工程英語論文國際工程項目-資料下載頁
2025-09-29 11:49本頁面
【導(dǎo)讀】“項目”一詞已越來越廣泛地被人們應(yīng)用于社會經(jīng)濟和文化生活的各個方面。人們經(jīng)常用“項目”來表示一類事物?！绊椖俊倍x很多，許多管理專家都企圖。用簡單通俗的語言對項目進行抽象性概括和描述。在許多文獻中常引用1964年。立、互相聯(lián)系、互相依賴的活動。工程項目是最為常見也是最為典型的項目類型，是項目管理的重點。國際工程項目管理是一個復(fù)雜的過程，施工企業(yè)如何以建筑工程項目管理為。尤其在我國加入WTO后，建筑市場全面開放，降低工程成本，才能在市場競爭中立于不敗之地。本論文由五部分組成。第三章，國際工程項目管理明及項目管理者的。第四章，是對項目交付系統(tǒng)及項目交付類型的介紹
【正文】 perform some or all of the design services and construction work themselves. Projects that involve simple modification to an existing facility, as well a5 project that are limited in cost or plexity, are good candidates for ownerprovided delivery. An owner might also elect to keep repetitive project in house. Traditional designbid build In the , contracting has for many years been the form of project delivery require by law for the owner of most public works projects. Owners of many private projects also frequently choose DBB contracting [8]. DBB is effective on projects where the owner needs both professional design services and construction services. DBB is also effective in cases where the design professional does not require knowledge of the means and methods of construction. Construction management Many owners engage construction managers to assist in developing bid document and overseeing project construction. In the broadest sense, a construction manager (CM) is a professional or firm trained in the management of construction processes。 CMs tend to be less involved with the detailed implementation of those processes. Organizationally, a CM is generally interposed between the owner and some or all the other participants. Design build Designbuild project delivery, in which one entity is responsible for both design and construction, has been used by owners of public and private projects throughout history. Under designbuild project delivery, the owner contracts with a single entity to provide the design and to constructs the project according to that design [9]. Chapter Five Conclusion The construction process is subject to the influence of highly variable and sometimes unpredictable factors. The construction team, which includes architects,6 engineers, tradesmen, subcontractors, material dealers, and others, changes from one job to the next. All the plexities inherent to different construction sites such as subsoil conditions, surface topography, weather, transportation, material supply, utilities and services, local subcontractors, and labor conditions are an innate part of construction [10]. As a consequence of these circumstances, construction project are typified by their plexity and diversity and by the nonstandardized nature of their production. The use of factoryproduced modular unites may diminish this individuality somewhat, but it is unlikely that field construction will ever be able to adapt itself to adapt itself pletely to the standardized methods and product uniformity of assemblyline production.7 Reference [1] 晏生宏 張宜松 《工程造價管理英語》 重慶大學(xué)出版社 [2] 張海貴 吳根紅 談旭章 王新菊 《現(xiàn)代建筑施工項目管理》 金盾出版社 [3] 皮振毅 毛升 田雪梅 《建筑工程項目管理便攜手冊》 華中科技大學(xué)出版社 [4] 成虎 叢培經(jīng) 《工程項目管理》 中國建筑工程出版社 [5] 柳立生 《工程管理專業(yè)英語》 武漢理工大學(xué)出版社 [6] 《中國工程管理環(huán)顧與展望》編委會 《中國工程管理環(huán)顧與展望》 中國建筑工業(yè)出版社 [7] 邱忠毅 彭紅濤 《建設(shè)工程監(jiān)理項目實錄》 中國建筑工業(yè)出版社 [8] 英國皇家特許建造學(xué)會編 李世蓉 許遠明 徐波譯校 《建設(shè)項目監(jiān)理實用規(guī)程》中國建筑工業(yè)出版社 [9] 張水波 何伯森 《工程管理專業(yè)》 中國建筑工業(yè)出版社 [10] 中國國際工程咨詢協(xié)會
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