國際建設(shè)工程風(fēng)險(xiǎn)分析外文翻譯文獻(xiàn)

-1-國際建設(shè)工程風(fēng)險(xiǎn)分析外文翻譯文獻(xiàn)國際建設(shè)工程風(fēng)險(xiǎn)分析外文翻譯文獻(xiàn)(文檔含英文原文和中文翻譯)外文：RiskanalysisofinternationalconstructionprojectThisanalysisusedacasestudymethodologytoanalyzetheissuessurroundingthepartialcollapseoftheroofofabuildinghousingtheheadquartersoftheStandardsAssociationofZimbabwe(SAZ).Inparticular,itexaminedthepriorrolesplayedbytheteamofconstructionprofessionals.TheanalysisrevealedthattheSAZ’straditionalconstructionprojectwasgenerallycharacterizedbyhighrisk.Therewasaclearindicationofthefailureofacontractorandarchitectsinpreventingand/ormitigatingpotentialconstructionproblemsasallegedbytheplaintiff.Itwasreasonabletoconcludethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itappearedjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Theriskanalysisfacilitated,throughitsmulti-dimensionalapproachtoacriticalexaminationofaconstructionproblem,theidentificationofaneffectiveriskmanagementstrategyforfutureconstructionprjectandriskThestructuraldesignofthereinforcedconcreteelementswasdonebyconsultingengineersKnightPiesold(KP).QuantitysurveyingserviceswereprovidedbyHawkins,Leshnick&Bath(HLB).ThecontractwasawardedtoCentralAfricanBuildingCorporation(CABCO)whowasalsoresponsiblefortheprovisionofaspecialistroofstructureusingpatented“gangnail”rooftrusses.ThebuildingconstructionproceededtocompletionandwashandedovertotheownersonSept.12,1991.TheSAZtookeffectiveoccupationoftheheadquartersbuildingwithoutacertificateofoccupation.Also,thedefectsliabilityperiodwasonlythreemonths.Theroofstructurewasinplace10yearsAtfirsttheSAZdecidedtogotoarbitration,butthisfailedtoyieldanimmediatesolution.TheSAZthendecidedtoproceedtolitigateincourtandtobringanegligenceclaimagainstCABCO.Thepreparationforarbitrationwasreusedforlitigation.TheSAZ’squantifiedlossesstoodatapproximately$6millioninZimbabwedollars(US$1.2m).Afterallpartieshadexaminedthefactsandevidencebeforethem,itbecameclearthattherewasagreatprobabilitythatthecourtsmightrulethatboththearchitectsandthecontractorwereliable.Itwasatthisstagethatthedefendants’lawyersrequestedthatthematterbesettledoutofcourt.Theplaintiffagreedtothissuxaminedthepriorrolesplayedbytheprojectmanagementfunctionandconstructionprofessionalsinpreventing/mitigatingpotentialconstructionproblems.Itfurtherassessedtheextenttowhichtheemployer/clientandpartiestoaconstructioncontractareabletorecoverdamagesunderthatcontract.Themainobjectiveofthiscriticalanalysiswastoidentifyaneffectiveriskmanagementstrategyforfutureconstructionprojects.Theimportanceofthisstudyisitsmultidimensionalexaminationapproach.Experiencesuggebemisleading.Allconstructionprojectsareprototypestosomeextentandimplychange.Changeintheconstructionindustryitselfsuggeststhatpastexperienceisunlikelytobesufficientonitsown.Astructuredapproachisrequired.Suchastructurecannotandmustnotreplacetheexperienceandexpertiseoftheparticipant.Rather,itbringsadditionalbenefitsthatassisttoclarifyobjectives,identifythenatureoftheuncertainties,introduceseffectivecommunicationsystems,improvesdecision-making,introduceseffectiveriskcontrolmeasures,protectstheprojectobjectivesandprovidesknowledgeoftheriskhistory.Constructionprofessionalsneedtoknowhowtobalancethecontingenciesofriskwiththeirspecificcontractual,financial,operationalandorganizationalrequirements.Manyconstructionprofessionalslookatrisksindividuallywithamyopiclensanddonotrealizethepotentialimpactthatotherassociatedrisksmayhaveontheirbusinessoperations.Usingaholisticriskmanagementapproachwillenableafirmtoidentifyalloftheorganization’sbusinessrisks.Thiswillincreasetheprobabilityofriskmitigation,withtheultimategoaloftotalriskelimination.Recommendedkeyconstructionandriskmanagementstrategiesforfutureconstructionprojectshavebeenconsideredandtheirexplanationfollows.J.W.Hincheystatedthatthereisandcanbeno‘bestpractice’standardforriskallocationonahigh-profileprojectorforthatmatter,anyproject.Hesaid,instead,successfulriskmanagementisamind-setandaprocess.AccordingtoHinchey,theidealmind-setisforthepartiesandtheirrepresentativesto,first,beintentionalaboutidentifyingprojectrisksandthentoproceedtodevelopasystematicandcomprehensiveprocessforavoiding,mitigatanditslocation.Thisissaidtobenecessarynotonlytoallowalternativeresponsestobeexplored.Butalsotoensurethattherightquestionsareaskedandthemajorrisksidentified.Headsofsourcesofriskaresaidtobeaconvenientwayofprovidingastructureforidentifyingriskstocompletionofaparticipant’spartoftheproject.Effectiveriskmanagementissaidtorequireamulti-disciplinaryapproach.Inevitablyriskmanagementrequiresexaminationofengineering,legalandinsurancerelatedsolutions.Itisstatedthattheuseofanalyticaltechniquesbasedonastatisticalapproachcouldbeofenormoususeindecisionmaking.Manyofthesetechniquesaresaidtoberelevanttoestimationoftheconsequencesofriskevents,andnothowallocationofriskistobeachieved.Inaddition,atthepresentstageofthedevelopmentofriskmanagement,Atkinsonstatesthatitmustberecognizedthatmajordecisionswillbemadethatcannotbebasedsolelyonmathematicalanalysis.Thecomplexityofconstructionprojectsmeansthattheprojectdefinitionintermsofbothphysicalformandorganizationalstructurewillbebasedonconsiderationofonlyarelativelysmallnumberofrisks.Thisissaidtothenallowageneralstructuredapproachthatcanbeappliedtoanyconstructionprojecttoincreasetheawarenessofparticipants.Thenew,simplifiedConstructionDesignandManagementRegulations(CDMRegulations)whichcameintof1996,intoasingleregulatorypackage.ThenewCDMregulationsofferanopportunityforastepchangeinhealthandsafetyperformanceandareusedtoreemphasizethehealth,safetyandbroaderbusinessbenefitsofawell-managedandco-ordinatedapproachtothemanagementofhealthandsafetyinconstruction.Ibelievethatthedevelopmentoftheseskillsisimperativetoprovidetheclientwiththemosteffectiveservicesavailable,deliveringthebestvalueprojectpossible.ConstructionManagementatRisk(CMatRisk),similartoestablishedprivatesectormethodsofconstructioncontracting,isgainingpopularityinthepublicsector.Itisaprocessthatallowsaclienttoselectaconstructionmanager(CM)basedonqualifications;maketheCMamemberofacollaborativeprojectteam;centralizeresponsibilityforconstructionunderasinglecontract;obtainabondedguaranteedmaximumprice;produceamoremanageable,predictableproject;savetimeandmoney;andreduceriskfortheclient,thearchitectandtheCM.CMatRisk,amoreprofessionalapproachtoconstruction,istakingitsplacealongwithdesign-build,bridgingandthemoretraditionalprocessofdesign-bid-buildasanestablishedmethodofprojectdelivery.TheAEcanreviewtogettheprojec.Competitioninthecommunityismoreequitable:allsubcontractorshaveafairshotatthework.AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility.AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility.Itwasreasonabletoassumethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itdidappearjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Inmanyprojectsclientsdonotunderstandtheimportanceoftheirroleinfacilitatingcooperationandcoordination;thedesirecompense.Theydonotwantsurprises,andaremorelikelytoengageinlitigationwhenthingsgowrong.譯文：國際建設(shè)工程風(fēng)險(xiǎn)分析索賠看來是合乎情理的。風(fēng)險(xiǎn)分析，通過多方位方法分析建設(shè)問題的決定性查問，使有效風(fēng)險(xiǎn)管理策略對失敗建設(shè)問題的鑒定容易。越強(qiáng)調(diào)服務(wù)的重點(diǎn)，委托方的要求越來越高，挑剔越來越多，并不太愿意接受沒有賠償?shù)娘L(fēng)險(xiǎn)。委托方不想要驚喜，并且當(dāng)事情出現(xiàn)問題更可能去訴訟。關(guān)鍵詞：仲裁，索賠，建設(shè)，合同，訴訟，工程和風(fēng)險(xiǎn)加強(qiáng)的混凝土構(gòu)件的結(jié)構(gòu)設(shè)計(jì)由KP咨詢工程師設(shè)計(jì)。工料測量服務(wù)由HLB提供。該合同授予非洲中心建筑公司（CABCO），該公司也負(fù)責(zé)提供采用專利的“四人幫釘”屋架屋頂結(jié)構(gòu)。建筑建設(shè)完工后，于1991年9月12日移交給業(yè)主。津巴布韋標(biāo)準(zhǔn)協(xié)會總部實(shí)際接受了對沒有占有證書的總部房屋的占有。另外，不合格責(zé)任期只有3個(gè)月。屋頂結(jié)構(gòu)在1999年12月局部坍塌前已經(jīng)用了10年。該房屋并不在保險(xiǎn)范圍內(nèi)，哈拉雷城市，一個(gè)政府自治區(qū),10年之后下發(fā)了占有證書,并且是在部分屋頂坍塌之后。起初津巴布韋標(biāo)準(zhǔn)協(xié)會總部決定去仲裁,但未能產(chǎn)生一個(gè)即時(shí)的解決辦法。津巴布韋標(biāo)準(zhǔn)協(xié)會總部然后決定在法庭上進(jìn)行對簿，并且因?yàn)榉侵拗行慕ㄖ镜氖韬鱿蚍侵拗行慕ㄖ舅髻r。準(zhǔn)備為仲裁再次訴訟。津巴布韋標(biāo)準(zhǔn)協(xié)會總部的量化損失大約為600萬津巴布韋幣（折合120萬美元）。所有當(dāng)事人都已檢查進(jìn)行了評估。這種重要的分析的主要目的是確定一種未來建設(shè)工程風(fēng)險(xiǎn)管理的有效策略。這項(xiàng)研究的重要性在于它多方面的審查方式。經(jīng)驗(yàn)表明，一個(gè)工程的參與者以自己的經(jīng)驗(yàn)為基礎(chǔ)也能夠很好的識別出風(fēng)險(xiǎn)。僅采用建立在過去的經(jīng)驗(yàn)和判斷的基礎(chǔ)上的風(fēng)險(xiǎn)管理方法，可以很好地并合理地在穩(wěn)定的低風(fēng)險(xiǎn)環(huán)境中工作。在有變化的地方這是不可能有效的。這是因?yàn)樾枰淖円酝慕?jīng)驗(yàn)推斷，這可能會產(chǎn)生誤導(dǎo)。所有建設(shè)工程都在一定程度上暗示原型和改變。建筑行業(yè)本身的變化表明，過去的經(jīng)驗(yàn)是不可能自行足夠的。一個(gè)結(jié)構(gòu)化的方法是必需的。這種結(jié)構(gòu)不能，并且絕對不能取代參與者的經(jīng)驗(yàn)和專業(yè)知識。相反，它帶來額外的好處，幫助澄清了目標(biāo)，確定了不確定性的性質(zhì)，介紹了有效的溝通制度，提高了決策，介紹了有效的風(fēng)險(xiǎn)控制措施，保障了項(xiàng)目目標(biāo)和提供了風(fēng)險(xiǎn)教訓(xùn)知識。建筑專業(yè)人員需要知道如何用他們具體的合同，財(cái)務(wù)，業(yè)務(wù)和組織需求平衡不可預(yù)見的風(fēng)險(xiǎn)。許多建筑專業(yè)人士鼠目寸光的看個(gè)人的風(fēng)險(xiǎn)，并且沒有意識到其他相關(guān)的風(fēng)險(xiǎn)可能對他們的業(yè)務(wù)產(chǎn)生潛在影響。用全面的風(fēng)險(xiǎn)管理方法，能使一個(gè)公司確定該組織的業(yè)務(wù)的所有風(fēng)險(xiǎn)。用總風(fēng)險(xiǎn)排除的最大目標(biāo)，會增加減輕風(fēng)險(xiǎn)的概率。為未來的建筑工程推薦的關(guān)鍵建設(shè)風(fēng)險(xiǎn)策略已經(jīng)被考慮，并且它們的解釋如下。HincheyJ.W.聲稱在一個(gè)高利潤的工程中不可能存在風(fēng)險(xiǎn)分配問題的最佳實(shí)踐標(biāo)準(zhǔn)，任何工程都是這樣的。他說，相反的，成功的風(fēng)險(xiǎn)管理是一種心態(tài)也是一個(gè)過程。根據(jù)Hinchey，對一個(gè)特定的項(xiàng)目，理想的心態(tài)的當(dāng)事人及其代表者，首先在有意的關(guān)于工程項(xiàng)目風(fēng)險(xiǎn)識別中，然后是在發(fā)展系統(tǒng)和理解的過程中，通過合同避免，緩解，管理和最終分配這些風(fēng)險(xiǎn)的最佳方式。據(jù)說這個(gè)過程需要以一種科學(xué)形式開始并且以一種藝術(shù)形式結(jié)束。根據(jù)D.Atkinson，無