工程管理英语论文Word格式文档下载.docx
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safety
oftheproject，simulativeconstruction
industry
health
develops,Toprovidealegalbasisforevery
part
of
aproject，atthesametime,will
definitely
provide
usefulhelp
to
construction
industry
take
an
active
role
in
the
internationalstandardization
activities。
（1）Standardizethemarketmainbody,
marketpriceandmarkettransaction
（2）Improvement
modern
enterprisesystem
（3）Improve
contractperformance
ratio
（4）Trying
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
contract.A
clearcontract
canreduceoreven
avoiddefaults.Acontractisimbalance,
startingfromthe
contractsigning
andcontainsa
default.
Theowner’s
purposeis
getthe
projectaccordingtothequalityof
products.
Therefore,theownershouldforecastdefaultofcontract,soastoavoidone-sidedcontracttermsandother
causesofcontract
default,
totheownercause
irreparabledamage.Thewayofsolvingthedefault
problemis
added
strain
terms
ofthecontract,
can
takepreventive
measuresandinspire
thecontractor
performthecontract.
（2）Problem
contractform.Contractforminthetendering
documentisveryimportant.
Commonphenomenonis
thatthebudget
price
exceedsthe
budgetprice;
contractprice
exceedsthebudget
price,
settlementprice
over
thecontractprice.
Under
mode
BOQvaluation,
ifBOQ
isnotaccurate
orflaw
ismore,thenitmay
appearthephenomenonthatcontracts
moreopening.
Howtocontrolthe
openingof
thecontract?
Forsmall-scaleprojectsandshortdurationprojectscanadoptthe
fixedpricecontract.
（3）Material
bargainingproblem.Materialsandequipment
bargainingrange
shouldbe
asfewaspossible,shouldbelimitedto
ahighergrade
onthemarket,
bidding
large,
andisnoteasyto
determinethe
materialsand
equipment.
Materialandequipmentbargainingrange
influence
thesizeoftheopeningof
thecontract.
Forthemajorityof
ordinary
materialspricesshouldbeinthe
by
thecompetitionamongthebidders
toconfirm,
butnot
confirmed
inthecourseofperformance
or
settlement.
Whenbidding
andengineering
materialspricedifferentials
risk
category,
theownershallundertakethe
risksofpricedecline,thecontractorshallbeartherisk
ofrisingprices.
Theownersnegotiateaprice
toomuch,
notonly
increasingthematerial
equipment
bargainingworkload,
increasethe
difficultyofcostcontrol.
When
thetwosides
onthematerial
aspectsof
bargaining
dispute,
itwillaffectthe
projectscheduleand
projectquality.
Ofcourse,
asfaraspossibleto
reduce
materialandequipment
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
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
beabletoskillfully
use,
ensurethelegitimacy
ofthetermsofthecontract,
inorderto
guaranteethevalidityofthe
clause.Theinterestsofownersisthe
rightsandinterestsof
thelawofowners,
ifthetermsofthecontract
isinvalid
duetoillegal,
thefundamentalinterestsofowner
is
noguarantee.
（2）
Thecontractmanagement
shouldbebasedon
theactualsituation
ofconstructionproject
asthestartingpoint
andthebreakthroughpointtoensuretheconstructionquality,theprogress,
cost
ofthreegoalssuccessfully
completedandputintouse.Contractmanagementshouldmake
scientificcontractmanagement
planaccordingtotheactualwayoftheconstructionproject,
developedbythestronger
thetermsofthecontract,andthe
goaloftheproject
operation
intermsofquality,
schedule,
all
management
includescontractmanagement,
program,
anycontract
anytermsofthecontract
shallbe
reflectandcarryoutthe
aboveobjectives,
only[nthisway
contractmanagement
willplayaimportant
incontractmanagementofconstruction.
（3）
shouldbebasedonprevention,
orevenavoidthe
disputes
andclaims.Prevention
isoneoftheeffective
methodstocontrolrisk.
Theownershould
consider
various
risks
intheprocessofprojectmanagement
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