工程造价专业课程名翻译
工程造价 英语 短语翻译
⏹（一）1.政府机构governmental agency2.承包商contractor3.分包商subcontractor4.建筑师architect5.保险公司insurance company6.担保公司surety company7.材料商material dealer/supplier8.施工现场construction site⏹（二）项目规划设计和施工project planning, design and construction临时设施temporary job facilities项目预算project budget投资和合同授予过程bidding and contract award process质量控制quality control项目的监督project supervision7.进度款progress payment合同变更contract change满足业主要求suit the individual owner's requirements以业主的名义in the name of the owner◆（三）卷入诉讼------ be involved in litigation公共工程------ public work承包商的注册-- contractors’ register某此因素------ certain factors合同工期------ duration of contract相对重要性---- relative importance担保能力------ bonding capacity现有工作任务-- current workload⏹（四）投标公告notice to bidders招标邀请函invitation to bidders标书格式bid forms标书分析bid analysis主要供应商major supplier投标保函bid bonds未预见情况unforeseen circumstances质量保证期quality guarantee period标书接收的地点和时间the time and place for the receipt of bids警察，消防和街道代表police, fire, and street department representatives●（五）材料价格material price分包商的报价subcontractor's quotation机具设备租赁费equipment hire rates向供应商询价enquire supplier工程量清单bill of quantitie s墙砖wall tiles / brick防潮层damp-proof courses水泥cement粗骨料coarse aggregates回扣discount◆（刘）平面布置图和立面图schematic layouts and elevations规划许可planning permission建筑业管理许可building regulations approval工程质量project quality装修工程的造价the cost of decoration projects合同文本contract documents合同图纸contract drawings承包人义务contractor's obligations指定供应商和分包商specified suppliers and subcontractors 开工和竣工时期the start and completion dates中期付款interim payments缺陷责任期the defects liability period⏹（七）法律框架legal framework相关各方parties concerned标准文本standard forms标准条款standard clauses特殊条款special clauses业主姓名the name of the employer工料测量师quantity surveyor公共机构public bodys签名和印章signature and seal印花税stamp duty●（八）投标明细或价值明细表bid breakdown or schedule of values污水处理厂wastewater treatment plant地下管线underground utility lines道路改建roads improvements开挖与回填excavation and backfill筑堤embankment延长英尺linear feet平方英尺square feet延期罚款条款liquidated damages clauses for delay工程造价construction pricing /cost of construction管理费和利润overhead and profit合同管理contract administration（九）造价师/工料测量师quantity surveyor建筑设计阶段building design stage 可行性分析阶段feasible analysis stage概算approximate estimate施工图设计阶段construction drawing design stage建筑面积floor spac e成本效益分析cost and profit analysis养护费maintenance cost◆（十一）项目经理project manager现场管理Management of construction field项目成本和时间控制project cost and time control技术复杂性technical complexity施工方法construction methods设计阶段design stage材料替代material substitute/alternatives管理机构regulatory agency材料和设备供应商material and equipment suppliers材料和设备的运输时间the delivery times of materials and project equipment●Twelve总承包商the general contractor业主the owner影响费用impact costs间接损失consequential damages项目总进度计划overall project schedule项目网络图project network变更条款change clauses备忘录memoranda延迟提交索赔defer claims submission提出索赔file a claim。
《工程造价专业英语》教学
《工程造价专业英语》课程教学大纲课程名称：《工程造价专业英语》课程编码：暂空英文名称：Special English in construction cost总学时：30 学分：2适应层次：本科、专科专业英语学习开课学期：第四学期适用专业：工程造价（半脱产）课程类别：理论课程性质：专业拓展课先修课程：计价与控制建筑工程招投标与合同管理工程建设法规与案例学习形式：课堂多媒体教学一、课程性质及目的（一）课程性质本课程为工程造价文科专业拓展课。
本课程主要讲述工程造价专业相关理论的英语表述方法，并结合新的科技文献开拓学生视野，从而使学生掌握专业文献的特点及常用词汇以及相关的工程造价知识在专业英语中如何描述，使学生基本能够阅读和翻译本专业各种体裁的英文文献，具备初步的英文文献写作能力。
（二）课程目的通过对本课程的学习，目的是使使学生掌握专业文献的特点及常用词汇以及相关的工程造价知识在专业英语中如何描述，使学生基本能够阅读和翻译本专业各种体裁的英文文献，具备初步的英文文献写作能力。
教学目标：1.基础知识目标了解工程造价专业英语的特点；掌握工程造价专业英语的学习方法和翻译技巧；熟悉工程造价专业英语单词、句子成分、词类转化、词序转变、被动语态、后置定语、长句的翻译法及握撰写英文摘要的方法和技巧。
2.能力训练目标能运用所学习知识顺利阅读专业英语文章，初步具备阅读和翻译专业外文文献的能力。
3.个性品质目标培养学生专业外语的兴趣，积极了解专业知识的最新国外动态，主动拓展所学专业学科知识的能力。
二、课程内容及学习方法（一）课程内容序号教学内容内容要点教学标准一绪论1 工程造价专业英语的特点；2工程造价专业英语的学习方法和翻译技巧概述；3学习工程造价专业英语的目的和要求。
1.了解工程造价专业英语的特点；2.掌握工程造价专业英语的学习方法和翻译技巧。
二专业英语翻译法1 单词的翻译法2 词类转化的翻译法3 句子成分转化的翻译法4 词序转变的翻译法5 被动语态的翻译法6 后置定语的翻译法7 长句的翻译法1.了解词类转化、词序转变、被动语态、后置定语、长句的翻译法；2.熟悉并掌握工程造价专业英语单词、句子成分。
(完整word版)工程造价英语专业英语期末考试必备答案
Unit11.政府机构-governmental agency2.承包商—contractor3.分包商—sub—contractor 4。
建筑师—architect5.保险公司-insurance company6.担保公司-surety company7.材料商—material dealer 8。
施工现场—construction site9.合同承包 contract letting 9.各行各业 walks of life10.全靠胆量 by sheer courage 11.土木工程 civil engineeringUnit21.项目规划、设计和施工-project planing，design，and construction2.临时设施-temporary job facilities3.项目预算—project budget4.投标合同授予过程—bidding and contract award5.质量控制—quality control6.项目的监督—project supervision7.进度款—progress payments 8。
合同变更-contract changes9.满足业主要求-suit the owner’s requirements10.以业主的名义-in the name of ownerUnit31.卷入诉讼-involve someone litigation2.公共工程—public work3.承包商的注册—contractor’s register 4。
某些因素-certain factor 5.合同工期-duration of contract 6.相对重要性—relative importance 7.担保能力-bonding capacity 8。
现有工作任务—current workloadUnit41.招标公告—notice to bidder 2。
工程造价专业课程名翻译
2
思想道德与法律基础Cultivation of ethics and
fun dame ntals of law
0.5
公共必修课
Public compulsory
大学央语3级College English 3 levels
2.5
大学央语4级College English 4 levels
Professi onal
结构力学Structural Mecha nics
4
工程项目管理Project Man ageme nt
3
courses
建筑结构识图与工程量计算Buildi ng structure is figure
and calculati on of qua ntities
3
工程定额Project quota
2.5
计算机操作基础Basic computer skills
0.75
文子处理技术Word process ing skills
1.25
电子表格应用Spreadsheet applicati ons
1.25
演示文稿制作Making prese ntatio ns
0.75
咼等数学2-1 Advaneed Mathematics 2-1
4
专业必修课
Professi onal
courses
土木工程概论In troduct ion of civil engin eeri ng
2
工程制图Engin eeri ng draw ing
3
认识实习Cogn iti on practice
1
工程造价专业外文文献翻译(中英文对照
外文文献：Project Cost Control: The Way it WorksBy R. Max WidemanIn a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory.First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span.And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include theBusiness Case, the Request for (a capital) Appropriation (for execution), Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget or Cost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability to effectively control project costs.FootnoteI am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic.The Business Case and Application for (execution) FundingIt is important to note that project cost control is most effective when the executive management responsible has a good understanding of how projects should unfold through the project life span. This means that they exercise their responsibilities at the key decision points between the major phases. They must also recognize the importance of project risk management for identifying and planning to head off at least the most obvious potential risk events.In the project's Concept Phase• EvEry projEct starts with somEonE idEntifying an opportunity or need. That is usually someone of importance or influence, if the project is to proceed, and that person often becomes the project's sponsor.• to dEtErminE thE suitability of thE potEntial projEct, most organizations call for the preparation of a "Business Case" and its"Order of Magnitude" cost to justify the value of the project so that it can be compared with all the other competing projects. This effort is conducted in the Concept Phase of the project and is done as a part of the organization's management of the entire project portfolio.• thE cost of thE work of preparing the Business Case is usually covered by corporate management overhead, but it may be carried forward as an accounting cost to the eventual project. No doubt because this will provide a tax benefit to the organization. The problem is, how do you then account for all the projects that are not so carried forward?• if thE businEss casE has sufficiEnt mErit, approval will bE givEn to proceed to a Development and Definition phase.In the project's Development or Definition Phase• thE objEctivE of t he Development Phase is to establish a good understanding of the work involved to produce the required product, estimate the cost and seek capital funding for the actual execution of the project.• in a formalizEd sEtting, EspEcially whErE big projEcts arE involved, this application for funding is often referred to as a Request for (a capital) Appropriation (RFA) or Capital Appropriation Request (CAR).• this rEquirEs thE collEction of morE dEtailEd rEquirEmEnts and data to establish what work needsto be done to produce the required product or "deliverable". From this information, a plan is prepared in sufficient detail to give adequate confidence in a dollar figure to be included in the request.• in a lEss formalizEd sEtting, EvEryonE just triEs to muddlE through.Work Packages and the WBSThe Project Management Plan, Project Brief or Project Charter• if thE dElivErablE consists of a numbEr of diffErEnt ElEmEnts, thEsE are identified and assembled into Work Packages (WPs) and presented in the form of a Work Breakdown Structure (WBS).• Each wp involvEs a sEt of activitiEs, thE "work" that is plannEd and scheduled as a part of the Project Management Plan. Note, however, that the planning will still be at a relatively high level,and more detailed planning will be necessary during execution if the project is given the go ahead.• this projEct managEmEnt plan, by thE way, should bEcomE thE "bible" for the execution phase of the project and is sometimes referred to as the "Project Brief" or the "Project Charter".• thE cost of doing thE various activitiEs is thEn EstimatEd and thEsE estimated costs are aggregated to determine the estimated cost of the WP. This approach is known as "detailed estimating" or "bottom up estimating". There are other approaches to estimating that we'll come to in a minute. Either way, the result is an estimated cost of the totalwork of the project.Note: that project risk management planning is an important part of this exercise. This should examine the project's assumptions and environmental conditions to identify any weaknesses in the plan thus far, and identify those potential risk events that warrant attention for mitigation. This might take the form of specific contingency planning, and/or the setting aside of prudent funding reserves.Request for capitalConverting the estimate• howEvEr, an EstimatE of thE work alonE is not sufficiEnt for a capital request. To arrive at a capital request some conversion is necessary, for example, by adding prudent allowances such as overheads, a contingency allowance to cover normal project risks and management reserves to cover unknowns and possible scope changes.• in addition, it may bE nEcEssary to convErt thE Estimating data into a financial accounting formatthat satisfies the corporate or sponsor's format for purposes of comparison with other projects and consequent funding approval.• in practicE all thE data for thE typE of "bottom up" approach just described may not be available.In this case alternative estimating approaches are adopted that provide various degrees of reliability in a "top down" fashion. Forexample:Order of Magnitude estimate – a "ball park" estimate, usually reserved for the concept phase onlyAnalogous estimate – an estimate based on previous similar projects Parametric estimate –an estimate based on statistical relationships in historical data• whichEvEr approach is adoptEd, hopEfully thE sum thus arrivEd at will be approved in full and proves to be satisfactory! This is the trigger to start the Execution Phase of the projectNote: Some managements will approve some lesser sum in the mistaken belief that this will help everyone to "sharpen their pencils" and "work smarter" for the benefit of the organization. This is a mistaken belief because management has failed to understand the nature of uncertainty and risk in project work. Consequently, the effect is more likely to result in "corner cutting" with an adverse effect on product quality, or reduced product scope or functionality. This often leads to a "game" in which estimates are inflated so that management can adjust them downwards. But to be fair, management is also well aware that if money is over allocated, it will get spent anyway. The smart thing for managements to do is to set aside contingent reserve funds, varying with the riskiness of the project, and keep that money under careful control.Ownership of approved capital• if sEnior managEmEnt approvEs thE rfa as prEsEntEd, thE sum in question becomes the responsibility of the designated project sponsor. However, if the approved capital request includes allowances such as a "Management Reserve", this may or may not be passed on to the project's sponsor, depending on the policies of the organization.• for thE approvEd rfa, thE projEct sponsor will, in turn, further delegate expenditure authority to the project's project manager and will likely not include any of the allowances. An exception might be the contingency allowances to cover the normal variations in work performance.• thE nEt sum thus arrivEd at constitutes the project manager's Approved Project Budget.Note: If management does not approve the RFA, you should not consider this a project failure. Either the goals, objectives, justification and planning need rethinking to increase the value of the project's deliverables, or senior management simply has higher priorities elsewhere for the available resources and funding.The Project's Execution PhaseThe project manager's Project Budget responsibility• oncE this approvEd projEct budgEt is rElEas ed to the project manager, a reverse process must take place to convert it into a working control document. That is, the money available must be divided amongstthe various WBS WPs that, by the way, have probably by now been upgraded! This results in a project execution Control Budget or Project Baseline Budget, or simply, the Project Budget. In some areas of project management application it is referred to as a Project Cost Plan.• on a largE projEct whErE diffErEnt corporatE production divisions are involved, there may be a further intermediate step of creating "Control Accounts" for the separate divisions, so that each division subdivides their allocated money into their own WBS WPs.• obsErvE that, sincE thE total projEct budgEt rEcEivEd formal approval from Executive Management, you, as project manager, must likewise seek and obtain from Executive Management, via the project's sponsor, formal approval for any changes to the total project budget. Often this is only justified and accepted on the basis of a requested Product Scope Change.• in such a casE thE projEct's sponsor will EithEr draw down on thE management reserve in his or her possession, or submit a supplementary RFA to upper management.• now that wE havE thE projEct budgEt monEy allocatEd to Work Packages we can further distribute it amongst the various activities of each WP so that we know how much money we have as a "Baseline" cost for each activity.• this providEs us with thE basE of rEfErEncE for thE cost controlfunction. Of course, depending on the circumstances the same thing may be done at the WP level but the ability to control is then at a higher and coarser level.Use of the Earned Value technique• if wE havE thE nEcEssary dEtails anothEr control tool that wE can adopt for monitoring ongoing work is the "Earned Value" (EV) technique. This is a considerable art and science that you must learn about from texts dedicated to the subject.• but EssEntially, you takE thE costs of thE schEdulE activitiEs and plot them as a cumulative total on the appropriate time base. Again you can do this at the activity level, WP level or the whole project level. The lower the level the more control information you have available but the more work you get involved in.The Cost Baseline• this plannEd reference S-curve is sometimes referred to as the "Cost Baseline", typically in EVparlance. That is, it is the "Budgeted Cost of Work Scheduled" (BCWS), or more simply the "Planned Value" (PV).• Observe that you need to modify this Cost Baseline every time there is an approved scope change that has cost and/or schedule implications and consequently changes the project's Approved Project Budget.• now, as thE work progrEssEs, you can plot thE "actual cost of workPerformed" (ACWP or simply "Actual Cost" - AC).• you can plot othEr things as wEll, sEE diagram rEfErrEd to abovE, and if you don't like what you see then you need to take "Corrective Action".CommentaryThis whole process is a cyclic, situational operation and is probably the source of the term "cycle" in the popularly misnamed "project life cycle".As an aside, the Earned Value pundits offer various other techniques within the EV process designed to aid in forecasting the final result, that is, the "Estimate At Completion" (EAC). EAC is what you should really be interested in because it is the only constant in a moving project. Therefore, these extended EV techniques must be considered in the same realm of accuracy as top-down estimating. They are useful, but only if you recognize the limitations and know what you are doing!But, as we said at the beginning, it is a lot more difficult to do in practice –and involves a significant amount of work. But, let's face it, that's what project managers are hired for, right?中文译文：项目成本控制：它的工作方式R.马克斯怀德曼我们在最近的咨询任务中意识到，对于整个项目成本控制体系是如何设置和应用的这个问题，我们仍有一些缺乏了解。
工程造价英语
Aabandoned tender 废标acceptance 验收,承兑acceptance certificate 验收证书acceptance inspection 验收检查acceptance lot 验收批量acceptance of divisional work 分部工程验收acceptance of sub-divisional work 分项工程验收acceptance of tenders 接受投标acceptance of works 工程验收acceptable quality 合格质量accepted bid 中标accepted bidder 中标者accessories 附件accessory building 附属建筑accommodation 住处，膳宿，适应性调节acknowledge 告知已收到action 对……起诉addenda 补遗，附录additional building 附加房屋additional charges 附加费用additional clause / article 附加条款additional regulations 补充规定additional remarks 补充说明additional document 补充文件additional protocol 附加议定书adjudication 裁判,裁决，裁定adjusted manhours 修正的人工时估算值administration 管理advance 预付款；预付；预付的（款项）advanced charge 预付费用advance payment 预付advance payment for material 预付材料款advertisement for bids 招标广告advisory architect 顾问建筑师advisory engineer 顾问工程师affix 贴上,盖（印章）agency 代理机构aggregate cement ratio 骨料水泥比agreement by piece 计件合同allocate 分配,配给alternate material 代用材料amalgamation 合并,混合物amend 修正amount of work 工作量amplify 详述，进一步补充说明analysis estimate 分析估算annulment 宣告无效，废止，取消annex 附件,附属建筑anticipated approved cost 认可的预计费用apparatus 设备,壮志,器具appendix 附录，附件applicable 适用的application for payment 付款申请书approval analysis during construction stage 施工阶段核算approved client change 认可的用户变更approximate calculation 近似计算approximate estimate on cubic meter basis 单立方概算approximate estimate on square meter basis 单方概算appurtenant work 附属工程arbitration 仲裁arbitration agreement 仲裁协定arbitrator 仲裁人architect in charge 主任建筑师architect—engineer / architectural engineer 建筑工程师architect’s approval 建筑师认可证明architect's basic services 建筑师基本服务项目architect's office 建筑师事务所architecture 建筑architectural area 建筑面积architectural control 建筑管理architectural decoration / ornament 建筑装饰architectural design 建筑设计architectural discipline 建筑专业architectural drawing 建筑图architectural firm 建筑师事务所architectural sketch 建筑草图architectural volume 建筑体积area planning 区域规划around-the-clock job 昼夜施工，日夜施工arrangement 筹备,安排,准备as—built drawings 竣工图asset 资产，财产assign 受让人assistant engineer 助理工程师assistant architect 助理建筑师associate / associated architect 合作建筑师association of architects 建筑师协会attached drawing 附图attachment 附件attorney 代理人authenticate 鉴定，证明authoried change 批准的变更authorization 授权，许可auxiliary project / building 附属工程/建筑average contingency 基本不可预见费average cost 平均成本award 裁决，授予Bbackfilling plate 垫板base bid 基本标价base bid specifications 基本标价清单，基本标价项目说明书basic services 基本服务项目be attributable to 把……归因于,认为……系某人所为,可归因于bearing plate 支撑板beneficiary 受益人bid date 招标期限bid price 标价，投标报价,递价，出价bid tabulation 标价汇总表bid time 招标期限biding 有约束力的bidding documents 招标文件bidding period 招标期bidding sheet 标价单bill of estimate 估价单bill of materials 材料表bill of quantities 工程数量表，数量明细表blank endorsed or blank endorsement 空白背书block planning 建筑用地规划bond 担保，保函cost of bulk material 散装材料费用/ 散装材料购买费用block 砌块block masonry 砌块砌体block masonry structure 砌块砌体board 板材bonded prestressed concrete structure 有粘接预应力混凝土结构brake member 制动构件breadth of wall between windows 窗间墙宽度brick masonry 砖砌体brick masonry column 砖砌体柱brick masonry wall 砖砌体墙bonus and penalty contract 奖罚合同bonus clause 奖金条款bonus for completion 竣工奖金budget 预算budget control 预算控制budget documents 预算文件budget items 预算项目budget making 预算编制budget sheet 预算表budget statement 预算书budgeter 预算员budgetary planning 预算budgetary engineer 预算工程师buildable area 可建面积builder’s risk insurance 建筑工程风险保险building act / law 建筑法building alteration 改建工程building area 建筑占地面积building authorities 建筑主管部门building codes and standards 建筑法规和标准building codes of practice 建筑执行法规building contract 建筑合同building construction company 建筑工程公司building / construction / job site 建筑施工/工地building contractor 建筑承包商building cost 建筑造价building cost analysis 建筑造价分析building cost index 建筑造价指数building cost estimate 建筑估价building fund 建筑资金building industry 建筑业building lot 建筑用地building material 建筑材料building permit 建筑许可证,施工许可证，施工执照building project 建筑工程building regulation / rule 建筑条例building site 施工现场building standards 建筑标准building structural materials 建筑结构材料building structural unit 建筑结构单元building structure 建筑结构，房屋结构Ccaisson method 沉箱法caisson work 沉箱施工法call for bids 招标capital construction project 基本建设项目capital expenditure 基本建设费用capital works 基本建设工程capital repair 大修carcassing work 主体工程certificate 证书，证件certificate for payment 付款证明书certificate of completion by stages 分期竣工证书certificate of completion of works 工程竣工证书certificate of conformity 合格证明书certificate of inspection 合格证certificate of occupancy 建筑使用证书certificate of quality 合格证，质量证明change in the work 工程变更change order 工程变更通知单charges prepaid 预付费用check and acceptance 验收chief architect 总建筑师circulating fund 周转资金civil 土建的，土木的civil engineering 土木工程clause 条款check estimate 核定估算clear 付清，清算client change / contract change 业主变更/合同变更commencement time of the work 开工时间commencement of works 工程开工commercial invoice 商业发票commission 委托，佣金commitment 承诺。
工程造价专业英语
工程成本分析和控制相关的专业术语包括成本分析、成本控制、成本预测等方面的词汇，如"Cost Analysis"（成本分析）、"Cost Control"（成本控制）、"Cost Forecasting"（成本预测）等。
成本分析和控制
Terminology related to engineering cost
Organized Presentation
Writing skills
Reading and Writing of English Tendering Documents
Understanding Tender Documents: The ability to read and understand tender documents, including tender requirements, evaluation criteria, and other relevant information.
Definition and characteristics
The Importance of Engineering Cost Professional English
Communication: Engineering Cost Professional English is essential for effective communication within the engineering cost estimation, management, and control community. It enables professionals to share information, exchange ideas, and collaborate on projects with colleagues, clients, and suppliers.
工程造价管理专业英语
重庆大学出版社高等职业技术教育工程造价管理专业系列教材工程造价管理专业英语张宜松晏生宏主编内容简介本书是根据工程造价管理专业的培养目标、教学计划及课程的教学基本要求编写的,系高等职业技术教育工程造价管理专业系列教材之一。
本书针对工程造价管理专业的学生及从事建筑、房地产行业的相关人员,循序渐进,逐层展开,注重学习的实用性和趣味性。
每个单元有一篇课文,一篇会话,一篇阅读,内容涉及建筑管理的基础知识、招标投标管理、合同管理、现场管理、项目管理、索陪、FIDIC条款中有关工程造价的内容、WTO与工程造价等方面。
书后附有投标书、协议书、投标保函、履约保函等中英文格式。
本书适合作为工程造价管理专业的教材使用,也可以作为其他建筑管理专业的教材参考书,还可以供建筑企业在职人员学习参考。
图书在版编目(CIP)数据工程造价管理专业英语/张宜松,晏生宏主编.—重庆:重庆大学出版社,2002.11高等职业技术教育工程造价管理专业系列教材ISBN7-5624-2758-5Ⅰ.工...Ⅱ.①张...②晏...Ⅲ.专业英语—高等学校:技术学校—教材Ⅳ.H31中国版本图书馆CIP数据核字(2002)第092866号高等职业技术教育工程造价管理专业系列教材工程造价管理专业英语张宜松晏生宏主编责任编辑:王海琼林青山李青版式设计:王海琼责任校对:廖应碧责任印制:张永洋*重庆大学出版社出版发行出版人:张鸽盛社址:重庆市沙坪坝正街174号重庆大学(A区)内邮编:400044电话:(023)65102378 65105781传真:(023)65103686 65105565网址:邮箱:fxk@(市场营销部)全国新华书店经销重庆铜梁正兴印务有限公司印刷*开本:787×1092 1/16 印张:9.5 字数:237千2002年11月第1版2002年11月第1次印刷印数:1—3000ISBN7-5624-2758-5/H・286定价:13.00元本书如有印刷、装订等质量问题,本社负责调换版权所有翻印必究系列教材编写委员会名誉主任赵月望张健主任武育秦副主任杨树清张鸽盛廖天平编委(以姓氏笔画为序)刘仁松吴心伦李景云余江但霞何永萍武育秦杨树清杨宾张宜松秦树和陶燕瑜廖天平盛文俊序国家教育部教高[2000]2号文《关于加强高职高专教育人才培养工作的意见》中指出:“高职高专教育要全面贯彻第三次全国教育工作会议和《中共中央国务院关于深化教育改革全面推进素质教育的决定》的精神,抓住机遇,开拓进取。
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工程造价Course 工学学士Bachelor of EngineeringMajor工程造价Cost EngineeringUnit Type Year 1 Unit Name Credit Points通识必修课Generalcompulsorycourses中国近现代史纲要Modern History of China 2 通识选修课General elective course 思想道德与法律基础Cultivation of ethics andfundamentals of law0.5公共必修课Public compulsory 大学英语1级College English 1 levels 2.5 大学英语2级College English 2 levels 2.5 计算机操作基础Basic computer skills 0.75 文字处理技术Word processing skills 1.25 电子表格应用Spreadsheet applications 1.25 演示文稿制作Making presentations 0.75 高等数学2-1 Advanced Mathematics 2-1 4专业必修课Professional courses 土木工程概论Introduction of civil engineering 2 工程制图Engineering drawing 3 认识实习Cognition practice 1 管理学Management 2课外教学The extracurricular teaching 体育4-1 Physical education 4-1 1 军训和军事理论Military training and military theory 2 导师课The tutorial 0.5 管理学分Management of credit 0.5 1st Half Total通识选修课General electivecourse 大学生礼仪与修养Etiquette and Culture 2思想道德与法律基础Cultivation of ethics andfundamentals of law0.5公共必修课Public compulsory 大学英语3级College English 3 levels 2.5 大学英语4级College English 4 levels 2.5 程序设计Program design 2 高等数学2-2 Advanced Mathematics 2-2 4专业必修课Professional courses 土木工程CAD Civil engineering CAD 2 土木工程CAD课程实训Civil engineering CAD course training1施工图识读实训Construction plans literacy training 2 土木工程材料Civil Engineering Materials 2课外教学The extracurricular teaching 体育4-2 Physical education 4-2 1 导师课The tutorial 0.5管理学分Management of credit 0.52nd Half TotalYear TotalUnit Type Year 2 Unit Name Credit Points通识必修课Generalcompulsorycourses马克思主义基本原理概论Basic Principles of Marxism 3通识选修课General electivecourse 大学生心理健康教育导论The introduction ofpsychological health education of College Students2 思想道德与法律基础Cultivation of ethics andfundamentals of law0.5 通识公选课General elective course 1公共必修课Public compulsory 大学英语5级College English 5 levels 2.5 大学英语6级College English 6 levels 2.5 线性代数Linear Algebra 2专业必修课Professional courses 工程力学Engineering mechanics 2 房屋建筑学Housing architecture 4 建设法规Building regulations 2课外教学The extracurricular teaching 体育4-3 Physical education 4-3 1 管理学分Management of credit 0.5 1st Half Total通识必修课Generalcompulsorycourses中国马克思主义概论Introduction to Chinese Marxism 4 通识选修课General elective course 思想道德与法律基础Cultivation of ethics andfundamentals of law0.5公共必修课Public compulsory 大学英语7级College English 7 levels 2.5 大学英语8级College English 8 levels 2.5 概率论与数理统计Probability and Statistics 2专业必修课Professional 结构力学Structural Mechanics 4 工程项目管理Project Management 3courses 建筑结构识图与工程量计算Building structure is figureand calculation of quantities3工程定额Project quota 2工程算量实训Count the amount of training projects 3公选课Elective course 微积分Calculus 2 线性代数Linear Algebra 2 概率论与数理统计Probability and Statistics 2 数学综合习题课Mathematics comprehensive recitation 2课外教学The extracurricular teaching 体育4-4 Physical education 4-4 1 中国马克思主义概论（社会实践）Introduction to Chinese Marxism（social practice）2 管理学分Management of credit 0.5 2nd Half TotalYear TotalUnit Type Year 3 Unit Name Credit Points通识选修课General elective course 思想道德与法律基础Cultivation of ethics andfundamentals of law0.5专业必修课Professional courses 工程结构Engineering structures 4 运筹学Operations Research 3 建筑水暖设备工程施工Building construction plumbing equipment3 工程经济学Engineering Economics 2 工程算量软件实训Engineering calculation softwaretraining3专业选修课Specializedelectivecourse工程财务管理Project Financial Management 3公选课Elective course 微积分Calculus 2 线性代数Linear Algebra 2 概率论与数理统计Probability and Statistics 2 数学综合习题课Mathematics comprehensive recitation 2 大学英语9级College English 9 levels 2.5 大学英语10级College English 10 levels 2.5课外教学Theextracurricularteaching管理学分Management of credit 0.51st Half Total通识选修课General electivecourse 思想道德与法律基础Cultivation of ethics andfundamentals of law0.5 人际沟通与交流Interpersonal communication andexchange2公共必修课Publiccompulsory应用文写作Practical writing 2专业必修课Professional courses 建筑与装饰工程施工Building and DecorationEngineering Construction4 建筑与装饰工程施工实训Building and Decoration Engineering Construction Training3 工程招投标与合同管理Project bidding and contract management2 安装工程计价Installation Project Valuation 2 工程造价管理Project Cost Management 2 建筑电气Electrical Building 2专业选修课Specialized electivecourse 建筑工程监理Construction supervision 3 专业外语Professional foreign language 2公选课Elective course 微积分Calculus 2 线性代数Linear Algebra 2 概率论与数理统计Probability and Statistics 2 数学综合习题课Mathematics comprehensive recitation 2 大学英语9级College English 9 levels 2.5 大学英语10级College English 10 levels 2.5课外教学Theextracurricularteaching管理学分Management of credit 0.52nd Half TotalYear TotalUnit Type Year 4 Unit Name Credit Points通识选修课General elective course 就业指导与创业教育Employment guidance and entrepreneurship education2专业必修课Professional courses 顶岗实习Post practice 8 安装工程计价实训Installation Project Valuation Training 2 建筑工程施工组织Building construction organization 2 建筑工程施工组织实训Building constructionorganization training1工程造价管理实训Project Cost Management Training 2工程成本规划与控制Cost Planning and ControlEngineering3 专业选修课SpecializedelectivecourseFIDIC合同条件FIDIC Conditions of Contract 2公选课Elective course 微积分Calculus 2 线性代数Linear Algebra 2 概率论与数理统计Probability and Statistics 2 数学综合习题课Mathematics comprehensive recitation 2课外教学The extracurricular teaching 形势与政策Situation and policy 2 第二课堂The second class 2管理学分Management of credit 0.51st Half Total专业必修课Professional courses 毕业实习Graduation Practice 4 毕业设计（论文）Graduation design (Thesis) 12课外教学Theextracurricularteaching管理学分Management of credit 0.52nd Half TotalYear TotalCourse Total。