工程管理專業(yè)英語全文翻譯

1、Unit1theowner’sperspective第1單元業(yè)主的觀點(diǎn)單元業(yè)主的觀點(diǎn)1.2MajTypesofConstruction1.2大建筑類型大建筑類型Sincemostownersaregenerallyinterestedinacquiringonlyaspecifictypeofconstructedfacilitytheyshouldbeawareofthecommonindustrialpracticesfthetyp

2、eofconstructionpertinenttothem[1].Likewisetheconstructionindustryisaconglomerationofquitediversesegmentsproducts.Someownersmayprocureaconstructedfacilityonlyonceinalongwhiletendtolookfshttermadvantages.Howevermanyownersr

3、equireperiodicacquisitionofnewfacilitiesrehabilitationofexistingfacilities.Itistotheiradvantagetokeeptheconstructionindustryhealthyproductive.Collectivelytheownershavemepowertoinfluencetheconstructionindustrythantheyreal

4、izebecausebytheirindividualactionstheycanprovideincentivesfinnovationefficiencyqualityinconstruction[2].Itistotheinterestofallpartiesthattheownerstakeanactiveinterestintheconstructionexercisebeneficialinfluenceontheperfm

5、anceoftheindustry.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(dāng)多樣化的部門和產(chǎn)品的集團(tuán)。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)

6、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。Inplanningfvarioustypesofconstructionthemethodsofprocuringprofessionalservicesawardingconstructioncontractsfinancingtheconstructedfacilitycanbequitedifferent.Fthepurposeofdiscussionthebro

7、adspectrumofconstructedfacilitiesmaybeclassifiedintofourmajcategieseachwithitsownacteristics.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(diǎn)。ResidentialHousingConstruction住宅建設(shè)Residentialhous

8、ingconstructionincludessinglefamilyhousesmultifamilydwellingshighriseapartments[3].Duringthedevelopmentconstructionofsuchprojectsthedeveloperssponsswhoarefamiliarwiththeconstructionindustryusuallyserveassurrogateownersta

9、kegemakingnecessarycontractualagreementsfdesignconstructionarrangingthefinancingsaleofthecompletedstructures[4].Residentialhousingdesignsareusuallyperfmedbyarchitectsengineerstheconstructionexecutedbybuilderswhohiresubco

10、ntractsfthestructuralmechanicalelectricalotherspecialtywk.AnexceptiontothispatternisfsinglefamilyhousesasisshowninFigure12whichmaybedesignedbythebuildersaswell.Theresidentialhousingmarketisheavilyaffectedbygeneraleconomi

11、cconditionstaxlawsthemoaryfiscalpoliciesofthegovernment.Oftenaslightincreaseintotaldemwillcauseasubstantialinvestmentinconstructionsincemanyhousingprojectscanbestartedatdifferentlocationsbydifferentindividualsdevelopersa

12、tthesametime[5].Becauseoftherelativeeaseofentryatleastatthelowerendosthemarketmanynewbuildersareattractedtotheresidentialhousingconstruction.Hencethismarketishighlycompetitivewithpotentiallyhighrisksaswellashighrewards.住

13、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(fù)責(zé)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(jìn)行，建筑師由結(jié)構(gòu)，機(jī)械，電氣和其他專業(yè)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12所示，也可以由建設(shè)者設(shè)計。住房市場受到一般經(jīng)濟(jì)狀況，稅法以及政府貨幣和財政政策的嚴(yán)重影響。通常，總需求略有增加將對建設(shè)進(jìn)行大量投

14、資，因為許多住房項目可以在不同的地點(diǎn)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。Institutionalcommercialbuildingconstructionencomprassesagreatvarietyofprojecttypessizessuchasschoolsuniversitiesmedicalclinics

15、hospitalsrecreationalfacilitiessptsstadiumsretailchainsteslargeshoppingcenterswarehouselightmanufacturingplantsskyscrapersfofficeshotelsasisshowninFigure13[6].Theownersofsuchbuildingsmaymaynotbefamiliarwithconstructionin

16、dustrypracticesbuttheyusuallyareabletocompetentprofessionalconsultantsarrangethefinancingoftheconstructedfacilitiesthemselves.Specialtyarchitectsengineersareoftenengagedfdesigningaspecifictypeofbuildingwhilethebuildersge

17、neralcontractsundertakingsuchprojectsmayalsobespecializedinonlyUnit2ganizingfProjectManagement第2單元組織項目管理單元組織項目管理Section1WhatisProjectManagement第1節(jié)什么是項目管理？節(jié)什么是項目管理？Themanagementofconstructionprojectsknowledgeofmodernmanag

18、ementaswellasanunderstingofthedesignconstructionprocess.Constructionprojectshaveaspecificsetofobjectivesconstraintssuchasarequiredtimeframefcompletion.Whiletherelevanttechnologyinstitutionalarrangementsprocesseswilldiffe

19、rthemanagementofsuchprojectshasmushincommonwiththemanagementofsimilartypesofprojectsinotherspecialtytechnologydomainssuchasaerospace，pharmaceuticalenergydevelopments.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(biāo)和制約因素，如完成所需的時間框架。雖然相

20、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，制藥和能源開發(fā)）類似項目的管理情況相同。Generallyprojectmanagementisdistinguishedfromthegeneralmanagementofcpationsbythemissionientednatureofaproject.Aprojectganizationwillgenerallybeterminatedwhent

21、hemissionisaccomplished.AccdingtotheProjectManagementInstitutethedisciplineofprojectmanagementcanbedefinedasfollows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Projectmanagementistheartofdirectingco

22、dinatinghumanmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscopecosttimequalityparticipationsatisfaction.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(biāo)，在項目整個生命周

23、期內(nèi)指導(dǎo)和協(xié)調(diào)人力和物力資源的藝術(shù)。Bycontrastthegeneralmanagementofbusinessindustrialcpationsassumesabroaderoutlookwithgreatercontinuityofoperations[4].Neverthelesstherearesufficientsimilaritiesaswellasdifferencebetweenthetwosothatmodern

24、managementtechniquesdevelopedfgeneralmanagementmaybeadaptedfprojectmanagement.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(yùn)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。Thebasicingredientsfaprojectmanagementframewkmayberepres

25、entedschematicallyinFigue21.Awkingknowledgeofgeneralmanagementfamiliaritywiththespecialknowledgedomainrelatedtotheprojectareindispensable.Supptingdisciplinessuchascomputersciencedecisionsciencemayalsoplayanimptantrole.In

26、factmodernmanagementpracticesvariousspecialknowledgedomainshaveabsbedvarioustechniquestoolswhichwereonceidentifiedonlywiththesupptingdisciplineFexamplecomputerbasedinfmationsystemsdecisionsupptsystemsarenomcommonplacetoo

27、lsfgeneralmanagement.Similarlymanyoperationsresearchtechniquessuchaslinearprogrammingwkanalysisarenowwidelyusedinmanyknowledgeapplicationdomains[6].HencetherepresentationinFigure21reflectsonlythesourcesfromwhichtheprojec

28、tmanagementframewkevolves.項目管理框架的基本要素可以在圖21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(jī)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(rèn)定為輔助學(xué)科的技術(shù)或工具。例如，基于計算機(jī)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)

29、域[6]。因此，圖21中的代表只反映了項目管理框架發(fā)展的來源。SpecificallyprojectmanagementinconstructionencomprassesasetofobjectiveswhichmaybeaccomplishedbyimplementingaseriesofoperationssubjecttoresourceconstraintsTherearePotentialconflictsbetweenth

30、estatedobjectiveswithregardtoscopecosttimequalitytheconstraintsimposedonhumanmaterialfinancialresources.Theseconflictsshouldberesolvedattheonsetofaprojectbymakingthenecessarytradeoffscreatingnewalternatives.具體來說，項目管理在建設(shè)中

31、將會實現(xiàn)一系列目標(biāo)，這些目標(biāo)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。Subsequentlythefunctionofprojectmanagementfconstructiongenerallyincludethefollowing其后，施工項目管理功能一般包括以下內(nèi)容1.Specification

32、ofprojectobjectivesplansincludingdelineationofscopebudgetingschedulingsettingperfmancerequirementsingprojectparticipants.2.Maximizationofefficientresourceutilizationthroughprocurementoflabmaterialsequipmentaccdingtothepr