畢業(yè)設(shè)計某鋼制罐項目可行性doc

附錄3：外文文獻(xiàn)中文譯文1、什么是項目管理?建設(shè)項目管理要求現(xiàn)代管理的知識以及對涉及和建設(shè)過程的理解。建設(shè)項目有一套特殊的目標(biāo)和約束，例如一個必需的完成時間限制。當(dāng)相關(guān)的技術(shù)，制度安排或過程是不同時，這類項目的管理與相似類型的項目管理有共同點(diǎn)，在其他特殊或技術(shù)部門中例如航空，藥物和能源發(fā)展。總體而言，項目管理是不同于由方向性的公司綜合管理的。一個項目組織任務(wù)完成時將終止。根據(jù)項目管理機(jī)構(gòu)，項目管理的原則能定義為以下幾點(diǎn)：項目管理是指揮和協(xié)調(diào)人力和資源在項目管理中，使用現(xiàn)代管理技巧達(dá)到成本、進(jìn)度、質(zhì)量都能達(dá)到預(yù)先決定的目標(biāo)。相反,項目的一般管理和公司承擔(dān)一個更加寬廣的外型的，以操作更加巨大的連續(xù)性。然而,有充足的相似性并且區(qū)別在二之間，以便現(xiàn)代管理技巧被開發(fā)的一般管理能適應(yīng)的項目管理。其基本的成份為項目管理框架。一般管理及熟悉相關(guān)的專門知識領(lǐng)域的項目都是必不可少的.計算機(jī)科學(xué)等學(xué)科的支撐和科學(xué)決策也發(fā)揮了重要作用.事實上,各專門知識和現(xiàn)代管理方法,吸納各領(lǐng)域的技術(shù)或工具一度只認(rèn)定輔助學(xué)科.例如,計算機(jī)信息系統(tǒng)和決策支持系統(tǒng),現(xiàn)共發(fā)生一般管理工具.同樣,許多技術(shù),如運(yùn)籌學(xué)的線性規(guī)劃、網(wǎng)絡(luò)分析正廣泛應(yīng)用于許多知識或應(yīng)用領(lǐng)域.因此,代表性人物2-1只反映了項目管理,從源頭演化框架。近年來,主要發(fā)展管理接受不同程度地反映了以下內(nèi)容:(1)管理過程的方法；(2)管理科學(xué)與決策支持的態(tài)度；(3)人力資源開發(fā)行為科學(xué)方法；(4)持續(xù)競爭優(yōu)勢。這四個途徑互補(bǔ)現(xiàn)行做法,對項目管理工作提供了有益的基礎(chǔ).管理方式強(qiáng)調(diào)過程管理系統(tǒng)的研究,確定管理職能的組織,然后審核每個細(xì)節(jié).人們普遍認(rèn)為就功能規(guī)劃,組織和控制.特尼特是一個主要通過分析管理按照職能劃分,一個框架可以構(gòu)建新的經(jīng)營活動都納入其中,可放置.因此,經(jīng)理人的工作是相互關(guān)聯(lián)的過程作為協(xié)調(diào)職能,這既不是一成不變,也不是完全隨機(jī)預(yù)設(shè),而是動態(tài)的演變過程.特尼特是另一個管理原則,可以得出一個知識分子從分析管理職能.除以經(jīng)理職位成為功能部件,根據(jù)各自職能原則可以開采.因此,管理職能變?yōu)橛薪M織的層次結(jié)構(gòu),可為提高經(jīng)營效率。2、制造公司.基礎(chǔ)管理職能由所有經(jīng)理,不論企業(yè)或活動層次.最后,發(fā)展成果管理哲學(xué)在幫助建立關(guān)系經(jīng)理的人力和物力.結(jié)果如下既定的經(jīng)營哲學(xué),幫助經(jīng)理獲得的支持下屬實現(xiàn)組織目標(biāo).科學(xué)的管理方法和決策支持有助于發(fā)展一套量化辦法旨在援助，管理者在作出決定的復(fù)雜關(guān)系和生產(chǎn)作業(yè).在決策支持系統(tǒng),重點(diǎn)放在管理者提供有關(guān)資料.在管理科學(xué)、重視給予明確的目標(biāo)和制約因素,數(shù)學(xué)分析模型,并構(gòu)建解決復(fù)雜問題的清單,材料和生產(chǎn)控制等.其中一個重要議題是科學(xué)管理的興趣利潤最大化、或在沒有一個可行的模式運(yùn)行整個系統(tǒng)它的最優(yōu)化的運(yùn)行組件.優(yōu)化或次優(yōu)化往往達(dá)到使用技巧運(yùn)籌學(xué)、線性規(guī)劃等,二次規(guī)劃、圖論、排隊論、蒙特卡羅模擬.除了增加使用電腦的陪同發(fā)展尖端的數(shù)學(xué)模型和信息系統(tǒng),管理科學(xué)與決策支持系統(tǒng)中發(fā)揮了重要作用,在仔細(xì)研究投入和關(guān)系問題并通過促進(jìn)目標(biāo)的制定和績效衡量.人工智能也開始應(yīng)用提供決策支持系統(tǒng),解決結(jié)構(gòu)不良的問題是管理.3、戰(zhàn)略規(guī)劃和工程計劃建設(shè)工程規(guī)劃塑造一個組織的戰(zhàn)略計劃,這是受市場需求和資源的制約.相關(guān)方案擬訂過程的規(guī)劃和可行性研究集各種項目的優(yōu)先次序及何時啟動迎接該組織的總體目標(biāo).但是,一旦做出這個決定是為了啟動項目可支配市場的壓力,及時完成了年初設(shè)施.各類建設(shè)受市場壓力開始時間是最明顯的工業(yè)設(shè)施建設(shè).工業(yè)產(chǎn)品的需求可能是短命的,如果公司沒有擊中市場第一未必其產(chǎn)品需求.競爭激烈的國內(nèi)和國際市場,工業(yè)建筑潮流走向生命周期短的項目,尤其是在技術(shù)密集產(chǎn)業(yè).為了爭取時間,部分業(yè)主愿意放棄徹底規(guī)劃和可行性研究等項目進(jìn)行了不足項目范圍定義.總是,后來改變項目范圍將增加建筑成本;但是早些時候設(shè)施營運(yùn)收益增加建造成本往往辯解.一般來說,如果業(yè)主能獲得合理的利潤,完成了經(jīng)營機(jī)制該項目被認(rèn)為是成功的,即使是遠(yuǎn)高于建造成本估計基于一個范圍界定不夠.這種態(tài)度可能是因為大部份的不確定性固有建設(shè)項目.很難說利潤可能會更高,如果能降低建筑成本增加項目期限.但是,一些項目,特別是一些核能電廠,顯然是不成功的,放棄之前完工,他們必須滅亡至少部分歸因于缺乏規(guī)劃和可行性研究窮人.船東或基金贊助的態(tài)度是關(guān)鍵因素影響了工程造價,因為任何決定在開始階段,項目生命周期的影響已遠(yuǎn)遠(yuǎn)高于在稍后階段,圖表如圖2-3所示.另外,設(shè)計和施工的決定將影響持續(xù)經(jīng)營成本,同時在很多情況下,該設(shè)施的收入超過一輩子.因此,車主應(yīng)該得到足夠的專門人才規(guī)劃和可行性研究.許多業(yè)主不保持一個內(nèi)部工程建設(shè)管理的能力,他們應(yīng)考慮建立一個持續(xù)與外界顧問來迅速回應(yīng)請求.即使是那些擁有維護(hù)工程建設(shè)師,許多治療師可償還這些獨(dú)立組織.這種安排應(yīng)不妨礙其合法使用虛假的經(jīng)濟(jì)的確可以報銷費(fèi)用等類別相當(dāng)昂貴的整體組織。4、建筑管理專業(yè)施工管理是指一個專業(yè)團(tuán)隊組成一個專業(yè)的項目管理施工經(jīng)理和其他與會者將工程規(guī)劃任務(wù)的落實,以綜合方式設(shè)計和建造.團(tuán)隊成員之間的契約關(guān)系,旨在盡量減少對抗的關(guān)系,并有助于在更大反應(yīng)管理組.建筑專業(yè)經(jīng)理是一家專業(yè)會計師專業(yè)施工管理,包括:同一個老板和/電子公司從一開始就提出建議和改進(jìn)設(shè)計,建造技術(shù),附表和經(jīng)濟(jì)建設(shè).如果有適當(dāng)?shù)奶娲O(shè)計和施工建議,并分析了替代效應(yīng)的項目費(fèi)用和日程.監(jiān)察項目的發(fā)展,使這些指標(biāo)都沒有超過的知識所有者..協(xié)調(diào)采購材料和設(shè)備,以及所有建筑承包商,并按月付給承包商,變動為符合設(shè)計要求和檢驗要求.負(fù)責(zé)其他相關(guān)服務(wù)項目的要求業(yè)主.5、項目團(tuán)隊領(lǐng)導(dǎo)和激勵項目經(jīng)理,在廣義上來說,人是最重要的一個項目的成敗.項目經(jīng)理負(fù)責(zé)規(guī)劃、組織和控制項目.反過來項目經(jīng)理接到來自權(quán)威組織的管理,調(diào)動必要的資源完成計劃.項目經(jīng)理必須能夠施加影響人際關(guān)系為了帶領(lǐng)工程隊.項目經(jīng)理常增益支持他/她的團(tuán)隊通過結(jié)合以下方面:因官方身份正式授權(quán)即有權(quán)發(fā)出命令，獎勵和/或處罰的權(quán)力導(dǎo)致他/她的身份,直接或間接估價機(jī)構(gòu)免除處罰或獎勵.電力專家當(dāng)項目經(jīng)理被視為具有特殊知識或技能的人才.具有吸引力,因為電力項目經(jīng)理或其他具有個性特征來說服別人.在矩陣組織職能部門的成員可能習(xí)慣了單一報導(dǎo)的層次結(jié)構(gòu)線、但項目經(jīng)理負(fù)責(zé)協(xié)調(diào)小組的活動,成員來自個職能部門.矩陣組織結(jié)構(gòu)的功能是負(fù)責(zé)優(yōu)先、協(xié)調(diào)、管理和執(zhí)行項目的最后決策.因此,有潛力的項目小組和職能部門之間的沖突.項目經(jīng)理的責(zé)任和權(quán)力必須得到化解各種矛盾,使項目既定的政策和質(zhì)量標(biāo)準(zhǔn)不會受影響.抗衡時,更根本的問題自然發(fā)達(dá),他們必須提請高水平的管理和盡快解決。一般來說,項目經(jīng)理的權(quán)威必須清楚記載以及界定，尤其是在矩陣組織功能分區(qū)經(jīng)理常常保留一定的人事權(quán),暫時指派一個項目.應(yīng)當(dāng)遵守下列原則:銜接項目經(jīng)理部門經(jīng)理及其功能應(yīng)盡量簡化.項目經(jīng)理要達(dá)到控制這些要素的項目經(jīng)理部的功能可能重疊.項目經(jīng)理應(yīng)該鼓勵解決問題,而非團(tuán)隊成員的角色來自各職能部門。外文文獻(xiàn)原稿1WhatisProjectManagement?Themanagementofconstructionprojectsrequiresknowledgeofmodernmanagementaswellasanunderstandingofthedesignandconstructionprocess.Constructionprojectshaveaspecificsetofobjectivesandconstraintssuchasarequiredtimeframeforcompletion.Whiletherelevanttechnology,institutionalarrangementsorprocesseswilldiffer,themanagementofsuchprojectshasmuchincommonwiththemanagementofsimilartypesofprojectsinotherspecialtyortechnologydomainssuchasaerospace,pharmaceuticalandenergydevelopments.Generally,projectmanagementisdistinguishedfromthegeneralmanagementofcorporationsbythemission-orientednatureofaproject.Aprojectorganizationwillgenerallybeterminatedwhenthemissionisaccomplished.AccordingtotheProjectManagementInstitute,thedisciplineofprojectmanagementcanbedefinedasProjectmanagementistheartofdirectingandcoordinatinghumanandmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscope,cost,time,qualityandparticipationsatisfaction.Bycontrast,thegeneralmanagementofbusinessandindustrialcorporationsassumesabroaderoutlookwithgreatercontinuityofoperations.Nevertheless,therearesufficientsimilaritiesaswellasdifferencesbetweenthetwosothatmodernmanagementtechniquesdevelopedforgeneralmanagementmaybeadaptedforprojectmanagement.ThebasicingredientsforaprojectmanagementframeworkHYPERLINK"/pmbook/02_Organizing_For_Project_Management.html""/pmbook/02_Organizing_For_Project_Management.html"[2]mayberepresentedschematicallyinFigure2-1.Aworkingknowledgeofgeneralmanagementandfamiliaritywiththespecialknowledgedomainrelatedtotheprojectareindispensable.Supportingdisciplinessuchascomputerscienceanddecisionsciencemayalsoplayanimportantrole.Infact,modernmanagementpracticesandvariousspecialknowledgedomainshaveabsorbedvarioustechniquesortoolswhichwereonceidentifiedonlywiththesupportingdisciplines.Forexample,computer-basedinformationsystemsanddecisionsupportsystemsarenowcommon-placetoolsforgeneralmanagement.Similarly,manyoperationsresearchtechniquessuchaslinearprogrammingandnetworkanalysisarenowwidelyusedinmanyknowledgeorapplicationdomains.Hence,therepresentationinFigure2-1reflectsonlythesourcesfromwhichtheprojectmanagementframeworkevo2TrendsinModernManagementInrecentyears,majordevelopmentsinmanagementreflecttheacceptancetovariousdegreesofthefollowingelements:(1)themanagementprocessapproach,(2)themanagementscienceanddecisionsupportapproach,(3)thebehavioralscienceapproachforhumanresourcedevelopment,and(4)sustainablecompetitiveadvantage.Thesefourapproachescomplementeachotherincurrentpractice,andprovideausefulgroundworkforprojectmanagement.Themanagementprocessapproachemphasizesthesystematicstudyofmanagementbyidentifyingmanagementfunctionsinanorganizationandthenexaminingeachindetail.Thereisgeneralagreementregardingthefunctionsofplanning,organizingandcontrolling.Amajortenetisthatbyanalyzingmanagementalongfunctionallines,aframeworkcanbeconstructedintowhichallnewmanagementactivitiescanbeplaced.Thus,themanager'sjobisregardedascoordinatingaprocessofinterrelatedfunctions,whichareneithertotallyrandomnorrigidlypredetermined,butaredynamicastheprocessevolves.Anothertenetisthatmanagementprinciplescanbederivedfromanintellectualanalysisofmanagementfunctions.Bydividingthemanager'sjobintofunctionalcomponents,principlesbaseduponeachfunctioncanbeextracted.Hence,managementfunctionscanbeorganizedintoahierarchicalstructuredesignedtoimproveoperationalefficiency,suchastheexampleoftheorganizationforamanufacturingcompanyshowninFigure2-2.Thebasicmanagementfunctionsareperformedbyallmanagers,regardlessofenterprise,activityorhierarchicallevels.Finally,thedevelopmentofamanagementphilosophyresultsinhelpingthemanagertoestablishrelationshipsbetweenhumanandmaterialresources.Theoutcomeoffollowinganestablishedphilosophyofoperationhelpsthemanagerwinthesupportofthesubordinatesinachievingorganizationalobjectives.Themanagementscienceanddecisionsupportapproachcontributestothedevelopmentofabodyofquantitativemethodsdesignedtoaidmanagersinmakingcomplexdecisionsrelatedtooperationsandproduction.Indecisionsupportsystems,emphasisisplacedonprovidingmanagerswithrelevantinformation.Inmanagementscience,agreatdealofattentionisgiventodefiningobjectivesandconstraints,andtoconstructingmathematicalanalysismodelsinsolvingcomplexproblemsofinventory,materialsandproductioncontrol,amongothers.Atopicofmajorinterestinmanagementscienceisthemaximizationofprofit,orintheabsenceofaworkablemodelfortheoperationoftheentiresystem,thesuboptimizationoftheoperationsofitscomponents.Theoptimizationorsuboptimizationisoftenachievedbytheuseofoperationsresearchtechniques,suchaslinearprogramming,quadraticprogramming,graphtheory,queuingtheoryandMonteCarlosimulation.Inadditiontotheincreasinguseofcomputersaccompaniedbythedevelopmentofsophisticatedmathematicalmodelsandinformationsystems,managementscienceanddecisionsupportsystemshaveplayedanimportantrolebylookingmorecarefullyatprobleminputsandrelationshipsandbypromotinggoalformulationandmeasurementofperformance.Artificialintelligencehasalsobeguntobeappliedtoprovidedecisionsupportsystemsforsolvingill-structuredproblemsinmanagement.3StrategicPlanningandProjectProgrammingTheprogrammingofcapitalprojectsisshapedbythestrategicplanofanorganization,whichisinfluencedbymarketdemandsandresourcesconstraints.Theprogrammingprocessassociatedwithplanningandfeasibilitystudiessetstheprioritiesandtimingforinitiatingvariousprojectstomeettheoverallobjectivesoftheorganizations.However,oncethisdecisionismadetoinitiateaproject,marketpressuremaydictateearlyandtimelycompletionofthefacility.Amongvarioustypesofconstruction,theinfluenceofmarketpressureonthetimingofinitiatingafacilityismostobviousinindustrialconstruction.HYPERLINK"/pmbook/02_Organizing_For_Project_Management.html""/pmbook/02_Organizing_For_Project_Management.html"[3]Demandforanindustrialproductmaybeshort-lived,andifacompanydoesnothitthemarketfirst,theremaynotbedemandforitsproductlater.Withintensivecompetitionfornationalandinternationalmarkets,thetrendofindustrialconstructionmovestowardshorterprojectlifecycles,particularlyintechnologyintensiveindustries.Inordertogaintime,someownersarewillingtoforegothoroughplanningandfeasibilitystudysoastoproceedonaprojectwithinadequatedefinitionoftheprojectscope.Invariably,subsequentchangesinprojectscopewillincreaseconstructioncosts;however,profitsderivedfromearlierfacilityoperationoftenjustifytheincreaseinconstructioncosts.Generally,iftheownercanderivereasonableprofitsfromtheoperationofacompletedfacility,theprojectisconsideredasuccessevenifconstructioncostsfarexceedtheestimatebasedonaninadequatescopedefinition.Thisattitudemaybeattributedinlargeparttotheuncertaintiesinherentinconstructionprojects.Itisdifficulttoarguethatprofitsmightbeevenhigherifconstructioncostscouldbereducedwithoutincreasingtheprojectduration.However,someprojects,notablysomenuclearpowerplants,areclearlyunsuccessfulandabandonedbeforecompletion,andtheirdemisemustbeattributedatleastinparttoinadequateplanningandpoorfeasibilitystudies.Theownerorfacilitysponsorholdsthekeytoinfluencetheconstructioncostsofaprojectbecauseanydecisionmadeatthebeginningstageofaprojectlifecyclehasfargreaterinfluencethanthosemadeatlaterstages,asshownschematicallyinFigure2-3.Moreover,thedesignandconstructiondecisionswillinfluencethecontinuingoperatingcostsand,inmanycases,therevenuesoverthefacilitylifetime.Therefore,anownershouldobtaintheexpertiseofprofessionalstoprovideadequateplanningandfeasibilitystudies.Manyownersdonotmaintainanin-houseengineeringandconstructionmanagementcapability,andtheyshouldconsidertheestablishmentofanongoingrelationshipwithoutsideconsultantsinordertorespondquicklytorequests.Evenamongthoseownerswhomaintainengineeringandconstructiondivisions,manytreatthesedivisionsasreimbursable,independentorganizations.Suchanarrangementshouldnotdiscouragetheirlegitimateuseasfalseeconomiesinreimbursablecostsfromsuchdivisionscanindeedbeverycostlytotheoverallorganization4ProfessionalConstructionManagementProfessionalconstructionmanagementreferstoaprojectmanagementteamconsistingofaprofessionalconstructionmanagerandotherparticipantswhowillcarryoutthetasksofprojectplanning,designandconstructioninanintegratedmanner.Contractualrelationshipsamongmembersoftheteamareintendedtominimizeadversarialrelationshipsandcontributetogreaterresponsewithinthemanagementgroup.Aprofessionalconstructionmanagerisafirmspecializedinthepracticeofprofessionalconstructionmanagementwhichincludes:WorkwithownerandtheA/Efirmsfromthebeginningandmakerecommendationsondesignimprovements,constructiontechnology,schedulesandconstructioneconomy.Proposedesignandconstructionalternativesifappropriate,andanalyzetheeffectsofthealternativesontheprojectcostandschedule.Monitorsubsequentdevelopmentoftheprojectinorderthatthesetargetsarenotexceededwithouttheknowledgeoftheowner.Coordinateprocurementofmaterialandequipmentandtheworkofallconstructioncontractors,andmonthlypaymentstocontractors,changes,claimsandinspectionforconformingdesignrequirements.Performotherprojectrelatedservicesasrequiredbyowners.5LeadershipandMotivationfortheProjectTeamTheprojectmanager,inthebroadestsenseoftheterm,isthemostimportantpersonforthesuccessorfailureofaproject.Theprojectmanagerisresponsibleforplanning,organizingandcontrollingtheproject.Inturn,theprojectmanagerreceivesauthorityfromthemanagementoftheorganizationtomobilizethenecessaryresourcestocompleteaproject.Theprojectmanagermustbeabletoexertinterpersonalinfluenceinordertoleadtheprojectteam.Theprojectmanageroftengainsthesupportofhis/herteamthroughacombinationofthefollowing:Formalauthorityresultingfromanofficialcapacitywhichisempoweredtoissueorders.Rewardand/orpenaltypowerresultingfromhis/hercapacitytodispensedirectlyorindirectlyvaluedorganizationrewardsorpenalties.Expertpowerwhentheprojectmanagerisperceivedaspossessingspecialknowledgeorexpertiseforthejob.Attractivepowerbecausethepr