工程管理专业英语Word文档下载推荐.docx

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Someofthestagesrequireiteration（反复）,andothersmaybecarriedoutinparallel（平行）orwithoverlapping（重复）timeframes（时间框架）,dependingonthenature,sizeandurgencyoftheproject.

Theprojectlifecyclemaybeviewedasaprocessthroughwhichaprojectisimplementedfromcradletograve.Thisprocessisoftenverycomplex;

however,itcanbedecomposedintoseveralstages.

Ownersmustrecognizethatthereisnosinglebestapproachinorganizingprojectmanagementthroughoutaproject’slifecycle.

1.2

ResidentialHousingConstruction（住宅类房屋建立）:

Theresidentialhousingmarketisheavilyaffectedbygeneraleconomicconditions,taxlaws,andthemonetaryandfiscalpoliciesofthegovernment.

Often,aslightincreaseintotaldemandwillcauseasubstantialinvestmentinconstruction,sincemanyhousingprojectscanbestartedatdifferentlocationsbydifferentindividualsanddevelopersatthesametime.

InstitutionalandCommercialBuildingConstruction（办公和商业用房建立）encompassesagreatvarietyofprojecttypesandsizes,suchasschoolsanduniversities,medicalclinicsandhospitals,recreationalfacilitiesandsportsstadiums,retailchainstoresandlargeshoppingcenters,warehousesandlightmanufacturingplants,andskyscrapersforofficesandhotels.

Becauseofthehighercostsandgreatersophisticationofinstitutionalandcommercialbuildingsincomparisonwithresidentialhousing,thismarketsegmentissharedbyfewercompetitors.

Sincetheconstructionofsomeofthesebuildingsisalongprocesswhichoncestartedwilltakesometimetoproceeduntilcompletion,thedemandislesssensitivetogeneraleconomicconditionsthanthatforspeculativehousing.

Consequently,theownersmayconfrontanoligopolyofgeneralcontractorswhocompeteinthesamemarket.Inanoligopolysituation,onlyalimitednumberofcompetitorsexist,andafirm’spriceforservicesmaybebasedinpartonitscompetitivestrategiesinthelocalmarket.

SpecializedIndustrialConstruction（专业化工业工程建立）usuallyinvolvesverylargescaleprojectswithahighdegreeoftechnologicalcomplexity,suchasoilrefineries,steelmills,chemicalprocessingplantsandcoal-firedornuclearpowerplants.

Althoughtheinitiationofsuchprojectsisalsoaffectedbythestateoftheeconomy,longrangedemandforecastingisthemostimportantfactorsincesuchprojectsarecapitalintensiveandrequireconsiderableamountofplanningandconstructiontime.

InfrastructureandHeavyConstruction（重大根底工程建立）includesprojectssuchashighways,masstransitsystems,tunnels,bridges,pipelines,drainagesystemsandsewagetreatmentplants.

Mostoftheseprojectsarepubliclyownedandthereforefinancedeitherthroughbondsortaxes.Thiscategoryofconstructionischaracterizedbyahighdegreeofmechanization,whichhasgraduallyreplacedsomelaborintensiveoperations.

1.3

FinancialPlanningConsultants财务规划咨询

ArchitecturalandEngineeringFirms建筑和工程设计公司

Design/ConstructFirms设计/施工公司

ProfessionalConstructionManagers职业化建立工程管理

OperationandMaintenanceManagers运营维护管理

FacilitiesManagement设施管理

WordsandExpressions

perceived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，完毕，实现

acceptance接纳，赞同，容忍

fulfillment履行，实行

Translation

1.Fromtheviewpointofprojectmanagement,theterms“owners〞and“sponsor〞aresynonymousbecausebothhavetheultimateauthoritytomakeallimportantdecisions.从工程管理的角度看，“业主〞和“发起方〞是同义的，因为两者的根本权力是制定所有重大决策。

2.Afterthescopeoftheprojectisclearlydefined,detailedengineeringdesignwillprovidetheblueprintforconstruction,andthedefinitivecostestimatewillserveasthebaselineforcostcontrol.工程围界定后，详细的工程设计将提供建立蓝图，最终费用估计将作为控制本钱的基准。

3.Furthermore,anownermayhavein-housecapacitiestohandletheworkineverystageoftheentireprocess,oritmayseekprofessionaladviceandservicesfortheworkinallstages.此外，业主可用部能力处理整个过程中每一个阶段的工作，或者它可能会在各个阶段寻求专业意见及效劳。

4.Theownermaychoosetodecomposetheentireprocessintomoreorlessstagesbasedonthesizeandnatureoftheproject,andthusobtainthemostefficientresultinimplementation.业主可以根据工程的规模和性质选择把整个过程或多或少的分解到各个阶段上，从而获得在实践中最高效的结果。

5.Allorganizationalapproacheshaveadvantagesanddisadvantages,dependingontheknowledgeoftheownerinconstructionmanagementaswellasthetype,size,andlocationoftheproject.所有的组织方法各有利弊，这取决于在施工管理中的业主的知识以及工程的类型、规模和位置。

6.Inplanningforvarioustypesofconstruction,themethodsofprocuringprofessionalservices,awardingconstructioncontracts,andfinancingtheconstructedfacilitycanbequietdifferent.各类建筑的规划、采购的专业效劳、建筑合同的制定、以及建筑设施融资的方法都可以完全不同。

7.Specializedindustrialconstructionusuallyinvolvesverylargescaleprojectswithahighdegreeoftechnologicalcomplexity,suchasoilrefineries,steelmills,chemicalprocessingplantsandcoal-firedornuclearpowerplants,asisshowninFigure1-4.专门的工业建筑，通常涉及技术复杂程度高，如炼油厂、钢铁厂、化学处理厂和燃煤或核电厂等的大型工程，如图1-4所示。

8.Traditionally,theownerengagesanarchitecturalandengineering（A/E）firmorconsortiumastechnicalconsultantindevelopingapreliminarydesign.传统上，业务会聘请建筑和工程设计〔A/E〕公司或财团做前期设计和技术咨询。

9.Byintegratingdesignandconstructionmanagementintoasingleorganization,manyoftheconflictsbetweendesignersandconstructorsmightbeavoided.通过将设计管理和施工管理统融为一体，就可以防止设计方和施工方的许多矛盾。

10.Inrecentyears,anewbreedofconstructionmanagers（CM）offersprofessionalservicesfromtheinceptiontothecompletionofaconstructionproject.近年来，出现了为工程从启动到完工全过程效劳的职业化建立工程经理〔CM〕。

11.Hence,anownermustunderstanditsownresponsibilityandtheriskitwishestoassigntoitselfandtootherparticipantsintheprocess.因此，业主必须懂得工程当中属于其自身的义务和风险须有其自己来承当。

12.Unlesstheownerperformsthisfunctionorengagesaprofessionalconstructionmanagertodoso,agoodgeneralcontractorwhohasworkedwithateamofsuperintendents,specialitycontractorsorsubcontractorstogetherforanumberofprojectsinthepastcanbemosteffectiveininspiringloyaltyandcooperation.除非业主自己发挥这项职能或聘请职业化的CM做这件事，一个经历丰富的总承包商是能够协同专业承包商和分包商尽职尽责地完成任务的。

13.IntheStateofNewYork,forexample,specialitycontractors,suchasmechanicalandelectricalcontractors,arenotsubjectedtothesupervisionofthegeneralcontractorofaconstructionprojectandmustbegivenseparateprimecontractsonpublicworks.例如在纽约州，诸如机械和电气等专业承包商并不直接由总承包商监视管理，并且在公共工程中必须授予其独立的合同。

14.Majormaterialsuppliersincludespecialtycontractorsinstructuralsteelfabricationanderection,sheetmetal,readymixedconcretedelivery,reinforcingsteelbardetailer,roofing,glazingetc.主要原料供给商，包括钢构造、网架、金属构造，预拌混凝土输送，预应力钢筋，房屋架，以及电气照明等。

2.1

Projectmanagementistheartofdirectingandcoordinatinghumanandmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscope,cost,time,qualityandparticipationsatisfaction.

ThebasicingredientsforaprojectmanagementframeworkmayberepresentedschematicallyinFigure2-1.

2.2

Pleasebrieflydescribethesethreeorganizations:

functionalorganization,matrixorganizationandprojectorganization.

施工单位工程管理的组织形式

1.直线式组织形式2.职能式组织形式3.直线职能式组织形式

4.矩阵式组织形式5.工程式组织形式6.事业部式组织形式

2.3

Theprojectmanageroftengainsthesupportofhis/herteamthroughacombinationofthefollowing:

Formalauthority;

Rewardand/orpenaltypower;

Expertpower;

Attractivepower.

Ingeneral,theprojectmanager’sauthoritymustbeclearlydocumentedaswellasdefined,particularlyinamatrixorganizationwherethefunctionaldivisionmanagersoftenretaincertainauthorityoverthepersonneltemporarilyassignedtoaproject.Thefollowingprinciplesshouldbeobserved:

Theinterfacebetweentheprojectmanagerandthefunctionaldivisionmanagersshouldbekeptassimpleaspossible;

Theprojectmanagermustgaincontroloverthoseelementsoftheprojectwhichmayoverlapwithfunctionaldivisionmanagers;

Theprojectmanagershouldencourageproblemsolvingratherthanroleplayingofteammembersdrawnfromvariousfunctionaldivisions.

1．Generally,projectmanagementisdistinguishedfromthegeneralmanagementofcorporationsbythemission-orientednatureofaproject.总的来说，工程管理有别于公司的宏观管理，它取决于工程以任务〔目标〕为导向的这一特征。

2．Bycontrast,thegeneralmanagementofbusinessandindustrialcorporationsassumesabroaderoutlookwithgreatercontinuityofoperations.与此形成对照，一般的工商企业的管理更广泛地着眼于业务的更加连续性。

3．Similarly,manyoperationsresearchtechniquessuchaslinearprogrammingandnetworkanalysisarenowwidelyusedinmanyknowledgeorapplicationdomains.同样，许多如线性规划和网络分析等运筹学中的技术也已在其他知识或应用领域广为应用。

4．Contractualrelationshipsamongmembe