工程管理專業(yè)英語全文翻譯14頁

1、Unit 1 the owners perspective 第1單元業(yè)主的觀點1.2 Major Types of Construction 1.2大建筑類型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

2、 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 existin

3、g 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

4、in construction 2. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.由于大多數(shù)業(yè)主通常只對獲得特定類型的建筑設(shè)施感興趣，所以他們應(yīng)該了解與他們有關(guān)的建筑類型的常見工業(yè)實踐1。同樣，建筑行業(yè)是一個相當多樣化的部門和產(chǎn)品的集團。一些業(yè)主可能會長時間采購建筑設(shè)施一次，并傾向于尋找短期優(yōu)勢。然而，許多業(yè)主

5、需要定期收購新設(shè)施和/或修復(fù)現(xiàn)有設(shè)施。保持建筑業(yè)的健康和生產(chǎn)力是有利的?？偟膩碚f，業(yè)主對施工行業(yè)的影響力比他們意識到的要大，因為他們可以通過個人行動來提供創(chuàng)新，效率和施工質(zhì)量的激勵2。所有各方的利益，業(yè)主積極興趣，對行業(yè)表現(xiàn)有利影響。In planning for various types of construction, the methods of procuring professional services, awarding construction contracts, and financing the constructed facility can be quite dif

6、ferent. For the purpose of discussion, the broad spectrum of constructed facilities may be classified into four major categories, each with its own characteristics.在規(guī)劃各類施工時，采購專業(yè)服務(wù)，授予施工合同，建設(shè)設(shè)施融資方式可能有很大的不同。 為了討論的目的，廣泛的建筑設(shè)施可以分為四個主要類別，每個類別都有自己的特點。Residential Housing Construction住宅建設(shè)Residential housing c

7、onstruction includes single-family houses, multi-family dwellings, and high-rise apartments 3. During the development and construction of such projects, the developers or sponsors who are familiar with the construction industry usually serve as surrogate owners and take charge, making necessary cont

8、ractual agreements for design and construction, and arranging the financing and sale of the completed structures 4. Residential housing designs are usually performed by architects and engineers, and the construction executed by builders who hire subcontractors for the structural, mechanical, electri

9、cal and other specialty work. An exception to this pattern is for single-family houses as is shown in Figure 1-2, which may be designed by the builders as well.The residential housing market is heavily affected by general economic conditions, tax laws, and the monetary and fiscal policies of the gov

10、ernment. 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 5. Because of the relative ease of entry, at least at the lower end os the

11、 market, many new builders are attracted to the residential housing construction. Hence, this market is highly competitive, with potentially high risks as well as high rewards.住宅建設(shè)包括單戶住房，多戶住宅和高層公寓3。在開發(fā)和建設(shè)這些項目時，熟悉建筑行業(yè)的開發(fā)商或贊助商通常作為代理業(yè)主，負責設(shè)計和建造的必要合同協(xié)議，并安排完成的建筑物的融資和銷售4 。住宅設(shè)計通常由建筑師和工程師進行，建筑師由結(jié)構(gòu)，機械，電氣和其他專業(yè)

12、工作的分包商執(zhí)行施工。這種模式的一個例外是單戶住宅，如圖1-2所示，也可以由建設(shè)者設(shè)計。住房市場受到一般經(jīng)濟狀況，稅法以及政府貨幣和財政政策的嚴重影響。通常，總需求略有增加將對建設(shè)進行大量投資，因為許多住房項目可以在不同的地點由不同的個人和開發(fā)商同時啟動5。由于入口相對容易，至少在市場上較低端，許多新建筑商被吸引到住宅房屋建設(shè)中。因此，這個市場競爭激烈，風(fēng)險高，回報率高。Institutional and commercial building construction encomprasses a great variety of project types and sizes, such

13、as schools and universities, medical clinics and hospitals, recreational facilities and sports stadiums, retail chain stores and large shopping centers, warehouse and light manufacturing plants, and skyscrapers for offices and hotels, as is shown in Figure1-3 6. The owners of such buildings may or m

14、ay not be familiar with construction industry practices, but they usually are able to select competent professional consultants and arrange the financing of the constructed facilities themselves. Specialty architects and engineers are often engaged for designing a specific type of building, while th

15、e builders or general contractors undertaking such projects may also be specialized in only that type of building.機構(gòu)和商業(yè)建筑施工包括各種各樣的項目類型和規(guī)模，如學(xué)校和大學(xué)，醫(yī)療診所和醫(yī)院，娛樂設(shè)施和體育場館，零售連鎖店和大型購物中心，倉庫和輕工廠，以及辦公室的摩天大樓 和酒店，如圖1-3所示6。 這些建筑物的業(yè)主可能對建筑行業(yè)的做法有所了解，也可能不熟悉，但他們通常可以選擇合格的專業(yè)顧問，并安排自己的設(shè)施融資。 專業(yè)建筑師和工程師經(jīng)常參與設(shè)計特定類型的建筑物，而進行這些項目的建

16、筑商或總承包商也可能僅專門從事這種類型的建筑物。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 7. Since the construction of some of these buildings is a long process which once starte

17、d 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 an oligopoly situation, only a limited number

18、 of competitors exist, and a firms price for services may be based in part on part on its competitive strategies in the local market.由于與住宅相比，機構(gòu)和商業(yè)建筑的成本較高，復(fù)雜程度更高，這一市場細分受競爭對手的影響較小7。 由于一些這些建筑物的建設(shè)是一個漫長的過程，一旦開始，將需要一些時間才能完成，所以對總體經(jīng)濟狀況的要求比投機性住房要低。 因此，業(yè)主可能面對在同一市場上競爭的總承包商的寡頭壟斷。 在寡頭壟斷的情況下，只有有限數(shù)量的競爭對手存在，企業(yè)的服務(wù)價格

19、可能部分取決于其在當?shù)厥袌龅母偁帒?zhàn)略。Specialized Industrial Construction專業(yè)工業(yè)建筑Specialized industrial construction 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, as is sh

20、own in Figure1-4 8. The owners usually are deeply involved in the development of a project, and prefer to work with designers-builders such that the total time for the completion of the project can be shortened. They also want to pick a team of designers and builders with whom the ownerhas developed

21、 good working relations over the years.專項工業(yè)建設(shè)通常涉及非常大規(guī)模的項目，如煉油廠，煉鋼廠，化工廠，燃煤或核電廠等技術(shù)復(fù)雜程度高，如圖1-4所示8。 業(yè)主通常深深地參與項目的開發(fā)，更愿意與設(shè)計師建設(shè)者合作，縮短項目完工時間。 他們還想選擇一些設(shè)計師和建筑師，多年來，業(yè)主與他們建立了良好的工作關(guān)系A(chǔ)lthough the initiation of such projects is also affected by the state of the economy, long range demand forecasting is the most im

22、portant factor since such projects are capital intensive and require considerable amount of planning and construction time這樣的項目的啟動也受到經(jīng)濟狀況的影響，長期需求預(yù)測是最重要的因素，因為這些項目是資本密集型的，需要大量的規(guī)劃和施工時間Governmental regulation such as the rulings of the Environmental Protection Agency and the Nuclear Regulatory Commissio

23、n in the United States can also profoundly influence decisions on these projects.美國環(huán)境保護局和核管理委員會的裁決等政府法規(guī)也可以深刻影響這些項目的決策。Infrastructure and Heavy Construction基礎(chǔ)設(shè)施和重型建筑Infrastructure and heavy construction includes projects such as highways, mass transit systems, tunnels, bridges, pipelines, drainage sy

24、stems and sewage treatment plants, as is shown in Figure1-5. 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.

25、基礎(chǔ)設(shè)施和重型建筑包括公路，公共交通系統(tǒng)，隧道，橋梁，管道，排水系統(tǒng)和污水處理廠等項目，如圖1-5所示。 這些項目大部分是公有的，因此通過債券或稅收來資助。 這類建設(shè)的特點是機械化程度高，逐漸取代了一些勞動密集型行業(yè)。The engineers and builders engaged in infrastructure construction are usually highly specialized since each segment of the market requires different types of skills 10. However, demands for d

26、ifferent segments of infrastructure and heavy construction may shift with saturation in some segments. For example, as the available highway construction projects are declining, some heavy construction contractors quickly move their work force and equipment into the field of mining where jobs are av

27、ailable.從事基礎(chǔ)設(shè)施建設(shè)的工程師和建設(shè)者通常是高度專業(yè)化的，因為市場每個部分都需要不同類型的技能10。 然而，對不同部門的基礎(chǔ)設(shè)施和重型施工的需求可能會隨著部分地區(qū)的飽和而改變。 例如，隨著可用的公路建設(shè)項目正在下降，一些重型施工承包商迅速將其勞動力和設(shè)備轉(zhuǎn)移到有工作的礦業(yè)領(lǐng)域。Unit2 Organizing?for?Project?Management 第2單元組織項目管理Section 1 What is Project Management? 第1節(jié)什么是項目管理？The management of construction projec

28、ts knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will diff

29、er, the management of such projects has mush in common with the management of similar types of projects in other specialty or technology domains such as aerospace，pharmaceutical and energy developments.施工項目管理現(xiàn)代管理知識，了解設(shè)計施工過程。 建設(shè)項目有一套具體的目標和制約因素，如完成所需的時間框架。 雖然相關(guān)技術(shù)，制度安排或過程將有所不同，但這些項目的管理與其他專業(yè)或技術(shù)領(lǐng)域（如航空航天，

30、制藥和能源開發(fā)）類似項目的管理情況相同。Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project . A project organization will generally be terminated when the mission is accomplished. According to the Project Management Institute, the discip

31、line of project management can be defined as follows 一般來說，項目管理與項目總體管理區(qū)別于項目的任務(wù)性質(zhì)。 任務(wù)完成后，項目組織通常會被終止。 據(jù)項目管理研究所介紹，項目管理學(xué)科可以定義如下Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predete

32、rmined objectives of scope, cost, time, quality and participation satisfaction. 項目管理是通過使用現(xiàn)代管理技術(shù)實現(xiàn)項目范圍，成本，時間，質(zhì)量和參與滿意度的預(yù)定目標，在項目整個生命周期內(nèi)指導(dǎo)和協(xié)調(diào)人力和物力資源的藝術(shù)。By contrast, the general management of business and industrial corporations assumes a broader outlook with greater continuity of operations4.Nevertheles

33、s, there are sufficient similarities as well as difference between the two so that modern management techniques developed for general management may be adapted for project management. 相比之下，商業(yè)和工業(yè)企業(yè)的總體管理具有更廣闊的前景，具有更大的運營連續(xù)性4。然而，兩者之間存在足夠的相似性和差異性，因此為一般管理開發(fā)的現(xiàn)代管理技術(shù)可能會適應(yīng) 項目管理。The basic ingredients for a pro

34、ject management framework may be represented schematically in Figue2-1. A working knowledge of general management and familiarity with the special knowledge domain related to the project are indispensable. Supporting disciplines such as computer science and decision science may also play an importan

35、t role. In fact, modern management practices and various special knowledge domains have absorbed various techniques or tools which were once identified only with the supporting discipline For example, computer-based information systems and decision support systems are nom common-place tools for gene

36、ral management. Similarly, many operations research techniques such as linear programming and network analysis are now widely used in many knowledge or application domains6. Hence, the representation in Figure 2-1 reflects only the sources from which the project management framework evolves. 項目管理框架的

37、基本要素可以在圖2-1中示意性地表示。 一般管理的工作知識和熟悉與項目相關(guān)的專門知識領(lǐng)域是不可或缺的。 支持計算機科學(xué)和決策科學(xué)等學(xué)科也可能發(fā)揮重要作用。 事實上，現(xiàn)代管理實踐和各種特殊知識領(lǐng)域已經(jīng)吸收了一些曾經(jīng)被認定為輔助學(xué)科的技術(shù)或工具。例如，基于計算機的信息系統(tǒng)和決策支持系統(tǒng)是普通管理的常用工具。 類似地，許多操作研究技術(shù)如線性規(guī)劃和網(wǎng)絡(luò)分析現(xiàn)在已被廣泛應(yīng)用于許多知識或應(yīng)用領(lǐng)域6。 因此，圖2-1中的代表只反映了項目管理框架發(fā)展的來源。 Specifically, project management in construction encomprasses a set of objec

38、tives which may be accomplished by implementing a series of operations subject to resource constraints There are Potential conflicts between the stated objectives with regard to scope, cost, time and quality, and the constraints imposed on human, material and financial resources. These conflicts sho

39、uld be resolved at the onset of a project by making the necessary tradeoffs or creating new alternatives. 具體來說，項目管理在建設(shè)中將會實現(xiàn)一系列目標，這些目標可以通過實施資源約束的一系列操作來實現(xiàn)。在范圍，成本，時間和質(zhì)量以及對人類的限制之間存在潛在的沖突。 物質(zhì)和財力。 這些沖突應(yīng)在項目開始時通過作出必要的權(quán)衡或創(chuàng)造新的替代方案來解決。Subsequently, the function of project management for construction generally

40、include the following 其后，施工項目管理功能一般包括以下內(nèi)容1. Specification of project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants. 2. Maximization of efficient resource utilization through procurement of labor, mater

41、ials and equipment according to the prescribed schedule and plan8. 3. Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process 9. 4. Development of effective communication and mechanisms for resol

42、ving conflicts among the various participants. 1.項目目標和計劃的規(guī)范，包括范圍劃分，預(yù)算編制，時間安排，設(shè)定績效要求以及選擇項目參與者。2.根據(jù)規(guī)定的時間表和計劃，通過采購勞動力，材料和設(shè)備來最大限度地提高資源利用效率3.通過對整個過程中的規(guī)劃，設(shè)計，估計，承包和施工進行適當協(xié)調(diào)和控制，實施各種業(yè)務(wù)4.開展有效的溝通和解決各參與者之間沖突的機制。 The Project management Institute focuses on nine distinct areas requiring project management knowled

43、ge and attention: 1. Project integration management to ensure that the various project elements are effectively coordinated. 2. Project scope management to ensure that all the work required(and only the required work ) is included. 3. Project time management to provide an effective project schedule

44、. 4. Project cost management to identify needed resources and maintain budget control . 5. Project quality management tu ensure functional requirements are met . 6. Project human resource management to development and effectively employ project personnel . 7. Project communications management to ens

45、ure effective internal and external communications . 8. Project risk management to analyze and mitigate potential risks . 9. Project procurement management to obtain necessary resources from external sources . 項目管理研究所重點關(guān)注需要項目管理知識和注意力的九個不同領(lǐng)域：1.項目整合管理，確保各項目要素得到有效協(xié)調(diào)。2.項目范圍管理，以確保所需的所有工作（僅需要工作）。3.項目時間管理提

46、供有效的項目進度。4.項目成本管理，以確定所需資源并維持預(yù)算控制。 5.項目質(zhì)量管理保證功能要求得到滿足。6.開展人力資源管理，有效聘用項目人員。7.項目溝通管理，以確保有效的內(nèi)部和外部溝通。8.項目風(fēng)險管理，分析和減輕潛在風(fēng)險。9.從外部來源獲得必要資源的項目采購管理。These nine areas form the basis of the Project Management Institutes certification program for project managers in any industry . 這九個領(lǐng)域是項目管理研究所對任何行業(yè)項目經(jīng)理的認證計劃的基礎(chǔ)。Uni

47、t5 Bidding and Tendering of Construction Projects第5單元建設(shè)項目招投標Section 1 Bidding Procedure of Construction Projects建設(shè)項目招標程序The implementing agencies of borrowing countries can use a variety of procurement methods on World Bank-financed projects.(在世界銀行貸款項目中借款國的執(zhí)行機構(gòu)可以利用各種的采購方法。 ) The method selected depe

48、nds on a number of factors including the type of goods or services being procured ,the value of the goods or services being procured, the potential interest of foreign bidders and even the cost of the procurement process itself. (方法的選擇取決于很多因素，包括商品或服務(wù)采購的類型，商品或服務(wù)的價值的外購，外國競標者的潛在利益乃至整個采購過程本身的成本 )The ove

49、rall objective of the guidelines how to select procurement methods is to allow borrowing countries to buy high quality goods and services as economically as possible.(如何選擇采購方式總體目標的指引是允許借款的國家盡可能經(jīng)濟地購買高質(zhì)量的商品和服務(wù) ) In the World Banks experience, this objective is best achieved through transparent, formal

50、 competitive bidding. (在世界銀行的經(jīng)驗，這個目標的實現(xiàn)最好的方法是通過透明的，正式的競標。 )For the procurement of equipment and civil works, International Competitive Bidding (ICB) is the procurement method the World Bank encourage its borrowers to use in the majority of cases(對設(shè)備及土建工程采購，在大多數(shù)情況下世界銀行鼓勵借款人使用國際競爭性招標（ICB）采購方法。 ). Unde

51、r ICB, cost is the primary factor in determining a winning bid.（在國際上，成本是決定中標的主要因素。 ）Other methods for procuring goods and civil works include Limited International Bidding, National Competitive Bidding, International Shopping, and Direct Contracting.(采購產(chǎn)品和土建工程的其他方法包括有限國際招標，國內(nèi)競爭性招標，國際購物，并直接承包 ) This

52、section outlines the bidding process of International Competitive Bidding.(本節(jié)概述了國際競爭性招標投標過程。 )通知給所有合格的潛在投標人，并為他們提供對所需貨物和工程進行投標的平等機會。 ) Notification （發(fā)布招標公告）Timely notification of bidding opportunities is essential in competitive bidding. For projects which include procurement on the basis of ICB, th

53、e Borrower is required to prepare and submit to the Bank a draft General Procurement Notice. The Bank will arrange for its publication in Development Business (UNDB). The Notice shall contain information concerning the Borrower (or prospective Borrower), amount and purpose of the loan, scope of proc

54、urement under ICB, and the name and address of the Borrowers agency responsible for procurement and the address of the Website where specific procurement notices will be posted. If known, the scheduled date for availability of prequalification or bidding documents should be indicated. The Borrower s

55、hall maintain a list of responses to the notice. Procurement Notice shall be updated annually for all outstanding procurement. 及時通知投標的機會，是招標中必不可少的。包括對招標采購基礎(chǔ)上的項目，借款人需準備和提交的銀行匯票的總采購公告。銀行將其發(fā)布在發(fā)展商業(yè)出版物（報）。該通知應(yīng)包含有關(guān)借款人（或潛在的借款人）的信息，貸款金額和用途，在招標采購范圍的名稱和地址，以及借款人負責采購的機構(gòu)和網(wǎng)站的地址刊登具體采購?fù)ǜ?。如果已知的，預(yù)定的資格預(yù)審文件或招標文件的可用性日期應(yīng)

56、注明。借款人應(yīng)保留一份回應(yīng)通知。視情況而定所確定的資格預(yù)審文件或招標文件不得早于刊登總采購?fù)ㄖ瞻酥芎蟀l(fā)放。一般采購?fù)ㄖ獞?yīng)為每年所有優(yōu)秀的采購更新。Prequalification of Bidders（資格預(yù)審）This also ensures that invitations to bid are extended only to those who have adequate capabilities and resources. Prequalification may also be useful to determine eligibility for preference f

57、or domestic contractors where this is allowed. Prequalification shall be based entirely upon the capability and resources of prospective bidders to perform the particular contract satisfactorily, taking into account their (i) experience and past performance on similar contracts , (ii) capabilities w

58、ith respect to personnel, equipment, and construction or manufacturing facilities,and (iii) financial position.(資格預(yù)審是通常用于大型或復(fù)雜的工作，或在任何準備詳細的報價高成本可能會阻礙競爭的其他情況下，如定制設(shè)備，工業(yè)設(shè)備，專業(yè)的服務(wù)，和合同要在交鑰匙工程，設(shè)計和建造，或合同管理。這也確保投標邀請函只延伸到那些有足夠的能力和資源的人。資格預(yù)審也可能有助于確定被允許資格的國內(nèi)承包商的偏好。令人滿意地履行合同而言，考慮到他們的（i）對類似合同的經(jīng)驗和過去的表現(xiàn)，（ii）能力方面的人員，

59、設(shè)備，施工或制造設(shè)施，及（iii）財務(wù)狀況，資格預(yù)審將完全取決于潛在買家的能力和資源 )Borrowers shall inform all applicants of the results of prequalification. As soon as prequalification is completed, the bidding documents shall be made available to the qualified prospective bidders. For prequalification for groups of contracts to be awarded over a period of time, a limit for the number or total value of awards to be any one bidder may be made on the basis of the bidder