工程管理英语
工程管理专业英语模版课件
Summary
Mastering English vocabulary in communication engineering management to improve the efficiency of communication engineering management.
Communication Network
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Technical Terminology: Engineering Management Professional English utilities specific technical terminology to accurately communicate complex engineering concepts
Inference and Conclusion Drawing
The ability to infer the meaning of the text and draw conclusions based on the information provided, in order to understand the ideas and views of the author
Power system
Understand and master English vocabulary related to power systems, such as generators, transformers, etc.
Automation control
Master English vocabulary related to automation control, such as PLC, DCS, etc.
工程项目管理英语版
Engineering project management is a complex and dynamic process that involves the planning, execution, and control of engineering projects to achieve specific objectives within defined constraints. This article provides an overview of the key aspects of engineering project management, highlighting the importance of effective communication, stakeholder engagement, and the use of project management tools.1. Project InitiationThe first stage of engineering project management is project initiation, where the project objectives, scope, and stakeholders are identified. During this phase, it is crucial to conduct a feasibility study to assess the technical, economic, and operational viability of the project. Additionally, a project charter is developed to define the project's purpose, objectives, and boundaries.2. Project PlanningProject planning is a critical phase in engineering project management, where the project scope, activities, resources, and timelines are defined. This involves creating a project schedule, which outlines the sequence of activities, their durations, and dependencies. Furthermore, a risk management plan is established to identify, analyze, and mitigate potential risks.3. Project ExecutionDuring the project execution phase, the project plan is put into action. This involves coordinating resources, managing stakeholders, andensuring that the project activities are carried out as per the plan. Effective communication and collaboration among team members areessential to ensure the successful implementation of the project.4. Project Monitoring and ControlProject monitoring and control involve tracking the progress of the project against the planned objectives, schedule, and budget. This phase includes regular project status meetings, where team members provide updates on their work and discuss any issues or challenges encountered.Adjustments to the project plan may be made as necessary to address these issues and keep the project on track.5. Project ClosureThe final phase of engineering project management is project closure, where the project deliverables are delivered to the client, and all project activities are completed. This phase involves documenting lessons learned, conducting a project review, and obtaining client approval for the project's completion.Key Challenges in Engineering Project ManagementEngineering project management faces several challenges, including:1. Complexity: Engineering projects often involve multiple disciplines, stakeholders, and resources, making them inherently complex.2. Uncertainty: Projects are subject to various uncertainties, such as technological, environmental, and regulatory factors, which can impact the project's success.3. Communication: Effective communication is crucial for the successful execution of engineering projects, as it helps in managing expectations, resolving conflicts, and ensuring that all stakeholders are aligned.4. Resource Allocation: Efficient allocation of resources, such as personnel, equipment, and funding, is essential for the successful completion of engineering projects.Best Practices for Effective Engineering Project ManagementTo overcome the challenges mentioned above and ensure the successful completion of engineering projects, the following best practices can be adopted:1. Define clear project objectives and scope.2. Develop a comprehensive project plan, including a schedule, budget, and risk management plan.3. Foster effective communication and collaboration among team members and stakeholders.4. Regularly monitor and control the project's progress to ensure it stays on track.5. Leverage project management tools and software to streamline project activities and enhance efficiency.6. Continuously learn and improve from past projects to optimize future project performance.In conclusion, engineering project management is a multifaceted discipline that requires a comprehensive understanding of project management principles, effective communication, and the ability to adapt to changing circumstances. By adopting best practices and leveraging project management tools, organizations can ensure the successful completion of their engineering projects.。
工程管理专业英语单词
பைடு நூலகம்
工程管理专业英语试题(含答案)
《工程管理专业英语》期末试题1一、词汇汉译英1.Project scheduling：项目企划2.individual project：单项工程3.framed structure：框架结构4.buckling：弯曲、翘曲5.foundation settlement：基础沉降6.line of action and the sense of the force：力的作用线和力的指向7.statically indeterminate structure：超静定结构8.Rate of expansion：伸长率9.Simulation: 仿真10.Relative height：相对高度（高差）11.Pavement：人行道12.Bulldozer：推土机13.Dummy：虚工序14.Withdrawal：撤回二、词汇汉译英1.钢筋混凝土：reinforced concrete2.抗压强度：compression strength3.恒载：dead loads4.总承包商：general contractors5.预算：budget6.承重墙：bearing wall7.规范、说明书：specification8.水平荷载：vertical load9.流动资金：working capital10.合同管理：contract management11.工程量清单：bill of quantities12.垫层砂浆：bedding mortar13.刚度：rigidity三、典型句子英译汉1、All these loads depend largely on the location of the building, have to be taken by the structural system from all points and manners of application and transferred to the foundations.所有这些荷载，在很大程度上取决于建筑物的位置，这些荷载由结构体系从各个点以各种作用方式传递到基础。
工程管理专业英语
make good use of -> utilize,
数量的翻译
小数，分数，百分数
0.1: zero point one, point one, o point one, one tenth,
0.01: point zero one, 10.35: ten point three five 1/2: a (one) half 1/3: a third 1/4: one quarter 2/3: two-thirds, 3/4: three-fourths, three quarters 3%: three percent 0.2% : point two percent 5‰: five per mill
例6、The total weight being less, it is possible to build much taller building.
（4）长句虽多，但句型简单。 注：例8中 member 译为 构件
（5）省略句较多。
省略成分：状语从句中的主语、全部或部分谓语；定语从句 中的关系代词which和that、从句中的助词等；还常用介词短 语替代从句。
Professional English for Engineering Management
工程管理专业英语
Unit 1
பைடு நூலகம்
专业英语翻译
工程管理翻译为construction management,是指 在一定的约束条件下,以最优地实现工程项目为目 的,按照其内在的逻辑规律对工程项目进行有效的 计划、组织、协调指挥、控制的系统管理活动。 工程管理需要的知识、技能和工具与技术非常广 泛，有技术、管理、法律、金融、财务等各个方 面，涉及到工程的进度、费用、质量、风险、人 力资源、沟通与交流、采购与合同等。
工程管理专业 英语
工程管理专业英语As a student majoring in Engineering Management, I believe that this field offers a unique combination of technical and managerial skills, making it an ideal choice for those who are interested in both engineering and business management.First and foremost, engineering management equips students with a solid foundation in engineering principles, which is crucial for understanding the technical aspects of a project or process. This knowledge is essential for effective decision-making and problem-solving in the engineering industry.Additionally, the program also focuses on developing managerial skills, such as project management, leadership, and communication. These skills are vital for overseeing and coordinating engineering projects, as well as leading teams of engineers and other professionals.Furthermore, the interdisciplinary nature of engineering management allows students to gain a broad understanding of various engineering fields, including mechanical,electrical, civil, and industrial engineering. Thisholistic approach enables graduates to work across different sectors and industries, providing them with diverse career opportunities.Moreover, the increasing complexity of engineering projects in today's globalized world demands professionals who can not only understand the technical aspects but also manage the business and financial aspects of the projects. This is where the knowledge and skills gained from an engineering management program become invaluable.In conclusion, studying engineering management provides a well-rounded education that combines technical expertise with managerial acumen. This unique combination prepares students for a successful career in the dynamic and challenging field of engineering.作为一个主修工程管理的学生，我相信这个领域提供了技术和管理技能的独特结合，使其成为那些对工程和商业管理都感兴趣的人的理想选择。
工程管理英语2013
THE OWNER'S PERSECTIVE1.1 The Project Life CycleThe acquisition of a constructed facility usually represents a major capital investment, whether its owner happens to be an individual, a private corporation or a public agency. Since the commitment of resources for such an investment is motivated by market demands or perceived needs, the facility is expected to satisfy certain objectives within the constraints specified by the owner and relevant regulations.With the exception of the speculative housing market, where the residential units may be sold as built by the real estate developer, most constructed facilities are custom made in consultation with the owners. A real estate developer may be regarded as the sponsor of building projects, as much as a government agency may be the sponsor of a public project and turns it over to another government unit upon its completion. From the viewpoint of project management, the terms “owner”and “sponsor” are synonymous because both have the ultimate authority to make all important decisions. Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any owner to have a clear understanding of the acquisition process in order to maintain firm control of the quality, timeliness and cost of the completed facility.From the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure 1.1. Essentially, a project is conceived to meet market demands or needs in a timely fashion. Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project. The financing schemes for the proposed alternatives must also be examined, and the project will be programmed with respect to the timing for its completion and for available cash flows. After the scope of the project is clearly defined, detailed engineering design will provide the blueprint for construction, and the definitive cost estimate will serve as the baseline for cost control. In the procurement and construction stage, the delivery of materials and the erection of the project on site must be carefully planned and controlled. After the construction is completed, there is usually a brief period of start-up or shake-down of the constructed facility when it is first occupied. Finally, the management of the facility is turned over to the owner for full occupancy until the facility lives out its useful life and is designated for demolition or conversion.Of course, the stages of development in Figure 1.1 may not be strictly sequential. Some of the stages require iteration, and others may be carried out in parallel or with overlapping time frames, depending on the nature, size and urgency of the project. Furthermore, an owner may have in-house capacities to handle the work in every stage of the entire process, or it may seek professional advice and services for the work in all stages. Understandably, most owners choose to handle some of the work in-house and to contract outside professional services for other components of the work as needed. By examining the project life cycle from an owner’ s perspective we can focus on the proper roles of various activities and participants in all stages regardless of the contractual arrangements for different types of work.In the United States, for example, the U. S. Army Corps of Engineers has in-house capabilities to deal with planning, budgeting, design, construction and operation of waterway and flood control structures. Other public agencies, such as state transportation departments, are also deeply involved inall phases of a construction project. In the private sector, many large firms such as DuPont, Exxon, and IBM are adequately staffed to carry out most activities for plant expansion. All these owners, both public and private, use outside agents to a greater or lesser degree when it becomes more advantageous to do so.Figure 1.1 The Project Life Cycle of A Constructed FacilityThe project life cycle may be viewed as a process through which a project is implemented from cradle to grave. This process is often very complex; however, it can be decomposed into several stages as indicated by the general outline in Figure 1.1. The solutions at various stages are then integrated to obtain the final outcome. Although each stage requires different expertise, it usually includes both technical and managerial activities in the knowledge domain of the specialist. The owner may choose to decompose the entire process into more or less stages based on the size and nature of the project, and thus obtain the most efficient result in implementation. Very often, the owner retains direct control of work in the planning and programming stages, but increasingly outside planners and financial experts are used as consultants because of the complexities of projects. Since operation and maintenance of a facility will go on long after the completion and acceptance of a project, it is usually treated as a separate problem except in the consideration of the life cycle cost of a facility. All stages from conceptual planning and feasibility studies to the acceptance of a facility for occupancy may be broadly lumped together and referred to as the Design/Construct process, while the procurement and construction alone are traditionally regarded as the province of the construction industry.Owners must recognize that there is no single best approach in organizing project management throughout a project's life cycle. All organizational approaches have advantages and disadvantages, depending on the knowledge of the owner in construction management as well as the type, size and location of the project. It is important for the owner to be aware of the approach which is most appropriate and beneficial for a particular project. In making choices, owners should be concerned with the life cycle costs of constructed facilities rather than simply the initial construction costs. Saving small amounts of money during construction may not be worthwhile if the result is much larger operating costs or not meeting the functional requirements for the new facility satisfactorily. Thus, owners must be very concerned with the quality of the finished product as well as the cost of construction itself. Since facility operation and maintenance is a part of the project life cycle, the owners’expectation to satisfy investment objectives during the project life cycle will require consideration of the cost of operation and maintenance. Therefore, the facility's operating managementshould also be considered as early as possible, just as the construction process should be kept in mind at the early stages of planning and programming.1.2 Major Types of ConstructionSince most owners are generally interested in acquiring only a specific type of constructed facility, they should be aware of the common industrial practices for the type of construction pertinent to them. Likewise, the construction industry is a conglomeration of quite diverse segments and products. Some owners may procure a constructed facility only once in a long while and tend to look for short term advantages. However, many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities. It is to their advantage to keep the construction industry healthy and productive. Collectively, the owners have more power to influence the construction industry than they realize because, by their individual actions, they can provide incentives or disincentives for innovation, efficiency and quality in construction. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.In planning for various types of construction, the methods of procuring professional services, awarding construction contracts, and financing the constructed facility can be quite different. For the purpose of discussion, the broad spectrum of constructed facilities may be classified into four major categories, each with its own characteristics.Residential Housing ConstructionResidential housing construction includes single-family houses, multi-family dwellings, and high-rise apartments. During the development and construction of such projects, the developers or sponsors who are familiar with the construction industry usually serve as surrogate owners and take charge, making necessary contractual agreements for design and construction, and arranging the financing and sale of the completed structures. Residential housing designs are usually performed by architects and engineers, and the construction executed by builders who hire subcontractors for the structural, mechanical, electrical and other specialty work. An exception to this pattern is for single-family houses as is shown in Picture 1.1, which may be designed by the builders as well.Picture 1.1 Residential Housing Construction (courtesy of Caterpillar, Inc. )The residential housing market is heavily affected by general economic conditions, tax laws, and the monetary and fiscal policies of the government. Often, a slight increase in total demand will cause a substantial investment in construction, since many housing projects can be started at different locations by different individuals and developers at the same time. Because of the relative ease of entry, at least at the lower end of the market, many new builders are attracted to the residential housing construction. Hence, this market is highly competitive, with potentially high risks as well as high rewards.Institutional and Commercial Building Construction Institutional and commercial building construction encompasses a great variety of project typesand sizes, such as schools and universities, medical clinics and hospitals, recreational facilities and sports stadiums, retail chain stores and large shopping centers, warehouses and light manufacturing plants, and skyscrapers for offices and hotels, as is shown in Picture 1.2. The owners of such buildings may or may not be familiar with construction industry practices, but they usually are able to select competent professional consultants and arrange the financing of the constructed facilities themselves. Specialty architects and engineers are often engaged in designing a specific type of building, while the builders or general contractors undertaking such projects may also be specialized in only that type of building.Picture1.2 Construction of the PPG Building in Picture1.3 Construction of a Benzene Plant Pittsburgh, Pennsylvania (courtesy of PPG Industries, Inc.) in Lima, Ohio( courtesy of Maintowoc Company, Inc. ) Because of the higher costs and greater sophistication of institutional and commercial buildings in comparison with residential housing, this market segment is shared by fewer competitors. Since the construction of some of these buildings is a long process which once started will take some time to proceed until completion, the demand is less sensitive to general economic conditions than that for speculative housing. Consequently, the owners may confront an oligopoly of general contractors who compete in the same market. In an oligopoly situation, only a limited number of competitors exist, and a firm’s price for services may be based in part on its competitive strategies in the local market. Specialized Industrial ConstructionSpecialized industrial construction usually involves very large scale projects with a high degree of technological complexity, such as oil refineries, steel mills, chemical processing plants and coal-fired or nuclear power plants, as is shown in Picture 1.3. The owners usually are deeply involved in the development of a project, and prefer to work with designers-builders such that the total time for the completion of the project can be shortened. They also want to pick a team of designers and builders with whom the owner has developed good working relations over the years.Although the initiation of such projects is also affected by the state of the economy, long range demand forecasting is the most important factor since such projects are capital intensive and require considerable amount of planning and construction time. Governmental regulation such as the rulings of the Environmental Protection Agency and the Nuclear Regulatory Commission in the United States can also profoundly influence decisions on these projects.Infrastructure and Heavy ConstructionInfrastructure and heavy construction includes projects such as highways, mass transit systems, tunnels, bridges, pipelines, drainage systems and sewage treatment plants, as is shown in Picture 1.4. Most of these projects are publicly owned and therefore financed either through bonds or taxes. Thiscategory of construction is characterized by a high degree of mechanization, which has gradually replaced some labor intensive operations.The engineers and builders engaged in infrastructure construction are usually highly specialized since each segment of the market requires different types of skills. However, demands for different segments of infrastructure and heavy construction may shift with saturation in some segments. For example, as the available highway construction projects are declining, some heavy construction contractors quickly move their work force and equipment into the field of mining where jobs areavailable.1.3 Selection of Professional ServicesWhen an owner decides to seek professional services for the design and construction of a facility, he is confronted with a broad variety of choices. The type of services selected depends to a large degree on the type of construction and the experience of the owner in dealing with various professionals in the previous projects undertaken by the firm. Generally, several common types of professional services may be engaged either separately or in some combination by the owners. Financial Planning ConsultantsAt the early stage of strategic planning for a capital project, an owner often seeks the services of financial planning consultants such as certified public accounting ( CPA) firms to evaluate the economic and financial feasibility of the constructed facility, particularly with respect to various provisions of federal, state and local tax laws which may affect the investment decision. Investment banks may also be consulted on various options for financing the facility in order to analyze their long-term effects on the financial health of the owner organization.Architectural and Engineering FirmsTraditionally, the owner engages an architectural and engineering (A/E) firm or consortium as technical consultant in developing a preliminary design. After the engineering design and financing arrangements for the project are completed, the owner will enter into a construction contract with a general contractor either through competitive bidding or negotiation. The general contractor will act as a constructor and/or a coordinator of a large number of subcontractors who perform various specialties for the completion of the project. The A/E firm completes the design and may also provide on site quality inspection during construction. Thus, the A/E firm acts as the prime professional on behalf of the owner and supervises the construction to insure satisfactory results. This practice is most common in building construction.In the past two decades, this traditional approach has become less popular for a number of reasons, particularly for large scale projects. The A/E firms, which are engaged by the owner as the prime professionals for design and inspection, have become more isolated from the constructionPicture 1.4 Construction of the Dame PointBridge in Jacksonville, Florida ( courtesy ofMary Lou Maher)process. This has occurred because of pressures to reduce fees to A/E firms, the threat of litigation regarding construction defects, and lack of knowledge of new construction techniques on the part of architect and engineering professionals. Instead of preparing a construction plan along with the design, many A/E firms are no longer responsible for the details of construction nor do they provide periodic field inspection in many cases. As a matter of fact, such firms will place a prominent disclaimer of responsibilities on any shop drawings they may check, and they will often regard their representatives in the field as observers instead of inspectors. Thus, the A/E firm and the general contractor on a project often become antagonists who are looking after their own competing interests. As a result, even the constructability of some engineering designs may become an issue of contention. To carry this protective attitude to the extreme, the specifications prepared by an A/E firm for the general contractor often protects the interest the A/E firm at the expense of the interests of the owner and the contractor.In order to reduce the cost of construction, some owners introduce value engineering, which seeks to reduce the cost of construction by soliciting a second design that might cost less than the original design produced by the A/E firm. In practice, the second design is submitted by the contractor after receiving a construction contract at a stipulated sum, and the saving in cost resulting from the redesign is shared by the contractor and the owner. The contractor is able to absorb the cost of redesign from the profit in construction or to reduce the construction cost as a result of the re-design. If the owner had been willing to pay a higher fee to the A/E firm or to better direct the design process, the A/E firm might have produced an improved design which would cost less in the first place. Regardless of the merit of value engineering, this practice has undermined the role of the A/E firm as the prime professional acting on behalf of the owner to supervise the contractor.Design/Construct FirmsA common trend in industrial construction, particularly for large projects, is to engage the services of a design/construct firm. By integrating design and construction management in a single organization, many of the conflicts between designers and constructors might be avoided. In particular, designs will be closely scrutinized for their constructability. However, an owner engaging a design/construct firm must insure that the quality of the constructed facility is not sacrificed by the desire to reduce the time or the cost for completing the project. Also, it is difficult to make use of competitive bidding in this type of design/construct process. As a result, owners must be relatively sophisticated in negotiating realistic and cost-effective construction contracts.One of the most obvious advantages of the integrated design/construct process is the use of phased construction for a large project. In this process, the project is divided up into several phases, each of which can be designed and constructed in a staggered manner. After the completion of the design of the first phase, construction can begin without waiting for the completion of the design of the second phase, etc. If proper coordination is exercised, the total project duration can be greatly reduced. Another advantage is to exploit the possibility of using the turnkey approach whereby an owner can delegate all responsibility to the design/construct firm which will deliver to the owner a completed facility that meets the performance specifications at the specified price. Professional Construction ManagersIn recent years, a new breed of construction managers ( CM ) offers professional services from the inception to the completion of a construction project. These construction managers mostly comefrom the ranks of A/E firms or general contractors who may or may not retain dual roles in the service of the owners. In any case, the owner can rely on the service of a single prime professional to manage the entire process of a construction project. However, like the A/E firms of several decades ago, the construction managers are appreciated by some owners but not by others. Before long, some owners find that the construction managers too may try to protect their own interest instead of that of the owners when the stakes are high. It should be obvious to all involved in the construction process that the party which is required to take higher risk demands larger rewards. If an owner wants to engage an A/E firm on the basis of low fees instead of established qualifications, it often gets what it deserves; or if the owner wants the general contractor to bear the cost of uncertainties in construction such as foundation conditions, the contract price will be higher even if competitive bidding is used in reaching a contractual agreement. Without mutual respect and trust, an owner cannot expect that construction managers can produce better results than other professionals. Hence, an owner must understand its own responsibility and the risk it wishes to assign to itself and to other participants in the process. Operation and Maintenance ManagersAlthough many owners keep a permanent staff for the operation and maintenance of constructed facilities, others may prefer to contract such tasks to professional managers. Understandably, it is common to find in-house staff for operation and maintenance in specialized industrial plants and infrastructure facilities, and the use of outside managers under contracts for the operation and maintenance of rental properties such as apartments and office buildings. However, there are exceptions to these common practices. For example, maintenance of public roadways can be contracted to private firms. In any case, managers can provide a spectrum of operation and maintenance services for a specified time period in accordance to the terms of contractual agreements. Thus, the owners can be spared the provision of in-house expertise to operate and maintain the facilities.Facilities ManagementAs a logical extension for obtaining the best services throughout the project life cycle of a constructed facility, some owners and developers are receptive to adding strategic planning at the beginning and facility maintenance as a follow-up to reduce space-related costs in their real estate holdings. Consequently, some architectural/ engineering firms and construction management firms with computer-based expertise, together with interior design firms, are offering such front-end and follow-up services in addition to the more traditional services in design and construction. This spectrum of services is described in Engineering News Record (now ENR) as follows: Facilities management is the discipline of planning, designing, constructing and managing space -—in every type of structure from office buildings to process plants. It involves developing corporate facilities policy, long-range forecasts, real estate, space inventories, projects (through design, construction and renovation), building operation and maintenance plans and furniture and equipment inventories.A common denominator of all firms entering into these new services is that they all have strong computer capabilities and heavy computer investments. In addition to the use of computers for aidingdesign and monitoring construction, the service includes the compilation of a computer record of building plans that can be turned over at the end of construction to the facilities management group of the owner. A computer data base of facilities information makes it possible for planners in the owner's organization to obtain overview information for long range space forecasts, while the line managers can use as built information such as lease/tenant records, utility costs, etc. for day-to-day operations.。
工程管理专业英语
《工程管理专业英语》教学大纲开课学院：建筑工程学院Begin College:Construction Engineering College适用专业：工程管理Applicable to Professional:Engineering Management课程编号：Course Number:课程英文名称：Engineering ManagementEnglish Course Title：Engineering Management课程性质：学科基础课Course property：Discipline Basic Courses课程总课时：32Course Total Class：32学分：2Credit：2课程教学目标与基本要求：通过本课程的学习，使学生了解土木工程专业的培养目标、行业发展、主要的科学问题和解决的方法、课程之间的联系、专业学习的特点、毕业后的去向等情况。
能够为学生选修课程和将来的工作提供参考。
The teaching goal and the basic requirements：Through learning of this course, make students understand the civil engineering professional training target, industry development, the main scientific problems and the solution method, the connection between the course and the characteristics of professional learning, go after graduation, and so on and so forth.Courses for students and working to provide the reference for the future.教学内容Content of courses 教学要求Teaching requirement教学模式Modelteaching课时分配（建议）Teachinghours第一部分工程概述1.工程的概念2.工程的作用3.我国古代工程4.我国现代工程The first part Project overview1.The concept of the engineering;2.The role of engineering;3. Ancient China engineering ;4.Modern engineering in our country. 了解工程的概念；了解工程的作用；了解我国古代工程。
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工程管理英语1. Research on Cooperative Engineering Project Management with Foreign Deputizing for the Client 代业主工程项目管理的中外合作探索2. Based on the Browser/Server (B/S) three tiers network architecture, the system is mainly composed of seven sub-systems, which includes the management system of project, process file, process resource, document, tooling, task and man-hour. 该系统包括工程项目管理、工艺文件管理、工艺资源管理、图文档管理、工装管理、任务管理和工时管理等七个独立的子系统。
3. Management of 4# roaster project in Shanxi Aluminum Factory which win national excellent engineering 浅谈山西铝厂 4 号焙烧炉工程项目管理4. Some Distinguishing Features on the Management of East Mole Engineering at Tianjin Harbour 东突堤工程项目管理的若干特点和体会5. With the help of the advanced project management theory, information technology, the Sichuan expressway ITS project management will be studied in this thesis. 本文应用先进的项目管理理论、现代化信息技术，对四川省高速公路 ITS 工程项目管理进行研究。
6. This paper takes PMIS as the main object of studying, it applies the theory and means of Project Management Knowledge System, and the specific features of construction project management on the research. It makes detail analysis and deep study to the application of WBS for project management, CICS, coding system, the process control of project management and the application of PMIS in construction project management. 本文以工程项目管理信息系统(PMIS)为主要研究对象，运用现代项目管理知识体系中的基础理论和方法、结合工程项目管理的特点，对 WBS 方法在项目管理中的应用、工程项目信息分类和编码体系、工程项目管理过程控制、PMIS 在工程项目管理中的应用做了详细的分析和深入的研究。
7. Project management based on knowledge management have showed newcharacters:information,flexibility,promptness. 融入知识管理后的工程项目管理呈现了新特点:信息化、柔性化、敏捷化。
8. Compendious Analyses of CIO System Application in Project Construction Information Management. 浅析在工程项目管理信息化建设工作中建立并推行 CIO 制度 9. Familiar with international engineering project management systems. 熟悉国际工程和项目管理系统。
10. A Study on Dams SafetyMonitoring Engineering Project Quality Management 大坝安全监测工程项目质量管理研究 1.The following paper illustrates the necessity to strengthen subcontracting management of building construction project,analyzes its common problems in practice and their countermeasures,and discusses its future,in order to do well management of project subcontracting form. 阐述了建筑工程项目加强分承包管理的必要性,分析了实践中分包管理常见的问题及其应对措施,并对未来的建筑工程项目分包管理进行了探讨,以做好项目管理分包形式的管理工作。
2.STUDY AND DESIGN ON THE DYNAMIC MANAGEMENT INFORMATION SYSTEM OF CONSTRUCTION PROJECT & COST 建筑工程项目及造价动态管理系统研究与设计 3.Our engineering services include (but not limited to) major or landmark bridge design; structural design on special building structures; project construction management; bridge construction supervision, monitoring and evaluating as well as retrofitting program consulting of existing bridges. 主要致力于工程设计咨询、特殊建筑结构设计咨询、工程项目管理咨询与桥梁工程监理、检测、评估、维护等专业咨询服务。
4.This paper introduces briefly the structure, main function, flow diagram of data, code and data base of a computer network system for dynamoic management of construction project and cost. 本文概要介绍了一个建筑工程项目其造价动态管理软件系统的结构、功能、数据流程图、编码和数据库结构等。
5.BDM is a prominent interior architectural design firm specializing in interior and exterior properties design, as well as construction project management. BDM 是一家卓越的室内建筑设计公司，在擅长于建筑物内外设计的同时，还兼顾工程项目的专业管理。
6.Based on the industry foundation classes (IFC) standard and the 4D modeling theory, this paper describes the establishment of a 4D information model that supports the data exchange and sharing during construction phases and achieves the integrated information management. A 4D project management system is also introduced. This system enables dynamic management, optimization and 4D simulation of the construction schedule, the resource allocation and the construction site layout. 通过对建筑业国际工业标准 IFC 和 4D 模型理论的深入研究,建立基于 IFC 和工程数据管理的 4D 信息模型,支持建设项目实施的各个阶段的数据交换与共享,实现工程信息的集成化管理,开发面向建筑施工的 4D 项目管理系统,实现了建筑施工进度、资源、场地布置的动态管理、优化控制和 4D 可视化模拟。
7.Based on the research on the industry foundation classes (IFC) standard and the 4D modeling theory, this paper describes the establishment of a 4D information model that supports the data exchange and sharing during construction phases and achieves the integrated information management. In this paper, a 4D project management system is also introduced. This system enables the dynamic management, optimization and the 4D simulation of the construction schedule, the resource allocation and the construction site layout. 本文通过对建筑业国际工业标准 IFC 和 4D 模型理论的深入研究,建立基于 IFC 和工程数据管理的 4D 信息模型,支持建设项目实施的各个阶段的数据交换与共享,实现工程信息的集成化管理,开发面向建筑施工的 4D 项目管理系统,实现了建筑施工进度、资源、场地布置的动态管理、优化控制和 4D 可视化模拟。