【中英雙語(yǔ)】274關(guān)于工業(yè)建設(shè)項(xiàng)目工程組織設(shè)計(jì)有關(guān) 的外文文獻(xiàn)翻譯成品：大型工業(yè)建設(shè)項(xiàng)目組織設(shè)計(jì)（中英文雙語(yǔ)對(duì)照）

1、此文檔是畢業(yè)設(shè)計(jì)外文翻譯成品（ 含英文原文+中文翻譯） ，無(wú)需調(diào)整復(fù)雜的格式！下載之后直接可用，方便快捷！本文價(jià)格不貴,也就幾十塊錢！一輩子也就一次的事！外文標(biāo)題：Owner organization design for mega industrial construction projects外文作者：Jide Sun, Peiliang Zhang文獻(xiàn)出處: International Journal of Project Man

2、agement 29 (2018) 828–833 (如覺得年份太老，可改為近 2 年，畢竟很多畢業(yè)生都這樣做)英文 3751 單詞，26589 字符(字符就是印刷符)，中文 6183 漢字。 （如果字?jǐn)?shù)多了，可自行刪減，大多數(shù)學(xué)校都是要求選取外文的一部分內(nèi)容進(jìn)行翻譯的。 ）Owner organization design for mega industrial construction projectsAbstract：The ch

3、aracteristics of Mega construction projects bring great difficulties and challenges to project management, as in the aspects of complexity, uncertainty, integrated management, etc. Mega industrial construction is more di

4、fficult to managers. Traditional project management with even appropriate method and data can not meet mega construction projects, so with integrating projects objectives with strategic view, managers should design proje

5、ct organization on the basis of every project characteristics, establish good communication and cross-functional coordination mechanism, create unity and cooperation partnership culture in the project process. This paper

6、 has designed an owner organization of a mega industrial construction project according to relevant literature and determining factors of organization, and has also proposed that cross-functional and cross-professional c

7、oordination is key to continuous improvement and successful implementation of the organization.Compared to conventional mega projects, it is more difficult and challenging to manage mega industrial construction projects

8、in some sense. On the one hand, the whole life-cycle integrating conception is more emphasized in managing industrial projects. In the beginning or building process, the whole life-cycle profit and operational functional

9、ity after completion must be concerned and considered, and the schedule objective would be closely linked to financial objective during industrial projects process. On the other side, industrial construction projects inv

10、olve more specialized fields, especially involving lots of specialty related to industrial equipment and machinery. Consequently, multi-disciplinary collaboration will be more general in the implementation process, and c

11、ivil engineering specialty works must be coordinated with them, which requires managers to conduct in a more strategic and comprehensive way. According to mega projects and project management literature, this paper prese

12、nts a case study of organization design of an industry construction project, where determining factors and design methods has been concerned. The objective of this paper is to present the process of organization design o

13、f a mega project, to discuss internal elements and continuous improvement in the operation of this organization, and to provide reference value for future projects with similar complexity and challenge.2.Literature revie

14、wOwing to these characteristic, most mega construction projects overrun on cost, fall behind schedule and fail to deliver in terms used to justify the need for the project. In much literature, researchers used to interpr

15、et the reason of such overruns in operational level. Flyvbjerg B, etc. contend that a main cause of such overruns is a lack of realism in initial cost estimates, motivated by vested interests (Flyvbjerg et al., 2003).The

16、 length and cost of delays are underestimated, contingencies are set too low, changes in project specifications and designs are not sufficiently taken into account, changes in exchange rates between currencies and price

17、changes are undervalued, as are expropriation costs and safety and environmental demands. Many major projects also contain a large element of technological innovation with associated high risk. Such risk tends to transla