畢業(yè)設計某鋼制罐項目可行性doc

附錄3：外文文獻中文譯文1、什么是項目管理?建設項目管理要求現代管理的知識以及對涉及和建設過程的理解。建設項目有一套特殊的目標和約束，例如一個必需的完成時間限制。當相關的技術，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，在其他特殊或技術部門中例如航空，藥物和能源發(fā)展?？傮w而言，項目管理是不同于由方向性的公司綜合管理的。一個項目組織任務完成時將終止。根據項目管理機構，項目管理的原則能定義為以下幾點：項目管理是指揮和協調人力和資源在項目管理中，使用現代管理技巧達到成本、進度、質量都能達到預先決定的目標。相反,項目的一般管理和公司承擔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，以便現代管理技巧被開發(fā)的一般管理能適應的項目管理。其基本的成份為項目管理框架。一般管理及熟悉相關的專門知識領域的項目都是必不可少的.計算機科學等學科的支撐和科學決策也發(fā)揮了重要作用.事實上,各專門知識和現代管理方法,吸納各領域的技術或工具一度只認定輔助學科.例如,計算機信息系統(tǒng)和決策支持系統(tǒng),現共發(fā)生一般管理工具.同樣,許多技術,如運籌學的線性規(guī)劃、網絡分析正廣泛應用于許多知識或應用領域.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容:(1)管理過程的方法；(2)管理科學與決策支持的態(tài)度；(3)人力資源開發(fā)行為科學方法；(4)持續(xù)競爭優(yōu)勢。這四個途徑互補現行做法,對項目管理工作提供了有益的基礎.管理方式強調過程管理系統(tǒng)的研究,確定管理職能的組織,然后審核每個細節(jié).人們普遍認為就功能規(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,一個框架可以構建新的經營活動都納入其中,可放置.因此,經理人的工作是相互關聯的過程作為協調職能,這既不是一成不變,也不是完全隨機預設,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.除以經理職位成為功能部件,根據各自職能原則可以開采.因此,管理職能變?yōu)橛薪M織的層次結構,可為提高經營效率。2、制造公司.基礎管理職能由所有經理,不論企業(yè)或活動層次.最后,發(fā)展成果管理哲學在幫助建立關系經理的人力和物力.結果如下既定的經營哲學,幫助經理獲得的支持下屬實現組織目標.科學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雜關系和生產作業(yè).在決策支持系統(tǒng),重點放在管理者提供有關資料.在管理科學、重視給予明確的目標和制約因素,數學分析模型,并構建解決復雜問題的清單,材料和生產控制等.其中一個重要議題是科學管理的興趣利潤最大化、或在沒有一個可行的模式運行整個系統(tǒng)它的最優(yōu)化的運行組件.優(yōu)化或次優(yōu)化往往達到使用技巧運籌學、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)展尖端的數學模型和信息系統(tǒng),管理科學與決策支持系統(tǒng)中發(fā)揮了重要作用,在仔細研究投入和關系問題并通過促進目標的制定和績效衡量.人工智能也開始應用提供決策支持系統(tǒng),解決結構不良的問題是管理.3、戰(zhàn)略規(guī)劃和工程計劃建設工程規(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.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,及時完成了年初設施.各類建設受市場壓力開始時間是最明顯的工業(yè)設施建設.工業(yè)產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品需求.競爭激烈的國內和國際市場,工業(yè)建筑潮流走向生命周期短的項目,尤其是在技術密集產業(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;但是早些時候設施營運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,完成了經營機制該項目被認為是成功的,即使是遠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遠高于在稍后階段,圖表如圖2-3所示.另外,設計和施工的決定將影響持續(xù)經營成本,同時在很多情況下,該設施的收入超過一輩子.因此,車主應該得到足夠的專門人才規(guī)劃和可行性研究.許多業(yè)主不保持一個內部工程建設管理的能力,他們應考慮建立一個持續(xù)與外界顧問來迅速回應請求.即使是那些擁有維護工程建設師,許多治療師可償還這些獨立組織.這種安排應不妨礙其合法使用虛假的經濟的確可以報銷費用等類別相當昂貴的整體組織。4、建筑管理專業(yè)施工管理是指一個專業(yè)團隊組成一個專業(yè)的項目管理施工經理和其他與會者將工程規(guī)劃任務的落實,以綜合方式設計和建造.團隊成員之間的契約關系,旨在盡量減少對抗的關系,并有助于在更大反應管理組.建筑專業(yè)經理是一家專業(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設計,建造技術,附表和經濟建設.如果有適當的替代設計和施工建議,并分析了替代效應的項目費用和日程.監(jiān)察項目的發(fā)展,使這些指標都沒有超過的知識所有者..協調采購材料和設備,以及所有建筑承包商,并按月付給承包商,變動為符合設計要求和檢驗要求.負責其他相關服務項目的要求業(yè)主.5、項目團隊領導和激勵項目經理,在廣義上來說,人是最重要的一個項目的成敗.項目經理負責規(guī)劃、組織和控制項目.反過來項目經理接到來自權威組織的管理,調動必要的資源完成計劃.項目經理必須能夠施加影響人際關系為了帶領工程隊.項目經理常增益支持他/她的團隊通過結合以下方面:因官方身份正式授權即有權發(fā)出命令，獎勵和/或處罰的權力導致他/她的身份,直接或間接估價機構免除處罰或獎勵.電力專家當項目經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慣了單一報導的層次結構線、但項目經理負責協調小組的活動,成員來自個職能部門.矩陣組織結構的功能是負責優(yōu)先、協調、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.項目經理的責任和權力必須得到化解各種矛盾,使項目既定的政策和質量標準不會受影響.抗衡時,更根本的問題自然發(fā)達,他們必須提請高水平的管理和盡快解決。一般來說,項目經理的權威必須清楚記載以及界定，尤其是在矩陣組織功能分區(qū)經理常常保留一定的人事權,暫時指派一個項目.應當遵守下列原則:銜接項目經理部門經理及其功能應盡量簡化.項目經理要達到控制這些要素的項目經理部的功能可能重疊.項目經理應該鼓勵解決問題,而非團隊成員的角色來自各職能部門。外文文獻原稿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