工程造价外文文献
：外文文献：China's Enterprise Cost Management Analysis andCountermeasuresAbstractWith the progress and China's traditional Cost Management model difficult to adapt to an increasingly competitive market environment.This paper exists in our country a number of CostManagement and finally put forward to address these issues a number of measures to strengthenCost Management.Keywords:Cost Management measuresIn a market economy conditions,as the global economic integration,the development of increasingly fierce market competition,corporate profit margins shrinking.In this case,the levelof high and low business costs directly determines the size of an enterprise profitability andcompetitive strength.Therefore,strengthen enterprise Cost Management business has becomean inevitable choice for the survival and development.First,the reality of China's Enterprise Cost Management AnalysisCost Management in our country after years of development,has made many achievements, but now faces a new environment,China's Cost Management has also exposed some newproblems,mainly in the following aspects:(A)Cost Management concept behind theChinese enterprises lag behind the concept of Cost Management in pervasive phenomenon, mainly in Cost Management of the scope,purpose and means from time to biased.Manyenterprises will continue to limit the scope of Cost Management within the enterprise or evenonly the production process at the expense of other related companies and related fields costbehavior management.We supply side,for example.The supply side of the price of the productcost of doing business,one of the most important motives.As the supply side of the price of theproduct and its cost plus profit,so the supply side of price in the form of its own costs to theenterprise.However,some enterprises to the supply side too much rock bottom price,as theirsource of high profits,without considering each other's interests,resulting in supply-side to conceal their true costs,price increase in disguise.This increase in procurement costs,thereby increasing commodity costs,making goods less competitive.The purpose of Cost Management from the point of view,many enterprises confined to lower costs,but less from the perspective of cost-effectiveness of the effectiveness of the means of cost reduction mainly rely on savings,can not be cost-effective.In traditional Cost Management,Cost Management purposes has been reduced to cut costs,saving has become the basic means to reduce costs.From the perspective of Cost Management to analyze the Cost Management of this goal,not difficult to find cost-reduction is conditional and limits,and in some cases,control of costs,could lead to product quality and enterprise efficiency decline.In addition,the vast majority of enterprises in the overall concept of lack of Cost Management.Most companies have a common phenomenon,that is,to rely on finance staff to manage costs.In the implementation of Cost Management process,some companies focus only on cost accounting;some business leaders only concerned about the financial and cost statements,using the number of statements to management costs.Although such an approach to reduce the cost to a certain role,but the final analysis,cost accounting,or ex post facto control, failed to do in advance of cost control and occurrence of process control,can not be replaced costing Cost Management.(B)Cost Management obsoleteFirst of all,from a Cost Management in general and ways of looking at,not really formed, the system's Cost Management methodology,from speaking,we have proposed the establishment of including cost projections,the cost of decision-making,cost planning,cost accounting,cost control,cost analysis,etc.In the within the new Cost Management system,but how to make this methodology in a scientific,systematic,forming an organic links there are many problems.Secondly,the specific method of Cost Management perspective,According to the survey, 55.7%of the enterprises use varieties of France,42.8%of companies use sub-step.The development trend of current world production of many varieties of small batch production mode,this mode of production batches law applies to product cost.Currently,only6.2%of China's enterprises to adopt this method to calculate,which indicates that the organization ofproduction in China is still relatively extensive,paid insufficient attention to the consumer's personality.Finally,from a Cost Management tool to see,even though some enterprises to enter the computerized stage,but the cost of application management module level is not high,and many enterprises are still the manual accounting,in a modern way of technology,Information,and this is bound to constrain business further enhance the level of Cost Management,it is difficult to meet the modern Cost Management of cost Information provided by the timeliness, comprehensiveness,accuracy requirements.(C)the cost Information,a serious distortion ofIn China,there are a considerable number of enterprises there is the cost of the case Information is untrue,and this situation is getting worse.Cost Information distortion is mainly caused by the following reasons:First,costing only a focus on materials,labor,manufacturing overhead,ignoring the growing increase in the modern enterprise product development,the middle of testing and trial-and after-sales service on a small group of input costs associated with the content of the product was incomplete,does not correctly evaluate the products in the the whole process of life-cycle cost-effectiveness.The second is distortion caused by improper costing methods.A high degree of labor-intensive enterprises in the past years,the accounting of the simple assumption(that is,the number of direct labor hours or production basis for the allocation of indirect costs),usually do not cause serious distortions in product costs.But in a modern manufacturing environment,the proportion of direct labor costs declined significantly,a substantial increase in the proportion of manufacturing costs,and then use the traditional method of cost computation will produce irrational behavior,the use of traditional costing will lead to serious distortions in product cost information to enable enterprises to operate the mistake of choosing the direction of products.Third,to achieve the purpose of artificially adjust the cost of a number of hidden losses caused by a serious,corporate virtual surplus real loss.In China,some enterprises do not increase because of Cost Management,but in order to achieve improper goals or interest to do so at the cost of the external disclosure of false information.Study its causes and performance: business managers in order to gloss over its management performance,to investors,especiallymedium and small shareholders have a good explanation to take virtual cut costs,inflated benefits,such as Joan China source event,Guangxia event;some private enterprises do not even pay taxes in order to tax less,false purchase invoices,virtual offset value-added tax;inflated costs,pay less corporate income tax;a number of enterprise Cost Management is in chaos, infrastructure work is not solid,it is difficult to accurately account for product costs,and thus disclosed the cost of information is not accurate.(D)internal Cost Management of the establishment of the main mistakesCost of production and operation activities,a comprehensive index covering all aspects of management,but also involves all levels of personnel.However,a long time,people have been the existence of a bias,the Cost Management as a finance officer for a small number of managers patents,that the cost-effectiveness should be handled by business leaders and finance staff and to all workshops,departments,teams and groups of workers only as a producer, resulting in control costs,understand technology,understand technology,understand the financial,the majority of the workers as to which costs should be controlled,how to control problems have no intention also were unable to say in the cost-conscious indifference.Workers that Ganhaoganhuai a sample,feel market pressures,cost control initiative can not be mobilized, serious waste,mainly in energy and materials,the next material without careful planning,the next corner does not make full use of materials,energy and run,risk,dripping,and leak is serious.Cost Management of the main mistakes made to establish the Cost Management business has lost the management of large groups of promise,of course,Cost Management work is not really achieve good results.Second,strengthen enterprise Cost Management measuresCost Management for Chinese Enterprises in the problems,we should start the following efforts to strengthen Cost Management:(A)the introduction of new ideas-the use of strategic Cost ManagementStrategic management is central to the sustained competitive advantage for businesses, competitive advantage is the core of any Strategy,it ultimately comes from enterprises to create value for customers,this value must exceed the costs of enterprises to create it.This requires the introduction of strategic management of Cost Management thinking,to achieve a strategic sense of the extensions to form a strategic Cost Management.Strategic Cost Management refers tomanagement of the specialized approach provides an analysis of the enterprise itself and its competitors information to assist managers and evaluation of the formation of corporate Strategy, thereby creating a competitive advantage in order to meet enterprises to effectively adapt to constantly changing external environment.(B)establish a new concept1,establish a system management concepts,the implementation of a comprehensive,whole process of Cost ManagementThe content and scope of the cost of doing business should not be confined to areas of production,management needs to be with the change,and as the development of management development.Cost Management should be comprehensive,the whole process,and at the design stage till the development planning stage should begin to reduce the cost of activities.Modern enterprise Cost Management should include the impact on cost changes in all aspects of the projections to penetrate the enterprise,decision-making,technology,sales and other areas in all aspects of the enterprise expansion.2,establish the concept of cost-effectiveness,cost forecasting and decision-making levels Enterprises can not succeed in the market for greater profits,they must establish the cost of determining the market concept,give full play to the cost of policy-making functions.Cost Management and enterprise's overall effectiveness should also be linked to the concept of dynamic cost-effective approach to cost and control issues,from the comparative analysis of input and output to look into the necessity and rationality of the enterprise from the perspective of efficiency to determine the increases or decreases in order to conduct a cost benefit as the center of the dynamic management.3,establish a sense of innovation,technology and insist on combiningThe vitality lies in its continued innovation,and enterprises should seize the pulse of the market,seeking mechanism innovation,vibrancy,increase scientific and technological input,and the effective use of new technologies,new equipment,new processes and new materials,relying on technology to reduce product cost.Meanwhile,cost accounting should be considered in the scientific and technological content of products,including the cost to go to facilitate enterprises to the correct decision.The formation of the product cost,the technical factors,plays an important role,to improve Cost Management,we must implement the technology-driveneconomic principle of combining.4,establish a people-oriented concept,create a cohesive force in enterprisePeople do not simply a tool for wealth creation,but an enterprise's largest capital,assets, resources and wealth,the main body of the enterprise,is the main Cost Management is to determine the cost of key factors.Therefore,to establish a people-oriented management thinking, and arouse people's intellectual factors,train and develop people's ability to work,so that employees and managers on an equal footing and enjoy the same participation in power,the humanistic,democratic management thinking throughout the enterprise management process from beginning to end,so that enterprises can truly become a democratic,humane organizations, from the human heart in order to stimulate everyone's sense of responsibility and willing to devote themselves masters of the spiritual power.(C)the introduction of advanced Cost Management-activity-based costing and cost-planning methodSince the cost of the early20th century inception,he has appeared'standard cost','budget control','difference','cost-of-state analysis','variable cost method','volume-profit analysis', 'responsibility accounting',etc.a series of traditional cost accounting methods.However,in today's increasingly competitive market economy,the traditional cost accounting methods have fatal defects,thus creating an activity-based costing and cost-planning method.1,Activity-Based CostingActivity-Based Costing is based on'cost driver'as the fundamental basis of a cost-accounting methods.Its basic principle is that consumption of output operations,operations consume resources.In the product cost,it will be the focus from the traditional'products'move to 'work'on to work for the accounting object,and the first motivation of resources based on resource allocation of costs to the job,and then tracked by the activity driver products,the final product obtained costs.It is customer-oriented chain,to the value chain as the center of the business'operational procedures'fundamental and thorough reform,emphasizing the coordination of corporate internal and external customer relations,starting from the enterprise as a whole,coordinating the various departments and links the relationship between the ask enterprises to material supply,production and marketing aspects of the operations form a continuous,synchronous's'workflow',the elimination of all can not increase the value of theoperation,so that enterprises in the state continued to improve and promote enterprise-wide optimization,establishing competitive advantage.2,cost planning methodThe cost of planning the basic ideas:(1)to full life-cycle-based,market-oriented development of target cost.Basic formula is:target cost=expected market price-target profit.(2) product design stage the cost of squeezing.This process can be expressed as the cost of the 'Settings-decomposition-to achieve-(re-setting)-(re-decomposition)-(another achievement)-and repeatedly as well as endless,until it reaches target cost.(3)the cost of production at the manufacturing stage decomposition and pressure transmission.The target cost pressures refined to teams and groups,and even individuals and vendors.(4)pre-production phase of the feedback control.Through trial and feedback from the production process and timely leak fill a vacancy, strengthen internal management,improve cost control management through a variety of incentive measures to make the cost of the ideological objectives of planning can be the greatest degree of implementation.(5)The target cost optimization.Product to meet the needs of market competition must be constantly adjusted and optimized so that the cost of setting goals to keep up with the pace of technological and market changes,so that the cost of the entire planning process to form a complete cycle,continuous improvement,and constantly perfect,and always be able to adapt to the changing market.(D)computer technology in Enterprise Cost ManagementAt present,the computer is an indispensable tool for economic life,to modern information technology-based Cost Management Cost Management information system has become a symbol of modernization.1,the software applicationLOTUS,EXCEL and other spreadsheet software has a powerful form processing,database management and statistical charts processing functions,is commonly used office automation software.They do not have programming,flexible and convenient,the use of low cost,high efficiency,use of these software can be easily and quickly assist management in cost projections, decision-making,and can control the process of implementation of the monitoring analysis, received good results.Businesses can combine their own characteristics,commissioned by software developers for their costs of developing a more professional management software.2,the application ofThe network has a strong scalability,enables the sharing of resources,improve efficiency and reduce costs.Internal and external Internet connection of the timely transmission of a variety of cost information,and can interactively communicate with the outside world,learn from each other and promote the application of various Cost Management techniques to achieve Cost Management objectives.(E)to take measures to ensure cost-effective informationCompanies should establish a sound internal control system,through accounting and other business processes control,help reduce the occurrence of the phenomenon of accounting information Cuobi to a certain extent,the accounting and other information to ensure true and reliable.For example,a good internal control system,required documents must be recorded against previous audit,the certificate of transfer must follow certain procedures,to the reconciliation table cards and checking accounts.Through these means of control,it is possible to reduce the incidence of errors to ensure the accuracy and reliability of accounting information and thus the basis for cost accounting and management information is reliable.Enterprises also need to improve the management and accounting staff of professional ethics. The main body of the implementation of the system is the enterprise managers and decision-making participation in the operation of accounting personnel,in the generation and provision of relevant information,on one hand to enhance the legal awareness,on the one hand to enhance the sense of moral self-discipline,strengthen the moral sense of responsibility and sense of responsibility to maintain professional conscience,economic objectives of enterprises and managers to enhance the double moral standards.In addition to strengthen the market research and information feedback in the Cost Management rmation as a business activity is an important factor in the cost management an integral part of.With economic development,enterprise cost management level, with the development of the situation can improve,operation can proceed smoothly,to a large extent also depends on the level of the cost of feedback.Therefore,the enterprise cost management must also adapt to this objective,continually improve the level of information management,seize the opportunity to truly become the strong market competition.中文文献：中国企业成本管理的现状分析与对策摘要随着中国所取得的进展，中国传统的成本管理模式已经难以适应竞争日益激烈的市场环境。
工程造价毕业论文外文文献
工程造价毕业设计外文文献及译文外文文献：Construction Standards and CostsUC Irvine new construction pursues performance goals and applies quality standards that affect the costs of capital projects. Periodic re-examination of these goals and standards is warranted.Co nstruction costs are not “high〞or “low〞in the abstract, but rather in relation to specific quality standards and the design solutions, means, and methods used to attain these standards. Thus, evaluating whether construction costs are appropriate involves: • first, determining whether quality standards are excessive, insufficient, or appropriate;• second, determining whether resultant project costs are reasonable pared to projects with essentially the same quality parameters.“Quality〞enpasses the durability of building systems and finishes; the robustness and life-cycle performance of building systems; the aesthetics of materials, their position, and their detailing; and the resource-sustainability and efficiency of the building as an overall system.Overall Goals and Quality StandardsUC Irvine, in order to support distinguished research and academic programs, builds facilities of high quality. As such, UC Irvine’s facilities aim to convey the “look and feel,〞as well as embody the inherent construction quality, of the best facilities of other UC campuses, leading public universities, and other research institutions with whom we pete for faculty, students, sponsored research, and general reputation.Since 1992, new buildings have been designed to achieve these five broad goals:1. New bu ildings must “create a place,〞rather than constitute stand-alone structures, forming social, aesthetic, contextually-sensitive relationships with neighboring buildings and the larger campus.2. New buildings reinforce a consistent design framework of classical contextual architecture, applied in ways that convey a feeling of permanence and quality and interpreted in ways that meet the contemporary and changing needs of a modern research university.3. New buildings employ materials, systems, and design features that will avoid the expense of major maintenance (defined as >1 percent of value)for twenty years.4. New buildings apply “sustainability〞principles -- notably, outperforming Title 24 (California’s energy code) by at least 20 percent.5. Capital construction projects are designed and delivered within theapproved project budget, scope, and schedule.UC Irvine’s goals for sustainable materials and energy performance were adopted partly for environmental reasons, and partly to reverse substantial operating budget deficits. The latter problems included a multi-million dollar utilities deficit that was growingrapidly in the early ‘90s, and millions of dollars of unfunded major maintenance that was emerging prematurely in buildings only 10-20 years old. Without the quality and performance standards adopted in 1992, utilities deficits and unfunded major maintenance costs would have exceeded $20 million during the past decade, and these costs would still be rising out-of-control.UC Irvine’s materials standards, building systems standards, sustainability and energy efficiency criteria, and site improvements all add cost increments that can only be afforded through aggressive cost management. Institutions that cannot manage capital costs tend to build projects that consume excessive energy, that cost a lot to maintain, that suffer premature major maintenance costs, and that require high costs to modify. Such problems tend to pound and spiral downward into increasingly costly consequences.Every administrator with facilities experience understands this dynamic. Without effective construction cost management, quality would suffer and UC Irvine would experience all of these problems.The balance of this document outlines in greater detail the building performance criteria and quality standards generally stated above, organized according to building systems ponent classes. Each section discusses key cost-drivers, cost-control strategies, and important cost trade-offs. Design practices cited are consistently applied (although some fall short of hard and fast “rules〞).Building Organization and MassingConstruction cost management starts with the fundamentals of building organization andmassing. UC Irvine’s new structures’ floor plates tend to have length-to-width ratios<1.5, to avoid triggering disproportionate costs of external cladding, circulation, and horizontal mechanical distribution. Our new buildings tend to be at least three floors high -- taller if floor plate areas do not dip below a cost-effective threshold, and generally taller in the case of non-laboratory buildings (but not so tall that a high-rise cost penalty is incurred). Other design ratios are observed, such as exterior cladding area/floor area <0.5, and roof+foundation area/floor area <0.4.Architectural articulation is generally achieved through textured or enriched materials,integral material detailing (such as concrete reveal patterning), and applied detailing (e.g.,2window frames and sills), particularly at the building base. Large-scale articulation is concentrated at the roofline (e.g., shaped roof forms) and at the pedestrian level (e.g.,arcades), where it will “create the biggest bang for the buck,〞rather than through modulating the building form, itself. This is more than a subtle design philosophy, as the cost impact is substantial.Lab buildings pleted in the past decade separate laboratory and non-laboratory functions into distinct, adjoined structures (although such a building may look like one structure). Consolidated non-laboratory functions include faculty, departmental, staff,post-doc, and graduate student offices; restrooms; circulation (elevators, lobbies, primary stairways); classrooms, seminar rooms, conference rooms, and social areas designed tofoster interaction and to provide a safe area for eating and drinking; dry labs and dry lab support functions; and general administrative support.Consolidating these functions into a separate structure provides considerable cost savings:lower-cost HVAC (heating/ventilation/air-conditioning) system, wider column spacing, lower floor stiffness (less stringent vibration criterion), lower floor-loading,fewer fire-control features and other code requirements, steel-framed or steel/concrete hybrid structural system with concrete flat-slab flooring system, smaller footings, and(typically) curtain wall fenestration. This approach usually enables offices to have operable windows.This two-building approach can be seen clearly at Gillespie Neurosciences Building, the Sprague Building, Hewitt Hall, and the UCI Medical Center Health Sciences Laboratory,where consolidating and separating non-laboratory functions saved 7-10 percent in overall construction costs and 15 percent/year in energy expense. (The non-laboratory building incurs a small fraction of the energy expense of the laboratory block.)A set of design strategies, applied in bination, has proven effective in controlling the cost of laboratories:• Utilizing a consistent lab module• Utilizing a reasonable vibration criterion and locating ultra-sensitive conditions at-grade or employing benchtop vibration isolation• Using 22 ft. X 22 ft. column-spacing• Concentrating fume hoods and utility risers into a central “wet zone,〞thus limiting horizontal mechanical distribution• Concentrating laboratory support areas into the central core of a laboratory structure, where utilities are available but daylight is not needed, thus enablinglab structures to be 110-132 feet wide• Utilizing dual-usage circulation/equipment cross-corridors through this central lab support zone, with sufficient width (typically 11 feet) to line the corridors with shared equipment while providing cross-circulation through the lab support zone• Utilizing open laboratory layout with one or more “ghost〞corridors for intra lab circulation• And, most importantly, concentrating non-laboratory functions into an adjoining, lower-cost structure (as discussed in detail above).To further control laboratory construction costs, non-standard fume hood sizes are minimized, “generic〞lab casework is specified, laboratory-grade movable tables substitute for fixed casework in some lab bays, building DI systems provide intermediate water quality (with localized water purity polishing in the lab, rather than building-wide),facility-wide piped services do not include gases that can be cost-effectively provided locally via canisters, and glass-wash facilities are consolidated -- typically, one glass wash facility for an entire laboratory building.Finally, our design philosophy leans toward generic, modular laboratories supported by a robust building infrastructure, rather than highly customized spaces with limited capacity to make later changes. This is an important trade off. Although some post-occupancy expenses may be necessary to “fine-tune〞a laboratory to a PI’s requirements, building infrastructure elements – typically over sized twenty percent, including HVAC supply ducts, exhaust system capacity, emergency generator capacity, and electric risers and service capacity – seldom limit the ability to modify labs to meet researcher needs.Structural and Foundation SystemsFor both cost-benefit reasons and past seismic performance, UC Irvine favors concrete shear wall or steel braced-frame structural systems. The correlating foundation systems depend on site-specific soil conditions. Past problems with undiscovered substrates and uncharacterized soil conditions are minimized through extensive, pre-design soil-testing. This minimizes risk to both the University and the design/build contractor.When feasible, design/build contractors are allowed flexibility to propose alternate structural or seismic-force systems. All structural system designs must pass a peer review, according to Regents’ policy. This process results in conservative structural design, and an associated cost premium. However, the seismic performance of University of California buildings constructed since this policy went into effect in 1975 appears to substantiate the value of the Regents’ Seismic Revi ew Policy.Structural vibration is carefully specified in research buildings where vibration-sensitive protocols and conditions must be maintained on above-grade floors. The most cost effective tools to control vibration are generally employed: first, to program vibration sensitive procedures at on-grade locations or to isolate them at the bench; second, to space columns at a distance that does not entail excessive structural costs. In laboratory 4buildings we typically utilize 22 ft. X 22 ft. column-spacing. Conversely, where vibration is not problematic a beam/column system can be cost-optimized and lighter floor loading can be tolerated. Design/build contractors are, accordingly, allowed more flexibility under such conditions.To control costs, UC Irvine avoids use of moment-resisting structures; unconventionalseismic systems; non-standard structural dimensions; inconsistent, unconventional, or non-stacking structural modules; and non-standard means and methods.Roofs and FlashingsUC Irvine specifies 20 year roofing systems and stainless steel or copper flashings whenever possible. At minimum, we specify hot-dip galvanized flashings.Why this emphasis on flashings? Our roof replacement projects typically double in cost when the old roofing is torn off and it is determined that the flashings have deteriorated. Moreover, many roof leaks of recent years have been due to faulty flashings, rather than roofing membranes or coatings, per se. Saving money on flashings is false economy. Another special roofing expe nse we may have to incur in order to attain the Regents’ Green Building Policy is that of reflective roofing. It is too early to understand the potential cost impact.中文翻译：建立标准和本钱加州大学欧文分校新建筑追求性能目标和适用的质量标准,影响资本本钱的工程。
工程造价外文参考文献(精选120个最新)
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工程造价专业外文文献翻译(中英文对照教学内容
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 the Business 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 pointsbetween 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 theproject'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 the 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 set ting, 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 da ta to establish what work needs to 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 cometo in a minute. Either way, the result is an estimated cost of the total work 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 accou nting format that 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. For example:Order of Magnitude estimate – a "ball park" estimate, usually reserved for the concept phase onlyAnalogous estimate – an estimate based on previous similar projectsParametric 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 released 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 amongst the 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 differe nt 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 tot al 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 ha ve 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 t he cost control function. 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 act ivities 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 EV parlance. 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 Work Per formed" (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。
工程造价毕业设计外文文献
Risk Analysis of the International Construction Project
By: Paul Stanford Kupakuwana Cost Engineering Vol. 51/No. 9 September 2009
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 pare 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 the Business 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 pointsbetween 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 bees 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 pared with all the other peting 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 th e 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 the 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 needs to 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 bee 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 d oing 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 e to in a minute、Either way, the result is an estimated cost of the total work 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 format that satisfies the corporate or sponsor's format for purposes of parison 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 ofreliability in a "top down" fashion、For example:Order of Magnitude estimate – a "ball park" estimate, usually reserved for the concept phase onlyAnalogous estimate – an estimate based on previous similar projectsParametric 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 bees 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 manage r'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 released to the project manager, a revers e process must take place to convert it into a working control document、That is, the money available must be divided amongst the 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 control function、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 morework you get involved in、The Cost Baseline• This planned reference S-curve is sometimes referred to as the "Cost Baseline", typically in EV parlance、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 Work Performed" (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"、mentaryThis 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 pletion" (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:它得工作方式R、马克斯怀德曼我们在最近得咨询任务中意识到,对于整个项目成本控制体系就是如何设置与应用得这个问题,我们仍有一些缺乏了解。
工程造价国外参考文献介绍
工程造价国外参考文献介绍工程造价是工程建设过程中合理使用资源、控制成本、保证质量的重要环节。
在国外，工程造价也受到广泛关注和研究。
以下是一些国外工程造价方面的参考文献介绍。
1.《Total Cost Management Framework: An Integrated Approach to Portfolio, Program, and Project Management》该书是美国斯坦福大学的教授 Edward Merrow 所著，介绍了一种全面的项目管理方法，涵盖了项目规划、预算、成本控制、风险管理等方面。
这本书被认为是工程造价管理领域的经典之作。
2. 《Construction Cost Management: Learning from Case Studies》该书由英国利兹大学的教授 Keith Potts 所著，以案例研究的方式介绍了工程造价管理的实践经验。
该书覆盖了建筑、土木、机电、水利等多个领域的工程案例研究，为读者提供了宝贵的经验和教训。
3. 《Construction Cost Estimating: Process and Practices》该书由美国工程师 Adam Ding 所著，主要介绍了工程造价估算的方法和实践。
该书详细阐述了工程造价估算的流程、方法和技巧，并通过案例分析和实例说明，让读者更好地理解和掌握工程造价估算的技术和方法。
4. 《Cost Engineering for Construction Projects》该书由德国工程师 Holger Svensson 所著，主要介绍了工程造价管理的理论和实践。
该书涵盖了建筑、土木、机电、水利等多个领域的工程造价管理，通过案例分析和实例说明，让读者更好地理解和掌握工程造价管理的技术和方法。
以上是一些比较有代表性的工程造价方面的参考文献，这些文献涵盖了工程造价管理的各个方面，对于从事工程造价管理的人员和相关专业人员来说，具有非常重要的参考价值。
工程造价国外参考文献介绍
工程造价国外参考文献介绍随着国际贸易的发展和国际化程度的提高，工程造价的国际化程度也越来越高。
因此，掌握国外的工程造价理论和实践经验对于提升我们的工程造价水平具有重要意义。
以下是一些值得参考的国外工程造价文献：1. Construction Cost Management: Learning from Case Studies by Keith Potts这是一本非常实用的案例研究书籍，介绍了各种不同类型工程的成本管理技术和实践经验。
这本书涵盖了建筑、土木、机电、电力等各个领域的工程案例，对于工程造价实践者和学习者都非常有帮助。
2. Quantity Surveyor's Pocket Book by Duncan Cartlidge这本书是一本实用的参考工具书，介绍了工程造价领域的各种技术和术语。
该书主要包括诸如工程量计量、估算、成本控制和财务管理等方面的内容，是一本非常适合初学者和实践者使用的工程造价指南。
3. International Construction Contracts: A Handbook by William Godwin这本书是一本关于国际工程合同的权威参考书籍。
该书涵盖了国际工程合同的各个方面，包括合同类型、合同条款、合同管理和国际仲裁等方面的内容。
对于从事国际工程造价工作的人员来说是一本不可或缺的参考书。
4. Cost Management: A Strategic Emphasis by Edward Blocher这是一本关于成本管理战略的书籍，重点介绍了成本管理的核心概念和技术。
该书还涵盖了成本管理在不同行业和企业中的应用，对于掌握成本管理的基本原理和实践经验非常有帮助。
总之，以上这些工程造价国外参考文献都非常值得我们参考和学习。
通过不断学习和实践，我们可以不断提升自己的工程造价水平，更好地服务于工程建设和经济发展。
工程造价英语文献
工程造价英语文献以下是一篇关于工程造价的英文文献：Title: Construction Cost Estimation Techniques: A Review Abstract:Construction cost estimation is a crucial process in the construction industry, as accurate cost estimates are essential for project planning, budgeting, and decision-making. This paper provides a comprehensive review of various construction cost estimation techniques that are commonly used in practice. The review includes traditional methods, such as the unit cost method, the square foot method, and the assembly method, as well as modern methods, such as parametric cost estimation, expert judgement, and statistical analysis. The advantages and limitations of each technique are discussed, along with their applicability to different types of construction projects. The paper also highlights the importance of considering uncertainties and risks in cost estimation, and provides an overview of risk assessment techniques that can be used in conjunction with cost estimation models. The review concludes with recommendations for future research in the field of construction cost estimation.Keywords: construction cost estimation, techniques, traditional methods, modern methods, risk assessmentIntroduction:Construction cost estimation plays a critical role in the success of construction projects. Accurate cost estimates are essential for project planning, budgeting, and decision-making. However, costestimation is a challenging task due to the complexity and uncertainty inherent in construction projects. In recent years, there has been a growing interest in developing and implementing new cost estimation techniques to improve the accuracy and reliability of cost estimates. This paper aims to review the existing literature on construction cost estimation techniques and identify their advantages, limitations, and applicability in different contexts. Methods:A systematic literature review was conducted to identify relevant studies on construction cost estimation techniques. The search was performed using online databases and academic journals. The selected studies were then analyzed and categorized based on the type of construction cost estimation technique they described. Results:The review identified several traditional and modern cost estimation techniques that are commonly used in practice. Traditional methods, such as the unit cost method and the square foot method, are simple and easy to apply, but they may lack accuracy and flexibility. Modern methods, such as parametric cost estimation and expert judgement, take into account more variables and can provide more accurate cost estimates. However, they require more data and expertise. The review also highlighted the importance of considering uncertainties and risks in cost estimation, and described various risk assessment techniques that can be used in conjunction with cost estimation models.Discussion:The review revealed that there is no one-size-fits-all costestimation technique. The choice of technique depends on the characteristics of the construction project, the available data, and the expertise of the estimator. Moreover, there is a need for further research to develop more accurate and reliable cost estimation models, as well as to improve the integration of risk assessment techniques into cost estimation processes.Conclusion:Construction cost estimation is a complex and challenging task. This paper provides a comprehensive review of various cost estimation techniques used in practice and highlights their advantages, limitations, and applicability. The review also emphasizes the importance of considering uncertainties and risks in cost estimation, and suggests areas for future research. By improving the accuracy and reliability of cost estimates, construction professionals can make more informed decisions and ensure the success of construction projects.。
工程造价外国文献及译文
工程造价外国文献及译文以下为工程造价相关的外国文献及译文：1. "Engineering Cost Estimation and Control" by Philip E. Kesler and John M. Meredith。
《工程造价估算与控制》（Philip E. Kesler和John M. Meredith 著）。
2. "Cost Engineering for Construction Projects" by Ronald Klemencic。
《建筑工程造价工程》（Ronald Klemencic著）。
3. "Cost Estimating and Analysis for Engineering and Management" by Phillip F. Ostwald。
《工程和管理的成本估算和分析》（Phillip F. Ostwald著）。
4. "Construction Cost Engineering" by Stephen R. Devlen。
《建筑工程造价工程》（Stephen R. Devlen著）。
5. "Project Cost Control in Action" by Kim Heldman and William R. Duncan。
《项目成本控制实践》（Kim Heldman和William R. Duncan著）。
6. "Cost Estimating and Contract Pricing" by Michael D. Dell'Isola。
《成本估算和合同定价》（Michael D. Dell'Isola著）。
7. "Engineering Economics and Economic Design for Process Engineers" by Thane Brown。
工程造价专业毕业外文文献、中英对照
工程造价专业毕业外文文献、中英对照中文翻译：工程造价专业毕业外文文献工程造价专业是一种重要的工程技术专业，主要负责工程投资的评估、选择和控制工程项目成本，以及项目质量、进度和安全。
因此，工程造价专业需要具备丰富的知识和技能，包括工程建设、经济学、管理学、数学、统计学等方面。
为了提高工程造价专业学生的综合能力，学习外文文献是不可或缺的步骤。
本文将介绍几篇与工程造价专业相关的外文文献，并提供中英文对照。
1）《The Role of Quantity Surveyors in Sustainable Construction》该文研究了数量调查师在可持续建筑中的作用，并深入探讨了数量调查师在项目的可持续性评估、营建阶段和运营阶段的角色和责任。
该文指出，数量调查师可以通过成本控制、资源利用、和材料选择等方面促进可持续建筑的发展，为未来可持续发展提供支持。
中文翻译：数量调查师在可持续建筑中的作用2）《Cost engineering》该文研究了造价工程的理论和实践，并提供了一系列工具和方法用于项目成本的控制和评估。
该文还深入探讨了工程造价和项目管理之间的关系，并提供了一些实用的案例研究来说明造价工程的实际应用。
中文翻译：造价工程3）《Construction cost management: learning from case studies》该文通过案例分析的方式来探讨建筑项目成本管理的实践。
该文提供了多个案例研究，旨在向读者展示如何运用不同的方法来控制和评估项目成本，并阐述了思考成本问题时需要考虑的多个因素。
中文翻译：建筑项目成本管理：案例学习4）《Project Cost Estimation and Control: A Practical Guide to Construction Management》该书是一本实用指南，详细介绍了在工程起始阶段进行项目成本估算的方法和技巧，以及如何在项目执行阶段进行成本控制。