土木工程专业英语unit4课件(1).ppt

1、 Unit 5 Construction Engineering 建筑工程建筑工程Learning Guidance Master:The Three phases of Construction Engineering 掌握：建筑工程的三个阶段 Teaching Important Point:The Three phases of Construction Engineering(建筑工程的三个阶段)Teaching Diffcult Point:The planning phase(计划阶段)；construction management phase(工程管理阶段)；cost mana

2、gement phase(成本管理阶段)New Words and Phrases 1.mobilization n.调动，动员 2.budget n.预算 3.coordinate vt.协调，调节 4.timing n.时间安排，时间选择 5.encounter vt./n.遇到，遭遇 6.expenditure n.经费，花费with:偶然遇到run into/come across面临/面对(confront with/meet with)7.transitory adj.短暂的，暂时的(transient)8.allocate vt.分配，分派(funds拨款)9.annotate

3、vt.注解 10.abort vt.取消（cancel/call off/abolish）11.overrun vt.泛滥成灾，超出限度The field is overrun with weeds.这块田里杂草丛生。Costs overran the budget by about 30%.开支超出预算将近30%。The warehouse is overrun with rats.那个仓库里老鼠成灾。tenant n.房客，佃户 en-suite aji.成套的，成组的（n.双人间）paramount adj.最高的，最重要的，至高无上的 outpatient n.门诊病人 trim vt

4、.修剪，装饰；n.修剪；adj.修长的，整齐的 hazard n.危险，公害；vt.尝试着做；冒风险（）intimate adj.亲密的，私人的 subcontract v/n.转包合同 escalation n.逐步上升，逐步扩大（escalate：升级、恶化）outsourcing n.业务外包 performance n.工程进度The threat of nuclear escalation remains.核升级的威胁仍旧存在。a sudden escalation of violence.暴力事件的突然恶化Phrases23.construction management 工程管理

5、 24.cost management 成本管理25.consist of 组成 26.think of as 认为是27.carry forth 推进28.point out 指出29.tend to 倾向于30.at the expense of 由付费，由负担费用,以.为代价31.at least 至少32.on the basis of 根据,在的基础上33.to a large extent 在很大程度上34.be known as 被认为是，被称为35.roll up to 到达，来到（arrive/reach）Part Construction Engineering Intro

6、duction：Construction engineering is a specialized branch of civil engineering concerned with the planning,construction management,and cost management of construction operations for such projects as buildings,highways,dams,airports,and utility lines.建筑工程是土木工程专业的一个分支,涉及公路、房屋、大坝、机场和公共事业线等工程的计划编制、工程管理和成

7、本管理。Planning consists of scheduling the work to be done and selecting the most suitable construction methods and equipment for the project.计划编制阶段包括制定工程进度表、选择合适的建筑方法和机器设备。计划编制阶段包括制定工程进度表、选择合适的建筑方法和机器设备。Construction management requires the timely mobilization of all drawings,layouts,and materials on t

8、he job to prevent delays to the work.工程管理阶段要求对施工图、平面布置图和材料等进行及时的调动。工程管理阶段要求对施工图、平面布置图和材料等进行及时的调动。Cost management consists of analyzing the construction cost to ensure that the project will be done with the estimated cost.成本管理阶段是对建筑工程的成本进行有效的分析以确保工程在预算范围内成本管理阶段是对建筑工程的成本进行有效的分析以确保工程在预算范围内完成。完成。The Pla

9、nning Phase Planning is the process of considering alternatives and methods to complete a task.计划是确定完成一项工作方案和方法的过程。计划是确定完成一项工作方案和方法的过程。Also,planning can be thought of as determining“what”is going to be done,“how,”“where,”by“whom,”and“when.”同时，计划可以被认为是决定同时，计划可以被认为是决定“做什么做什么”、“怎样做怎样做”、“在在何地何地”、“由谁由谁”、

10、“在什么时间在什么时间”完成。完成。In construction projects,the“plans”and specifications for the project generally define both the end product and,often,the general time frame in which to complete the project.在工程项目中，通常项目计划和规范规定了项目的最终结果和完成项目的一般时间期限。Planning creates an orderly sequence of events,defines the principles

11、 to be followed in carrying forth the plan,and describes the ultimate disposition of the results。计划确定了事件发生的先后次序，规定了向前执行计划所采取的原则，而且描述了结构的最终状态。It serves the manager by pointing out the things to be done,their sequence,how long each task should take,and who is responsible for(in charge of/take charge o

12、f)which tasks or actions.它为项目经理指出了所需要完成的工作，工作的次序，以及每一项工作需要花费的时间，某项工作和行动由谁负责。Construction planning is a fundamental and challenging activity in the management of construction projects.在工程项目管理和实施中，施工计划是一项重要且富有挑战性的活动。A good construction plan is the basis for developing the budget and schedule for work.

13、一份良好的施工计划是编制工程预算和确定工程进度安排的基础。13 n Developing the construction plan is a critical task in the management of construction,even if the plan is not written or otherwise formally recorded.n在施工管理中，编制施工计划是施工管理的一项关键工作，即使计划不是书面形式或相反已经形成正式记录。n In addition to these technical aspects of construction planning,it

14、 may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project.n除了施工计划的技术因素之外，也有必要作出关于项目参与之间关系以及吸纳哪些组织到项目中的组织性决策。14 Planning is the starting point of all management functions.计划是一切管理职能的基础。计划是一切管理职能的基础。

15、Planning leads to organizing and staffing followed by directing,controlling and coordinating.它引导人们进行组织和人员分配，具有指导、控制和协调作它引导人们进行组织和人员分配，具有指导、控制和协调作用。用。A graphic schedule known as a program forms the basis for effective planning.图形计划作为一种著名的计划形式，是有效计划的基础。图形计划作为一种著名的计划形式，是有效计划的基础。The program should inclu

16、de sufficient details to enable proper consideration to be given to the timing a duration of operations,type and quantity of materials and equipment,delivery dates and manpower requirements.这种计划应该包括足够的细节，能够做出工序持续时间这种计划应该包括足够的细节，能够做出工序持续时间和时点，材料设备的数量和类型，交货日期和劳动力需求的和时点，材料设备的数量和类型，交货日期和劳动力需求的合适安排。合适安排。

17、The essential characteristics of a good program are:It must be suitable for use as a control tool against which progress can be measured;It must be sufficiently accurate to enable its use for forecasting requirements of material,manpower,machinery and money;It must provide for difficulties likely to

18、 be encountered in future in respect of quality,scope,process etc.and for taking remedial measures.一份有效计划的必要特征是：必须适合作为一种控制工具，通过它可以测量进度；必须足够准确，可以用来预测材料、劳动力、机械和资金的需求量；必须指出关于质量、范围和进度等在未来可能出现的困难，并且提出补救措施。The goal of planning is to minimize resource expenditures while satisfactorily completing a given ta

19、sk.Planning aims at producing an efficient use of equipment,materials,and labor,and ensuring coordinated effort.计划的目标是达到资源消耗最小化，并同时圆满地完成给定的工作，即要确保设备、材料和劳动力的高效使用及力量的协调。Effective planning requires continually checking on events so that the manager can make forecasts and revise plans to maintain the pr

20、oper course toward the objective.有效的计划要求不断地检查活动，以便项目经理能预测和修订计划，维持适当的进度以保证目标的实现。The Construction Management PhaseThe most basic definition of a project is some form of human activity that has a beginning,a productive middle phase and an end,creating something that has not previously existed.项目最基本的定义是

21、指某种形式的人类活动具有初始阶段，卓有成效的中间阶段和结束阶段，并创造出前所未有的新事物。In the construction business,the project will create a building or a work of civil engineering construction.在建筑业中，项目可以创造出一座建筑物或一项土木工程作品。The definition is important,because it emphasizes the transitory nature of the construction processconstruction compani

22、es arrive on site,build,and leave for the next project.定义是很重要的，因为它强调施工过程的短暂性-建筑公司到达现场，进行建设，竣工并开始下一个新的目标。The project site may be far from the headquarters of the construction company,and in the case of major international construction projects,it may well be in another country,operating in a social,e

23、conomic and physical environment that is quite different from that within which the construction company is based.在项目现场可能会远离建筑公司总部，而且对于一些大型的国际工程项目，它位于不同国家，在不同于建筑公司本国社会的、经济的和自然环境中实施工程。No other industry sets up a new factory,in a new place,for every product it produces.Few make their products in the o

24、pen air,adjusting their manufacturing methods to the climate and season.不像其他工业需要每到达一个新地方就会为它的每一款产品建造一个新的工厂，很少在露天的环境下生产产品，并针对气候和季节调整他们的生产方法。Construction management(CM)entails the planning,scheduling,evaluation,and controlling of construction tasks or activities to accomplish specific objectives by ef

25、fectively allocating and utilizing appropriate labor,material,and time resources in a manner that minimizes costs and maximizes customer/owner satisfaction.为了实现特定的目标，工程管理需要对施工工作或工序为了实现特定的目标，工程管理需要对施工工作或工序进行计划、进度安排、评估和控制，在一定程度上，通过有效进行计划、进度安排、评估和控制，在一定程度上，通过有效分配和利用适当的劳动力、材料和时间资源来最小化成本，最分配和利用适当的劳动力、材料和

26、时间资源来最小化成本，最大化顾客大化顾客业主的满意度。业主的满意度。Fig.5.1 illustrates what all clients from a construction company:a project completed on time,within budget,and to the required technical performance and quality standards.Fig.5.1 Project objectives and their relationshipClients are increasingly demanding that all th

27、ree of these aims are achieved,and are increasingly unwilling to accept the“management compromise”,which was common practice until quite recently.实现所有这三个目标，业主是非常费力的，也会越来越多的不情愿的接受“管理折中”，这是最近以来的常见做法。Quality is an especially important requirement.If the construction contractors fail to manage the proje

28、ct effectively,the only“compromise”that they can make is to spend more of their own money to achieve the other two aims.质量是一个特别重要的条件。如果建筑承包商不能有效地管理项目，他们可使用的唯一的“折中方案”会花费他们更多的钱去完成其余两个目标。(1)Budget.All work should be carried out against budgets.For a small builder this is just a list of jobs annotated w

29、ith their estimated labor and material costs.For lager projects built by some of the bigger contracting companies,budgets will exist not only for jobs,but also for each of the head office departments involved and for other elements of the project and its organization6.When actual costs exceed their

30、budgets,the contractors profits are at risk.If the losses are very great,the contractors business is at risk.The project might even have to be aborted,or restarted with a fresh contractor.1)预算：所有的工作应该以预算为标准来实施。对于一个小型的建造商，就是通过他们估算的劳动力和材料成本完成一系列规定的工作。对于大型项目，都是由一些比较大的承包公司来承担。预算不仅包括这些工作，也包括每一个与此有关的总公司部门

31、，以及项目的其他组成部分及相应的机构。当实际成本超过预算时，承包商的利润就濒于危险了。如果损失非常大的话，承包商的业务会处于危险之中。甚至不得不放弃项目，或者重新雇用一个承包商。(2)Time.Time is often the most important objective of all.Time is an irreplaceable resource.A job that has missed its target date is late and that,unfortunately,is that.Costs tend to follow time and grow with ti

32、me.A project that is finished late usually also overruns its budgets.So,controlling progress against the plan goes a long way towards controlling the costs of a project.2)时间：时间通常是所有目标中最重要的目标。时间的作用是无可替代的。如果一项工作滞后，那么意味着已经错过它的目标日期。不幸的是，时间不可倒流。成本随着时间而来，且随着时间的增加成本也在不断增加。一个项目如果竣工日期延长的话，通常同时带来的是预算的超支。因此，控制

33、进度计划有助于控制项目的成本。(3)Quality.The project should meet all specifications in respect of appearance,safety,reliability and performance.3）质量：项目应该满足所有关于外观、安全、可靠性、性能方面的技术规范要求。(4)Balancing the three primary objectives.The three primary objectives are all interrelated.For example,time is usually related to cos

34、ts.Project owners sometimes have to decide whether or not more emphasis should be given to one of the objectives,perhaps at the expense of the other two.A special word is needed in this context about quality.A good,generally accepted definition of the quality is that the object should be fit for its

35、 intended purpose.Of course every project must be fit for its intended purpose.So,“quality”as such is an objective that is not negotiable:it is an absolute requirement and cannot be part of an objectives balancing exercise.4）平衡三大主要目标：三大主要目标之间是互相联系的。例如，通常时间与成本相关。项目业主有时必须作出决定，无论其中哪一个目标给予更多的关注，也许会以牺牲另外

36、两个目标为代价。在这篇文章中，质量是一个特别的词。通常，能被人们广为接受的质量的定义是：实体必须符合它的预期目的。当然，每一个项目都必须符合它的预期目的。因此，“质量”是这样一个目标，它不可以协商，因为它是一个绝对条件，而且不能用于平衡其它目标。there are many project participants in a project(参与方)Owners(业主):General Contractors(总承包商):Subcontractors or Specialty Contractors(分包商和专业承包商):DesignerArchitects and Engineers(设计师

37、建筑师和工程师):Construction Managers(施工经理):Insurance Companies(保险公司):Banks(银行):Suppliers(供应商):The Cost Management PhaseCost estimating is one of the most important steps in the project management.在项目管理中，费用估算是最重要的步骤之一。A cost estimate establishes the base line of the project cost at different stages of deve

38、lopment of the project.费用估算确定了项目开发不同阶段的项目成本底线。29 A cost estimate at a given stage of project development represents a prediction provided by the cost engineer or estimator on the basis of available data.项目开发特定阶段的费用估算是有造价工程师项目开发特定阶段的费用估算是有造价工程师或估价人员以现有的资料为基础进行的预测。或估价人员以现有的资料为基础进行的预测。An estimate is characterized by the fact that it takes place before the event.It is an attempt to predict the future,so it is at best fraught with hazard and at worst approaching the impossible.它试图预测未来，因此最好的情况也充满它试图预测未来，因此最好的情况也充满了风险，最坏的情况则是不切实际。了风险，最坏的情况则是不切实际。