建設(shè)項目管理外文翻譯(編輯修改稿)
2025-03-08 22:03 本頁面
【文章內(nèi)容簡介】 e all resources for the project from the existing anizational framework. On the other hand, the anization may consist of a small central functional staff for the exclusive purpose of supporting various projects, each of which has its functional divisions as shown in Figure 25. This decentralized setup is referred to as the project oriented anization as each project manager has autonomy in managing the project. There are many variations of management style between these two extremes, depending on the objectives of the anization and the nature of the construction project. For example, a large chemical pany with in house staff for planning, design and construction of facilities for new product lines will naturally adopt the matrix anization. On the other hand, a construction pany whose existence depends entirely on the management of certain types of construction projects may find the project oriented anization particularly attractive. While anizations may differ, the same basic principles of management structure are applicable to most situations. Figure 24: A Matrix Organization Figure 25: A ProjectOriented Organization To illustrate various types of anizations for project management, we shall consider two examples, the first one representing an owner anization while the second one representing the anization of a construction management consultant under the direct supervision of the owner. Traditional DesignerConstructor Sequence For ordinary projects of moderate size and plexity, the owner often employs a designer (an architectural/engineering firm) which prepares the detailed plans and specifications for the constructor (a general contractor). The designer also acts on behalf of the owner to oversee the project implementation during construction. The general contractor is responsible for the construction itself even though the work may actually be undertaken by a number of specialty subcontractors. The owner usually negotiates the fee for service with the Architectural/engineering (A/E) firm. In addition to the responsibilities of designing the facility, the A/E firm also exercises to some degree supervision of the construction as stipulated by the owner. Traditionally, the A/E firm regards itself as design professionals representing the owner who should not municate with potential contractors to avoid collusion or conflict of interest. Field inspectors working for an A/E firm usually follow through the implementation of a project after the design is pleted and seldom have extensive input in the design itself. Because of the litigation climate in the last two decades, most A/E firms only provide observers rather than inspectors in the field. Even the shop drawings of fabrication or construction schemes submitted by the contractors for approval are reviewed with a disclaimer of responsibility by the A/E firms. The owner may select a general constructor either through petitive bidding or through negotiation. Public agencies are required to use the petitive bidding mode, while private anizations may choose either mode of operation. In using petitive bidding, the owner is forced to use the designerconstructor sequence since detailed plans and specifications must be ready before inviting bidders to submit their bids. If the owner chooses to use a negotiated contract, it is free to use phased construction if it so desires. The general contractor may choose to perform all or part of the construction work, or act only as a manager by subcontracting all the construction to subcontractors. The general contractor may also select the subcontractors through petitive bi
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