【正文】 face to face, or on the telephone. These types of reciprocal actions may require the establishment of a mittee or task force. Other actions need to be handled sequentially as defined in the CPM schedule. The organization design should bee clear as a result of the above analysis because organizational positions follow the manner in which the workflow needs to occur. The design establishes project teams as well as the physical location of the people. Form should follow function. The above analysis leads to a “bubble diagram”. 二、外文譯文： 引言 建造業(yè)大多數(shù)行業(yè)一樣，需要領(lǐng)導(dǎo)者。 the team is being identified。嘉興學(xué)院 南湖學(xué)院 本科畢業(yè)設(shè)計（論文） 外文翻譯 題目： 學(xué)院： 建筑工程學(xué)院 專業(yè)： 建筑學(xué) 班級： 建筑 072 學(xué)號： 學(xué) 生姓名： 指導(dǎo)教師： 完成 日期 ： 一、外文原文： INTRODUCTION The construction industry, like most industries, needs leaders. The construction projects of today are pleted at such a quick speed that people and organizations are in a continuous state of flux. The industry desperately needs people who can make solid decisions with imperfect konwledge, without precedent, and without welldefined operational procedures. Today’s successful project manager establishes a clear vision for the project, municates that vision, and continually reinforces it throughout the project’s life. Dialogue and discussion are nice, but timely decisions are a necessity. Leading a singnificant construction project can be pared to going into battle. The project manager must exude confidence and mand the respect of all members of the project team. Allegiance to the projectnot the home officeis imperative. Frank Moolin, who was the project manager of the TransAlaska Pipeline System project, advocated the hiring of what he called the“managerial elite”. Moolin defines the managerial elite as follows: Basically, I define a “Managerial Elite” as “a small”, 5 to 20 person team,put together ina “saltandpepper” Organization, posed of the best possible talent that exists, highly motivated by dollar incentives that relate to the cost and schedule performance of the project, that are organized ina highly pact and unstructured team reporting directly to the owner, that will lead, plan, motivate and direct others, make the basic decisions essential to the project, and take ultimate responsibility for the bottomline performance of the project. A big difference exists between corporate management and project organization and management. “Projects,” Moolin states, “are in business to go out of business。 corporations are in business to perpetuate themselves…. Large numbers of people are involved in projects for very short and intense periods of time…. Fr equent and often brutal organizational changes are essential to the success of giant projects.” Through all of Moolin’s