工程管理外文翻譯---國際建設(shè)工程風(fēng)險分析

1、<p><b>　　石家莊經(jīng)濟學(xué)院</b></p><p><b>　　本科生畢業(yè)論文</b></p><p><b>　　外文翻譯</b></p><p>　　題　 目 國際建設(shè)工程風(fēng)險分析 </p><p>　　姓　　名　　　 劉子豪　　

2、　　　　</p><p>　　學(xué)　　號　 510105020109　　　　 </p><p>　　學(xué) 　院　　管理科學(xué)與工程　 </p><p>　　專　　業(yè)　　　 工程管理　　　　　 </p><p>　　指導(dǎo)教師　　　 孫衛(wèi)東　　　　　　</p><p>　　2012年4月25日Risk Anal

3、ysis of the International Construction Project</p><p><b>　　ABSTRACT</b></p><p>　　This analysis used a case study methodology to analyse the issues surrounding the partial collapse of

4、 the roof of a building housing the headquarters of the Standards Association of Zimbabwe (SAZ). In particular, it examined the prior roles played by the team of construction professionals. The analysis revealed that the

5、 SAZ’s traditional construction project was generally characterized by high risk. There was a clear indication of the failure of a contractor and architects in preventing and/or m</p><p>　　KEY WORDS Arbitra

6、tion claims construction contracts litigation project and risk</p><p>　　The structural design of the reinforced concrete elements was done by consulting engineers Knight Piesold (KP). Quantity surveying

7、 services were provided by Hawkins, Leshnick & Bath (HLB). The contract was awarded to Central African Building Corporation (CABCO) who was also responsible for the provision of a specialist roof structure using pate

8、nted “gang nail” roof trusses. The building construction proceeded to completion and was handed over to the owners on Sept. 12, 1991. The SAZ took effecti</p><p>　　The roof structure was in place 10 years be

9、fore partial failure in December 1999. The building insurance coverage did not cover enough, the City of Harare, a government municipality, issued the certificate of occupation 10 years after occupation, and after partia

10、l collapse of the roof .</p><p>　　At first the SAZ decided to go to arbitration, but this failed to yield an immediate solution. The SAZ then decided to proceed to litigate in court and to bring a negligence

11、 claim against CABCO. The preparation for arbitration was reused for litigation. The SAZ’s quantified losses stood at approximately $ 6 million in Zimbabwe dollars (US $1.2m) .</p><p>　　After all parties had

12、 examined the facts and evidence before them, it became clear that there was a great probability that the courts might rule that both the architects and the contractor were liable. It was at this stage that the defendant

13、s’ lawyers requested that the matter be settled out of court. The plaintiff agreed to this suggestion, with the terms of the settlement kept confidential .</p><p>　　The aim of this critical analysis was to a

14、nalyse the issues surrounding the partial collapse of the roof of the building housing the HQ of Standard Association of Zimbabwe. It examined the prior roles played by the project management function and construction pr

15、ofessionals in preventing/mitigating potential construction problems. It further assessed the extent to which the employer/client and parties to a construction contract are able to recover damages under that contract. Th

16、e main objective o</p><p>　　Experience suggests that participants in a project are well able to identify risks based on their own experience. The adoption of a risk management approach, based solely in past

17、experience and dependant on judgement, may work reasonably well in a stable low risk environment. It is unlikely to be effective where there is a change. This is because change requires the extrapolation of past experien

18、ce, which could be misleading. All construction projects are prototypes to some extent and imply chan</p><p>　　Construction professionals need to know how to balance the contingencies of risk with their spec

19、ific contractual, financial, operational and organizational requirements. Many construction professionals look at risks in dividually with a myopic lens and do not realize the potential impact that other associated risks

20、 may have on their business operations. Using a holistic risk management approach will enable a firm to identify all of the organization’s business risks. This will increase the probab</p><p>　　Recommended k

21、ey construction and risk management strategies for future construction projects have been considered and their explanation follows. J.W. Hinchey stated that there is and can be no ‘best practice’ standard for risk alloca

22、tion on a high-profile project or for that matter, any project. He said, instead, successful risk management is a mind-set and a process. According to Hinchey, the ideal mind-set is for the parties and their representati

23、ves to, first, be intentional about identifying</p><p>　　According to D. Atkinson, whether contractor, consultant or promoter, the right team needs to be assembled with the relevant multi-disciplinary experi

24、ence of that particular type of project and its location. This is said to be necessary not only to allow alternative responses to be explored. But also to ensure that the right questions are asked and the major risks ide

25、ntified. Heads of sources of risk are said to be a convenient way of providing a structure for identifying risks to completion of </p><p>　　It is stated that the use of analytical techniques based on a stati

26、stical approach could be of enormous use in decision making . Many of these techniques are said to be relevant to estimation of the consequences of risk events, and not how allocation of risk is to be achieved. In additi

27、on, at the present stage of the development of risk management, Atkinson states that it must be recognized that major decisions will be made that can not be based solely on mathematical analysis. The complexity of</p&

28、gt;<p>　　The new, simplified Construction Design and Management Regulations (CDM Regulations) which came in to force in the UK in April 2007, revised and brought together the existing CDM 1994 and the Construction

29、 Health Safety and Welfare (CHSW) Regulations 1996, into a single regulatory package. </p><p>　　The new CDM regulations offer an opportunity for a step change in health and safety performance and are used t

30、o reemphasize the health, safety and broader business benefits of a well-managed and co-ordinated approach to the management of health and safety in construction. I believe that the development of these skills is imperat

31、ive to provide the client with the most effective services available, delivering the best value project possible.</p><p>　　Construction Management at Risk (CM at Risk), similar to established private sector

32、methods of construction contracting, is gaining popularity in the public sector. It is a process that allows a client to select a construction manager (CM) based on qualifications; make the CM a member of a collaborative

33、 project team; centralize responsibility for construction under a single contract; obtain a bonded guaranteed maximum price; produce a more manageable, predictable project; save time and money; an</p><p>　　T

34、he AE can review the CM’s approach to the work, making helpful recommendations. The CM is allowed to take bids or proposals from subcontractors during completion of contract documents, prior to the guaranteed maximum pri

35、ce (GMP), which reduces the CM’s risk and provides useful input to design. The procedure is more methodical, manageable, predictable and less risky for all.</p><p>　　The procurement of construction is also m

36、ore business-like. Each trade contractor has a fair shot at being the low bidder without fear of bid shopping. Each must deliver the best to get the projec. Competition in the community is more equitable: all subcontract

37、ors have a fair shot at the work .</p><p>　　A contingency within the GMP covers unexpected but justifiable costs, and a contingency above the GMP allows for client changes. As long as the subcontractors are

38、within the GMP they are reimbursed to the CM, so the CM represents the client in negotiating inevitable changes with subcontractors.</p><p>　　There can be similar problems where each party in a project is se

39、parately insured. For this reason a move towards project insurance is recommended. The traditional approach reinforces adversarial attitudes, and even provides incentives for people to overlook or conceal risks in an att

40、empt to avoid or transfer responsibility. </p><p>　　A contingency within the GMP covers unexpected but justifiable costs, and a contingency above the GMP allows for client changes. As long as the subcontract

41、ors are within the GMP they are reimbursed to the CM, so the CM represents the client in negotiating inevitable changes with subcontractors.</p><p>　　There can be similar problems where each party in a proje

42、ct is separately insured. For this reason a move towards project insurance is recommended. The traditional approach reinforces adversarial attitudes, and even provides incentives for people to overlook or conceal risks i

43、n an attempt to avoid or transfer responsibility. </p><p>　　It was reasonable to assume that between them the defects should have been detected earlier and rectified in good time before the partial roof fail

44、ure. It did appear justified for the plaintiff to have brought a negligence claim against both the contractor and the architects.</p><p>　　In many projects clients do not understand the importance of their r

45、ole in facilitating cooperation and coordination; the design is prepared without discussion between designers, manufacturers, suppliers and contractors. This means that the designer can not take advantage of suppliers’ o

46、r contractors’ knowledge of build ability or maintenance requirements and the impact these have on sustainability, the total cost of ownership or health and safety .</p><p>　　This risk analysis was able to f

47、acilitate, through its multi-dimensional approach to a critical examination of a construction problem, the identification of an effective risk management strategy for future construction projects. This work also served t

48、o emphasize the point that clients are becoming more demanding, more discerning, and less willing to accept risk without recompense. They do not want surprises, and are more likely to engage in litigation when things go

49、wrong.</p><p>　　國際建設(shè)工程風(fēng)險分析</p><p><b>　　摘要</b></p><p>　　此次分析用實例研究方法分析津巴布韋標(biāo)準(zhǔn)協(xié)會總部（SAZ）的屋頂部分坍塌的問題。特別是，它審查了建設(shè)專業(yè)隊伍發(fā)揮的事先作用。分析顯示，津巴布韋標(biāo)準(zhǔn)協(xié)會總部的傳統(tǒng)建筑工程普遍具有高風(fēng)險的特點。一個明顯失敗的跡象，是由原告所聲稱的承包

50、商和建筑師們在預(yù)防和/或緩解可能發(fā)生的建設(shè)問題上是失敗的。推斷在部分屋頂坍塌之前兩者之間的缺陷應(yīng)該及早發(fā)現(xiàn)并及時糾正是合理。原告有理由對承包者和建筑師雙方帶來的疏忽索賠看來是合乎情理的。風(fēng)險分析，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)險管理策略對失敗建設(shè)問題的鑒定容易。越強調(diào)服務(wù)的重點，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。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。</p>&

51、lt;p>　　關(guān)鍵詞 仲裁 索賠 建設(shè) 合同 訴訟 工程和風(fēng)險</p><p>　　加強的混凝土構(gòu)件的結(jié)構(gòu)設(shè)計由KP咨詢工程師設(shè)計。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個月。</p&

52、gt;<p>　　屋頂結(jié)構(gòu)在1999年12月局部坍塌前已經(jīng)用了10年。該房屋并不在保險范圍內(nèi)，哈拉雷城市，一個政府自治區(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。</p><p>　　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)生一個即時的解決辦法。津巴布韋標(biāo)準(zhǔn)協(xié)會總部然后決定在法庭上進行對簿，并且因為非洲中心建筑公司的疏忽向非洲中心建筑公司索賠。準(zhǔn)備為仲裁再次訴訟。津巴布韋標(biāo)準(zhǔn)協(xié)會

53、總部的量化損失大約為600萬津巴布韋幣（折合120萬美元）。</p><p>　　所有當(dāng)事人都已檢查了這個事實，并且在他們證明之前，很明顯有一個很大的可能那就是法院也許裁定建筑師和施工方都有責(zé)任。正是在這個階段，被告的律師請求將這個問題達成庭外和解。原告同意了這項建議，并同意對和解的條款保密。</p><p>　　此項重要分析的目的是圍繞住房標(biāo)準(zhǔn)分析津巴布韋協(xié)會總部房屋的部分屋頂坍塌問題。

54、此項分析調(diào)查了工程管理的作用和建設(shè)專業(yè)人士在預(yù)防/緩解潛在的建設(shè)問題中發(fā)揮的重要作用。它進一步對雇主/承包方和當(dāng)事人在建設(shè)合同下彌補損害賠償進行了評估。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)險管理的有效策略。這項研究的重要性在于它多方面的審查方式。</p><p>　　經(jīng)驗表明，一個工程的參與者以自己的經(jīng)驗為基礎(chǔ)也能夠很好的識別出風(fēng)險。僅采用建立在過去的經(jīng)驗和判斷的基礎(chǔ)上的風(fēng)險管理方法，可以很好地并合理

55、地在穩(wěn)定的低風(fēng)險環(huán)境中工作。在有變化的地方這是不可能有效的。這是因為需要改變以往的經(jīng)驗推斷，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)驗是不可能自行足夠的。一個結(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)險控制措施，保障了項目目標(biāo)和提供了風(fēng)險教訓(xùn)知

56、識。</p><p>　　建筑專業(yè)人員需要知道如何用他們具體的合同，財務(wù)，業(yè)務(wù)和組織需求平衡不可預(yù)見的風(fēng)險。許多建筑專業(yè)人士鼠目寸光的看個人的風(fēng)險，并且沒有意識到其他相關(guān)的風(fēng)險可能對他們的業(yè)務(wù)產(chǎn)生潛在影響。用全面的風(fēng)險管理方法，能使一個公司確定該組織的業(yè)務(wù)的所有風(fēng)險。用總風(fēng)險排除的最大目標(biāo)，會增加減輕風(fēng)險的概率。</p><p>　　為未來的建筑工程推薦的關(guān)鍵建設(shè)風(fēng)險策略已經(jīng)被考慮，并且它

57、們的解釋如下。Hinchey J.W.聲稱在一個高利潤的工程中不可能存在風(fēng)險分配問題的最佳實踐標(biāo)準(zhǔn)，任何工程都是這樣的。他說，相反的，成功的風(fēng)險管理是一種心態(tài)也是一個過程。根據(jù)Hinchey，對一個特定的項目，理想的心態(tài)的當(dāng)事人及其代表者，首先在有意的關(guān)于工程項目風(fēng)險識別中，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)險的最佳方式。據(jù)說這個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。</p>

58、<p>　　根據(jù)D. Atkinson，無論承包商還是顧問，正確的團隊需要集合有關(guān)的多學(xué)科經(jīng)驗的項目特殊類型和位置。這被認(rèn)為是必要的，不僅僅允許其他反應(yīng)加以探討。而且，以確保正確的問題被問和主要風(fēng)險被鑒定。能源危機首長據(jù)說對項目的部分參與者提供一個方便的結(jié)構(gòu)化風(fēng)險識別的方法。有效的風(fēng)險管理據(jù)說還需要多學(xué)科的方法。不可避免的風(fēng)險管理需要工程，法律和相關(guān)保險檢查。</p><p>　　據(jù)指出，以統(tǒng)計方法

59、為基礎(chǔ)的分析技術(shù)應(yīng)廣泛應(yīng)用在決策制定上。這些技術(shù)被認(rèn)為與許多風(fēng)險事件的后果的估計有關(guān)，而不是如何實現(xiàn)風(fēng)險的分擔(dān)。此外，在風(fēng)險管理的發(fā)展階段，阿特金森（Atkinson）聲稱制定重大決策而不能僅僅基于數(shù)學(xué)分析的狀態(tài)。建設(shè)工程的復(fù)雜性意味著，無論在物理形態(tài)還是組織結(jié)構(gòu)上將項目定義為僅考慮相對較小數(shù)目的風(fēng)險。據(jù)說這則一般的結(jié)構(gòu)化方法，可以適用于任何建設(shè)工程，以增加參與者的認(rèn)識。</p><p>　　新的、簡化的建筑設(shè)計

60、和建設(shè)管理辦法（CDM條例），已于2007年4月在英國生效，修訂和匯集了CDM1994規(guī)范和建設(shè)健康安全和福利（CHSW）1996規(guī)范，而成為單一規(guī)范包。</p><p>　　新的建筑設(shè)計和建設(shè)管理辦法提供了一個健康和安全性能的逐步改變的機會，被用于再次強調(diào)健康，安全和良好的管理和協(xié)調(diào)以達到建設(shè)健康和安全管理更廣泛的商業(yè)利益的方法。我相信，這些技能的發(fā)展對業(yè)主提供最有效的便利服務(wù)是必要，使發(fā)展最佳價值的項目成為可

61、能。</p><p>　　建設(shè)風(fēng)險管理（簡稱CM at Risk），與建立工程承包私營部門的方法類似，很受公共部門的歡迎。這是一個過程，允許業(yè)主選擇一個建立在資格基礎(chǔ)上的建設(shè)管理者（簡稱CM）；建立一個合作工程團隊；在建筑合同下集中工程責(zé)任；取得最高價格保證；產(chǎn)生更多可管理，可預(yù)測的工程；節(jié)省時間和金錢，并減少對業(yè)主，建筑師和建設(shè)管理者的風(fēng)險。</p><p>　　建設(shè)風(fēng)險管理，對建設(shè)更專

62、業(yè)的方法，正在隨著設(shè)計建造，橋的設(shè)計和投標(biāo)建造為項目執(zhí)行過程中建立的方法的改變而改變傳統(tǒng)的地位。</p><p>　　工程師可以瀏覽項目管理者的工作方法，并提供有益的建議。在完成合同文件之間允許項目管理者讓分包商投標(biāo)或提供建議，最高保證價格（GMP），從而降低了建設(shè)管理者的風(fēng)險，并提供有益的投入設(shè)計。該過程對所有相關(guān)者更有條理，易于管理，可預(yù)測和減少風(fēng)險。</p><p>　　這使得工程采

63、購也更加務(wù)實。每個行業(yè)的承包商沒有競標(biāo)購物的恐懼，公平目標(biāo)是成為低投標(biāo)人。每個人都必須提供最好地項目。社會的競爭是比較公平的：所有分包商有一個公平的工作目標(biāo)。</p><p>　　不可預(yù)見費包含在最高保證價中，涵蓋了意想不到的但是合乎情理的費用，在最高保證價以上的不可預(yù)見費允許為業(yè)主改變。只要分包商在最高保證價內(nèi)它們就被償還給建設(shè)管理者，因此建設(shè)管理者代表業(yè)主和分包商談判變更事項。</p><

64、p>　　在項目里每一方單獨投保存在類似的問題。因為這個原因，工程保險是被推薦的。傳統(tǒng)的方法增加了反對的態(tài)度，甚至提供給人們忽略或者隱瞞風(fēng)險的動機，以企圖避免或者轉(zhuǎn)移責(zé)任。</p><p>　　許多項目中的業(yè)主不理解他們在促進合作與協(xié)調(diào)中擔(dān)當(dāng)?shù)闹匾越巧?；沒有與設(shè)計師、制造商、供應(yīng)商、承包商進行討論設(shè)計就已經(jīng)完成了。這意味著，設(shè)計師不能利用供應(yīng)商或承包商的房建能力或維護要求以及影響可持續(xù)性、總成本,或健康和安

65、全知識。</p><p>　　推斷它們之間的缺陷應(yīng)該在部分屋頂坍塌之前及早發(fā)現(xiàn)并及時糾正是合理的。因此原告對承包者和建筑師疏忽的索賠是理所當(dāng)然的。</p><p>　　這種風(fēng)險分析能夠更容易，通過它的多方位方法對建設(shè)問題做重要的檢查，為未來建設(shè)項目做一個有效的風(fēng)險管理策略的鑒定。這項工作還有助于強調(diào)一點，就是業(yè)主的要求越來越高，挑剔越來越多，并不太愿意接受沒有賠償?shù)娘L(fēng)險。他們不想要驚喜，而