【正文】 ing and the more traditional process of designbidbuild as an established method of project delivery. The AE can review the CM?s approach to the work, making helpful remendations. The CM is allowed to take bids or proposals from subcontractors during pletion of contract documents, prior to the guaranteed maximum price (GMP), which reduces the CM?s risk and provides useful input to design. The procedure is more methodical, manageable, predictable and less risky for all. The procurement of construction is also more businesslike. Each trade contractor has a fair shot at being the low bidder without fear of bid shopping. Each must deliver the best to get the projec. Competition in the munity is more equitable: all subcontractors have a fair shot at the work . 外文文獻及譯文 20200710 5 A contingency within the GMP covers unexpected but justifiable costs, and a contingency above the GMP allows for client changes. As long as the subcontractors are within the GMP they are reimbursed to the CM, so the CM represents the client in negotiating inevitable changes with subcontractors. There can be similar problems where each party in a project is separately insured. For this reason a move towards project insurance is remended. The traditional approach reinforces adversarial attitudes, and even provides incentives for people to overlook or conceal risks in an attempt to avoid or transfer responsibility. A contingency within the GMP covers unexpected but justifiable costs, and a contingency above the GMP allows for client changes. As long as the subcontractors are within the GMP they are reimbursed to the CM, so the CM represents the client in negotiating inevitable changes with subcontractors. There can be similar problems where each party in a project is separately insured. For this reason a move towards project insurance is remended. The traditional approach reinforces adversarial attitudes, and even provides incentives for people to overlook or conceal risks in an attempt to avoid or transfer responsibility. It was reasonable to assume that between them the defects should have been detected earlier and rectified in good time before the partial roof failure. It did appear justified for the plaintiff to have brought a negligence claim against both the contractor and the architects. In many projects clients do not understand the importance of their role in facilitating cooperation and coordination。一個明顯失敗的跡象，是 由原告所聲稱的 承包商和建筑師們在預(yù)防和 /或緩解可能發(fā)生的建設(shè)問題上是失敗的 。 越強調(diào)服務(wù)的重點，委托方的要求越來越高，挑剔越來越多，并不太愿意接受沒有賠償?shù)娘L險。 該合同授予非洲中心建筑公司（ CABCO），該公司也負責提供采用專利的 “四人幫釘 ”屋架屋頂結(jié)構(gòu)。 屋頂結(jié)構(gòu)在 1999 年 12 月局部坍塌前已經(jīng)用了 10 年。準備為仲裁再次訴訟。原告同意了這項建議，并同意對和解的條款保密。這種重要的分析的主要目的是確定一種未來建設(shè)工程風險管理的有效策略 。在有變化的地方這是不可能有效的。一個結(jié)構(gòu)化的方法是必需的。許多建筑專業(yè)人士鼠目寸光的看個人的風險，并且沒有意識到其他相關(guān)的風險可能對他們的業(yè)務(wù)產(chǎn)生潛在影響。Hinchey ，任何工外文文獻及譯文 20200710 9 程都是這樣的。 根據(jù) D. Atkinson，無論承包商 還是 顧問，正確的團隊需要集合有關(guān)的多學科經(jīng)驗的項目特殊類型和位置。 有效的風險管理據(jù)說還需要多學科的方法。 此外，在風險管理的發(fā)展階段，阿特金森（ Atkinson）聲稱制定重大決策而不能僅僅基于數(shù)學分析的狀態(tài)。 新的 建筑設(shè)計和建設(shè)管理辦 法提供了一個健康和安全性能的逐步改變的機會，被用于再次強調(diào)健康，安全和良好的管理和協(xié)調(diào)以達到建設(shè)健康和安全管理更廣泛的商業(yè)利益的方法。 建設(shè)風險管理，對建設(shè)更專業(yè)的方法，正在 隨著設(shè)計建造，橋的設(shè)計和投標建造為項目執(zhí)行過程中建立的方法的改變而改變傳統(tǒng)的地位。 這使得工程采購也更加務(wù)實。 不可預(yù)見費包含在最高保證價中，涵蓋了意想不到的但是合乎情理的費用，在最高保證價以上的不可預(yù)見費允許為業(yè)主改變。傳統(tǒng)的方法增加了反對的態(tài)度，甚至提供給人們忽略或者隱瞞風險的動機，以企圖避免或者轉(zhuǎn)移責任。因此原告對承包者和建筑師疏忽的索賠是理所當然的。