《土木工程專業(yè)英語 第2版》 課件 Unit12 Project Management and Administration

Unit12ProjectManagementandAdministrationEnglishforCivilEngineering——Teacher：Prof.ZhengLuE-mail:luzheng111@（SchoolofCivilEngineering,TONGJIUNIVERSITY）Unit12ProjectManagementandAdministration

12.1TheNeedforProjectManagement12.2ProjectOrganization12.3TheProjectManager12.4TheProjectSuperintendent12.5FieldProductivity12.6ProjectAdministration12.7ProjectMeetings12.8ScheduleofOwnerPayments12.9ShopDrawings12.10ApprovaloftheShopDrawings12.11QualityControl12.12Expediting12.13Deliveries12.14Receiving12.1TheNeedforProjectManagement

Theessentialfocusofaconstructioncompanyisitsfieldprojects.Theseare,afterall,theheartandsoulofanysuchbusinessenterprise.Ifaprojectistomeetitsestablishedtimeschedule,costbudget,andqualityrequirements,closemanagementcontroloffieldoperationsisanecessity.Projectconditionsuchastechnicalcomplexity,importanceoftimelycompletion,resourcelimitations,andsubstantialcostsputgreatemphasisontheplanning,scheduling,andcontrolofconstructionoperations.Unfortunately,theconstructionprocess,onceitissetintomotion,isnotaself-regulatingmechanismandrequiresexpertguidanceifeventsareconformedtoplans.項目管理的必要性timeschedule施工進(jìn)度；costbudget

成本預(yù)算；qualityrequirements質(zhì)量要求；technicalcomplexity

技術(shù)復(fù)雜度；self-regulating

自我調(diào)節(jié)；12.1TheNeedforProjectManagement

Itmustberememberedthatprojectsareone-timeandlargelyuniqueeffortsoflimitedtimedurationwhichinvolveworkofanon-standardizedandvariablenature.Fieldconstructionworkcanbeprofoundlyaffectedbyeventsthataredifficult,ifnotpossible,toanticipate.Undersuchuncertainandshiftingconditions,fieldconstructioncostsandtimerequirementsareconstantlychangingandcanseriouslydeterioratewithlittleornoadvancewarning.Skilledandunremittingmanagementeffortisnotonlydesirable,butisabsolutelyimperativeforasatisfactoryresult.項目管理的必要性non-standardized非標(biāo)準(zhǔn)化的；profoundly深刻地；shifting不斷變化；deterioratewith惡化；unremitting

不間斷的；imperative必要的。12.2ProjectOrganization

Themanagementoffieldconstructioniscustomarilyrunonaprojectbasis,withaprojectmanagerbeingmaderesponsibleforallaspectsofthework.Projectmanagementcutsacrossfunctionallinesoftheparentorganization,andthecentralofficeactsinaserviceroletothefieldprojects.Workingrelationswithavarietyofoutsideorganizations,includingarchitect-engineers,ownersorownerrepresentatives,subcontractors,materialandequipmentdealers,regulatoryagencies,andpossiblylaborunions,areanimportantpartofguidingajobthroughtoitsconclusion.Projectmanagementisdirectedtowardpullingtogetherallthediverseelementsinvolvedintoagoingventurewiththecommonobjectiveofprojectcompletion.項目組織的介紹customarily通常地；parent原始的；subcontractors分包商；laborunions工會；venture

風(fēng)險。12.3TheProjectManager

Theprojectmanagerorganizes,plans,schedules,andcontrolsthefieldworkandisresponsibleforgettingtheprojectcompletedwithinthetimeandcostlimitations.Heactsasthefocalpointforallfacetsoftheprojectandbringstogethertheeffortsofthoseorganizationshavinginputsintotheconstructionprocess.Hecoordinatesmattersrelevanttotheprojectandexpeditesprojectoperationsbydealingdirectlywiththeindividualsandorganizationsinvolved.Inanysuchsituationwhereeventsprogressrapidlyanddecisionsmustbeconsistentandinformed,thespecificleadershipofonepersonisneeded.Becausehehastheoverallresponsibility,theprojectmanagermusthavebroadauthorityoverallelementsoftheproject.項目經(jīng)理的職責(zé)focal焦點；facets面；expedites加快；subcontractors分包商；consistent一致的。12.3TheProjectManager

Projectorganization,smallprojectsSuperintendent

監(jiān)督人；CraftForemen工長12.3TheProjectManager

Projectorganization,largeprojectsprocurement采購expediter

稽查員

superintendent

監(jiān)督人；craftforemen工長12.4TheProjectSuperintendent

Projectmanagementandfieldsupervisionarequitedifferentresponsibilities.Theday-to-daydirectionofprojectoperationsishandledbyasitesupervisororprojectsuperintendent.Hisdutiesinvolvesupervisinganddirectingthetrades,coordinatingthesubcontractors,workingcloselywiththeowner’sorarchitect-engineer’sfieldrepresentative,checkingdailyproduction,andkeepingtheworkprogressingsmoothlyandonschedule.Heisresponsibleformaterialreceivingandstorage,equipmentschedulingandmaintenance,projectsafety,andjobrecordsandreports.項目負(fù)責(zé)人的職責(zé)fieldsupervision現(xiàn)場監(jiān)督；day-to-day

日常的；superintendent負(fù)責(zé)人；subcontractors

分包商12.5FieldProductivity

TheCICEstudydisclosedthatanappreciableproportionofaconstructionworker'stimeiscompletelynon-productive,andatleastone-halfofthetimewastediscausedbypoorjobmanagement.Someoftheaspectsofthisaredemotivatedworkers,lackofmaterialmanagement,poorlytrainedsupervisors,failuretoutilizemoderntimeandcostmanagementsystems,poorcommunications,andlackofteamwork.Toovercomethesenegativefactors,theremustbeacommitmentbycompanymanagementtoestablishadetailedprogramofaction.現(xiàn)場生產(chǎn)效率低的原因disclosed表明；appreciable

相當(dāng)可觀的；demotivated消極的；commitment義務(wù)，承諾12.6ProjectAdministration

Projectadministrationreferstothoseactionsthatarerequiredtoachievetheestablishedprojectgoals.Theseinvolvedutiesthatmaybeimposedbytheconstructioncontractorthatarerequiredbygoodconstructionandbusinesspractice.Theefficienthandling,control,anddispositionofcontractualandadministrativemattersinatimelyfashionareofparamountimportanceforasmooth-runningjob.項目管理的含義administration管理；imposed

規(guī)定的；disposition處理；contractual

合同；administrative

行政的12.7ProjectMeetings

Onlargerprojects,itiscommonpracticeforrepresentativesoftheownerandthearchitect-engineertomeetwithprojectpersonnelofthegeneralcontractorandmajorsubcontractorsbeforefieldoperationsactuallybegin.Thepurposeofthismeetingistoestablishimportantgroundrulesandtocallthecontractors'attentiontocertaincriticalareas.Itpermitskeypersonnelofbothsidestobeintroducedtoeachotherandallowsthepartiestoarriveatclearunderstandingsconcerningavarietyofmutualconcernssuchasconstructionsitesurveys,submittalofshopdrawings,samplingandtesting,projectinspection,theauthorityoftheowner'sfieldrepresentative,paymentrequests,handlingofclaims,changeorders,jobsitesecurity,owner-furnishedequipment,temporaryfacilities,andsimilarmatters.項目會議介紹generalcontractor總承包商；subcontractors分包商；mutual共同的；12.8ScheduleofOwnerPayments

Acommoncontract

provisionrequiresthecontractortoprovidetheownerwithanestimatedscheduleofmonthlypaymentsthatwillbecomedueduringtheconstructionperiod.Thisinformationisneededbytheownersothatcashwillbeavailableasneededtomakethenecessaryperiodicpaymentstothecontractor.Becausetheownermustoftensellbondsorotherformsofsecuritiestoobtainfundswithwhichtopaythecontractor,itisimportantthattheanticipatedpaymentschedulebeasaccurateaforecastasthecontractorcanmakeit.業(yè)主的酬金計劃contract合同；provision條款；periodic周期的；anticipated預(yù)期的；12.9ShopDrawings

Theworkingdrawingsandspecificationspreparedbythearchitect-engineer,althoughadequateforjobpricingandgeneralconstructionpurposes,arenotsuitableforthefabricationandproductionofmanyrequiredconstructionproducts.Manufactureofthenecessaryjobmaterialsandmachineryoftenrequiresthatthecontractdrawingsbeamplifiedbydetailedshopdrawingsthatsupplement,enlarge,andclarify,thecontractdesign.Suchdescriptivetechnicalsubmissionsarepreparedbytheproducersorfabricatorsofthematerialsandaresubmittedtothegeneralcontractorandthencetothearchitect-engineerforapprovalbeforetheitemissupplied.介紹施工圖adequate適當(dāng)?shù)模籪abrication建造；beamplifiedby被擴(kuò)張；supplement增補(bǔ)；12.10ApprovaloftheShopDrawings

Whenshopdrawingsarefirstreceivedfromasupplier,thecontractorisresponsibleforcheckingthemcarefullyagainstthecontractdrawingsandspecifications.Theshopdrawingsarethenforwardedtothearchitect-engineerforexaminationandapproval.Thecheckingandcertifyingofthesedrawingsisproperlytheresponsibilityofthearchitect-engineer,sincetheyarebasicallyafurtherdevelopmentandinterpretationofthedesign,andthefinalverificationisthedesigner'sresponsibility.Approvalofshopdrawingscanpossiblyplacelegalresponsibilityuponthearchitect-engineeriferrorinthedrawingsislaterfoundtobetheproximatecauseofdamages.Possiblytominimizetheirpotentialliability,manyarchitect-engineersnolongerusetheword“approved”whenindicatingthatshopdrawingshavebeenfoundsatisfactory.Rather,“reviewed,”“noexceptionstaken,”“accepted,”or“examined”arenowsometimesused.施工圖的審批interpretation解釋；verification證實；proximate最接近的；12.11QualityControl

Recentyearshavewitnessedwhatcanonlybedescribeasincreasingneglectofconstructionqualitycontrol.Modernproceduresinvolvesomanyplayersontheconstructionteamthatresponsibilityfortheendproducthasbecomesplinteredanddiffused.Thewithdrawalofthearchitect-engineerhasbeenpreviouslymentioned.Inspectionbythecontractoriscriticizedonthebasisthatitisunrealistictoexpectthatprofit-orientedcontractorswillrigorouslyinspecttheirownwork.Thereseemstobeincreasingsentimentthatconstructionqualitycontrolshouldbeabudgetedpartofthetotalconstructionprocess,andthatthisresponsibilityshouldbecontractedouttothird-party,professionalfirms.質(zhì)量控制neglect忽視；splinter碎片；diffuse擴(kuò)散；withdrawal

撤回；inspection檢查；sentiment

共識；12.12Expediting

Constructionisofsuchanaturethatthetimelydeliveryofprojectmaterialsisofextremeimportance.Ifrequireditemsarenotavailablewhenneeded,thecontractorcanexperiencemajordifficultiesbecauseofthedisruptionoftheconstructionschedule.Suchdelaysareexpensive,awkward,andinconvenient,andeveryeffortmustbemadetoavoidthem.Whenpurchaseordersarewritten,deliverydatesaredesignatedwhich,ifmet,willensurethatthematerialswillbeavailablewhenneeded.Thesedatesareestablishedonthebasisofthepro