工程管理英语论文.docx

工程管理英语论文.docx

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工程管理英语论文

工程管理英语论文

工程管理专业英语

WorkingTitle:

Contractmanagementofconstructionproject

Class:

Name:

Number:

Workingtitle

Acriticalanalysisofcontractmanagementofconstructionproject.

Purposeofstudy

Contractmanagementisanimportantpartofprojectmanagement,engineeringprojectmanagementthroughthewholeprocess,notonlydeterminethepriceoftheprojectconstructionperiod,objectives,thequalityobjectives,obligationsandresponsibilities,andcontractmanagementisotherprojectmanagementsystemofworkinstructions,andtheengineeringprojectmanagementplayedtheoverallcontrolfunction.Inthefiercemarketcompetition,theconstructionenterpriseinordertobeabletowinthebidtogetatthelowsuccess,howeverlowquotedpricebehindsuccessisthemanagementleveloftheenterprisecompetition.Atthesametimeduetoconstructionenterpriseasacontractoroftenandinarelativelypassivepositioninthewholeprocessofconstructionoftheprojectareoftennaturalconditionsandsocialfactors,suchastheunforeseenfactors,leadtoriskallmayhappenatanytime,itisfortheexistenceoftheobjectivefactorsanduncertainty,constructionenterprisesmustimprovethelevelofmanagement,enhancethecontractmanagementconsciousness.Nocontractmanagementisnomanagementgoal,nomanagementgoalwillnotprojectmanagementsystemforming,ofcourse,willbedifficulttoachieve.Theprojectmanagementprofitobjectives,andevencauseprojectparalyzed,unabletooperate.

Contractmanagementisservicedforthegoaloftheprojectandthegeneraltargetoftheenterprise,toensuretoachievethem.Specifically,contractmanagementincludes:

（1）Thewholeprojectintheplannedcost（investment）,tocompletetheprojectwithinapredeterminedrange,meetthequalityandfunctionofpredeterminedrequirements,implementationofthethreeobjectivesoftheproject.

（2）使项目的实施过程顺利，合同争执较少，合同各方面能互相协调，都能够圆满地履行合同责任。

（2）Theimplementationoftheprojectsmoothly,thecontractdisputeisless,thecontractcancoordinatewitheachother,areabletoperformthecontractresponsibilitysuccessfully.

（3）保证整个工程合同的签订和实施过程符合法律的要求。

（3）Toensurethattheentireprojectcontractsigningandimplementationprocessmeetstherequirementsofthelaw.

（4）一个成功的合同管理，还要在工程结束时使双方都感到满意，最终业主按计划获得一个合格的工程，达到投资目的，对工程、对承包商、对双方的合作感到满意；承包商不但获得合理的价格和利润，还赢得了信誉，建立双方友好合作关系。

这是企业经营管理和发展战略对合同管理的要求。

（4）Asuccessfulcontractmanagement,butalsoattheendoftheworkthatwassatisfactorytobothparties,theownersgetaqualifiedproject,achievetheinvestmentobjective,ontheproject,thecontractor,feelthecooperationofbothsidessatisfied;thecontractornotonlyobtainthereasonablepriceandprofit,butalsowonareputation,toestablishthefriendlyandcooperativerelations.Thisistherequirementswhattheenterprisemanagementandthedevelopmentstrategyneedthecontractmanagementtodo.

Aim

Tousethetheorytoensuretheprojectcanbecarriedoutsmoothly

Objectives

1）Objective

Macroscopically,theobjectiveofthecontract managementistostrengthensupervisionandmanagementofconstructionactivities,maintainthemarketorder，guarantee quality and safety oftheproject，simulativeconstruction industry health develops,Toprovidealegalbasisforevery part of aproject，atthesametime,will definitely provide usefulhelp to construction industry to take an active role in the internationalstandardization activities。

（1）Standardizethemarketmainbody, marketpriceandmarkettransaction

（2）Improvement of modern enterprisesystem

（3）Improve the contractperformance ratio

（4）Trying to expand intointernationalmarkets.

2）Tasks

Themain taskofconstruction contractmanagement isimplementedtopromotetheprojectlegalpersonresponsibilitysystem,biddingsystem,projectsupervision systemandcontractmanagement system, andcoordinatethe relationshipbetween"foursystem”thespecificationofvarious contractstyleand format, thatbetweenthe mainbodyofthe constructionmarkettrading activitiesby contract.

（1）Ensuretodevelopmentconstruction

（2）Standardize theproceduresandmain body

（3）Improvethelevelofcontractmanagement

（4）Avoid illegal andcriminal.

Hypothesiskeyquestion

Theowner-contractoragreementformalizesthecontract.Itgenerallyincludesadescriptionoftheprojectandcontractsum.Otherclausespertainingtoalternatesaccepted,completiondate,bonusandpenaltyclauses,andanyotheritemsthatshouldbeamplifiedareincluded.Therefore,thecontractisthecoreoftheprojectmanagement,contractmanagementthroughoutthewholeprocessofprojectimplementation,controlandensuretheimplementationofthewholeproject.Inmodernproject,ifhasnocontractsensethenhasnoestablishedaim,ifhasnocontractmanagementthenitisdifficulttoformasystem,itwillnotbeabletoachievetheobjectivesoftheproject.

（1）Problem about breach of contract.A clearcontract canreduceoreven avoiddefaults.Acontractisimbalance, startingfromthe contractsigning andcontainsa default. Theowner’s purposeis to getthe projectaccordingtothequalityof products. Therefore,theownershouldforecastdefaultofcontract,soastoavoidone-sidedcontracttermsandother causesofcontract default, totheownercause irreparabledamage.Thewayofsolvingthedefault problemis added strain terms ofthecontract, can takepreventive measuresandinspire thecontractor to performthecontract.

（2）Problem about contractform.Contractforminthetendering documentisveryimportant. Commonphenomenonis thatthebudget price exceedsthe budgetprice;contractprice exceedsthebudget price, settlementprice over thecontractprice. Under the mode of BOQvaluation, ifBOQ isnotaccurate orflaw ismore,thenitmay appearthephenomenonthatcontracts moreopening. Howtocontrolthe openingof thecontract?

 Forsmall-scaleprojectsandshortdurationprojectscanadoptthe fixedpricecontract.

（3）Material bargainingproblem.Materialsandequipment bargainingrange shouldbe asfewaspossible,shouldbelimitedto ahighergrade onthemarket, price bidding large, andisnoteasyto determinethe materialsand equipment. Materialandequipmentbargainingrange influence thesizeoftheopeningof thecontract. Forthemajorityof ordinary materialspricesshouldbeinthe bidding by thecompetitionamongthebidders toconfirm, butnot confirmed inthecourseofperformance or settlement. Whenbidding andengineering materialspricedifferentials in risk category, theownershallundertakethe risksofpricedecline,thecontractorshallbeartherisk ofrisingprices. Theownersnegotiateaprice toomuch, notonly increasingthematerial equipment bargainingworkload, and increasethe difficultyofcostcontrol. When thetwosides onthematerial aspectsof bargaining dispute, itwillaffectthe projectscheduleand projectquality. Ofcourse, asfaraspossibleto reduce materialandequipment bargainingrange doesn'tmean completelyabolished bargainingofmaterialandequipment.

（4）Projectrisk.Riskprediction,andriskmanagement shouldbeanimportant part. Duetothelevelofprojectriskmanagementlag andpeople's awarenessofriskisweak, riskmanagementis partoftheproject managementwhatisextremely weak, must payhighattentiontoit. Withthe formalimplementationof projectquantitylistvaluation standard,a consistentwiththe project insuranceandengineering securitymanagementofinternationalinsuranceindustry andsurveyors industryhasbeimperative.Inaddition, contractmanagementof constructionprojectshouldbe confirmed,identification, riskdegree of riskmanagement andtodeterminethe riskcountermeasure, thuscarriesontheriskmanagementofthe projecteffectively.

Outlinemethodology

Thebasicprinciplesof contractmanagementofconstructionproject.

（1）Thecontract managementshouldbe basedonlaws, contractmanagementcanbe conductedandmust be undertakenwiththerespectofthelawthatcanensure thefundamentalinterestsoftheownersandpromote construction.Therearetwokindsof lawiscloselyrelatedto thecontractmanagementofconstructionproject, onekindis thecivilandcommercial law including lawandcontractlaw, oneisthe economiclaw includestheconstruction methodand theBiddingLaw.Contractmanagement personnelshouldbe familiarwiththese laws and beabletoskillfully use, to ensurethelegitimacy ofthetermsofthecontract, inorderto guaranteethevalidityofthe clause.Theinterestsofownersisthe rightsandinterestsof thelawofowners, ifthetermsofthecontract isinvalid duetoillegal, thefundamentalinterestsofowner is noguarantee.

（2） Thecontractmanagement shouldbebasedon theactualsituation ofconstructionproject asthestartingpoint andthebreakthroughpointtoensuretheconstructionquality,theprogress, the cost ofthreegoalssuccessfully completedandputintouse.Contractmanagementshouldmake scientificcontractmanagement planaccordingtotheactualwayoftheconstructionproject, developedbythestronger thetermsofthecontract,andthe goaloftheproject operation intermsofquality, schedule, cost shouldbe all project management includescontractmanagement, the program, anycontract or anytermsofthecontract shallbe reflectandcarryoutthe aboveobjectives,  only[nthisway ,contractmanagement willplayaimportant role incontractmanagementofconstruction.

（3） Thecontractmanagement shouldbebasedonprevention, reduce orevenavoidthe disputes andclaims.Prevention isoneoftheeffective methodstocontrolrisk. Theownershould consider various risks intheprocessofprojectmanagement