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1、武汉工业学院毕业设计外文参考文献译文本2011届毕业设计译文出处：万方数据库.cn毕业设计题目：建设项目乙施工组织设计2011年6月9日院（系;）土木工程与建筑学院专业名称工程管理学生姓名魏磊学生学号指导教师刘菁菁CONSTRUCTIONPROJECTMANAGEMENTThisworktriestodefineandpresentthecharacteristicsandofprojectmanagementandconstructionprojects.Onecanfindargumentsfortheneedtouseprojectmanagementintheconstructioni

2、ndustryandthemainmanagementproceduresmakingtheessenceofconstructionprojectmanagement.Keywords:project,management,construction,investProjectManagement-definition,characteristicsProjectmanagementisaspecializedbranchofmanagementappearedin1950forcoordinationandcontrolofcomplexmodernindustry.Itsemergence

3、anddevelopmentaremainlyrelatedtotheinitiationandconductoftheNASAspaceprograms,tothecompetitionbetweennationsforsupremacyinthemilitaryfield,tothepressureoftheclientswhowantedtheirprojectstobecompletedassoonaspossiblesothattheycouldrecoverfastertheirinvestment.Intheconstructionindustry,projectmanageme

4、ntbegantobeusedonlyinthelatter20-30years,butdevelopmentinthisfieldhasbeenverypronouncedwhereascorrespondsverywelltotheneedsofthisindustry.AlthoughitappearedintheU.S.,projectmanagementwasquicklyapprehendedinEurope.Thefirstattemptstostandardizepracticesinthefielddatefrom1979andbelongtoaninstituteinthe

5、UK-TheCharteredInstituteofBuilding.Ithasnowbecome,alongwithotherorganizationssuchasProjectManagementInstitute,anorganizationthatcertifiesbothprojectmanagersandtrainingprogramsinthefieldthroughouttheworld.AlsoatEuropeanlevel,therehavebeendevelopedqualityproceduresforprojectmanagement,proceduresinclud

6、edinISOstandards.Projectmanagementincludesprogressiveandlogicaldecision-makingprocesses,anappropriateorganization,financialmanagementandeffectivemarketing,aspecialattentioninpreparingdocumentsandadministrativetasksandapplicationofmethodsandtechniquesoftraditionalmanagementadaptedaccordingly.Construc

7、tionProjectsmanagemen”tconsistsofplanning,organizing,coordinatingandmonitoringoftheproject,fromthebeginningtotheend,withtheaimofachievingcustomerrequirementsonproducingaviableproject,financiallyandfunctionally,incompliancewithqualitystandards,costsandimplementationdeadlinesagreedupon.Projectmanageme

8、ntinvolvessettingofbenchmarksaccordingtowhichthereshallbeestablishedguidelinestobefollowed,observingtheprogressinachievingthecorrectexecutionoftasksandprojects,accordingtothedifferencesobservedbetweentheactualandtheplannedbenchmarks.Inordertorealizeaconstructionprojecttheremustbeinvolvedvariousentit

9、ies:beneficiary,investor,fundingbodies,builder,draftsman,consultants,suppliersofmaterialsandequipment,etc.,whichrequiresfocusoncoordinatingandadjustingallthenecessaryinputs.Thus,theprojectmanagermustworkpredominantlywithpeoplefromotherorganizationsthantheonehebelongsto.Insuchcircumstances,hisauthori

10、tyisconferredbycontracttermsandislessdirectthanthatofaregularmanager.Projectmanagementisconducted,inmostcases,bystaffbelongingtodifferentorganizations,closelycooperatingtoachievedifferentobjectives,oftencontradictory,ofthepartiesinvolved.Responsibilityfortheprojectmanagementlies,asmentioned,todiffer

11、entorganizations,dependingoncustomerspreferencesandcompetencesandonthenatureofthecontractualtermsbetweenparties.Whetherprojectmanagementisexercisedbytheclient,thedesigner,thebuilderorbyaspecializedindependentorganization,relevantmanagerialproceduresarelargelythesame.Inordertohaveanunitarypointofview

12、,managementmethodspresentedinthisworkwillbeapproachedfromthegeneralcontractorsperspective.2.ConstructionProjectThemainsubjectintheconstructionprojectsmanagementistheconstructionproject.Theconstructionprojectisanentitywithlimitedtimeofaction,designedforachievement,rehabilitationordemolitionofabuildin

13、gobjective,executingvariableandnon-standardworksinagivenperiod,withacertainbudgetandincompliancewiththeagreedqualityspecifications.Aconstructionprojecthasthefollowingcharacteristics:?itrequirestheconstructionofaself-organizationalnetwork:theprojectteam;?itistemporary,theachievementtermsbeingindicate

14、dbycontractualprovisions;?youmustmeetcertaintargetsrelatingtotime,costandquality;?itsresultisabuildingobjective(consistingofoneormoreconstructionobjects);?itrequiresinputfromseveralorganizationsforitsachievement,thusleadingtopotentialcommunicationproblemsandahighpotentialconflict;?itrequiresmajorand

15、diversifiedfinancial,materialandhumanresources;?itrequiresimplementationofactivitieswithcomplextechnologicalandorganizationalconditioning;?itdescribesallthepeculiaritiesoftheconstructionprocessandproduction.Realizingaconstructionprojectmeansgoingthroughseveralphasesthatmakeupthelifecycleoftheproject

16、.Inthespecializedliteraturetherearevariousapproachesofthismatter.Thus,withinthemethodologyforthedevelopmentoffeasibilitystudies,thelifecycleoftheprojectincludesthefollowingphases:I.Pre-investmentphases:?Identificationstudiesofinvestmentsneedsandopportunities?Previousfeasibilitystudies?Feasibilitystu

17、dies?EvaluationanddecisionstudiesII. Investment?Negotiationandcontracting?Design?Building?PuttinginserviceIII. OperationalAnotherreputablespecialistRonaldMcCaffer(1995)presentsthelifecycleoftheprojectusingthefollowingscheme:PHASEInitiationtheneedPreliminaryGeneraldesignDetaileddesignContractingBuild

18、ingtheFinalizingparametersOperationandMaintenanceACTIVITYACTIVITIESSUCCESSIONProductidentificationDefinitionofFeasibilitystudies，DecisiontorealizethestudystrategicandfinancialplanningDesignandcostsestimationDecisiontocarryouttheprojectDetaileddesignStartingauctionorganizationornegotiationsNegotiatio

19、norauctionConclusionofcontractsofferingandcontractingBuildingFinalreceptionofWorksfinalizingandfinalreceptionOperationandMaintenanceworksDesignedachievementGenesisofaconstructionprojectcomprisesthefollowingsteps:A. DefinitionAftertheowner(investor,author,client,beneficiary)hasidentifiedtheneedtoreal

20、izetheconstruction,heshoulddefinerequirementsandbudgetaryconstraints.Definingtheprojectincludesestablishingitsgeneralcharacteristicssuchas:location,size,configuration,performancecriteria,equipmentneededetc.Inthisphasethegeneralprojectiscarriedoutofthefutureobjective,thisworkbeingtheresponsibilityoft

21、heowner,buthemayuseadesigner.Figure1.GenesisofaconstructionprojectSource:McCaffer,Harris,1995B. DesignThisphaseconsistsincarryingoutpreviousfeasibilitystudiesandfeasibilitystudies,ending,shouldthebeneficiarytakethedecisiontorealizetheproject,withthetechnicaldrafting.Inpractice,ifcertaintypesofcontra

22、ctualarrangements,design,supplyandconstructionoverlap,theconstructionbeingrealizedasthedesignprogresses.Thedesigncanbeachievedbythebeneficiary,but,asinmostcases,heisnotaspecialistinthefield,aspecializeddesignerorconsultantsareneeded(forpreviousfeasibilitystudiesandfeasibilitystudies).C. ContractingT

23、hisphaseconsistsinconcludingtheconstructioncontract.D. SupplyandConstructionSupplyreferstoorderingandreceivingequipmentandkeymaterialsneededfortheproject,particularlythosehavinglongintervalsbetweenorderslaunchingandreceipt.Supplymaybedonebythegeneralcontractor,bythecustomerorbyaspecializedcompanyhir

24、edbythecustomer.Constructionistheprocessoflayingmaterialsandequipment.Thisinvolvesprovidinghumanresources,equipment,materialsandoverseeingthecompletionofwork.E. MaintenanceandrepairingAfterputtinginoperationanddesignedparametersachievementtheconstructionmayrequireexecutionmaintenanceandrepairingwork

25、s.Toachievethem,onecanusetheservicesoftheinitialbuilder(surelyduringthewarrantyperiod)orthoseofanotherconstructionfirm,ifthebeneficiarydoesnothaveaspecializeddepartment.F. DemolitionorconversionAfterexpirationofthenormallifeoftheobjectiveorevenearlier,ifeconomicortechnologicalreasonsrequiresit,anobj

26、ectivemaybedemolishedoraltered.Thisrequirestheservicesofaconstructioncompany.CONCLUSIONSForaprojecttobebuiltrespectingthebudgetandimplementationdeadlines,aprofessionalmanagementofoperationscarriedoutonsite,isneeded.Thetechnicalcomplexity,theimportanceofworksrealizationonduetime,constraintsrelatedtor

27、esourcesandsubstantialcostsimposethoroughplanning,programmingandcontrolTheconstructionprocessisnotaselfadjustingmechanism,butitrequirescoordinatedinterventionofexpertsfortheactivitiestobeconductedaccordingtotheplans.Theconstructionrealizationcanbedeeplyaffectedbyeventsthataredifficultorimpossibletop

28、redict.Insuchchangingcircumstances,costanddurationareconstantlyalteringandcansuddenlydeteriorate.Aneffectivemanagementisnotonlydesirable,butisneededinordertoachieveasatisfactoryfinalresult.Regardlessofthecontractualarrangementchosenfortheconstructionprojectrealization,thesafestwaytoachieveobjectives

29、istoapplyaprojectmanagementsystem.TwoPointsontheCostManagementofEngineeringProjectsAbstract-CostmanagementofengineeringprojectsisaneverlastingtopicforconstructionenterprisesHowtomanagethecostandwhattheperformanceofthecostmanagementisdirectlyrelevanttotheeconomicbenefits，survivalanddevelopmentoftheco

30、nstructionenterprisesToreducetheengineeringcost，weshouldminimizethematerialandlaborconsumptionthroughthewholeprocessandineveryaspectoftheconstructionAndtherootwaytoenhancethemarketcompetitivestrengthoftheconstructionenterpriseistocontrolalltheconsumptionsinfluencingtheengineeringcostwithintheplanned

31、scopeThearticlemakesaprimaryprobeintothemanagementofthecostfromtwoaspects：thea11-sidedmanagementandthewholelife-spancyclemanagementoftheEngineeringcost.IndexTerms-Constructionengineering，projectmanagementandcostcontro1I INTRODUCTIONEngineeringprojectisthecostcenteroftheconstructionenterprisesaswella

32、sthemainsourceoftheprofitsWhentheindustrycompetitionisbecomingfiercerandtheprofitmakingspaceisbecomingsmaller,inthissituation，themostimportantthingforaconstructionenterprisetoenhancethemarketcompetitivestrengthisminimizingthematerialandlaborconsumptionintheconstructioncoursetoreducethecostandcontrol

33、alltheconsumptionsinfluencingthecostwithintheplannedscopeTherefore，aconstructionenterprisemuststrengthenthecostmanagementsoastostandstillinthefiercecompetitionforfurtherdevelopmentII ALLSIDEDCOSTMANAGEMENTOFTHEENGINEERINGPROJECTTheengineeringprojectcostmainlyconsistsofmaterialcost，costofmachineuse，l

34、aborcost，temporaryfacilityfee.otherprimecostandprojectmanagementfeeThecontrolofthesecostsinvolvesthecooperationandcoordinationofsuchmanagementdepartmentsastechnology，financematerial，equipmentadministrationandlogisticsSocostmanagementmustfocusontheinternalcontrolamongeachdepartmentandwholecontrolofth

35、eengineeringprojectandconductanall-sidedmanagement1) TosetupandbetterthecostcontrolsystemThecostcontrolsystemisaorganizingsystemandmanagementsystem，whoseultimateobjectiveandmajortaskiscostmanagemen，ttoassigntheprojectmanagerasthepersonfirstlyresponsible，andmakeeveryoneofeachmanagementteamandconstruc

36、tionteamengagedinitInthecostcontrolsystem，everyonefromtheprojectmanager,technicalprincipaltospotadministratorisendowedwithacertaintaskandauthorityofcostmanagemen，tandtakesoncorrespondingresponsibilitiesEveryoneineachadministrativelevelmusthaveadefiniteunderstandingofwhatthemanagementcontentis,whatco

37、ntrolaimshouldbereachedandhowtocontroleffectivelyThecostcontrolsystemshouldbeadjustedandimprovedtimelyaccordingtotheprojectsprogressanddemandInthemeantime,theoperationaltrainingoftheadministrativepersonnelshouldbepaidattentiontoenhancetheirprofessionalqualityandmanagementlevelToformulateregulationsa

38、ndstandardizetheoperationalbehaviorTheeffectofthecostcontrolrelieslargelyontheintegrityandcarefulimplementationoftheadministrativesystems,especiallythesegmentsofmaterial，equipmentandmanagementfeeMaterialmanagement：Materialalwaysaccountsfor60oftheengineeringcostintheconstructionThusmaterialmanagement

39、isthemostimportantincostmanagementandstrictmaterialmanagementsystemmustbeestablished.MaterialmanagementshouldstartfromthepurchasingStaplematerialsshouldbepurchasedbythematerialdepartment，toinvitepublicbiddingasmuchaspossibleandtoreducethecostbyintensivemanagementRegardingthematerialsboughtbyprojectd

40、epartmentthemselves，theymustknowwellaboutthemarket，price，quality，service，creditandlongtermcooperationstrategytochooseanddecidethesuppliersRigorousverificationandexaminationmustbedonebeforesigningthecontractsandblackcaseworkmustberootedoutOthersegmentsasmaterialreceipt,storageanddistributionmustbecha

41、rgedbyaspecificpersontoreachthematerialquantityinaccordancewiththeaccountTheinternalmonitoringandrestrictionineverysegmentshouldbefocusedonEquipmentmanagement：Equipmentmanagementdepartshouldequipmachinesinreasonaccordingtotheengineeringquality，constructionprogressandequipmentcapacityRentingfacilitie

42、sfromoutsideshouldbeconsideredfromthepointofreducingthecost，inwayofdifferentleasemodes,suchasaccordingtotheshifts，workloadandleaseperiodRationsofequipmentmaintenanceandoilconsumptionshouldbedrawnandcheckedmonthlySetupmaintenancesystemandorganizetoimplementcarefullyinordertoassuretheintactequipment,r

43、ootoutthemachineaccidentsandtryhardtoreducetheusecostofthemachineAdministrationexpensesincetheflexibilityofthemanagementexpenseisverybig,itmustbestrictlycontrolled.WeshouldfixareasonableproportionaccordingtotheprojectsvolumetocontrolthetotalamountandassessitembyitemTheestablishmentoftheprojectadmini

44、strativeteamshouldbeeffectiveandnotoverstaffedtolessenthetotalexpenseofthesalaryExpensesinworking，transportationandbusinesstripsmustbestrictlyenforcedwithsavingandadoptthewayofexpenseshandledbyeachdepartmentandrewardingtheeconomizersBusinessexpensesshouldfollowtheprincipleofnecessityandstrictnessStr

45、ictexaminationandapprovalandreimbursementapplicationsystemshouldbesetupandtheregulatedauthoritycannotbebrokethrough.FinancedepartmentshouldcarefullycarryouttherelevantsystemsandleadsupervisionWHOLELIFE-SPANCYCLEMANAGEMENTOFTHEENGINEERINGCOSTTheengineeringcostcontrolshouldmanagethelifespancycleofthew

46、holeproject，notonlyconductingasimpleaccountingcostcalculationattheendoftheprogram1)GoodcontrolbeforeactionAnideaisclearinmindwhencalculatebeforetakeactionBeforecarryonaproject，wecandoariskforecast，makingariskassessmentoftheprojectsfeasibilitytominimizetheriskpossibilityMakinguseofthefunctionaldemand

47、ofvalueengineering，inpremiseofguaranteedengineeringquality，putforthkindsofconstructionplans，compareandevaluatetechnologicallyandeconomicallyForexample，tocopewiththebigpriceincreaseofthebuildingmaterials，pricediscrepancyanalysisshouldbedoneinthebeginningoftheprojectstartandthenreportedtothedecision,m

48、akingdepartmentBesides，thereliabilityoftheestimationoftheprojectvolumeshouldbeenhancedasmuchaspossibleinthebiddingsothatthemacro-controlledbiddingpricecanguaranteethesuccessfulbiddingaswellasthecostandreasonableprofitBasedonthefunctionalanalysisofprojectandcapabilityanalysisofmaterials，westrivetouse

49、lowpricematerials，bychangingtheproportionandusingadditivetodecreasethematerialconsumptionexpenseThroughsettingupadatabaseofsubcontractorsandmaterialsuppliers,choosesuitablesuppliersAlsowecanmakebidding，comparingdifferentsupplierstochoosethesupplierwhohasstrongeconomicstrength，spotmanagementexperienc

50、e，goodtechnologiesandexperiencedworkersaswellasqualifiedproducts,assureddeliveryandgoodcreditAtthesametime，weshoulduseprogramevaluationandreviewtechniquetoreachafavorablecollocationoftheproductionfactorsWeshouldcheckandcomparetimeandtimeagainonwhethertobuyorrentturnovermaterialsandequipments，weighin

51、gthecostperformanceofboththemethodstomakeacorrectdecisionatlast2)GoodcontrolduringtheactionThecontrolintheformationprocessoftheengineeringcostshouldbedonebycalculatingwhendoingandkeepadjustingtocontrolthecostfactuallyIntermoftherequirementofengineeringconstructionitselfandinherentrules，workoutaconst

52、ructionplanwithadvancedtechnology，reasonabletechniquesandcrackorganizationandarrangeprogressofeachprogramregularlyAccordingtotheexerciseprincipleofplaneflowandsolidcrossing，workoutreasonablenetworkdesignoftheconstructiontoinsureworkingfacenotleftunused，workingprocedureuninterrupted，constructionandin

53、stallationteamsworkinorderandharmony Everyprogramteamshouldcontrolthematerialusage.Toreducethewastage，materialscanbedistributedbyquotaIntermsofthefactualsituation，toconfirmthereasonablewastageratewitheachteamorsubcontractor.Lumpworkusecanbecarriedouttorewardeconomizersandpunishquotabrokers,tomakethe

54、materialusagerelevanttopersonaleconomicbenefit. Practicematerialreceiptrecordingsystem,sortingandcountingthequantity，signedbyrecorders.Materialdepartmentshouldmakeamaterialdetailedaccounttopreventtheunconformityoftheaccountandthephysicalquantityonthespotandinthewarehouse.Whenonedrawsthematerials，con

55、structionteamshouldcheckandconfirmthequantity，strictlyperformsaccordingtotheproceduretorootoutwasteandtheftpossibility.Thematerialusageshouldbeinreason.Ononehand，theadministrativetroublecausedbyoverabundanceofthespotmaterialsshouldbecutdown.Ontheotherhand，acceleratetheflowofcurrentcapital，whichisgoo

56、dforboostingupthefluidityoftheassetsandmakingthecapitalusagemorereasonable. Equipmentandturnovermaterialsshouldberationallyattempted.Administrativeandoperationalstaffshoulddoagoodcostcalculationduringtheactionaccordingtothetargetcost.Listtheaccountseparatelybyproject.Setupintactcostfinancesystem.Tak

57、ingprojectdepartmentasaseparatecheckunit，listaseparateaccountforalltheincomeandexpenses，analyzetheresultofeachprogramandeachitemimplementingthecostplanmonthbymonth，findoutthefactorsinfluencingthecostsavingsandthereasonofoverspendingtoseekapproachandmethodstofurtherreducethecost.Alsoworkoutthecostana

58、lysisreportandprofitandlossforecastreportsothatthecadresandprojectmanagercangetthecostsituationatanymoment，andthentakepowerfulmeasurestoavoidcostoverspendingwhentheprojectiscompleted.2) ControlafteractionInthecheckandacceptancestage，docostcheckandanalysis，andfollowtheprincipleofsettletheaccountwhenf

59、inishedtosetupastandardforthecomingprojects，doagoodmop-up Sortthemanpower，machines，materialsandlogisticsfacilitiesClearandreturnthethingsneedtobeclearedandreturnedintime,andtransferthethingsneedtobetransferredassoonaspossibletodecreasetheexpensesandthenreducethecost Checktheremainedworkloadall.aroun

60、dtoavoidanyskip.Preparesufficientmaterialsforthechangesduringtheconstructionandputforthchangerequestintimeandfixaspecificpersontoberesponsible ArrangetechnologicalpersonneltofinishthecheckandacceptaneematerialsinasettimeAfterthecompletionoftheproject，doatotalcostsettlementAccordingtotheresult，evalua

61、tethegainandlossoftheprojectcostmanagemen，twriteacompletesummingupreporttoprovidenecessarymaterialsforeverysegmentsofcostmanagementandfulfilltherewardingandpunishmentsystemIV.CONCLUSIONInall，costmanagementofengineeringsystematicengineeringOnlywithadvancedsoundmechanism，conductingawholestaff,wholepro

62、cessmanagementcanachievesuccessindeed建设项目管理这篇文章尝试界定和介绍项目管理和建设项目的特点。人们可以从本文章中找到需要用建筑行业中项目管理和主要的管理程序来阐述建设项目管理的精髓的论点。关键词：项目，管理，建设，投资1、项目管理概念，特点项目管理是出现在1950年的管理的一个专业的分支，以便于复杂的现代工业的协调和控制。它的出现和发展主要涉及美国宇航局空间计划的启动和进行，是为了提高各国之间在军事领域的竞争优势，是为了减少客户希望自己的项目得以尽快完成的压力，以至于让他们可以更快地收回投资。在建筑行业中，只有在最近的20-30年间项目管理才开始被应用，

63、但在这个领域的发展一直非常明显，而这个行业的需求也是非常之好。虽然项目管理出现在美国，但是项目管理很快就在欧洲出现了。在项目管理这一领域的规范的第一次尝试是从1979年开始的，而且这一尝试是属于英国学院英国皇家特许建造学会。如今，这一学会已成为，以及诸如项目管理协会，这个组织在整个世界上证明该领域的项目经理和其他组织的培训方案。此外，在欧洲的层面上，已开发项目管理的质量管理的程序，这个程序包括ISO标准。项目管理包括进步和合乎逻辑的决策过程，一个适当的组织，财务管理和有效的营销，在准备文件和行政任务方面要特别注意，以及和传统的管理方法和技术的应用，这些应该得到相应的调整。“建设项目的管理”是由

64、规划，组织，协调和项目的监测组成的，从开始到结束，以达到实现客户对于生产一个可行性的项目的要求的目标，在财务上和功能上，符合质量标准，成本和执行商定的最后期限项目管理包括基准的设定，这种设定是根据应该被建立能够遵循的指导方针而设立的，在实现观测任务和项目的正确执行进度前提下，是根据不同的实际观察和计划的基准而来的。为了实现建设项目，必须有包括以下的各有关单位：受益人，投资者，融资机构，建筑工地，绘图员，顾问，材料和设备等的供应商，等等，这就需要重视协调和调整所有必要的投入。因此，项目经理的工作主要必须是与人打交道的，而且这些人是属于其他组织的。在这种情况下，他的权威是通过合同条款赋予的，并且这

65、种权利不是直接的，这种权利也不能与一个普通的经理的权利相比。项目管理一般情况下是被指挥的，在大多数情况下，工作人员属于不同的组织，他们密切合作，以实现不同的目标，往往意见是不同的，这些是包括不同的当事方。项目管理的责任在于，如前面所提到的，对于不同的组织，可以根据客户的喜好和能力以及对当事人之间的合同条款的性质而定。无论是项目管理是由客户，设计师，建筑商，或由一个独立的专门机构行使的，但相关的管理程序是大致相同的。为了能够有一个统一的观点，在这项工作中提出的管理方法将接近由总承包商提出的观点。2、建设项目建筑项目管理的主要议题是该建设项目工程。建设项目是一个在有限的时间内实现的行动的个体，为获得成绩而设计，恢复或拆除建筑物实体，在特定时期内执行变量和非标准的工程设计，具有一定的预算，并在约定的质量规范要求下建设的实体。一个建设项目要有以下的特点：?它需要一个自发