【正文】 cost escalation problems. Engineers who address these escalation factors when assessing future project cost and who seek to mitigate the influence of these factors can improve the accuracy of their cost estimates and program budgets Introduction： Historically large construction projects have been plagued by cost and schedule overruns Flyvbjerg et al. 2020. In too many cases, the final project cost has been higher than the cost estimates prepared and released during initial planning, preliminary engineering, final design, or even at the start of construction “Mega projects need more study up front to avoid cost overruns.” The ramifications of differences between early project cost estimates and bid prices or the final cost of a project can be significant. Over the time span between project initiation concept development and the pletion of construction many factors may influence the final project costs. This time span is normally several years in duration but for the highly plex and technologically challenging 浙江工業(yè)大學(xué)之江學(xué)院畢業(yè)設(shè)計(jì)（論文） 外文翻譯 6 projects it can easily exceed 10 years. Organizations face a major challenge in controlling project budgets over the time span between project initiation and the pletion of construction. The development of cost estimates that accurately reflect project scope, economic conditions, and are attuned to munity interest and the macroeconomic conditions provide a baseline cost that management can use to impart discipline into the design process. Projects can be delivered on budget but that requires a good starting estimate, an awareness of factors that can cause cost escalation, and project management discipline. When discipline is lacking, significant cost growth on one project can raze the larger program of projects because funds will not be available for future projects that are programmed for construction History— Holland Tunnel Case Study A history of past project experiences can serve one well in understanding the challenges of delivering a quality project on budget. Repeatedly, the same problems cause project cost escalation and much wisdom can be gained by studying the past. The Holland Tunnel was, when it opened in 1927, the longest underwater tunnel ever constructed and it was also the first mechanically ventilated underwater tunnel. Its initial cost estimate was made by the renowned civil engineer George Washington Goethals. A review of the Holland Tunnel project serves to highlight the critical issues associated with estimating the costs of large plex projects and the fact that even the most distinguished engineers have trouble assessing cost drivers beyond the physical characteristics of a project. Many times there is no recognition of the cost drivers operating outside the project’s physical configuration. A joint New York and New Jersey mission in 1918 remended a transportation tunnel under the river “Urges new tunnel under the Hudson.” 1918。結(jié)果分類的成本因素可以幫助升級(jí)項(xiàng)目業(yè)主和工程專業(yè)人員將注意力集中在這個(gè)關(guān)鍵問題，導(dǎo)致成本估算不精確。文獻(xiàn)包括勘探研究報(bào)告、出版物、政府報(bào)告、新聞文章 ， 和其他公開來(lái)源。有三個(gè)不同的總工程師 ， 耗費(fèi) 5 個(gè)月是可以遇見混亂。由于功能和美學(xué)的因素范圍蠕變，更復(fù)雜的道路設(shè)計(jì)方法，拓寬路面浙江工業(yè)大學(xué)之江學(xué)院畢業(yè)設(shè)計(jì)（論文） 外文翻譯 3 的途徑，增加了更多的成本建筑治療范圍蠕變。一個(gè)合同授予了新澤西側(cè)進(jìn)一步推遲啟動(dòng)建設(shè)和增加超過一半的 100 萬(wàn)美元的成本。 ?估計(jì)的建設(shè)成本是非常低的。但他在別處有責(zé)任，并且不是這個(gè)項(xiàng)目的總設(shè)計(jì)師?！逼囀菫橹鲗?dǎo)的交通方式 ,隧道被決定用于通車。項(xiàng)目可以兌現(xiàn)預(yù)算 ，但需要一個(gè)好的開始 ， 一個(gè)估算成本超支因素的意識(shí) ， 及項(xiàng)目管理法則 。工程師在估計(jì)未來(lái)項(xiàng)目的成本因素 ， 尋求減少它們的方法時(shí)考慮這些影響因素可以，提高他們的成本估算和項(xiàng)目預(yù)算的準(zhǔn)確性 。大量的研究和研究項(xiàng)目已經(jīng)確認(rèn)個(gè)體因素導(dǎo)致增加的工程造價(jià)。在美國(guó)，大約 50%的現(xiàn)役的大型運(yùn)輸項(xiàng)目都超出他們的最初的預(yù)算。這些因素描繪了有據(jù)可依成本超支問題的原因。開發(fā)成本估計(jì)準(zhǔn)確反映工程范圍、經(jīng)濟(jì)條件、社會(huì)利益協(xié)調(diào)和宏觀經(jīng)濟(jì)條件提供基線成本管理 ， 可以用來(lái)傳遞學(xué)科的設(shè)計(jì)過程。許多次沒有認(rèn)識(shí)到工程外部物理配置的運(yùn)作成本問題 ， 紐約和新澤西委員會(huì)在 1918 年建設(shè)一個(gè)交通隧道在河里“敦促新隧道，哈德遜”，“讓國(guó)人共用去球衣的隧道。”（ 1919）。 ?Goethals 所需的施工方法的設(shè)計(jì)完全是未經(jīng)證實(shí)的。 討論了隧道的設(shè)計(jì)分歧已經(jīng)持續(xù)了超過一年，創(chuàng)造了紐約和新澤西的傭金和延緩工作一個(gè)時(shí)間表改變。在 1924 年，成本已經(jīng)提高 1400 萬(wàn)美元，車輛隧道費(fèi)用高達(dá)1400 萬(wàn)美元。 Ole Singstad， 設(shè)計(jì)通風(fēng)系統(tǒng)的設(shè)計(jì)師便成了總工程師并且把項(xiàng)目完成。作為一項(xiàng)大型研究試圖提高成本預(yù)算和成本管理的概念 ， 從項(xiàng)目的投標(biāo)的一天 ， 一個(gè)文獻(xiàn)進(jìn)行徹底的了鑒定費(fèi)用估計(jì)影響因素等（ 2020）。在所有情況下，研究人員追蹤采訪的協(xié)議 ， 以確保在數(shù)據(jù)采集。值得注意的一個(gè)因素，指出問題勞動(dòng)和材料成本的估計(jì)，但是大部分的因素，是指出“影響項(xiàng)目范圍和影響”的時(shí)機(jī)。雖然這個(gè)因素能影響私人資助項(xiàng)目鑒定效果，但是對(duì)公共資助的項(xiàng)目尤其不利。工程師在估計(jì)未來(lái)項(xiàng)目的成本因素， 解決這些成本增長(zhǎng)問題 ； 尋求減 少 它們的影響因素 ,可以提高他們的成本估算的準(zhǔn)確性和項(xiàng)目預(yù)算 。項(xiàng)目可以兌現(xiàn)預(yù)算，但需要一個(gè)好的開始，一個(gè)估算成本超支因素的意識(shí)，及項(xiàng)目管理法則?！?汽 車是為主導(dǎo)的交通方式 ,隧道被決定用于通車。但他在別處有責(zé)任 ，并且不是這個(gè)項(xiàng)目的總設(shè)計(jì)師。 ?估計(jì)的建設(shè)成本是非常低的。一個(gè)合同授予了新澤西側(cè)進(jìn)一步推遲啟動(dòng)建設(shè)和增加超過一半的100 萬(wàn)美元的成本。由于功能和美學(xué)的因素范圍蠕變，更復(fù)雜的道路設(shè)計(jì)方法，拓寬路面的途徑，增加了更多的成本建 筑治療范圍蠕變。有三個(gè)不同的總工程師，耗費(fèi) 5 個(gè)月是可以遇見混亂。文獻(xiàn)包括勘探研究報(bào)告、出版物、政府報(bào)告、新聞文章，和其他公開來(lái)源。結(jié)果分類的成本因素可以幫助升級(jí)項(xiàng)目業(yè)主和工程專業(yè)人員將注意力集中在這個(gè)關(guān)鍵問題，導(dǎo)致成本估算不精確。