【正文】 atic engineering． Only with advanced sound mechanism， conducting a whole staff, whole process management can achieve success in deed． 11 建設(shè)項(xiàng)目管理 這篇文章 嘗試 界定和介紹項(xiàng)目管理和建設(shè)項(xiàng)目的特點(diǎn)。武漢工業(yè)學(xué)院 畢業(yè)設(shè)計(jì)外文參考文獻(xiàn)譯文本 2020 屆畢業(yè)設(shè)計(jì) 譯文出處： 萬方數(shù)據(jù)庫(kù) 畢業(yè)設(shè)計(jì)題目： 建設(shè)項(xiàng)目乙 施工 組織設(shè)計(jì) 院 （系） 土木工程與建筑學(xué)院 專 業(yè) 名 稱 工 程 管 理 學(xué) 生 姓 名 魏 磊 學(xué) 生 學(xué) 號(hào) 070602225 指 導(dǎo) 教 師 劉 菁 菁 2020 年 6 月 9 日 1 CONSTRUCTION PROJECT MANAGEMENT This work tries to define and present the characteristics and of project management and construction projects. One can find arguments for the need to use project management in the construction industry and the main management procedures making the essence of construction project management. Key words: project, management, construction, invest 1. Project Management definition, characteristics Project management is a specialized branch of management appeared in 1950 for coordination and control of plex modern industry. Its emergence and development are mainly related to the initiation and conduct of the NASA space programs, to the petition between nations for supremacy in the military field, to the pressure of the clients who wanted their projects to be pleted as soon as possible so that they could recover faster their investment. In the construction industry, project management began to be used only in the latter 2030 years, but development in this field has been very pronounced whereas corresponds very well to the needs of this industry. Although it appeared in the ., project management was quickly apprehended in Europe. The first attempts to standardize practices in the field date from 1979 and belong to an institute in the UK The Chartered Institute of Building. It has now bee, along with other organizations such as Project Management Institute, an organization that certifies both project managers and training programs in the field throughout the world. Also at European level, there have been developed quality procedures for project management, procedures included in ISO standards. Project management includes progressive and logical decisionmaking processes, an appropriate organization, financial management and effective marketing, a special attention in preparing documents and administrative tasks and application of methods and techniques of traditional management adapted accordingly. Construction Projects management” consists of planning, organizing, coordinating and monitoring of the project, from the beginning to the end, with the aim of achieving customer requirements on producing a viable project, financially and functionally, in pliance with quality standards, costs and implementation deadlines agreed upon. Project management involves setting of benchmarks according to which there shall be established guidelines to be followed, observing the progress in achieving the correct execution of tasks and projects, according to the differences observed between the actual and the planned benchmarks. In order to realize a construction project there must be involved 2 various entities: beneficiary, investor, funding bodies, builder, draftsman, consultants, suppliers of materials and equipment, etc.., which requires focus on coordinating and adjusting all the necessary inputs. Thus, the project manager must work predominantly with people from other organizations than the one he belongs to. In such circumstances, his authority is conferred by contract terms and is less direct than that of a regular manager. Project management is conducted, in most cases, by staff belonging to different organizations, closely cooperating to achieve different objectives, often contradictory, of the parties involved. Responsibility for the project management lies, as mentioned, to different organizations, depending on customer’s preferences and petences and on the nature of the contractual terms between parties. Whether project management is exercised by the client, the designer, the builder or by a specialized independent organization, relevant managerial procedures are largely the same. In order to have an unitary point of view, management methods presented in this work will be approached from the general contractor’s perspective. 2. Construction Project The main subject in the construction projects management is the construction project. The construction project is an entity with limited time of action, designed for achievement, rehabilitation or demolition of a building objective, executing variable and nonstandard works in a given period, with a certain budget and in pliance with the agreed quality specifications. A construction project has the following characteristics: ? it requires the construction of a selforganizational work: the project team。人們可以從本文章中找到需要用建筑行業(yè)中項(xiàng)目管理和主要的管理程序來闡述建設(shè)項(xiàng)目管理的精髓的論點(diǎn)。 項(xiàng)目管理包括進(jìn)步和合乎邏輯的決策過程， 一個(gè) 適當(dāng)?shù)慕M織，財(cái)務(wù)管理和有效的營(yíng)銷，在準(zhǔn)備文件和行政任務(wù) 方面要 特別注意 ，以及 和傳統(tǒng)的管理方法和技術(shù)的應(yīng)用， 這些應(yīng)該得到 相應(yīng)的調(diào)整。為了 能夠 有一個(gè)統(tǒng)一的觀點(diǎn)，在這項(xiàng)工作中提出的管理方法將接近由總承包商 提出 的觀點(diǎn)。 ?它需要專業(yè)和多元化的財(cái)力，物力和人力資源 。 圖 1。 它 包括提供人力資源，設(shè)備，材料和監(jiān)督工作的完成。建設(shè)項(xiàng)目 的完成可能要受到 很難或無法預(yù)測(cè)的事件 的 深刻影響。 這篇 文章 做了兩個(gè)方面探討 ：各個(gè)方面的 管理和工程造價(jià) 在工程全工程 的管理。 在 每個(gè) 技術(shù) 水平 的每個(gè)人 必須 對(duì)項(xiàng)目 管理內(nèi)容 是什么 有一個(gè)明確的了解 ，以及 控制 要達(dá)到的 目標(biāo) 和怎么樣有效的控制。大宗 的 材料 應(yīng)該 由材料部門 購(gòu)買 ， 盡可能多的采用 邀請(qǐng)招標(biāo)， 以 減少密集 成本的管理。建立 維修系統(tǒng)和認(rèn)真組織實(shí)施，以保證設(shè)備的完好， 根除機(jī)器 16 事故， 并 努力減少機(jī)器的使用成本。 III． 工程成本的整個(gè)周期 工程造價(jià)控制要覆蓋 項(xiàng)目的 整個(gè) 周期，而不 僅僅 是在 項(xiàng)目竣工時(shí) 進(jìn)行簡(jiǎn)單的會(huì)計(jì)成本的計(jì)算。在投標(biāo)中， 我們可以比較不同的供應(yīng)商 來 選擇擁有雄厚的經(jīng)濟(jì)實(shí)力 的 供應(yīng)商， 以及 現(xiàn)場(chǎng)管理經(jīng)驗(yàn)，良好的技術(shù)和經(jīng)驗(yàn)的工人以及合格 的 產(chǎn)品，保證交貨和良好 信貸。考慮到實(shí)際情況，以確保每個(gè)小組或者分包商的合理損耗的比例。 ①每一個(gè)項(xiàng)目小組應(yīng) 該 控制材料 的用法。 基于項(xiàng)目 的 功能分析和材料 的 能力分析，我們 盡量使用低價(jià)的材料， 通過改變使用比例和使用添加劑，以減少材料消耗 。應(yīng)該建立 嚴(yán)格審批和報(bào)銷申請(qǐng) 的 制度 ，且不能破壞規(guī)范的管理制度。從外面租賃的機(jī)器設(shè)備 應(yīng)該從降低成本的角度考慮 ， 設(shè)施的不同租賃模式，如 不同的轉(zhuǎn)變方式，工作負(fù)荷 和租賃期。因此