建設(shè)項(xiàng)目管理外文翻譯(參考版)
2025-02-12 22:03本頁面
【正文】 The model Of Construction project management Organization of Project Participants The top management of the owner sets the overall policy and selects the appropriate anization to take charge of a proposed project. Its policy will dictate how the project life cycle is divided among anizations and which professionals should be engaged. Decisions by the top management of the owner will also influence the anization to be adopted for project management. In general, there are many ways to depose a project into stages. The most typical ways are: 1. Sequential processing whereby the project is divided into separate stages and each stage is carried out successively in sequence. 2. Parallel processing whereby the project is divided into independent parts such that all stages are carried out simultaneously. 3. Staggered processing whereby the stages may be overlapping, such as the use of phased designconstruct procedures for fast track operation. It should be pointed out that some deposition may work out better than others, depending on the circumstances. In any case, the prevalence of deposition makes the subsequent integration particularly important. The critical issues involved in anization for project management are: 1. How many anizations are involved? 2. What are the relationships among the anizations? 3. When are the various anizations brought into the project? There are two basic approaches to anize for project implementation, even though many variations may exist as a result of different contractual relationships adopted by the owner and builder. These basic approaches are divided along the following lines: 1. Separation of anizations. Numerous anizations serve as consultants or contractors to the owner, with different anizations handling design and construction functions. Typical examples which involve different degrees of separation are: 1. Traditional sequence of design and construction 2. Professional construction management 2. Integration of anizations. A single or joint venture consisting of a number of anizations with a single mand undertakes both design and construction functions. Two extremes may be cited as examples: 1. Ownerbuilder operation in which all work will be handled in house by force account. 2. Turnkey operation in which all work is contracted to a vendor which is responsible for delivering the pleted project Since construction projects may be managed by a spectrum of participants in a variety of binations, the anization for the management of such projects may vary from case to case. On one extreme, each project may be staffed by existing personnel in the functional divisions of the anization on an adhoc basis as shown in Figure 24 until the project is pleted. This arrangement is referred to as the matrix anization as each project manager must negotiate 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
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