工程造價(jià)論文外文翻譯

湖北理工學(xué)院畢業(yè)設(shè)計(jì)（論文）外文文獻(xiàn)翻譯PAGE5在斯里蘭卡建筑承包商中建立的估算數(shù)據(jù)流作者：G..W.Kodikara和R.McCafferz當(dāng)一個(gè)預(yù)算員在編寫(xiě)工程量清單時(shí)，為了計(jì)算建設(shè)項(xiàng)目的成本他會(huì)收集大量的數(shù)據(jù)。收集的數(shù)據(jù)可用于承包商的后續(xù)管理，承包商在投標(biāo)后的管理中使用這些數(shù)據(jù)時(shí)應(yīng)格外注意。本文從斯里蘭卡建筑承包商的十個(gè)案例研究組織中得到的信息確定了承包商的管理部門(mén)、管理任務(wù)和管理團(tuán)隊(duì)，而且還明確了估算數(shù)據(jù)流在各管理部門(mén)之間和管理部門(mén)內(nèi)部的功能。這些數(shù)據(jù)流強(qiáng)調(diào)了在投標(biāo)后進(jìn)行修正數(shù)據(jù)的必要性。人們認(rèn)為當(dāng)前估計(jì)數(shù)據(jù)的形式和描述數(shù)據(jù)的主要原因是為了在斯里蘭卡的重新使用。然而，人們發(fā)現(xiàn)任何傳統(tǒng)格式的革命性變革都不會(huì)受行業(yè)的歡迎。任何新的提議在可接受性的限制下的傳統(tǒng)做法內(nèi)被制定。單位價(jià)格由材料消耗量、勞動(dòng)力消耗量和機(jī)械設(shè)備消耗量組成，單位價(jià)格各組成量可以提供所有的數(shù)據(jù)供直接使用，因此減少了一些重復(fù)工作。進(jìn)一步的研究應(yīng)該著手于單位價(jià)格的最佳格式和結(jié)構(gòu)的組成。關(guān)鍵詞：工程量清單、案例研究、數(shù)據(jù)管理、評(píng)估、斯里蘭卡。簡(jiǎn)介在過(guò)去的四十年里，許多研究人員調(diào)查了工程量清單在承包商投標(biāo)后的管理中的應(yīng)用。已經(jīng)出現(xiàn)的可供參考的工程量清單格式：操作清單（教育部和科學(xué)部，1957），地方性貿(mào)易清單（Nott，1963），工程量清單-操作格式-（Skoyes，1968），BPF系統(tǒng)-活動(dòng)日程-（英國(guó)房地產(chǎn)聯(lián)合會(huì)，1983）和建造者的數(shù)量（PasquireandMcCaffer，1968）。然而使用了標(biāo)準(zhǔn)的測(cè)量方法（皇家特許測(cè)量協(xié)會(huì)。1968）的工程量清單在傳統(tǒng)的實(shí)踐準(zhǔn)備過(guò)程中仍然被廣泛用于標(biāo)準(zhǔn)的工程量清單的準(zhǔn)備。（Kodikarq，1990）。這并不意味著在承包商投標(biāo)后的合同管理中使用工程量清單是有效的（Skinner，1981）。工程量清單是投標(biāo)人在所獲取的主要文件，本文是對(duì)在1989年的一項(xiàng)調(diào)查承包商評(píng)估數(shù)據(jù)所作的報(bào)告。這項(xiàng)工作的目的是觀察在斯里蘭卡建筑承包商組織中的估計(jì)數(shù)量流，并確定承包商的數(shù)據(jù)管理效率低下的原因。十個(gè)組織以一個(gè)結(jié)構(gòu)化的問(wèn)卷形式被調(diào)查采訪。這些問(wèn)卷作為導(dǎo)火線被提出，因此他們可能導(dǎo)致揭露承包商當(dāng)前的實(shí)踐、問(wèn)題和建議被討論。斯里蘭卡建筑施工行業(yè)遵循的一些程序、標(biāo)準(zhǔn)和原則被英國(guó)工業(yè)使用，因此在斯里蘭卡建筑承包商組織的管理工作中反映了一些被英國(guó)工業(yè)采用的方法。條款的定義本文以下所列術(shù)語(yǔ)均用于描述給定的定義。估算的數(shù)據(jù)預(yù)算者為定價(jià)收集的數(shù)據(jù)被稱為估算數(shù)據(jù)，估算價(jià)格包括資源的價(jià)格，分包商的價(jià)格和投標(biāo)價(jià)格。管理部門(mén)建設(shè)項(xiàng)目的管理工作是根據(jù)可辨認(rèn)的主要的管理部門(mén)進(jìn)行分組的。這些部門(mén)包括預(yù)算部、采購(gòu)部、規(guī)劃部、現(xiàn)場(chǎng)管理部、施工技術(shù)部和財(cái)務(wù)管理部。管理團(tuán)隊(duì)負(fù)責(zé)管理工作的專業(yè)人士被定義為管理團(tuán)隊(duì)。他們包括預(yù)算員、采購(gòu)員、規(guī)劃員、現(xiàn)場(chǎng)管理員、施工技術(shù)員和高層管理者。應(yīng)該注意的是，管理部門(mén)和管理團(tuán)隊(duì)是不一樣的，因?yàn)槿魏螌I(yè)管理團(tuán)隊(duì)都可以在幾個(gè)管理部門(mén)同時(shí)工作。管理任務(wù)與合同的采購(gòu)和執(zhí)行直接相關(guān)的任務(wù)被定義為管理任務(wù)。本文只對(duì)某些重要和常見(jiàn)的任務(wù)在各管理部門(mén)之間與業(yè)內(nèi)專業(yè)人士建立咨詢關(guān)系。修正當(dāng)這些數(shù)據(jù)被管理團(tuán)隊(duì)用于特殊任務(wù)時(shí)他們也可以直接或修正后來(lái)滿足使用需求。這些修正包括修改、重組或拆分?jǐn)?shù)據(jù)，通過(guò)對(duì)數(shù)據(jù)適當(dāng)?shù)拿枋隹梢詼p少這種仍然存在的被稱為“少修正”的這種類型的修正。調(diào)查方法在1989年對(duì)斯里蘭卡建筑承包商的調(diào)查中發(fā)現(xiàn)并記錄了在數(shù)據(jù)的管理任務(wù)中當(dāng)前的實(shí)踐和存在的問(wèn)題，該調(diào)查包括對(duì)十個(gè)組織的專家之間的訪談和討論。每個(gè)訪問(wèn)者被訪問(wèn)的次數(shù)在五至十次之間，他們的管理員工關(guān)于建立和記錄他們的實(shí)際經(jīng)驗(yàn)和知識(shí)被采訪。在某些情況下，高層管理人員可以回答大部分的問(wèn)題，因?yàn)樗麄兦宄闹浪麄兘M織大體的慣例，案例研究是以代表整個(gè)產(chǎn)業(yè)的方式被計(jì)劃實(shí)施，具有選擇性組織標(biāo)準(zhǔn)是判斷樣品的依據(jù)。這些標(biāo)準(zhǔn)包括：所有權(quán)、規(guī)模、工作類型、經(jīng)驗(yàn)和工作地點(diǎn)為了劃分組織內(nèi)部的諸多標(biāo)準(zhǔn)而將每個(gè)標(biāo)準(zhǔn)定義為不同類別。所有權(quán)政府或私人所有。規(guī)模數(shù)據(jù)流復(fù)雜的原因?qū)＜抑赋霈F(xiàn)場(chǎng)控制、現(xiàn)場(chǎng)監(jiān)理和成本控制效率低下的原因如下：現(xiàn)場(chǎng)管理者被要求從事太多的工作。影響工程量清單和實(shí)施規(guī)劃的因素太多?，F(xiàn)場(chǎng)監(jiān)理和成本控制沒(méi)有和工程量清單聯(lián)系起來(lái)。在介紹中提到的傳統(tǒng)的工程量清單的其他形式得到了專業(yè)工程師的建議，討論總結(jié)了是個(gè)組織的專業(yè)人士的主要觀點(diǎn)。在實(shí)際的操作基礎(chǔ)上準(zhǔn)備清單的提議并不受歡迎，承包商需要一個(gè)更精簡(jiǎn)的工程量清單來(lái)直接定價(jià)。實(shí)際操作的基礎(chǔ)會(huì)增大工程量清單的使用范圍。在傳統(tǒng)清單中施工順序的準(zhǔn)備比操作清單的準(zhǔn)備更簡(jiǎn)單。建筑承包商內(nèi)部的定額和操作清單類似。盡管后者才是為沒(méi)有工程量清單的特殊類型的合同所設(shè)計(jì)的。BPF系統(tǒng)、基本的清單和工程量清單的操作格式都不被傳統(tǒng)的格式歡迎，在討論中可以很明顯的看出任何對(duì)傳統(tǒng)格式的革命性變革都不會(huì)受行業(yè)的歡迎。因此，任何新提議的制定應(yīng)限制在傳統(tǒng)做法內(nèi)。結(jié)論斯里蘭卡建筑施工行業(yè)的十個(gè)案例研究實(shí)現(xiàn)了在建筑承包商組織中建立估算數(shù)據(jù)流和找出數(shù)據(jù)管理不良的原因，這個(gè)案例是以可能在過(guò)去的提議基礎(chǔ)上獲取建議的方式被研究，研究結(jié)果如下：雖然有很多選擇可被利用，但僅僅只有傳統(tǒng)的標(biāo)準(zhǔn)測(cè)量方法被用于項(xiàng)目的工程量清單的準(zhǔn)備和定價(jià)過(guò)程中。即使不需要工程量清單的合同（例如，交鑰匙工程，設(shè)計(jì)和構(gòu)建）是一個(gè)在傳統(tǒng)格式的管理工作中編制的內(nèi)部的工程量清單。工程量清單被負(fù)責(zé)完成管理任務(wù)的管理部門(mén)和管理團(tuán)隊(duì)用于整個(gè)合同的實(shí)施過(guò)程中。雖然在一個(gè)合同中涉及6個(gè)管理團(tuán)隊(duì)（預(yù)算員、采購(gòu)員、規(guī)劃員、現(xiàn)場(chǎng)管理人員、施工技術(shù)人員和高層管理者）但是預(yù)算員、施工技術(shù)人員共同承擔(dān)了許多工作參考文獻(xiàn)[1]安德森，斯威尼，威廉斯·商業(yè)和經(jīng)濟(jì)統(tǒng)計(jì)數(shù)據(jù)·第三版·荷蘭國(guó)際集團(tuán)西方出版社·1987FlowofestimatingdatainSriLankanbuildingcontractororganizationsG..W.KodikaraandR.McCafferzWhenanestimatorpricesabillofquantities,s/hecollects,generatesandassemblesdata(estimatingdata)forthepurposeofestablishingthecostofconstructingtheproject.Thedatageneratedcouldbeusedbythecontractor’ssubsequentmanagementfunctions,andtheuseofestimatingdatainthecontractors’post-tendermanagementworthyofattention.DrawinginformationfromtencasestudiesoftheorganizationofSriLankanbuildingcontractors,thispaperidentifiesthecontractors’smanagementfunctions;managementtasks;andmanagement.Italsoestablishestheflowofestimatingdatawithinandbetweenthemanagementfunctions.Theseflowshighlightthesubstantialburdenofre-workinthepost-tenderuseofdata.ItisarguedthatthecurrentformatandpresentationofestimatingdatainSriLankaarethemajorcausesforsuchre-work.However,itwasfoundthatanyrevolutionarychangetotheconventionalformatwouldnotbewelcomedbytheindustry.Anynewproposalshouldbedevelopedwithinthelimitationofacceptabilitytoconventionalpractice.Therecommendationisthatthe‘unitrate’isbrokendowntoitscostcomponentsofmaterial,labourandplant.Thebreakdownoftheunitratewouldsupplyallthenecessarydatafordirectuse,thusreducingthere-work.Furtherresearchshouldbeaddressedtoinvestigatethebestformatandstructureofthisbreakdown.Keywords:Billsofquantities,casestudies,datamanagement,estimating,SriLanka.IntroductionOverthepastfourdecades,manyresearchershaveinvestigatedthepost-tenderuseofbillsofquantitiesincontractors’management.Alternativeformatstothebillofquantitieshaveemergedsuchas:ElementalBill(DepartmentofEducationandScience,1957),SectionalisedTradesBill(Nott,1963),OperationalBill(ForbesandSkoyles,1963),BillofQuantities一OperationalFormat一(Skoyles,1968),BPFSystem一ScheduleofActivities一(BritishPropertyFederation,1983)andBuilders’Quantities(PasquireandMcCaffer,1988).However,theconventionalpracticeofpreparingthebillofquantities,usingtheStandardMethodofMeasurement(RoyalInstitutionofCharteredSurveyors,1988),isstillthewidelyusedstandardforpreparationofbillsofquantities(Kodikara,1990).Thisdoesnotmeanthatthecurrentpost-tenderuseofbillsofquantitiesisefficientwhenusedinthemanagementofacontractbyacontractor(Skinner,1981).TheBOQisaclient’sdocumentfortheclient’spurposes.Thispaperreportsonaninvestigationundertakenin1989intothecontractors’useofestimatingdata.TheaimoftheworkwastoobservetheflowofestimatingdatainSriLankanbuildingcontractororganizations,andtoidentifyreasonsforinefficiencyincontractors’datamanagement.Toachievethistenorganizationswereinterviewedusingastructuredquestionnaire.hequestionswerephrasedasguidelines,sothattheywouldleadtodiscussionsrevealingcontractors’currentpractices,problemsandsuggestions.SriLankanbuildingconstructionindustryfollowssomeoftheprocedures,standardsandprinciplesthatareusedintheUKindustry,hencethemanagementofworkinSriLankanbuildingcontractororganizationsreflectsomeofthemethodsthatareadoptedinUK.Therefore,findingsmayalsobeofvaluetotheUKindustry.ParallelworksonUKcontractors’datamanagementhavebeenresearchedbyPasquireandMcCaffer(1987).DefinitionoftermsInthispaper,thefollowingtermsareusedtodescribethegivenmeanings.EstimatingdataThedatathatarecollected,generatedandassembledbytheestimatorforpricingpurposesaretermedestimatingdata.Estimatingdataincludespricesofresources,usagesofresources,pricesofsub-contractorsandpricesofbillitems.ManagementfunctionsThemanagementworkofaconstructionprojectisgroupedaccordingtorecognizablemajormanagementfunctions.Theseareestimating,purchasing,planning,sitemanagement,andquantitysurveying/financialcontrol.ManagementgroupsTheprofessionalswhoareresponsiblefortheworkofthemanagementfunctionsaredefinedasmanagementgroups.Theyareestimators,purchasers,planners,siteagents,quantitysurveyorsanduppermanagement.Itshouldbenotedthatthemanagementfunctionsandmanagementgroupsarenotthesamebecauseanyprofessionalmanagementgroupcanundertakeworkinseveralmanagementfunctions.ManagementtasksTaskswhicharedirectlyrelatedtoprocurementandexecutionofcontractsaredefinedasmanagementtasks.Inthispaper,onlythemostimportantandcommontasksineachmanagementfunctionareestablishedthroughconsultationwiththeprofessionalsintheindustry..DataflowThetermdataflowisusedtodescribetheprocessofextracting,using,regenerating,amendingandpassingonofdatabycontractors’staff.Re-workWhendataareusedforaparticulartaskbyamanagementgrouptheycanbeusedeitherdirectlyorwithsomere-worktosuittherequirement.There-workisanyworksuchasmodification,orgrouping,orbreakingupofdata.Byproperpresentationofdata,thistypeofre-workcanbereducedandthere-workwhichstillexistsiscalled‘lessre-work’InvestigationmethodologyTheSriLankanbuildingconstructionindustrywassurveyedin1989toobserveandrecordthecurrentpracticesandproblemsindatamanagement.Thesurveycomprisedinterviewsanddiscussionswithprofessionalstotenorganizations.Eachorganizationwasvisitedbetweenfiveandtentimes,andtheirmanagementstaffwereinterviewedtoestablishandrecordtheiractualexperienceandknowledge.Thecasestudieswereplannedinsuchamannerthattheywouldrepresentthewholeindustry.Outofvarioussamplingtechniques,thejudgementsamplingmethodwasselectedbecauseitwastheeasiestwayofmeetingboththeresearchconstraintsandrepresentativeness.Inselectingtheorganizationsthecriterionwastojudgetherepresentativenessofthesample.Thecriteriawere:ownership,size,typeofwork,experienceandlocationofwork.Categoriesweredefinedforeachcriteriontodividetheorganizationswithinthecriteria.OwnershipGovernmentorprivateownership.SizeLarge一annualturn-overof200millionSriLankanrupeesorMedium一annualturn-overof50-200millionSriLankanrupeesorSmall一annualturn-overof50millionSriLankanrupees.TypeofworkConsultancy,and/orcontracting,and/orclient.ExperienceWell-established一Over15yearsofserviceorAverage一5-15yearsofserviceNewlyformed一Under5yearsseance.LocationofworkWC一Withinandaround(within25kmradius)thecapitalcity(Colombo)orOC一Outsidethecapitalcity.Managementfunctions,tasksandgroupsTheobservationinrelationtotheuseofestimatingdatacouldbegeneralizedtotheoverallindustryirrespectiveofthesize,ownership,etc.Althoughtherearenumberofoptionsavailable,onlytheconventionalstandardmethodofmeasurementisusedtoprepareandpricetheBOQforprojects.Evenforcontractswhichdonotdemandthepresenceofabill(e.g.turn-key,design-and-build),aninternalBOQispreparedinconventionalformatformanagementofwork.Managementtasksundertakeninestimating,purchasing,planning,sitemanagementandquantitysurveyingaresummarizedundereachsection.Eachmanagementgroupusesestimatingdatafortheirmanagementtasksindifferentmanagementfunclions.Thesedataarethenpassedtotheothermanagementgroups.Dataflowbetweenmanagementgroups,managementfunctionsandmanagementtaskswereexaminedinthecasestudies.Itwasobservedthattheuseandexchangeofmeasureddatawithinandbetweenmanagementfunctionswerecomplex.Theestimatingdatawereusedwithsubstantialre-work,hencethepresentformatandpresentationofthesedatacanbeseenasthemajorcausefortheinefficientflowofdata.DataflowMostofthemanagementgroupsareresponsibleformorethanonemanagementfunction.Forexample,thesiteagentassumesdutiesinallthemanagementfunctionsfromestimatingtothequantitysurveyingthroughouttheprojectduration.Themanagementgroupshavedifferentwaysofdatahandlingindifferentfunctions.Therefore,itisbettertoobservethedataflowbetweenmanagementfunctionsthanbetweenmanagementgroups.Undereachmanagementfunction,asetofmanagementtasksisundertaken.Repetitiontakesplacewhenthedataisusedforthesetasks.Therefore,itisbesttoidentifytheflowofdatabetweenmanagementtasks.Onlybyobservingthedataflowbetweenmanagementtasks,couldthere-workinuseofestimatingdatabeproperlyidentified.Allthemanagementtasksweregroupedaccordingtomajoroperations,sothattheflowofdatacanbeillustratedinasimplemanner.Twotypesofdataflowwereidentifieddependingonthemethodofpresentingtheestimatingdata.Thecommontype,wheretheBOQispricedusingacompositeunitrate.ThesecondtypeofdataflowcanbeobservedinorganizationswherethepricedBOQisbrokendowntoitscostcomponentsofmaterial,labourandplantafterwinningthejob.ReasonsforthecomplexityindataflowTheothermajorreasonsforinefficientsitecontrol,sitemonitoringandcostcontrolthattheprofessionalspointedoutwere:1unorganizedallocationofstaff.Forexample,thesiteagentisaskedtocarryouttoomuchofthework;2largeamountofvariationswhichaffectstheBOQandprogramme;3sitemonitoringandcostcontrolarenotlinkedtotheBOQ.Theproposalofpreparingthebillinoperationalbasis(operationalbill)wasnotwelcomed.ThecontractorsneedashorterandmoresimplerBOQfordirectpricing.TheoperationalbasiswouldincreasethesizeoftheBOQ.Thecontractorsconsiderthatthepreparationofconstructionsequenceusingtheitemsintheconventionalbillismucheasierthanthepreparationofanoperationalbills.Theopiniononbuilders’quantitieswassimilartothatofoperationalbill.Theprofessionalssawthetwomethodsasthesame,althoughthelatterhasonlybeendesignedforspecialtypesofcontractwhichdonothavebillsofquantities.However,theideaofsplittingtheunitratetoitscomponentswasgreatlyappreciated.Theinclusionofbuyingunitswasalsoaccepted.TheBPFsystem,elementalbill,andtheoperationalformatoftheBOQwerealsonotwelcomedasoptionstotheconventionalformat.Fromthediscussions,itwasclearthatanyrevolutionarychangetotheconventionalformatwouldnotbewelcomedbytheindustry.Therefore,anynewproposalshouldbedevelopedwithinthelimitationsoftheconventionalpractice.