandling 再处理bulk material 大宗散料off-the-shelf material 储存的材料fabricated member or unit 预制构件field storage and installation现场储备semi-processed state 半加工earthwork 土方工程wet concrete mix 湿混凝土拌合物gravel 砾石steel beam 钢梁column 柱子field erection/assembly 现场安装welded 焊接bolted connection 螺栓连接pre-processed/prefabricated 预制field labor 现场劳动力manufactured product 制成品specific craft 特殊工艺craftsmen 工匠electrician 电工pipefitter 管道工freight delivery 货物运输element 构件in stock 库存cumulative 累计inquiry issued to vendor 向供货商询价bid evaluation by designer 评标place purchase order 下订货单preliminary shop drawing 初步安装图slippage or contraction 延长或压缩fabricator 安装施工方cement 水泥brick 转头sand 沙子ready-concrete 预制混凝土Lesson 9bar chart 横道图/甘特图start and finish time 起始时间work progress 工作进度visual effectiveness 直观性critical path method 关键路径法network model 网络图optimal activity timing 最佳活动工序时间network node 网络图节点arrow notation/Activity on Arrow （AOA）双代号网络图following activity 后续工作circle notation/Activity on Node (AON)单代号网络图activity relationship 工序关系activity logic 工序dummy activity 虚工作resource allocation 资源配置feasibility analysis 可行性研究cost of money 资金成本/股息股利budget 预算financing 融资schematic design 初步设计construction drawing 施工图纸procurement 采购interest 利息interest rate 利率turn over 移交working drawing 施工详图duration 工期Lesson 13contractual amount for payment 合同规定的付款额estimator 估算师fabrication and installation 制作和安装nail 钉子screw 螺钉have the vision to see beyond 远见卓识process equipment 加工设备procuring equipment 设备的购买成本wiring 布线permit 许可证insurance 保险permanent document 永久性文件proposal 投标书direct cost 直接费direct construction cost 直接工程费measure cost 措施费indirect cost 间接费fees 规费home-office overhead tax on business 营业税income tax 所得税extra charge of education funds 教育费附加increment tax on land value 土地增值税field overhead 现场管理费Lesson 17contract 合同the Contract Agreement 合同协议书the Letter of Acceptance 中标函the Letter of Tender 投标书condition 合同条件the Specification 规范the Drawing 图纸the Schedule 计划表lump-sum contract 总价合同term 条款specified sum of 规定的总数目furnished 提供common practice 通常做法specified interval 规定间歇earn a profit 获利sustain a loss 承受损失unit-price contract 单价合同cubic 立方码linear 线性英尺concrete pavement 混凝土道路cost-plus-fee contract 成本加酬金合同reimburse 偿还on-site cost 现场费用head office 总部finance the project 酬资performance bond/Performance Security/the Performance Certificate履约保函surety 保证人engaging 雇人specialize 专注于highway 高速公路heavy 重型建筑pipeline 管道municipal 市政工程steel erection 钢铁建造idle equipment 停滞的设备cost-plus-incentive-fee-contract 成本加激励酬金合同cost-plus-a-fixed-fee-contract 成本加固定酬金合同cost-plus-percentage-fee contract 成本加固定百分比酬金合同Lesson 18execute 施工in accordance with 按照instruction 指令consumable 消耗品adequacy 完备性stability 可靠性Site operation 现场作业extent 范围Temporary Work 临时工程submit 提交Particular Condition 专用条件General Condition 一般条件Party’s design 手写信息the Tests on Completion 竣工验收as-built document 竣工文件dismantle 拆卸operation and maintenance manual 操作维修手册reassemble 重新组装taking-over 移交at his cost 自费currency 币种the Appendix to Tender 投标附录Sub-Clause 分条款expiry date 期满日期Lesson 21open/public bidding 公开招标selected bidding/ bid invitation / invitation to bidders 邀请招标bidder 投标者variation 变化regulate 规定deviation 偏离time-consuming 费时的negotiation 议标notice to bidders 投标者需知potential bidder 潜在投标人public work 公共工程the governing authority 政府机构solicits bids 请求投标prescribe【v】规定receipt of bid 接受标书bid forms 招标程序bid analysis 投标分析prebid meeting 标前会议unforeseen circumstance 不可预见的情况signing of the contract 合同签订successful bidder 中标人release of the bid 放弃投标insurer 承保人certifier check 保付支票the construction period 施工期guarantee-warranty periods 保修期deficiency 缺陷default 违约delay of progress 工期延误claim 索赔retention money 留存款prebid conference 标前会议the unpaid balance of the contract 合同未结算价款representative 代表Lesson 22bid opening 开标award of contract 合同授予bidding document 招标文件civil works 土木工程combination of bids 组合标turnkey contract 交钥匙合同commercial bid 商务标technical bid 技术标priced proposal 有价格的标书the date of invitation to bid 招标日期the date for latest delivery of bids 投标截止日期returned unopened 原封不动返还validity of bids 标书有效期the required sureties 被同意的保险人纸条扩充instructions to bidders 投标者需知the proposals 标书bond 担保agreement is the strongest of them all 协议是具有最高效力的prescribed 规定legal residence 法律注册地址provision 规定signature 签名load 荷载concentrated load 集中荷载force 力the loaded member 被加载的构件distributed load 分布荷载uniform 均布nonuniform 非均布weight 自重uniformly distributed load 均布荷载civil engineering 土木工程tunnel 隧道dam 大坝harbor 港口power plat 发电站water and sewage system 给排水系统mass transit 公共交通public facilities 必要基础设施population concentration 聚集地skyscraper 摩天大厦strength 抗压强度building material 建筑材料strength test to destruction 破坏强度试验ductile material 延性材料applying a tensile load 施加一个拉力compression test 抗压试验brittle material 脆性材料tensile strength 抗拉强度prequalification of contractor 资格预审。
工程管理专业英语(全部单元都在里面)
Specialized English for Construction Management
Lectured by Yiyi Mo 主讲：莫懿懿 Email:myy_11@
本课程学习目的
□ 通过该课程的学习，要求学生完成100，000单词 的阅读量， □ 掌握或熟悉1000个工程管理常用专业词汇， □ 达到每小时250单词的英译中速度， □ 具备工程管理科技论文的译/写能力， □ 初步具备专业英语的对话能力， □ 为毕业设计的专业阅读和以后从事科学研究及工 程打下坚实的基础。
另:科技文体所述的是客观规律，尽量避免使用第一、第二 人称。 Exam. 炉壁采用耐火砖可大大降低热耗。 译文1：If you use firebricks round the walls of the boiler, the heat loss can be considerably reduced. 译文2：The heat loss can be considerably reduced by the use of firebricks round the walls of the boiler. 译文3：the use of firebricks round the boiler can considerably reduce the heat loss.
2、广泛使用被动句
□ 科技文章侧重叙事推理，强调客观准确。 □ 使用被动句的情况：不必说出主语、不愿说出主语或说不 出主语。科技文体往往是前后两种。 Exam. Attention must be paid to the working temperature of the machine. You must pay attention to the working temperature of the machine. 译文：要注意机器的工作温度。 Exam. 中美之间已经建立了外交关系。 译文：Diplomatic relations have been established between China and the United States of America. Exam. 他提议各班之间开展友谊竞赛。 译文：He proposed that a friendly emulation drive be started among the different classes.
工程管理专业英语
工程管理专业英语The Project Life Cycle1.1A real estate developer may be regarded as the sponsor(赞助商)of building projects(建设项目), as much as a government agency(政府机构)may be the sponsor of a public project(公共项目)and turns it over to another government unit upon its completion.As a unique innovative product or service, a project has a definite beginnin g and a definite end, the process of which is known as the project life cycle.“Project manag ers or the organization can divide projects in 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”.From the viewpoint of project management, the terms “owner” and “sponsor”are synonymous(同义的)because both have the ultimate(最终的)authority to make all important decisions.Of course, the stages of development in Figure 1-1 may not be strictly sequential.Some of the stages require iteration(反复), and others may be carried out in parallel(平行)or with overlapping(重复)time frames(时间框架), depending on the nature, size and urgency of the project.The project life cycle may be viewed as a process through which a project is implemented from cradle to grave.This processis often very complex; however, it can be decomposed into several stages.Owners must recognize that there is no single best approach in organizing project management throughout a project’s life cycle.1.2Residential Housing Construction(住宅类房屋建设):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.Institutional and Commercial Building Construction(办公和商业用房建设) encompasses a great variety of project types and sizes, such as schools and universities, medical clinics and hospitals, recreational facilities and sports stadiums, retail chain stores and large shopping centers, warehouses and light manufacturing plants, and skyscrapers for offices and hotels.Because of the higher costs and greater sophistication of institutional and commercial buildings in comparison with residential housing, this market segment is shared by fewer competitors.Since the construction of some of these buildings is a long process which once started will take some time to proceed until completion, the demand is less sensitive to general economic conditions than that for speculative housing.Consequently, the owners may confront an oligopoly of general contractors who compete in the same market. In anoligopoly situation, only a limited number of competitors exist, and a firm’s price for services may be based in part on its competitive strategies in the local market.Specialized Industrial Construction(专业化工业项目建设) usually involves very large scale projects with a high degree of technological complexity, such as oil refineries, steel mills, chemical processing plants and coal-fired or nuclear power plants.Although the initiation of such projects is also affected by the state of the economy, long range demand forecasting is the most important factor since such projects are capital intensive and require considerable amount of planning and construction time.Infrastructure and Heavy Construction(重大基础项目建设) includes projects such as highways, mass transit systems, tunnels, bridges, pipelines, drainage systems and sewage treatment plants.Most of these projects are publicly owned and therefore financed either through bonds or taxes. This category of construction is characterized by a high degree of mechanization, which has gradually replaced some labor intensive operations.1.3Financial Planning Consultants财务规划咨询Architectural and Engineering Firms建筑和工程设计公司Design/Construct Firms设计/施工公司Professional Construction Managers职业化建设项目管理Operation and Maintenance Managers运营维护管理Facilities Management设施管理Words and Expressionsperceived 感知到的，感观的conceptual 概念上的feasibility 可行性；可能性procurement 采购，获得，取得occupancy 居住，占有，占用maintenance 维护，保持disposal 处理，支配，清理，安排facility 设施definition 定义objective 目的，目标scope 范围，余地，视野，眼界，导弹射程preliminary 准备，预赛，初步措施specification 规格，说明书completion 完成，结束，实现acceptance 接纳，赞同，容忍fulfillment 履行，实行Translation1.From the viewpoint of project management, the terms “owners”and“sponsor”are synonymous because both have the ultimate authority to make all important decisions.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。
国际工程管理专业英语阅读选编
国际工程管理专业英语阅读选编中国建筑工业出版社CONTENTSUnit One Tendering Procedure (I) (1)Unit Two Tendering Procedure (Ⅱ) (10)Unit Three The Parties to the Contract (19)Unit Four Client/Consultant/Contractor Triangle (30)Unit Five Types of Contracts (41)Unit Six Competitive Bidding ( I ) (52)Unit Seven Competitive Bidding ( II ) (65)Unit Eight Insurance ( I ) (73)Unit Nine Insurance (II) (84)Unit Ten Negotiations (93)Unit Eleven Claims (103)Unit Twelve Disputes and Arbitration (112)Unit Thirteen The Preface of 《Desdign of Concrete Structure》 (123)Reading Material A Concrete, Reinforced Concrete, and Prestressed Concrete (1) (126)Reading Material B Concrete, Reinforced Concrete, and Prestressed Concrete (2) (127)Unit Fourteen Design Codes and Specifications and Safety Provisions of the ACI Code (129)Reading Material A Safety Provisions of the ACI Code (132)Reading Material B Dimensions and Tolerances (135)Unit Fifteen Prestressed Concrete (137)Reading Material A Sources of Prestress Force (140)Reading Material B Prestressing Steels (142)Unit Sixteen Fundamentals of Composite Action and Shear Connection (144)Reading Material A Other Types of Composite Construction (1) (147)Reading Material B Other Types of Composite Construction (2) (150)Unit Seventeen Limit State Design of Brickwork (153)Reading Material A Methods of Construction (157)Reading Material B The Strength of Materials (159)Unit One Tendering Procedure (I)The FIDIC Conditions of Contract envisage that a contractor will be selected by the Employer following competitive tendering.Experience has shown that, for major projects and those involving international tendering, prequalification of tenderers is desirable since it enables the Employer/Engineer to establish, in advance, the competence of firms subsequently invited to tender. It also ensures that invitations are addressed to leading companies who would not necessarily participate in open or unrestricted tendering. Such unrestricted tendering does not always facilitate appropriate competition because the number of tenderers may be so great as to make the odds against tendering successfully unacceptable. Additionally, prequalification has the advantage of reducing the inflationary effect which must arise where firms incur unproductive expense in submitting a large number of tenders in the knowledge that a high proportion of these must be unsuccessful.The documents issued to tenderers (the Tender documents) normally comprise Conditions of Contract, Specification, Drawings, Bill of Quantities and form of Tender, together with Instructions to Tenderers, All except Instructions to Tenderers become Contract documents on award of Contract. It is usual to send the Tender documents to tenderers under cover of a letter which should be limited to identifying the documents and giving the recipient an invitation to tender.Conditions of ContractThe Conditions of Contract will consist of Part I and Part II of the Red Book. The Conditions set out the legal/contractual arrangements that will apply to the Contract.SpecificationThe Specification will define the scope and the technical requirements of the Contract. The quality of materials and the standards of workmanship to be provided by the Contractor must be clearly described, together with the extent, if any, to which the Contractor will be responsible for the design of the permanent works. Details must be included of samples to be provided and tests to be carried out by the Contractor during the course of the Contract. Any limitations on the Contractor's freedom of choice in theorder ,timing or methods of executing the work or sections of the works must be clearly set out and any restrictions in his use of the site of the works, such as the provision of access or space for other contractors, must be given.DrawingsThe Drawings must be in sufficient detail to enable tenderers to assess accurately, in conjunction with the Specification and the Bill of Quantities. the nature and scope of work included in the Contract. Only rarely is it possible to provide, at tender stage, a complete set of drawings so fully detailed that the work can be executed without any further drawings becoming necessary. On most contracts supplementary drawings will be issued after award as work proceeds.Bill of QuantitiesThe Bill of Quantities is a list of items giving descriptions and estimated quantities of work to be executed under the Contract. The Red Book assumes a remeasurement form of contract, although that does not preclude the inclusion of a number of lump sum items in the Bill of Quantities provided that the scope of work to be covered by each lump sum item is adequately defined.The TenderIt is highly desirable when inviting competitive offers from a number of tenderers, that the tenders received should be based as far as possible on equal terms and conditions and presented in a standardised manner. In this way evaluation and comparison between the tenders received can be made more simply and accurately with less risk of misunderstandings, errors and omissions.The Tender is the most important single document submitted by the tenderer. It is here that each tenderer confirms that he has read and understood the requirements of the Tender documents and based on such requirements it is here that he states his tender sum for undertaking and fulfilling all his obligations under the Contract. It is therefore essential for the Employer that all Tenders received are stated in identical terms and thus it is necessary for the Employer, when inviting Tenders, to provide tenderers with a standard form of tender which each tenderer is required to complete and sign.The form of Tender which is included at the end of the first volume of the Red Book following Part I of the Conditions of Contract is recommended for this purpose, it is short, it is clear and when signed and submitted creates a legally binding and valid offer.It is common for Tenders to be identified by a tender reference or contract number which should be added to link the Tender to the project in question.The organisation to which the Tender is being submitted must be stated in the appropriate space on the form.The sum to be entered under paragraph 1 of the Tender is the tenderer's total Tender sum, which should be the same as the total from the summary page of the Bill of Quantities. The amount shall be entered in words and in figures and in the event of a discrepancy between the two it is common practice in most countries that the written amount shall prevail over the amount expressed in figures.The sum agreed may vary during the execution of the project depending on what circumstances occur, e. g. the instruction of variations, the occurrence of unforeseen events, which in accordance with the Conditions of Contract entitle the Contractor to additional (or reduced) payment.Under paragraph 4 the Employer must state the time during which he requires the Tender to remain valid and open to acceptance. This time should be adequate to permit proper evaluation and award procedures to be completed.In the event that the stated time proves to be insufficient, the Employer may ask tenderers to extend the period of validity of their Tenders for a further named period. At the same time tenderers should be asked to extend the validity of any tender bond accordingly. Tenderers are free to extend or not, if so requested, and in the event that they choose not to do so, the Employer has no right to cash or hold their tender bond.Instructions to TenderersInstructions to Tenderers must be prepared to meet the requirements of individual contracts. Their purpose is to convey information and instructions which apply during the tendering period. Any material on which it is intended to rely after award must be included elsewhere, e.g. in the Conditions of Contract or the Specification.The following notes provide a guide to subjects to be covered, but they are not necessarily exhaustive.1. GeneralUnder this heading should be included brief details of the organisation (Govermment, Ministry, Department, Authority, etc. ) calling for Tenders, together with an outline of the project to be covered by the Contract.Any stipulations regarding firms and persons qualified to tender, such as prior prequalification and/or requirements in the event of formation of joint ventures, should be stated, together with details of any special requirements to establish the validity of the Tender and the authority of the signatory, e. g. Power of Attorney.Tenderers must be advised if the successful tenderer will be required to establish a locally registered company for the purpose of the Contract.2. DocumentsA list of documents issued to tenderers should be included together with instructions as to which of these documents must be completed by the tenderer and handed in on the submission date.If the Tender documents are not issued free of charge then the sum required for the original set and for any additional sets should be stated and whether payment is to be made in local or equivalent foreign currency. Tenderers should be advised as to how the extra sets of documents can be obtained and also of procedures to be followed for the return of the documents by unsuccessful tenderers.3. Completion and Submission of TendersConcise instructions as to the time, date and place for the submission of Tenders should be given.It should also be made clear to tenderers that all entries and signatures should be in indelible ink and that no erasures or additions are permitted other than those necessary to correct errors. All such corrections must be initialled.It is normal to ask for more than one copy of the Tender, in which case tenderers should be instructed as to the manner in which the Tenders are to be packaged.It is usual to stipulate that one set of documents should be clearly marked 'Original Tender’ and others marked ‘Copy’, and that; if there are discrepancies the Original Tender takes precedence. Photocopies of the Original Tender minimise the risk of discrepancies.The tenderer should be told whether, if he has handed in his Tender before the formal submission date or has sent it by post, he has the right to withdraw, modify or correct it after dispatch. This would normally be permitted, provided that a request for modification, etc. , has been received by the Employer either in writing or by cable, telex or facsimile transmission before the time set for receiving Tenders. The Original Tender as amended would then be considered as the official offer.4. Supplementary Information Required.Tenderers should be advised of any supplementary information to be submitted with the Tenderdocuments, such as details of the proposed sureties for any performance security, general terms of insurance, the constitution 6f the tenderer's organisation together with the address to be used for the purposes of the Contract, a preliminary programme of work (the Instructions to Tenderers should give an indication of what is required) and a list of major items of Contractor's Equipment required for the purpose of executing the works.A forecast of labour and staff, local and foreign, may be requested. Where a Tender sum has been requested on the basis that it is adjustable by reason of changes in the cost of labour, materials and transport, the tenderer should, unless the particulars are given by the Employer in the Tender documents, be requested to indicate the formula or formulae which he wishes to use as the basis for adjusting the sum. If his formula is to be index based, officially published indices should be used. These would normally be indices published in the country where the project is to be located. The Tenderer should also provide the names of any subcontractors he proposes to employ, together with details of those parts of the works proposed to be subcontracted.It must also be made clear in the Instructions to Tenderers to what extent the supplementary information is required by the Employer purely to demonstrate that the tenderer has understood the extent and nature of the work and the programme required and to what extent, if at all, the supplementary information is required as a part of the offer for inclusion in the Contract documents on award. (To be continued)(From FIDIC《Guide to the Use of FIDIC——Conditions of Contract for Works of Civil Engineering Construction Fourth Edition. Lausanne 1989)New Wordsenvisage vt. 想象，设想，正视，面对prequalification n. 资格预审facilitate vt. 使容易，使便利odds n. （事物发生的）可能性，机会inflationary a. 膨胀的；由膨胀引起的recipient n. 接受者，领受者workmanship n. 工艺；工件质量access n. 通路，通道award n. 授标，授予preclude vt. 排除，消除；阻止，妨碍obligation n. 义务，责任discrepancy n. 差异，不一致variation n. 变动，变更bond n. 保证书；担保exhaustive a. 彻底的，详尺无遗的stipulation n. 规定，订条；条款，项目signatory n. （协议，条约等的）签署者，签署人attorney n. （业务或法律事务中的）代理人indelible a. 去不掉的；擦不掉的；持久的erasure n. 删去；消除initial vt. 草签dispatch n. 派遣；发送cable n. 电报facsimile n. 传真（通讯）amend vt. 改正，修正（议案等）surety n. 保证人；担保，保证index n. 指数Phrases and Expressionsin conjunction with 与……连同summary page 一览表prevail over 胜过，优于depend on ……依靠，依赖；依……而定in accordance with ……与……一致；按照，依照call for 邀约；要求；号召joint venture 联营体hand in 交上，交进free of charge 免费Notes1.…invitations are addressed to leading companies.…向大公司发出邀请。
工程管理专业词汇英汉对照
工程项目管理常用词汇英汉对照“戴明环”“戴明环”Plan - Do - Check - Action, PDCA “交钥匙”承包“交钥匙”承包Turn - key Contract “三时”估计法“三时”估计法Three - Time - Estimate S 曲线曲线S - Curve 按费用设计按费用设计Design - to - Cost 保留金保留金 Retention Money 保险保险Insurance 保证金保证金 Retainage 报表报表Statement 报告关系报告关系Reporting Relationship 报价邀请报价邀请Requestfor Quotation, RFQ 变更指令变更指令Variation Order, Change Order 标前会议标前会议Pre - Bid Meeting 补充资料表补充资料表Schedule of Supplementary lnformation 不可接受风险不可接受风险Unacceptable Risk 不可抗力不可抗力Force Majeure 不可预见不可预见Unforeseeable 不平等条款不平等条款Unequal Term 平衡报价法平衡报价法Unbalanced Bids 材料材料Materials 材料费材料费 Material Cost 财产风险财产风险Probable Risk 留风险留风险 Residual Risk 层次分析法层次分析法Analytic Hierarchy Process 产品产品Product 超前超前Lead 成本预算成本预算Cost Budgeting 承包方承包方 Contractor 承包商代表承包商代表Contractor's Representative 承包商人员承包商人员Contractor's Personnel 承包商设备承包商设备Contracto Contracto’’s Equipment 承包商文件承包商文件Contractor's Documents 承发包方式承发包方式Contract Approach 承诺 Acceptance 承诺诚实信用原则 In Good Faith 诚实信用原则触发器 Triggers 触发器纯粹风险 Pare Risk 纯粹风险次关键路线 Near - Critical Path 次关键路线大型项目 Program 大型项目代理型CM, 非代理型CM CM／Agency, CM／Non Agency 单代号搭接网络图 Multi - Dependency Network 单代号搭接网络图单代号网络图 Activity - on - Network, AON 单代号网络图单价合同 Unit Price Contract 单价合同单时估计法 Single - Time - Estimate 单时估计法担保 Guarantee 担保当地货币 Local Currency 当地货币当事方(一方) Party 到岸价格 Cost lnsurance and Freight, CIF 到岸价格道义索赔 Ex - Gratia Claims 道义索赔德尔裴法 Delphi 德尔裴法调整 Updating, Adjustment 调整定额 Quota 定额动员预付款 Pre - Payment 动员预付款二次风险 Secondary Risk 二次风险法律 Laws 法律反义居先原则 Contra Preferential 反义居先原则返工 Rework 返工方差 V ariance 方差非工作时间 Idle Time 非工作时间费用计划 Cost Planning 费用计划费用索赔 Claims for Lossand Expense 费用索赔分包商 Sub - Contractor 分包商分项工程 Section 分项工程分支网络 Fragnet 分支网络风险 Risk 风险风险定量分析 Quantitative Risk Analysis 风险定量分析风险定性分析 Qualitative Risk Analysis 风险定性分析风险规避 Risk Avoidance 风险规避风险监控 Risk Monitoring and Control 风险监控风险减轻 Risk Mitigation 风险减轻风险接受 Risk Acceptance 风险接受风险类别 Risk Category 风险类别风险评审技术 Venture Evaluation and Review Technique, VERT 风险评审技术风险识别 Risk Identification 风险识别风险应对 Risk期Response 风险应对风险转移 Risk Transference 风险转移付款证书 Payment Certificate 付款证书概率与影响矩阵 Probability and Impact Matrix 概率与影响矩阵赶工 Crashing 赶工个人间的联系 Interpersonal Interfaces 个人间的联系工程变更 Variation, Change 工程变更工程量表 Bill of Quantities 工程量表工程师 The Engineer, Consultant 工程师工程现场勘测 Site Visit 工程现场勘测工程项目采购 Proiect Procurement 工程项目采购工程项目分解 Project Decomposition 工程项目分解工程项目沟通管理 Project Communication Management 工程项目沟通管理工程项目简介 Project Brief 工程项目简介工程项目建设模式 Proiect Construction Approach 工程项目建设模式工程项目决策 Decision to Project 工程项目决策工程项目人力资源管理 Project Human Resource Management 工程项目人力资源管理工程项目审计 Project Audit 工程项目审计工程项目收尾阶段 Project Closure 工程项目收尾阶段工程项目投产准备 Preparation for Proiect Operation 工程项目投产准备工程项目团队 Project Team 工程项目团队工程项目质量 Projectoualitv 工程项目质量工程项目质量控制 Proiect Quality Control 工程项目质量控制工程项目组织方式 Project Organization Approach 工程项目组织方式工期 Proiect Duration 工期工期压缩 Duration Compression 工期压缩工艺关系 Process Relation 工艺关系工作规范 Specification of Work 工作规范工作说明 Statement of Work, SOW 工作说明公开招标 Open Tenderine／Public Invitation 公开招标沟通 Communications 沟通购买—建设—经营经营 Buy - Build - Operate, BBO 顾客 Customer顾客雇主 Employer 雇主雇主人员 Employer's Personnel 雇主人员雇主设备 Employer's Equipment 雇主设备关键活动 Critical Activity 关键活动关键路线 Critical Path 关键路线关键线路法 Critical Path Method, CPM 关键线路法国际标准化组织 International Standard Organization, ISO 国际标准化组织国际项目管理协会 International Project Management Association, IPMA 国际项目管理协会国际咨询工程师联合会 Federation Internationate Des Ingenieurs-Conseils, FIDIC 国际咨询工程师联合会国家私人合作模式 Public - Private Partnership, PPP 国家私人合作模式合同 Contract 合同合同工期 Duration of Contract 合同工期合同管理 Contract Administration 合同管理合同价格 Contract Price 合同价格合同内索赔 Contractual Claims 合同内索赔合同条件 Conditions of Contract 合同条件合同外索赔 Non - Contractual Claims 合同外索赔合同协议书 Contract Agreement 合同协议书合资公司 Joint Enterprise 合资公司横道图 Gantt Charts 横道图环境管理体系 Environmental Management System, EMS 环境管理体系环境绩效 Environmental Performance 环境绩效环境指标 Environmental Target 环境指标回路 Logical Loop 回路混合型合同 Mixed Contract 混合型合同活动持续时间估计 Activity Duration Estimation 活动持续时间估计活动范围 Scope 活动范围活动逻辑关系 Activity Logical Relations 活动逻辑关系活动描述 Activity Description, AD 活动描述活动排序 Activity Sequencing 活动排序活动清单 Activity List 活动清单伙伴模式 Partnering 伙伴模式货物采购 Goods Procurement 货物采购基准计划 Baseline 基准计划基准日期 Base Date 基准日期绩效评估与激励 Performance Appraisaland Reward 绩效评估与激励计划工期 Planned Project Duration 计划工期计划评审技术 Program Evaluation Review Technique, PERT 计划评审技术计日工作计划 Daywork Schedule 计日工作计划计算工期 Calculated Project Duration 计算工期技术规范 Technical Specifications 技术规范技术联系 Technical Interfaces 技术联系价值工程 Value Engineering, VE 价值工程间接费 Indirect Cost 间接费监理工程师 The Engineer, Supervision Engineer 监理工程师监视 Monitoring 监视检查表 Checklist 检查表建设工期 Durationof Project Construction 建设工期建设—经营—拥有—转让 Build - Operate - Own - Transfer, BOOT 建设—经营—拥有—转让建设—经营—转让 Build - Operate - Transfer, BOT 建设—经营—转让建设实施 Construction 建设实施建设—拥有—经营 Build - Own - Operate, BOO 建设—拥有—经营建设—转让—运营 Build - Transfer - Operate, BTO 建设—转让—运营建设准备 Construction Preparation 建设准备建议书邀请 Request for Proposal, RFP 建议书邀请建筑师 Architect 建筑师接收证书 Taking - Over Certificate 接收证书节点 Node 节点节点编号 Node Number 节点编号结束到结束 Finishto Finish, FTF 结束到结束结束到开始 Finishto Start, FTS 结束到开始截止日期 As - of Date 截止日期紧后活动 Back Closely Activity 紧后活动紧前活动 Front Closely Activity 紧前活动进度报告 Progress Reports 进度报告进度偏差 Schedule Variance, SV 进度偏差纠正措施 Corrective Action 纠正措施矩阵型组织结构 Matrix Organization 矩阵型组织结构决策树分析 Decision Tree Analysis 决策树分析决策网络计划法 Decision Network, DN 决策网络计划法竣工时间 Time for Completion 竣工时间竣工试验 Tests on Completion 竣工试验竣工验收 Project Acceptance 竣工验收开工日期 Commencement Date 开工日期开始到结束 Start to Finish, STF 开始到结束开始到开始 Start to Start, STS 开始到开始可交付成果 Deliverable 可交付成果可接受风险 Acceptable Risk 可接受风险可原谅的延误 Excusable Delay 可原谅的延误控制 Control 控制控制图 Control Charts 控制图快速路径法 Fast Track 快速路径法类比估计 Analogous Estimating 类比估计离岸价格 Free on Board, FOB 离岸价格里程碑 Milestone 里程碑历史数据 Historical Results 历史数据利润 Profit 利润例外计划报告 Exception Report 例外计划报告联合集团 Consortium 联合集团联营体 Joint V enture 联营体临时工程 Temporm. Works 临时工程流程图 Flow Diagram 流程图路径会聚 Path Convergence 路径会聚履约保函 Performance Guarantee 履约保函履约保证 Performance Security 履约保证履约证书 Performance Certificate 履约证书卖方 Seller 卖方蒙特卡罗分析 Monte Carlo Analysis 蒙特卡罗分析敏感性分析 Sensitive Analysis 敏感性分析模糊数学法 Fuzzy Set 模糊数学法拟完工程计划费用 Budgeted Cost of Work Scheduled, BCWS 拟完工程计划费用逆推法 Backward Pass 逆推法欧洲发展基金会 European Development Fund, EDF 欧洲发展基金会巴雷托图 Pareto Diagrams 排列图, 巴雷托图偏差变量 Cost V ariance, CV 偏差变量评标 Bid Evaluation 评标期望值 Expectation 期望值期中付款证书 Interim Payment Certificate 期中付款证书启动 Initiation 启动起始节点 Start Node 起始节点潜在的损失值 Risk Event V alue 潜在的损失值赢得值法 Earned V alue 曲线法, 赢得值法全面质量控制 Total Quality Control, TQC 全面质量控制权变措施 Workoround 权变措施缺陷通知期限 Defects Notification Period 缺陷通知期限确凿证据优先 Prima Facie 确凿证据优先人工费 Labor Cost 人工费人工量 Effort 人工量人力资源 Human Resource 人力资源人身风险 Life Risk 人身风险人为风险 Personal Risk 人为风险人员配备要求 Staffing Requirements 人员配备要求任务 Task 任务上控制线 Upper Control Limit, UCL 上控制线设计方 Designer 设计方设计一建造方式 Design - Build, DB 设计一建造方式设计图纸 Drawings 设计图纸生产设备 Plant 生产设备生命周期成本计算 Life - circle Costing 生命周期成本计算剩余工期 Remaining Duration 剩余工期施工合同 Construction Contract 施工合同施工合同分包 Subcontract 施工合同分包施工合同转让 Assignment 施工合同转让施工机械使用费 Expensesof Using Construction Machinery 施工机械使用费施工进度计划 Construction Schedule 施工进度计划施工组织设计 Construction Planning 施工组织设计时距 Time Difference 时距实际成本 Actual Cost 实际成本实际成本加百分比合同 Cost Plus Percentage - of - Cost Contract 实际成本加百分比合同实际成本加固定费用合同 Cost Plus Fixed - Fee (CPFF) Contract 实际成本加固定费用合同实际成本加奖金合同 Cost Plus Incentive - Fee (CPIF) Contract 实际成本加奖金合同实际开始日期 Actual Start Date, AS 实际开始日期实际完成日期 Actual Finish Date, AF 实际完成日期世界银行 The World Bank 世界银行事件 Event 事件受资源约束的进度计划 Resource - Limited Schedule 受资源约束的进度计划授予合同 Award of Contract 授予合同书面文字优先原则 Written Word Prevail 书面文字优先原则数据日期 Data Date 数据日期双代号时标网络法 Time - Coordinate Network, Time Scale Network 双代号时标网络法双代号网络图 Activity - on - Arrow Network, AOA 双代号网络图税金 Tax 税金私人主动融资 Project Finance Initiative, PFI 私人主动融资松弛时间 Slack 松弛时间索赔 Claims 索赔条形图 Bar Chart 条形图通货膨胀 Currency Inflation 通货膨胀统计和概率法 Statistics 统计和概率法投标 Bidding 投标投标保证 Bid Security 投标保证投标报价 Bid Price 投标报价投标函 Letter of Tender 投标函投标决策 Decision to Bid 投标决策投标人 Bidder 投标人投标人须知 Instruction to Bidders 投标人须知投标书 Tender 投标书投标书附录 Appendix to Tender 投标书附录投标文件的递送 Submission of Bids 投标文件的递送投标邀请书 Initiation to Bids 投标邀请书投标有效期 Bid V alidity 投标有效期投机风险 Speculative Risk 投机风险投资方 Investor 投资方投资估算 Cost Estimating 投资估算投资回报期 Investment Recovery Period 投资回报期图示评审技术 Graphical Evaluation Review Technique, GERT 图示评审技术团队成员 Team Member 团队成员退却计划 Fallback Plan 退却计划外币 Foreign Currency 外币完成百分比 Percent Complete (PC) 完成百分比完工估算 Estimate at Completion, EAC 完工估算完工尚需估算 Estimate to Complete, ETC 完工尚需估算完工预算 Budget at Completion, BAC 完工预算五条件 Unconditional, no Demand 五条件无限竞争性招标 Unlimited Competitive Tendering 无限竞争性招标下控制线 Lower Control Limit, LCL 下控制线现场 Site 现场线路 Path 线路限定性估算 Definitive Estimate 限定性估算项目 Project 项目项目报告 Project Report, PR 项目报告项目档案 Project Files 项目档案项目的执行与监督 Project Executionand Supervision 项目的执行与监督项目定义 Project Defining 项目定义项目风险 Project Risk 项目风险项目干系人 Stakeholder 项目干系人项目管理班子 Project Management Team 项目管理班子项目管理班子的偏好 Preferences of the Project Management Team 项目管理班子的偏好项目管理承包型 Project Management Contract, PMC 项目管理承包型项目管理模式 Project Management Approach 项目管理模式项目管理软件 Project Management Software 项目管理软件项目管理协会 Project Management Institute, PMI 项目管理协会项目管理知识体系 Project Management Body of Knowledge, PMBOK 项目管理知识体系项目管理咨询型 Project Management, PM 项目管理咨询型项目后评价 Project Post - evaluation 项目后评价项目计划 Project Planning 项目计划项目结构分解 Project Breakdown Structure 项目结构分解项目结束 project Closing 项目结束项目内在联系 Project Interfaces 项目界面, 项目内在联系项目进度计划 Project Schedule 项目进度计划项目负责人 Project Manager 项目经理, 项目负责人项目可行性研究 Project Feasibility Study 项目可行性研究项目控制 Project Controlling 项目控制项目评估 Project Appraisal 项目评估项目设计 Project Design 项目设计项目谈判 project Negotiation 项目谈判项目型组织 Projectized Organization 项目型组织项目选定 Project Identification 项目选定项目业主 Owner 项目业主项目预评估 Project Pre - Appraisal 项目预评估项目章程 Project Charter 项目章程项目执行 Project Executing 项目执行项目周期 Project Cycle 项目周期项目准备 Project Preparation 项目准备项目综合管 Project Integration Management 项目综合管信息技术 Information Technology, IT 信息技术虚活动 Dummy Activity 虚活动询价 Solicitation 询价亚洲开发银行 Asian Development Bank, ADB 亚洲开发银行延长工期索赔 Claims for Extensionof Time, Claims for EOT 延长工期索赔邀请招标 SelectiveTenderin6／InvitedBidding 邀请招标要约 Offer 要约已完工程计划费用 Budgeted Costof Work Performed, BCWP 已完工程计划费用已完工程实际费用 Actual Cost of Work Performed, ACWP 已完工程实际费用因果分析图 Cause - and - Effect Diagram 因果分析图银行保函 Bank Guarantee 银行保函应急储备 Contingency Reserve 应急储备应急费 Contingency Allowance 应急费英国土木工程师学会 Institute of Civil Engineer, ICE 英国土木工程师学会营运 Operation 营运影响图 Influence Diagram 影响图永久工程 Permanent works 永久工程优化 Optimization 优化有条件 Conditional 有条件有限竞争性招标 Limited Competitive Tendering 有限竞争性招标预可行性研究 Pre - Feasibility Study 预可行性研究运费在内价 Cost and Freight, CFR 运费在内价暂定金 Provisional Sum 暂定金责任风险 Liability Risk 责任风险招标 Bid Invitation／Tendering 招标招标人拒绝投标书的权利 Right to Reiiect Any or All Bids 招标人拒绝投标书的权利招标准备 Tendering Preparation 招标准备争端裁决委员会 Dispute Adiudication Board, DAB 争端裁决委员会正推法 Forward Pass 正推法直方图 Histogram 直方图直线型组织结构 Line Organization 直线型组织结构直线一职能型组织结构 Line - Functional Organization 直线一职能型组织结构职能型组织 Functional Organization 职能型组织职业健康安全 Occupational Healthand Safety, OHS 职业健康安全制约和限制 Constraintsand Limitations 制约和限制质量 Ouality 质量质量保证 Quality Assurance 质量保证质量成本 Cost of Quality 质量成本质量环 Quality Loop 质量环滞后 Lag 滞后中标函 Letter of Acceptance 中标函中标合同金额 Accepted Contract Amount 中标合同金额中介人 Intermediary 中介人中心线 Center Limit, CL 中心线终止节点 End Node 终止节点重叠 Overlap 重叠主导语言 Ruling Language 主导语言专家谈判估计 Expert Judgement 专家谈判估计咨询方 Consulter 咨询方资料表 Schedules 资料表资源计划 Resource Planning 资源计划资源配置 Resource Requirements 资源配置资源平衡 Resource Leveling 资源平衡资源效果 Resource Capabilities 资源效果子网络 Subnetwork 子网络子项目 Subproject 子项目自然风险 Natural Risk 自然风险自由时差 Free Float, FF 自由时差总承包商 General Contractor 总承包商总价合同 Lump Sum Contract 总价合同总时差 Total Float, TF 总时差租赁一建设一经营 Lease - Build - Operate, LBO 租赁一建设一经营组织关系 Organizational Relation 组织关系组织规划设计 Organizational Planning 组织规划设计组织机构 Organization Structure 组织机构组织结构分解 Organizational Breakdown Structure, OBS 组织结构分解组织联系 Organizational Interfaces 组织联系最悲观时间 Most Pessimistic Time 最悲观时间最迟结束时间 Latest Finish Date, LP 最迟结束时间最迟开始时间 Latest Start Date, I5 最迟开始时间最可能时间 Most Probable Time 最可能时间最乐观时间 Most Optimistic Time 最乐观时间最早结束时间 Earliest Finish Date, EF 最早结束时间最早开始时间 Earliest Start Date, ES 最早开始时间最终报表 Final Statement 最终报表最终付款证书 Pinsl Payment Certificate 最终付款证书。
工程管理专业英语4
Definition and characteristics
Importance
In today's globalized world, profitability in English is essential for engineers to collaborate with international teams, access the latest technologies and literature, and compete in the global market Engineering Management Professional English enables engineers to communicate effectively in English and enhance their professional development
Engineering cost
The process of monitoring and managing the costs of a project through its development It involves estimating costs at the beginning of the project, comparing actual costs to budgeted costs during construction, and taking corrective action if necessary to keep costs within budget
Technical specifications
Architectural engineering drawings and technical specifications
工程管理专业英语-合同管理
agreement that will be signed: It may be a
standard form of agreement such as those
promulgated by the American Institute of
Architects (AIA) or by other professional or
v.包括，包含 v.公布，颁布 n.条款，款项 v.规定，讲明 不管… 在合适的位置
n.开始，起始量 冒险
对…负责
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Words and Expressions
unit-price agreement lump-sum agreement cost-plus-fee agreement Percentage fee agreement Fixed fee agreement Fixed fee with a bonus and
6.1 Types of Agreements
The owner-contractor agreement
formalizes the construction contract. It
incorporates, by reference, all other contract
documents. The owner selects the type of
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Unit 6 Contract Management of Construction Projects
6.1 Types of Agreements
The agreement generally includes a
description of the project and contract sum.
工程管理专业英语教程
工程管理专业英语（二）Professional English For Engineering Management （Ⅱ）教程COURSE长沙理工大学工程管理系2011年2月目录Lesson 1 Bidding (1)Text A Invitation to Bid (1)Text B Instructions to bidders (5)Lesson 2 Management and Engineering Management (10)Text A Management (10)Text B Engineering Management：a synthesis (14)Lesson 3 Conditions 1~3 for the FIDIC Contract (16)Text A Conditions 1~3 for the FIDIC Contract (16)Text B The Employer (27)Text C The Engineer (29)Lesson 4 Planning Techniques (33)Lesson 5 Alternative Financing Strategies for BOT Project (36)Lesson 6 Types of Construction Cost Estimates (39)Lesson 7 Risk Management Basics (42)Lesson 1 BiddingText A Invitation to BidThe invitation to bid is sometimes known by such names “notice to bidders”,“Advertis ement for bids,”“request for proposals”, and the like, but the intent is always the same:to briefly describe the project to propective bidders and to invite their bids on the work.Since the invitation to bid is often classed as one of the construction contract documents, is it always essential to include one in the set?The answer is a resounding “No!”.An invitation should be extended to prospective bidders only when such bids are wanted, and there are many times when open bidding is not the order of the day. For instance, if you have already selected your general contractor and this is to be a “negotiated”contract, it would be foolish to issue an invitation to other bidders to make proposals. The invitation serves no purpose other than to attract prospective bidders by telling them briefly what the job is and how they go about securing copies of the documents to bid upon. If you already have enough bidders, and you have secured them by other means such as personal contact or previous notice, there is little meaning to the ritual of a formal gilt-edged invitation to your party if you don’t really want more guests.On the other hand, any time your project is on the money from the public coffers you can almost depend on having a legal requirement that the work be advertised in a newspaper of general circulation under carefully prescribed format. You are almost never allowed to limit the number of bidders on public work. Therefore, in public you can rely on the necessity of including a formal invitation to bid as part of your construction contract documents.The requirement arose, of course, out of the old-time back-room dealings among political cronies where lucrative contracts were awarded in great secrecy for fantasticlevels of profit, which melted into various private bank accounts. The method used to cure this abuse was to highly publicize the availability of all publicly funded construction projects and to invite participation by all qualified parties. Whether this was truly cured the abuses is not known for certain but it is an obvious fact that duplicity has become more difficult under it. When your purpose is to receive the broadest possible number of competitive bids for the general contract, you should take the time to compose a brief but attractive, invitation to assure you’ll have enough guests to justify the ocassion.Remember now that we are talking in terms of the general contract under a classic situation as described earlier. We will have enough work sorting out the proposals we receive from those general contractors without complicating it by delving into the forty or so trades which make up even the smallest project. It is the general contractor’s resposibility to dig up his subs- from wherever he can and he will issue his own form of invitation to bid to them probably by various means.In many of the average smaller projects, a list of selected bidders is composed during completion of working drawings. By the time the documents are ready for issue to bidders, it is offen known who will be bidding and who will not be asked. If the list is small, say three or four bidders, nothing is really gained by the formality of issuing an official notice. On the other hand, when the number of prospective bidders exceeds three or four, it is well to set down quite precisely all of the pertinent data regarding bid: opening dates, amount of deposit required for sets of ducuments, where they may be secured, who may attend the bid opening, and other relevant information.Now there are a few rare methodical individuals who prefer to have a dot over every “i” and across on every “t” and who might prefer to issue an invitation to bid on every project. Could they get into trouble by it?I rather doubt they would. Any person so methodical would more than likely also be cautious and would be sure that what was said in the invitation to bid was accurate and precise. It is nicely to formalize the invitation data and, if you can afford to takethe time to do so on every project, you go right ahead and have fun. Remember, though, that if your sole bidder is already selected and you definitely do not wish to receive bids from others, you may have a delicate time wending your way through the verbiage required to explain that situation properly.The formula for writing an invitation to bid is simple and clear-cut: be brief and include answers to the following condition.Project Indentification Clearly identify the project by its official-name (used through the construction contract documents: list, where possible, the name of the owner, the name of the Architect, the location of the project, its official project number (if it has one) and the like.Description of the work In fifty to a hundred words, tell what the project includes (bidders would like you to tell them what the construction budget is as well but most of us are reluctant to do so), so a prospective bidder can wasily decide whether this is a project of his type or not.Types of bids required For the classic situation, you are only intersted in bids on a general contract and not in segregated bids. But whatever your wish, make it clear at this point.Bid opening Briefly tell where and when bids will be received, where and when they will be opened, and who may attend the opening. Some architects make a regular party out of the bid opening and serve anyting from tea and cakes to beer and cocktails at their bid openings (always after the bids are opened), apparently on the theory that the lucky low man will want to celebrate and the unlucky others need something in which to drown their sorrow or make the losing easier to bear. Other architects make this a cold sober no-nonsense affair and quite a few even insist on privacy at the time of opening. Whatever your choice, state it here.Documents It is important to clearly state where the documents may be viewed and when as well as under what conditions sets of the documents may be secured. Some architects give a stated number of sets to each qualified bidder; others require adeposit to be left for each set in an amount generally equal to the cost of reproduction; still others require that the bidder post a non-refundable deposit for each set (or only a portion of the deposited amount will be refunded). Since these practice is vary from firm to firm, it is essential that you spell out how you will handle them.Bid deposit requirement It is not unusual for a bidder who was considerably lower than his competitors to worry about why he was so much lower and try to withdraw his bid. Bid deposits are designed to compensate the Owner and Architect for lost time and effort in having to repeat the bidding process or to commence negotiations with the second lowest bidder. The deposit is usually in the form of a “bond” posted by the bidder but supplied through the bidder’s regular bonding surely, often as no fee to the bidder. You should state whether or not a bid bond will be required and if it is required, the amount and the type of bond acceptable.Pre-qualification Many projects (even publicly financed) are not open to the bids of everyone who would like to be a contractor; pre-qualifications are often set. For example,specialized construction such as tunnels, docks or bridges might easily require that the bidder be qualified by previous experience acceptable to the Owner before he will even allowed to bid. One of the newer pre-qualification requirements has to do with “Equal Employment Opportunity” programs and the bidder must demonstrate a functioning EEO program as a part of his regular operation before he is allowed to bid. If any pre-qualification are part of your program, you should so state here.Bid rejection Traditionally, owners and architects have wanted to reserve the right to waive irregularity in bids and to reject any or all bids. In other words, despite all the safeguards of carefully picking over the available bidders before issuing them an invitation, and all the detailed instructions that are then issued to the accepted bidders, there is still a chance that some good guys will flub this bid being late or not sending enough copies or some squally trivial infraction of your rules and thus be disqualified unless you can save him. There is also the chance that the low man mayhave suddenly become undesirable during the bidding period and you don’t want him any more. This minor provision has been hallowed by years of use and will probably be with us for a great many more. There is enough experience with it to warrant continued inclusion.Legal requirement Governmental agencies that have been in existence for any period of time always have their own format for the invitation to bid(or whatever they happen to call it), and generally the laws governing care and use of public money prescribe certain magic words and incantations to include. If yours is a publicly financed project, the invitation may be written for you by your client’s legal staff. If it is left up to you, good sense dictates that you pass the rough draft by your own legal counsel and that of your client before it is published.If your invitation to bid is really being distributed broadlly to a large number of prospective biddders, you might very well send it in the form of a letter. You might also publish it as a paid ad in the local newspaper in the area of construction. Remember that the invitation is precisely that kind of “invitation”which can be accepted or declined.If your list of prospective bidders is also small that it contains only those who will actively work at the bidding process, you can do as most architects do and merely include the invitation as one of the documents bound into the Project Mannual.There is nothing to prevent an invitation to bid being actually on the design firm’s letterhead in the form of a letter. This can quite easily be bound into the Project Mannual later as one of the exibits in the series of contract documents.Text B Instructions to biddersYou will find most of the following points in instructions to bidders written by professional specifiers. You will often find other points as well, depending on local practices and previous expreience.Project Identification It may seem redundant to repeat in the instructions to bidders the same information you so carefully put into the invitation to bid. But it is a common practice, and an expected inclusion: to state the official name of the project, its project number if it has one, the name of the Owner and the Architect, and all other data which might be necessary to conclusively prove which project it is that you are talking about.Contract documents The care and feeding of Contract Documents to bidders is a full time job in some larger offices. Imagine the logistics of printing and handling perhaps a hundred sets where the Drawings comprise a hundred and fifity to two hundred sheets and the Specifications contain sixty or more Sections. Imagine the cost to someone. Who is going to absorb the cost? The Owner？The Architect? The bidder？Who pays for mailing? And, if they are sent by mail, will it be Parcel Post or Air Mail? What if the sets are returned after bid opening but also marked up and dog-earned that they can’t be used for construction? Who absorbs that cost? And what will you do if a biddder asks for copies of the Electrical Section only?It is not difficult for even a small office to tie up a thousand dollars or more in copies of material for the use of bidders, material the bulk of which may or may not be of any use to them the Contract is awarded.So you can understand the care with which expericed office approach this problem of how many sets will be issued per bidder, whether a deposit will be returned, whether “split sets” will be issued, and a variety of similar matters.Examination of site and document It is inconceivable but there are cases on record where the contractor said “If I’d seen the site before I bid, I never would have put in the price I did. ”There are also cases on record where a contractor claimed that he didn’t really have a chance to study their plans because you were in such a hurry for a figure. The purpose of this portion of the instructions to bidder is to put the bidder on notice that he should examine the site and study all of the Documents since no allowance will bemade later for problems which could have been avoided had he done so.Clarifications Recognizing the errors and ambiguities can creep into the work of any design office, no matter how hard you try, you should establish the mechanics by which clarifications can be requested and obtained. In fairness to all bidders, errors caught by one bidder should be corrected for the benefit of all. In the same way clarifications issued to a single bidder over the telephone should be distributed to his competitors as well. Since these matters are best handled in the form of “Addenda”, and since Addenda should only be issued by the person issuing the original Contrator Documents, it follows that questions should be directed to that party who will then either answer the question himself or secure the answer from the person most farmiliar with the subject, and will promptly follow up with a formal Addedum to all bidders on record. You should therefore state how you will receive queries, by telephone or in writing, to whom they should be addressed, how answers will be issued, and that you and the owner are not responsible for accuracy of clarifications issued in any other manner. The final date on which requests for clarification will be received should also be stated.Substitutions Many specifications written today include an entire Section on “submittals and substitutions.”Even though you include such a Section in your Specification, you should also use this earlier opportunity to call the bidder’s attention to it and to establish a final date for acceptance of requests for substitution.Types of bids You should clearly state here the type of bid you want (“general contract”, “segregated”, “cost-plus”, etc.) and the fact that you will not consider bids of other types. If you are requesting segregated bids, this can be a length subject.Preparation of bids How many copies of the bid form do you want? Will you accept Xeroxed copies or must each be on the form you provided? Does each copy need to contain actual signatures or, if Xeroxing is permitted, may the signature be on the original only? How many signature will you require from partnerships? Who can sign for a corporation? Will you require any other data on the bid form such ascontractor’s number, etc.Bid bonding Reuirements that bidders post a bond in an amount 10% of their base bid are not uncommon on a competitive bidding. Statistics show that very few of those bonds are ever forfeited, even when the low bidder fails to accept the award, since there are so many steps to go through in finally securing payment on such a defaulted bond. When you have asked a selected few bidders to favor you with a bid, it is something considered insulting to reuire them to go to the trouble of securing and posting a bid bond.It is highly recommended that you discuss the matter with your own management people and risk consultants. If you decide to require bid bonding, then you should carefully explain how and under what conditions the bond will be forfeited or returned.Other bonding Performance bonds” and “labor and materials payment” bonds are genareally required; it is the amounts that vary. Again, you should consult your management experts and those of your owner, as well as specialists in the field of management-risk. When the sums are determinded, and the proper forms have been selected, you should describe the amounts and name the forms here.Subcontractor listing Since the Contract Documents are directed to the “Contractor”, with a capital “C”, we seldom mention subcontractors anywhere in our documents. But most of us would like to know just who the bidders propose to use for certain critical portions of the work and we often ask that they furnish us a list of those subcontractors, either as a part of their bid or as a preprequisite before the contract is signed. On public work, such a list is not only mandatory but later changes can hardly be accomplished without an action by the Congress of the United States. As an attempt to eliminate “bid shopping” by unscrupulous contractors, this is a commendable stance. As one additional last-minute task facing the frantic bidders is trying to sift out the lowest practical prices from his many subs, it is a pain in the neck and a reqiurement they would just as soon not have to meet.On private work, you can generally accompished your purpose (to look over the proposed subs before awarding a contract to the lowest bidder) by merely requiring the lowest bidder to supply you with a lsit of his subcontractors within a stated period after bid opening.Lesson 2 Management and Engineering ManagementText A Management1.1 Management definitionMcFarland identifies four uses of the word management, as:(1) an organizational or administrative process;(2) a science, discipline, or art;(3)the group of people running an organization;(4) an occupational career.1.2 Management levelsEnsign or admiral, college president or department chair, maintenance forman, plant manager, or company president; all managers. What skills must they have, what roles do they play, what functions do they carry out, and how are these affected by the level at which they operate? Let us look at wach of these questions in order.Management is normally categorized into three levels：first-line，middle,and top management．Managers at these three levels need many of the same skills，but they use them in different proportionsThe higher the management level，the further into the future the manager’s decisions reach and the greater the amount of the resources that are placed at risk．First-line managers are the only managers who directly supervise nonmanage. They hold titles such as foreman, supervisor, or section chief. Generally, they are responsible for carrying out the plans and objectives of higher management, using the personnel and other resources assigned to them. They make short-range operating plans governing what will be done tomorrow or next week, assign tasks to their workers，supervise the work that is done，and evaluate the performance of individual workers. First-line managers may only recently have been appointed from among the ranks of people they are now supervising. They may feel caught in the middlebetween their former fellows and upper management, each of which feels the supervisor should be representing them. Indeed, they must provide the “linking pin’’between upper management and the working level, representing the needs and goals of each to the other.Many engineers going into a production or construction environment will find themselves assigned as a foreman or supervisor very quickly．Many find such an assignment a very satisfying chance to “make things happen”through their own actions and decisions．Doing so effectively，while according the workers newly assigned to you the courtesy and respect merited by their years of experience, requires tact and judgement．If you can achieve this balance，however，you may be surprised to find how willing your team members are to accord you the same respect，and to help you learn your job．Middle managers carry titles such as plant manager，division head，chief engineer，or operations manager．Although there are more first-line managers than any other in most organizations，most of the levels in any large organization are those of middle management. Even the lowest level of middle manager (the second-line manager，who directly supervises first-line managers) is an indirect manager，and has the fundamentally different job of managing through other managers. Middle managers make plans of intermediate range to achieve the long-range goals set by top management，establish departmental policies，and evaluate the performance of subordinate work units and their managers．They also provide an integrating and coordinating function so that the short-range decisions and activities of first-line supervisory groups can be orchestrated toward achievement of the long range goals of the enterprise．There has been much discussion recently on the probable effect of computer-based management information systems on the numbers, levels, and functions of middle managers．Top managers bear titles such as chairman of the board，president，or executive vice president; one of these will normally be designated“chief executive officer”(CEO). In government the top manager may be the administrator (of NASA) orsecretary (of commerce) or governor or mayor. While they may report to some policy-making group，they have no full-time manager above them．Top managers are responsible for defining the character，mission，and objectives of the enterprise．They must establish criteria for and review long-range plans. They evaluate the performance of major departments，and evaluate leading management personnel to gauge their readiness for promotion to key executive positions.1.3 Managerial skillsKatz suggests that managers need three types of skills：technical，interpersonal, and conceptual. Technical skills are skills (such as engineering, accounting, machining, or word processing) practiced by the group supervised. Figure 1 shows that the lowest level of manager has the greatest need for technical skills，since they are directly supervising the people that are doing the technical work．Even top managers must understand the underlying technology on which their industry is based. Interpersonal skills, on the other hand, are important at every managenent level, since every manager achieves results through the efforts of other people. Conceptual skills represent the ability to “see the forest in spite of trees”--to discern the critical factors that will de termine an organization’s success or failure．This ability is essential to the top manager’s responsibility for setting long-term objectives for the enterprise，although it is needed to some extent at every level.Figure 1 Skills required versus management level1.4 Functions of managersHenry Fayol，the famous French mining engineer and executive, divided magenerial activities into five “elements”: planning, organizing, command, coordination, andcontrol. These elements,now called “functions of managers”，have proven remarkably useful and durable over the decades. Although each management author has their favored set of functions, almost all include planning, organizing，and controlling on their list. “Command” become too authoritive a word。
国际工程管理专业英语词汇
vocabulary
151. Construction’s all risk insurance 建筑工程一切险 152. Consultant engineer 咨询工程师 153. Container freight station (CFS), 集装箱货物集散站 154. Contingency cost, 不可预见费 155. Contract based on unit price 单价合同 156. Contract for work 包工合同 157. Contract for labour and materials 包工包料合同 158. Contract for the supply of work 提供劳务合同 159. Contract interface 合同接口 160. Contract labour 合同工
91. 资本预算：capital budget 92. 法定股本金：capital stock authorized 93. 资本盈利：capital surplus 94. 自动取款机：cash dispenser 95. 现金流量图： cash flow diagram 96. 现金流量表：cash flow statement 97. 现浇混凝土: cast-in-situ concrete 98. 履带式起重机： caterpillar crane 99. 履带式挖掘机： caterpillar excavator 100. 履带式装载机：caterpillar loader
51. 角钢：angle steel 52. 预期成本：anticipated cost 53. 预期收益：anticipated gain 54. 预期利息：anticipated interest 55. 预期价格：anticipated price 56. 预期利润：anticipated profit 57. 仲裁申请：application for arbitration 58. 投保单： application for insurance 59. 报销： application for reimbursement 60. 拨款：appropriate money
工程管理专业英语(4)
4.1 The Contractor
Definition of Contractor :the person(s) named
as contractor in the Letter of Tender accepted by the Employer and the legal successors in title to this person(s).
• (c) 与每项主要永久设备和材料制造有关的 制造商名称、制造地点、进度百分比，以 及以下各项的实际或预期日期： • (i) 开始制造； • (ii) 承包商的检查； • (iii) 检验；以及 • (iv) 运输和到达现场
• (d) 在第6.10款【承包商的人员和设备的记 录】中描述的详细情况； • (e) 材料的质量保证文件、检验结果及合格 证的副本； (f) 依据第2.5款【雇主的索赔】和第20.1款 【承包商的索赔】颁发的通知清单；
• Reporting shall continue until the Contractor has completed all work which is known to be outstanding at the completion date stated in the Taking-Over Certificate for the Works.
Contractor’s general obligations[4.1]
1.The contractor shall design (to the extent specified in the contract), execute and complete the works in accordance with the contract and with the engineer’s instructions, and shall remedy any defects in the works. 2.The contractor shall provide the Plant and Contractor’s documents specified in the contract, and all contractor’s personnel, goods, consumables and other things and services. 3.The contractor shall be responsible for the adequacy, stability and safety of all site operations and of all methods of construction.
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4.1 Brief Introduction
4.1.1 What is a surety bond A surety bond is a guarantee. It is a three party agreement among the owner, contractor and surety entity. Under the terms of the bond, the contractor and surety guarantee to the owner that the construction project will be completed as provided for in the plans and specifications and construction contract.
The following words have the same similar meaning in expressing. Guarantee Letter of guarantee Bank guarantee Bond Security Seof surety bond
The bond is submitted with the contractor’s bid. If the bid is accepted by the owner, the contract must: (a) Enter into a contract. (b) Provide a sufficient bond for the performance of the terms. If the contractor fails to meet one or both of these requirements, the bid bond is forfeited. Depending upon the terms, the penalty assessed will be either the difference between defaulting contractor’s bid price and the next lowest price or the penal sum of the bond, whichever is less. Typically, the penal sum of the bond is either 5 or 10 percent of the contract price.
4.2 Relevant Requirements for Bonds in FIDIC Documents
4.2.2 Requirements for Performance Security in FIDIC Conditions of Contract
4.3 Common English for Bonds
(2) Performance bonds The performance is issued after a proposal has been accepted. It provides security in the amount of face value, which is usually the contract price. Its purpose is to guarantee the completion of the work in accordance with the plans and specifications and at the contract price. The wording of the usual form is simple. Essentially, it states that if the contractor faithfully performs all the conditions required, the bond will be null and void. And if not, the bond will come into effect.
(1) Bid bonds The bid bonds is the basic instrument of prequalification for many contract bids. Unless otherwise specified by the owner, the bond may be secured from any qualified bonding company, and its purpose is to validate the bid price submitted by the contractor to the owner.
There are a variety of bonds. The most common ones are bid bonds, performance bonds, labor and material payment bonds, combination performance and payment bonds, and supply bonds.
A surety bond is not an insurance policy. Although bonds and insurance may appear to be similar to the untrained eye, there are basic inherent differences in their function. The surety is a guarantor, not an insurer. The surety entity guarantees to the owner that the contractor will perform required obligations and that if not performed, the surety entity will do so. In essence, the surety bond is a credit device similar to a co-signed note for a bank. The basic theory of surety-ship, as in any case involving the extension of credit, presumes that there will be no loss.