外文文献及翻译：施工项目进度控制的关键问题Constructionofkeyproblemsofprojectprogresscontrol
工程项目施工管理_英文
Construction management plays a crucial role in the successful completion of engineering projects. It involves the planning, coordination, and execution of various activities to ensure the project is completed on time, within budget, and meets the required quality standards. In this article, we will discuss the key aspects of construction management and its significance in the engineering industry.1. Project PlanningThe first step in construction management is to develop a comprehensive project plan. This plan includes defining project objectives, scope, schedule, budget, and resources required. A well-planned project ensures that all stakeholders are aligned and aware of their roles and responsibilities. Key components of project planning include:- Defining project objectives: Establishing clear goals and objectives for the project, such as meeting deadlines, budget constraints, and quality standards.- Identifying project scope: Defining the boundaries of the project, including the deliverables, tasks, and activities involved.- Creating a project schedule: Developing a timeline for the project, including milestones, start and end dates for each task, and dependencies between tasks.- Estimating project budget: Determining the financial resources required for the project, including labor, materials, equipment, and other expenses.- Allocating resources: Identifying the human, material, and financial resources needed to complete the project.2. Project CoordinationEffective coordination is essential to ensure that all projectactivities are carried out smoothly. This involves:- Communicating with stakeholders: Maintaining regular communicationwith clients, contractors, suppliers, and other stakeholders to ensure that their expectations are met.- Managing contracts: Administering contracts with suppliers, contractors, and consultants to ensure that they meet project requirements and deliverables.- Scheduling: Coordinating the schedule of activities, including monitoring progress and adjusting timelines as necessary.- Risk management: Identifying potential risks and developing strategies to mitigate them, such as scheduling delays, cost overruns, and quality issues.3. Project ExecutionOnce the project plan is in place, the construction management team focuses on executing the plan. This includes:- Directing construction activities: Overseeing the construction process, including supervising labor, managing equipment, and ensuring compliance with safety and quality standards.- Monitoring progress: Regularly assessing the progress of the projectto ensure that it stays on track and meets the required quality standards.- Controlling costs: Managing the project budget, including tracking expenses, identifying cost-saving opportunities, and adjusting thebudget as necessary.- Managing changes: Addressing any changes or modifications to theproject scope, schedule, or budget, and ensuring that these changes are documented and communicated to all stakeholders.4. Project ClosureUpon completion of the project, construction management involves closing out the project effectively. This includes:- Conducting a final inspection: Ensuring that the project meets all the required quality standards and is ready for occupancy or use.- Documenting the project: Organizing all project-related documents, including drawings, specifications, and records of construction activities.- Handing over the project: Transferring ownership of the project to the client, including providing necessary training and support for the operation and maintenance of the facility.- Evaluating the project: Reviewing the project's performance, including identifying lessons learned and areas for improvement in future projects.In conclusion, construction management is a critical aspect of engineering projects. It ensures that projects are completed successfully, on time, within budget, and meet the required quality standards. Effective construction management involves planning, coordination, execution, and closure, all of which are essential for the success of any engineering project.。
工程管理3000字外文文献翻译
工程管理3000字外文文献翻译工程项目施工进度控制技术研究陈晨[A]；何文正[B]；陈军[A]【摘要】施工进度管理在工程管理过程中是一个非常重要的过程，它将影响工程项目的整体定位和施工质量，并具有一定的动态性，贯穿于工程建设的每一个过程。
而在工程项目的施工过程中对施工进度进行强有力的、可管理的控制，不仅会对工程的按期交付产生重大影响，而且会对整个实体的形象和效益产生影响。
【关键词】工程项目；进度控制；影响因素；保证措施介绍与投资控制和质量控制一样，所谓的工程进度控制也是工程管理的一部分，它不仅可以保证工程的合理进行，而且有助于资源的有效配置和调配。
同时也是降低工程造价、节约成本、提高经济效益的重要措施这也是保证工程按期交付、合理的资源供应和安排、节约工程造价的重要措施。
1.工程进度控制原理和方法1.1进度控制理论所谓进度控制，是指在事先确定合理有效的工程进度计划的基础上，对工程项目在规定期限内的整个施工过程进行监视、指导、检查和纠正的一种行动程序。
而该项目的既定期限包括从工程开工到工程竣工的施工活动占用时间。
项目工期的具体目标包括：总进度计划中实现的项目总工期目标；分进度计划（采购、设计、施工等）或二级进度计划中实现的项目工期目标；进度计划中实现的里程碑目标。
每个阶段的计划。
1.2动态控制原理工程项目进度控制是工程项目建设过程中伴随着工程项目实施的一个过程，是一个动态的过程，而不是一个静态的过程，是一个循环的过程。
从工程项目开始，进度计划就进入了运行阶段，也就是说进度计划已经进入了实施阶段。
如果出现偏差，应分析对于偏差具体原因，并采取相应的措施和解决方案，还需要调整进度计划，使新的计划与实际相适应，在新的衔接点上实现协同工作，并根据新计划的调整，全力进行工程。
1.3系统原理在进行项目进度控制的过程中，第一步应编制工程项目的各项计划，包括进度计划方案的编制应坚持从大到细的原则，其内容应以草图中的细节为基础，形成整个工程项目的总体方案体系。
工程项目管理的英文文章
Introduction:Engineering projects are complex endeavors that require meticulous planning, coordination, and execution. Effective project management is essential to ensure the successful completion of these projects within budget, time, and scope. This article explores the importance of project management in engineering, highlighting key aspects and strategies to achieve project success.I. Importance of Project Management in Engineering:1. Budget Control: Engineering projects involve significant financial investments. Effective project management helps in managing costs, preventing overruns, and ensuring that the project stays within the allocated budget.2. Time Management: Deadlines are critical in engineering projects. Proper planning, scheduling, and monitoring enable project teams to complete tasks on time, minimizing delays and associated costs.3. Scope Management: Managing project scope is crucial to avoid scope creep, which can lead to increased costs, delays, and compromised quality. Effective project management ensures that project objectives and deliverables are clearly defined and controlled.4. Risk Management: Engineering projects are prone to various risks, such as technical, financial, and environmental challenges. Project management helps in identifying, assessing, and mitigating risks, reducing the likelihood of project failure.5. Quality Assurance: Ensuring high-quality standards is vital in engineering projects. Project management methodologies and tools facilitate the implementation of quality control measures, resulting in a successful and reliable end product.II. Key Aspects of Effective Project Management in Engineering:1. Project Planning: A comprehensive project plan outlines the project objectives, scope, schedule, resources, and risks. It serves as aroadmap for the project team, guiding their efforts towards successful completion.2. Resource Management: Effective allocation and utilization of resources, including personnel, equipment, and materials, are crucialfor project success. Project managers must ensure that resources are available when needed and efficiently utilized.3. Communication: Clear and open communication is essential in engineering projects. Project managers should facilitate communication among team members, stakeholders, and other project participants to ensure alignment and avoid misunderstandings.4. Stakeholder Management: Identifying and managing project stakeholders is vital for successful project outcomes. Project managers should engage with stakeholders, understand their expectations, and address their concerns to maintain their support throughout the project lifecycle.5. Risk Management: Identifying, assessing, and mitigating risks are critical in engineering projects. Project managers should develop a risk management plan, implement risk mitigation strategies, and monitor risks throughout the project lifecycle.6. Quality Control: Implementing quality control measures ensures that project deliverables meet the required standards. Project managers should establish quality assurance processes, conduct inspections, and address any deviations from quality standards.III. Strategies for Effective Project Management in Engineering:1. Adopting Project Management Methodologies: Utilizing recognized project management methodologies, such as PRINCE2, Agile, or Lean, can enhance project performance and facilitate successful project delivery.2. Leveraging Technology: Implementing project management software and tools can streamline project planning, execution, and monitoring, improving efficiency and collaboration.3. Fostering a Collaborative Environment: Encouraging open communication, teamwork, and collaboration among project team members can enhanceproject performance and promote a positive work culture.4. Continuous Improvement: Implementing a continuous improvement approach allows project managers to learn from past experiences,identify areas for improvement, and optimize project management practices.Conclusion:Effective project management is a critical factor in the success of engineering projects. By focusing on key aspects such as planning, resource management, communication, stakeholder management, risk management, and quality control, project managers can ensure that engineering projects are completed on time, within budget, and to the required standards. Adopting appropriate methodologies, leveraging technology, and fostering a collaborative environment further enhancethe chances of project success.。
工程项目管理论文外文
Abstract: Engineering projects play a crucial role in the development of modern society. Effective project management is essential for the successful completion of engineering projects. This paper aims to explore the significance of project management in engineering projects and highlight the key elements that contribute to successful project execution.Introduction:Engineering projects are complex endeavors that involve a combination of technical, financial, and human resources. The successful completion of these projects relies heavily on effective project management. This paper will discuss the importance of project management in engineering projects and the key elements that contribute to successful project execution.1. Planning:The first step in project management is planning. This involves defining the project objectives, scope, and deliverables. A well-defined plan ensures that all stakeholders have a clear understanding of theproject's goals and expectations. Proper planning helps in identifying potential risks and developing strategies to mitigate them.2. Organization:Effective organization is crucial for the successful execution of engineering projects. This includes assigning roles and responsibilities to team members, establishing clear communication channels, and creating a structured workflow. Proper organization ensures that resources are allocated efficiently and that tasks are completed on time.3. Coordination:Coordination is a key element of project management. It involves ensuring that all team members are working together towards the common goal. Effective coordination helps in minimizing conflicts, resolving issues, and maintaining a smooth workflow. This includes regular meetings, progress updates, and conflict resolution mechanisms.4. Control:Controlling the project involves monitoring the progress, identifying deviations from the plan, and taking corrective actions. This helps in ensuring that the project is on track and that any issues are addressed promptly. Key performance indicators (KPIs) and project management software can be used to track progress and identify potential risks.5. Quality Management:Quality management is critical in engineering projects to ensure that the final deliverable meets the required standards. This involves implementing quality control processes, conducting regular inspections, and ensuring compliance with relevant regulations and standards. Quality management also includes addressing any issues that arise during the project lifecycle.6. Risk Management:Risk management is an essential aspect of project management. It involves identifying potential risks, assessing their impact, and developing strategies to mitigate them. Effective risk management helps in minimizing the likelihood of project delays, cost overruns, and quality issues.Conclusion:In conclusion, effective project management is essential for the successful completion of engineering projects. Proper planning, organization, coordination, control, quality management, and risk management are key elements that contribute to successful project execution. By focusing on these aspects, project managers can ensurethat engineering projects are completed on time, within budget, and meet the required quality standards.。
工程项目施工管理_英文(3篇)
第1篇Engineering project construction management is a crucial process that involves planning, organizing, and executing construction projects. It ensures that projects are completed on time, within budget, and to the required standards. Effective construction management is essential for the success of any construction project. This essay aims to discuss the key aspects of engineering project construction management.1. Project PlanningThe first step in construction management is project planning. This involves defining the project objectives, scope, and requirements. The project manager must identify the necessary resources, such as labor, materials, and equipment, and establish a timeline for the project. A well-planned project minimizes risks and ensures that the project is completed efficiently.2. Resource AllocationResource allocation is a critical aspect of construction management. The project manager must ensure that the necessary resources are available and utilized effectively. This includes hiring skilled labor, ordering materials, and securing equipment. Efficient resource allocation helps to optimize costs and improve project performance.3. Scheduling and CoordinationA detailed schedule is essential for construction management. Theproject manager must develop a project schedule that outlines the sequence of activities, duration, and dependencies. This schedule should be shared with all stakeholders to ensure that everyone is aware of the project's progress and timeline. Coordination among various teams and contractors is crucial to avoid delays and conflicts.4. Risk ManagementRisk management is an integral part of construction management. Identifying potential risks and developing strategies to mitigate them is essential for project success. Risks can include weather conditions,design changes, and equipment failures. A proactive risk management approach helps to minimize the impact of unforeseen events on the project.5. Quality ControlQuality control is a critical aspect of construction management.Ensuring that the construction work meets the required standards is essential for the long-term success of the project. The project manager must establish quality control measures, such as inspections and testing, to ensure that the work is completed correctly. This helps to prevent defects and rework, saving time and money.6. Communication and CoordinationEffective communication and coordination are vital for construction management. The project manager must maintain open lines of communication with all stakeholders, including clients, contractors, and suppliers. Regular meetings, progress reports, and updates are essential for keeping everyone informed and aligned with the project's goals.7. Contract AdministrationContract administration is an important aspect of construction management. The project manager must ensure that all contracts are properly executed and that the work is performed in accordance with the agreed-upon terms. This includes reviewing invoices, approving change orders, and resolving disputes.8. Project ClosureProject closure is the final stage of construction management. Theproject manager must ensure that all work is completed, and the project is delivered on time and within budget. This includes conducting a final inspection, obtaining necessary permits, and documenting the project's outcomes. A successful project closure helps to ensure that the clientis satisfied and that the project manager can learn from the experience.In conclusion, engineering project construction management is a complex process that requires careful planning, organization, and execution. Byfocusing on key aspects such as project planning, resource allocation, scheduling, risk management, quality control, communication, contract administration, and project closure, project managers can ensure the success of construction projects. Effective construction management not only contributes to the overall success of a project but also enhances the reputation of the project manager and the organization involved.第2篇Construction management plays a crucial role in the successful completion of engineering projects. It involves the coordination of various aspects such as planning, execution, and control to ensure that the project is completed within the specified time, budget, and quality standards. This article will discuss the key components of construction management and its significance in engineering projects.1. Project PlanningProject planning is the first step in construction management. It involves identifying the project objectives, scope, and requirements. This stage includes the following activities:- Defining project goals and objectives- Establishing project scope and deliverables- Identifying project stakeholders and their interests- Developing a project schedule- Estimating project costs and budget- Identifying potential risks and developing mitigation strategiesEffective project planning ensures that the project is well-defined, resources are allocated appropriately, and the project team is aware of their roles and responsibilities.2. Project ExecutionOnce the project is planned, the execution phase begins. This phase involves coordinating the activities of various project stakeholders,including designers, contractors, suppliers, and clients. The key activities in project execution include:- Managing the project schedule- Coordinating resources and materials- Overseeing the construction process- Ensuring compliance with safety and quality standards- Monitoring project progress and performance- Managing project changes and issuesEffective project execution requires strong communication, coordination, and leadership skills. The project manager must ensure that all stakeholders are working towards the common goal of completing the project successfully.3. Project ControlProject control is a critical aspect of construction management that ensures the project is on track to meet its objectives. This phase involves the following activities:- Monitoring project performance against the planned objectives- Identifying deviations from the plan and taking corrective actions- Managing project risks and uncertainties- Controlling project costs and budget- Ensuring quality and compliance with standardsEffective project control allows the project manager to identify and address issues before they become significant problems. It also helps in making informed decisions regarding the project's direction and priorities.4. Project HandoverThe final phase of construction management is project handover. This phase involves transferring the completed project to the client and ensuring that it meets the agreed-upon quality standards. Key activities in this phase include:- Conducting a final inspection and quality assurance- Documenting the project's completion- Ensuring all project deliverables are met- Providing training and support to the client- Closing project contracts and resolving any outstanding issuesEffective project handover ensures that the client is satisfied with the completed project and that all project objectives have been achieved.Significance of Construction ManagementConstruction management is essential in engineering projects for several reasons:- Ensures the project is completed on time, within budget, and to the required quality standards- Facilitates effective communication and coordination among project stakeholders- Helps in identifying and managing project risks and uncertainties- Ensures compliance with safety, environmental, and legal requirements- Improves the overall efficiency and profitability of the projectIn conclusion, construction management is a critical aspect of engineering projects. By effectively managing the project's planning, execution, control, and handover phases, project managers can ensure the successful completion of projects while minimizing risks and maximizing value for their clients.第3篇Construction management plays a crucial role in the successful execution of engineering projects. It involves planning, organizing, coordinating, and controlling the various activities required to complete a project within the specified time, budget, and quality standards. This article will discuss the key aspects of construction management and its importance in ensuring the smooth progress of engineering projects.1. Project PlanningThe first step in construction management is to plan the project. This involves defining the project scope, objectives, and deliverables, as well as identifying the necessary resources and stakeholders. A detailed project plan should be developed, including the timeline, budget, andrisk management strategies. This will help in setting clear expectations and ensuring that the project is completed on time and within budget.2. Resource ManagementEffective resource management is essential for the successful execution of engineering projects. This includes the allocation of labor, equipment, and materials required for construction activities. Construction managers must ensure that resources are available when needed and that they are used efficiently to minimize waste and reduce costs.3. CoordinationConstruction projects involve various stakeholders, including architects, engineers, contractors, suppliers, and clients. Effective coordination among these parties is crucial for the smooth progress of the project. Construction managers must facilitate communication, resolve conflicts, and ensure that all stakeholders are aligned with the project objectives.4. Quality ControlMaintaining quality standards is a critical aspect of construction management. Construction managers must establish quality control procedures to ensure that the work performed meets the specifiedrequirements. This includes inspecting the work, reviewing drawings, and verifying compliance with codes and regulations.5. Risk ManagementRisk management is an integral part of construction management. Construction projects are subject to various risks, such as design changes, weather conditions, and labor strikes. Construction managers must identify potential risks, develop mitigation strategies, and implement contingency plans to minimize the impact of these risks on the project.6. Safety ManagementSafety is a top priority in construction management. Construction managers must ensure that all workers are trained and equipped with the necessary safety equipment. They must also establish safety protocols and conduct regular safety inspections to prevent accidents and injuries on the construction site.7. Contract AdministrationConstruction projects are often executed through contracts between the owner and the contractor. Construction managers must oversee contract administration to ensure that the contractor fulfills their obligations and adheres to the terms and conditions of the contract. This includes monitoring progress, reviewing invoices, and resolving any disputes that may arise.8. Project ClosureOnce the construction work is completed, construction managers must oversee the project closure process. This involves reviewing the project deliverables, conducting a final inspection, and obtaining client approval. The project closure process also includes archiving project documentation and conducting a post-project evaluation to identify lessons learned and areas for improvement.In conclusion, construction management is a complex and multifaceted discipline that requires a combination of technical, organizational, andleadership skills. By effectively managing the planning, resources, coordination, quality, risk, safety, contract, and closure aspects of a project, construction managers can ensure the successful execution of engineering projects within the specified time, budget, and quality standards.。
外文翻译-如何搞好建设项目的工程造价控制
外文翻译-如何搞好建设项目的工程造价控制附录1How to improve construction project cost controlA construction project the importance of cost control ofconstruction project cost control of projects through the entire process, that is, decision-making phase of the project, the project design stage, project implementation and completion stages of phase related to the construction project cost control. Statistics show that the decision-making stage in the project and design stage, the impact of thepossibility of project cost 30% -75%, and in the implementation phase of the impact of the possibility of project cost is only 5% -25%. It is obvious that the key to cost control is the implementation of theproject prior to decision-making and the design phase of the project,the project is the deciding factor in decision-making, and is a keyfactor in design. Control project cost not only to prevent breakthrough investment limit, meaning a more active is to promote the construction, engineering, and design units to strengthen the management of human, material and financial resources with limited resources can be fully utilized to obtain the best economic and social benefits . So do a good job in project cost control, to ensure and accelerate the economic development thinking has a certain significance.Second, construction project cost control measures for construction project cost control is effective decision-making in the investmentphase, design phase, construction phase contract, the contract implementation phase of the construction project cost control in the amount of the approved project cost limit, occur at any time to correct deviations, and ensure the realization of investment objectives of the project to various construction projects in a reasonable manner to the use of human, material and financial resources to obtain better investment returns, and ultimately to enable the completion of audited accounts to control the amount of the budget to avoid the "three super - "phenomenon, in order to effectively control the project cost should be doing the work of the following aspects: (a) decision-making phase of the project cost to determine the cost of control engineering andcontrol projects through the entire process, but the technical and economic decision-making stages of policy-making, project cost of the project very much affected by something, especially to determine the level of construction standards, building site selection, technology selection, equipment selection, etc., is directly related to the level of project cost. According to the data in various stages of construction projects, investment decision-making phase of the impact of the highest degree of project cost, for a total of 80-90%. Therefore, the decision-making phase of the project is to determine the content of the decision-making project cost basis, a direct impact on decision-making phase of the various construction phases of the project cost to determine and control whether or not scientific, reasonable question. First, the preparation of estimates of the need for investment. Preliminaryestimates of capital investment is an important part in the work of one. Decision-making document, it is research, analysis of the construction project an important basis for economic effects. Work in the economy should be reflected in the design of practical content, reflecting the building of the region's economic situation, started from the estimates reflected the accuracy and completeness of the construction investment project. Second, the investment must be designed to estimate a true reflection of the investment estimates should be realistic and reflect the design of content, which requires designers and project from the engineering content of the size of a true reflection of design intent. The main technology to be relatively more programs, programs to optimize the design of the program is not only technically feasible but also economically more reasonable. Therefore, the project economy-building programs from the beginning of the optimization, it should penetrateinto the whole process designed to, in accordance with the principles of project cost management, a reasonable estimate of projected changes in a variety of dynamic factors, as far as possible, do not play enough to stay investment gap This is the preparation of estimates of key investment is also an important basis for the next stage. (B) the design phase of project cost control project engineering design was to conduct a comprehensive planning and specific intent to describe the process of implementation is the soul of the construction, dealing with technology and the critical link in economic relations, is to determine and control the focus of project cost stage. First, optimized design, the design ofeffective control of project cost if the quality and try to meet the national requirements,functions are used to meet requirements related to construction projects only a one-time investment to meet the application requirements, not only construction projects related to the number of one-time investment, but also in the completion After delivery of the impact of the economic benefits of the project. Foreign experts pointed out that although the design of the project costs represent a small proportion of total investment, less than 1%, but the impact of its project cost to achieve the level of 75%. It is clear that the project design stage todo a good job of cost control is cost effective control of the key, re-construction, light design concept must be overcome to control the cost of the project design should start. Therefore, the construction unitsand design units in the review of the design, attention should be paidto design optimization, the use of various indicators of the overallplan of the factory, industrial building design analysis of space compared to the design of these two aspects of the project cost, notonly have a significant impact, and after the construction and operation of the production, management has a significant impact. Second, the implementation of projects designed to control project cost limit, inthe design process used in the design limit. The so-called limit is in accordance with the approved design of the investment feasibility study to estimate the preliminary design of the control, in accordance withthe approved budget for the preliminary design of the total control ofthe technical design and construction design, at the same time ensurethat the goals of the profession under the premise of the use of function, according to the allocation of investment limit control design, and strictly control unreasonable change to ensure that the total amount of investment will not be a breakthrough. The preliminary design stage should be in accordance with the approved feasibility study stage of the investment estimate for the limit design, control of budget estimates do not exceed the investment, mainly in engineering and equipment is, the control material. To this end, the preliminary design phase of the limit amount of design engineering phase of the feasibility study should be validated and equipment design engineering, material standards as the basis, the feasibility study stage of certain types of projects is not easy to determine the amount of light design and universal design or Similar projects have been built to determine the amount of physical works. Quota at the preliminary design, the design of the professional staff to enhance awareness of project cost, in strict accordance withthe decomposition of the limit design and control of investment projects, as well as to ensure that under the conditions of the use of functional design, sought to project cost control and engineering in the limit .(C) the implementation phase of project cost control project is the implementation phase of the formative stages of building physical, human, material and financial resources of the main stage of consumption. Large projects involving a wide range of influencing factors, and construction cycles, policy changes, materials and equipment prices, largefluctuations in market supply and demand and so on. . To improve the quality of the construction, control project cost, investment returns to play, it is necessary to the implementation phase of the project to strengthen project management and oversight functions in order to enhance the full range of construction projects, the whole process of cost control. Due to the complexity of construction projects, the impact of factors of variability of the characteristics of the implementation phase of projects often have some unexpected costs. First, the effective control of engineering change and economic access at the project site construction projects, engineering and on-site visa change is inevitable, but there is capacity to control. During the construction plans in order to prevent loopholes in the design, with the exception of the audit checks should Party B in a joint hearing of the drawings, the technical advice and design to eliminate, in a word, should be started prior tothe eradication of the. Design changes should be advanced as far as possible, change occurred earlier, the smaller the loss, the greater the contrast. To this end, the design of change management must be strengthened as much as possible the design change control early in the design phase, in particular the impact of the project cost for major design changes, but also to use accounts after the first solution to change, so that the effective control of project cost. Second, arigorous examination of the budget in accordance with construction plan the progress of the construction design plans and the actual progress of the construction site, construction plans approved budget in time. third,in-depth at the scene to collect the relevant information and master the construction of the project construction process, pre-trial and the cost of price control officers often go to the construction site, see construction of the control drawings, sometimes with the supervision, the general contractor and construction personnel in an informal discussion, understanding, the collection of project information, timely information ondevelopments on site; to assist owners in a timely manner due to design changes to audit, on-site cost of visas, etc., and adjust the control objectives, and for the eventual settlement of the project to provide a basis and make the necessary preparations.Third, at the end of the construction project cost control and investment in the determination of the substance of the principle is the use of science and technology and economic and legal means to address the construction activities of technical and economic, business and management of practical problems, only in the various phases of project construction, the use of scientific methods and realistic valuation of the valuation basis, a reasonable estimate of investment, thepreliminary design of the budget estimates and working drawings in order to improve investment returns.References:Joel Dean 《Capital budget》;Fama Miller 《Financial Management》;Harry Markowitz 《Modern Portfolio Theory》附录2如何搞好建设项目的工程造价控制一、建设项目工程造价控制的重要意义建设项目的造价控制贯穿于项目的全过程，即项目决策阶段、项目设计阶段、项目实施阶段和竣工阶段都关系到建设项目的造价控制。
(完整版)外文翻译-如何搞好建设项目的工程造价控制-精品概要
附录1How to improve construction project cost controlA construction project the importance of cost control of construction project cost control of projects through the entire process, that is, decision-making phase of the project, the project design stage, project implementation and completion stages of phase related to the construction project cost control. Statistics show that the decision-making stage in the project and design stage, the impact of the possibility of project cost 30% -75%, and in the implementation phase of the impact of the possibility of project cost is only 5% -25%. It is obvious that the key to cost control is the implementation of the project prior to decision-making and the design phase of the project, the project is the deciding factor in decision-making, and is a key factor in design. Control project cost not only to prevent breakthrough investment limit, meaning a more active is to promote the construction, engineering, and design units to strengthen the management of human, material and financial resources with limited resources can be fully utilized to obtain the best economic and social benefits . So do a good job in project cost control, to ensure and accelerate the economic development thinking has a certain significance.Second, construction project cost control measures for construction project cost control is effective decision-making in the investment phase, design phase, construction phase contract, the contract implementation phase of the construction project cost control in the amount of the approved project cost limit, occur at any time to correct deviations, and ensure the realization of investment objectives of the project to various construction projects in a reasonable manner to the use of human, material and financial resources to obtain better investment returns, and ultimately to enable the completion of audited accounts to control the amount of the budget to avoid the "three super - "phenomenon, in order to effectively control the project cost should be doing the work of the following aspects: (a decision-making phase of the project cost to determine the cost of control engineering and control projects through the entire process, but the technical andeconomic decision-making stages of policy-making, project cost of the project very much affected by something, especially to determine the level of construction standards, building site selection, technology selection, equipment selection, etc., is directly related to the level of project cost. According to the data in various stages of construction projects, investment decision-making phase of the impact of the highest degree of project cost, for a total of 80-90%. Therefore, the decision-making phase of the project is to determine the content of the decision-making project cost basis, a direct impact on decision-making phase of the various construction phases of the project cost to determine and control whether or not scientific, reasonable question. First, the preparation of estimates of the need for investment. Preliminary estimates of capital investment is an important part in the work of one. Decision-making document, it is research, analysis of the construction project an important basis for economic effects. Work in the economy should be reflected in the design of practical content, reflecting the building of the region's economic situation, started from the estimates reflected the accuracy and completeness of the construction investment project. Second, the investment must be designed to estimate a true reflection of the investment estimates should be realistic and reflect the design of content, which requires designers and project from the engineering content of the size of a true reflection of design intent. The main technology to be relatively more programs, programs to optimize the design of the program is not only technically feasible but also economically more reasonable. Therefore, the project economy-building programs from the beginning of the optimization, it should penetrate into the whole process designed to, in accordance with the principles of project cost management, a reasonable estimate of projected changes in a variety of dynamic factors, as far as possible, do not play enough to stay investment gap This is the preparation of estimates of key investment is also an important basis for the next stage. (B the design phase of project cost control project engineering design was to conduct a comprehensive planning and specific intent to describe the process of implementation is the soul of the construction, dealing with technology and the critical link in economic relations, is todetermine and control the focus of project cost stage. First, optimized design, the design of effective control of project cost if the quality and try to meet the national requirements,functions are used to meet requirements related to construction projects only a one-time investment to meet the application requirements, not only construction projects related to the number of one-time investment, but also in the completion After delivery of the impact of the economic benefits of the project. Foreign experts pointed out that although the design of the project costs represent a small proportion of total investment, less than 1%, but the impact of its project cost to achieve the level of 75%. It is clear that the project design stage to do a good job of cost control is cost effective control of the key, re-construction, light design concept must be overcome to control the cost of the project design should start. Therefore, the construction units and design units in the review of the design, attention should be paid to design optimization, the use of various indicators of the overall plan of the factory, industrial building design analysis of space compared to the design of these two aspects of the project cost, not only have a significant impact, and after the construction and operation of the production, management has a significant impact. Second, the implementation of projects designed to control project cost limit, in the design process used in the design limit. The so-called limit is in accordance with the approved design of the investment feasibility study to estimate the preliminary design of the control, in accordance with the approved budget for the preliminary design of the total control of the technical design and construction design, at the same time ensure that the goals of the profession under the premise of the use of function, according to the allocation of investment limit control design, and strictly control unreasonable change to ensure that the total amount of investment will not be a breakthrough. The preliminary design stage should be in accordance with the approved feasibility study stage of the investment estimate for the limit design, control of budget estimates do not exceed the investment, mainly in engineering and equipment is, the control material. To this end, the preliminary design phase of the limit amount of design engineering phase of the feasibility study should be validated and equipment designengineering, material standards as the basis, the feasibility study stage of certain types of projects is not easy to determine the amount of light design and universal design or Similar projects have been built to determine the amount of physical works. Quota at the preliminary design, the design of the professional staff to enhance awareness of project cost, in strict accordance with the decomposition of the limit design and control of investment projects, as well as to ensure that under the conditions of the use of functional design, sought to project cost control and engineering in the limit .(C the implementation phase of project cost control project is the implementation phase of the formative stages of building physical, human, material and financial resources of the main stage of consumption. Large projects involving a wide range of influencing factors, and construction cycles, policy changes, materials and equipment prices, large fluctuations in market supply and demand and so on. . To improve the quality of the construction, control project cost, investment returns to play, it is necessary to the implementation phase of the project to strengthen project management and oversight functions in order to enhance the full range of construction projects, the whole process of cost control. Due to the complexity of construction projects, the impact of factors of variability of the characteristics of the implementation phase of projects often have some unexpected costs. First, the effective control of engineering change and economic access at the project site construction projects, engineering and on-site visa change is inevitable, but there is capacity to control. During the construction plans in order to prevent loopholes in the design, with the exception of the audit checks should Party B in a joint hearing of the drawings, the technical advice and design to eliminate, in a word, should be started prior to the eradication of the. Design changes should be advanced as far as possible, change occurred earlier, the smaller the loss, the greater the contrast. To this end, the design of change management must be strengthened as much as possible the design change control early in the design phase, in particular the impact of the project cost for major design changes, but also to use accounts after the first solution to change, so that the effective control of project cost. Second, a rigorous examination ofthe budget in accordance with construction plan the progress of the construction design plans and the actual progress of the construction site, construction plans approved budget in time.third, in-depth at the scene to collect the relevant information and master the construction of the project construction process, pre-trial and the cost of price control officers often go to the construction site, see construction of the control drawings, sometimes with the supervision, the general contractor and construction personnel in an informal discussion, understanding, the collection of project information, timely information ondevelopments on site; to assist owners in a timely manner due to design changes to audit, on-site cost of visas, etc., and adjust the control objectives, and for the eventual settlement of the project to provide a basis and make the necessary preparations.Third, at the end of the construction project cost control and investment in the determination of the substance of the principle is the use of science and technology and economic and legal means to address the construction activities of technical and economic, business and management of practical problems, only in the various phases of project construction, the use of scientific methods and realistic valuation of the valuation basis, a reasonable estimate of investment, the preliminary design of the budget estimates and working drawings in order to improve investment returns.References:Joel Dean《Capital budget》;Fama Miller《Financial Management》;Harry Markowitz《Modern Portfolio Theory》附录2如何搞好建设项目的工程造价控制一、建设项目工程造价控制的重要意义建设项目的造价控制贯穿于项目的全过程,即项目决策阶段、项目设计阶段、项目实施阶段和竣工阶段都关系到建设项目的造价控制。
浅谈建筑工程施工项目进度控制的几个关键问题
和相互制约的关系。工程项 目进度控制是 工程 项目管理的重要组成 部 以及构件 、 半成品使 用计划等等。从时间控 制长短来分 ， 有总进度计划 分， 是保证工程项目目标 控制是否完成 实现的 前提 ， 是保证 工程工 期、 与 阶段性计划。总进度计 划控制项 目施 工的全过 程 ， 而阶段性 计划包 资源合理利用、 降低成本 、 防止 计划变化 太大、 提高 整个工程项 目管理 括本项目的年、 月施工 进度计划和 旬、 季、 周的作 业进度计划 等。从 表 效益的重要保障。要做到有 效控制建筑 工程进度 ， 应注重 以下 几个 方 达形式来分 ， 有文字说 明计划与图表 式计划。前者 用文字说 明各阶段 面的管理 ： 的施工任务 ， 以及要达到的形象进度要求 ； 后者用形象而简洁的图表来 高 度 重视 工程 项 目施 工 准 备 表达施工的进度安排。据 笔者所知 ， 最常 用的是 横道计划 、 网络 计划、
重大战略问题进行决策。完善的施工部署 ， 是有效控 制工程进度、 保证 工程质量 、 节约工程投资 的首要保障 ， 它的编制应体现合理 的组织安排
除 了组成完善的施工部署 ， 编制合理的施工方案 ， 保证 有效的工 划必须与设计进度计划相衔接 ， 要 必须根据每 部分图纸资 料的交付 日期 程进度 ， 还应包 括拟 定规 范的施工准 备工作规 划。主要 指全现场 的准 来安排相应部位的施工时间 ， 也是保证施工质量 ， 这 防范施工风险 的很 备， 包括思想准备 、 织准备 、 组 技术准备 、 物资准备等 。对 于主要的单项 好的途径 。 工程或主要的单位工程 及特殊的分 项工程 ， 应在施 工组织 总设计中 拟 ４ 本项 目的 施 工 组 织 设 计也 是 编制 项 目进 度 计 划 的有 力 依 据之 一 、
工程造价外文文献
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS:INHIBITING FACTORS AND MITIGATING MEASURES IN PRACTICEYakubu Adisa Olawale, Ph.D., MCIOB and Ming Sun, Ph.D. (Professor)AbstractDespite the availability of various control techniques and project control software many construction projects still do not achieve their cost and time objectives. Research in this area so far has mainly been devoted to identifying causes of cost and time overruns. There is limited research geared at studying factors inhibiting the ability of practitioners to effectively control their projects. To fill this gap, a survey was conducted on 250 construction project organisations in the UK, which was followed by face-to-face interviews with experienced practitioners from 15 of these organisations. The common factors that inhibit both time and cost control during construction projects were firstly identified. Subsequently 90 mitigating measures have been developed for the top five leading inhibiting factors - design changes, risks/uncertainties, inaccurate evaluation ofproject time/duration, complexities and non-performance of subcontractors were recommended. These mitigating measures were classified as: preventive, predictive, corrective and organisational measures. They can be used as a checklist of good practice and help project managers to improve the effectiveness of control of their projects.Keyword: Cost control, interview, practice, project control, project management,INTRODUCTIONIn the construction industry, the aim of project control is to ensure the projects finish on time, within budget and achieving other project objectives. It is a complex task undertaken by project managers in practice, which involves constantly measuring progress; evaluating plans; and taking corrective actions when required (Kerzner, 2003). During the last few decades, numerous project control methods, such as Gantt Bar Chart, Program Evaluation and ReviewTechnique (PERT) and Critical Path Method (CPM), have been developed (Nicholas 2001, Lester 2000). A variety of software packages have become available to support the application of these project control methods, for example Microsoft Project, Asta Power Project, Primavera, etc. Despite the wide use of these methods and software packages in practice, many construction projects still suffer time and cost overruns. In recent years, there have been numerous studies on the identification of influencing factors of project time and cost overruns worldwide. Mansfield et al (1994) carried out a questionnaire survey amongst 50 contractor, consultant and client organisations in Nigeria and found out that the most important variables causing construction delays and cost overruns are poor contract management, financing and payment of completed works, changes in site conditions, shortage of materials, imported materials and plant items, design changes, subcontractors and nominated suppliers. While the top variables causing only cost overruns were revealed as price fluctuation, inaccurate estimates, delays, additional work. Kaming et al (1997) identified factors influencing construction time and cost overruns on Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. high-rise building projects in Indonesia through a questionnaire survey administered on 31 project managers. A total of 11 variables (design changes, poor labour productivity, inadequate planning, material shortages,inaccuracy of material estimate, skilled labour shortage etc) were identified for time overrun and seven (materials cost increased by inflation, inaccurate quantity take-off, lack of experience of project location, lack of experience of project type etc) for cost overrun. Kumaraswamy and Chan (1998) conducted a more extensive study in Hong Kong using 400 questionnaires after which follow up interviews were held. The study revealed the top ten causes of construction delays from the contractors’point of view as delays in design information, long waiting time for approval of drawings, poor site management and supervision, mistakes and discrepancies in design documents, etc. Similar survey studies were reported by Frimpong et al (2003) in Ghana and by Assaf and Al-Hejji (2006) in Sandi Arabia. In addition to questionnaire surveys, other researchers adopted a case study approach. Al-Momani (2000) examined 130 public projects in Jordan and concluded that the main causes of delays include changes initiated by designers, client requirement, weather, site conditions, late deliveries, economic conditions, etc. Hsieh et al (2004) conducted a statistical analysis in 90 metropolitan public work projects in Taiwan and identified problems in planning and design as main causes of change orders. Yogeswaran et al (1998) scrutinised 67 civil engineering projects in Hong Kong and suggested that at least a 15-20% time overrun was due to inclement weather. Based on analysis of 46 completed building projects in the UK, Akinsola et al (1997) identified and quantitatively examined factors influencing the magnitude and frequency of Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. variations in building projects. These factors include: client characteristics, especially lack of prior experience and knowledge of construction project organization and the production processes; project characteristics, such as type, size, complexity and duration of the project; and project organisation factors, such as; design duration, percentage of design completed before tender, procurement and contract type, adequacy of information provided, and number of sub-contractors. While all the above studies, to various extents, helped with the better understanding of the problems associated with cost and time overruns in construction projects, there are some limitations. (1) Some of these studies are over 10 years old. There is a need for a more up to date investigation to reflect any development in recent years. (2) Most of the studies were carried out outside the UK. Although construction projects worldwide share some common characteristics, there are also some country specific conditions. For example, it is highly unlikely that “shortage of materials”and “import of materials”are major factors in the UK. Therefore, a UK based study will help to identify issues most relevant to the contemporary practice in this country. (3) Some of the reviewed surveys had relatively small sample sizes, which may affect the reliability of their results. (4) All the studies focused on identifying factors that have the biggest influence on project costs and time. They did not discuss the degrees of difficulty in controlling these factors in practice. There seems to be an implicit assumption that the most important factors are also those most difficult to control. This needs to be explicitly validated. (5) Finally, most existing studies stopped at the identification of the influencing factors, but did not progress Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. onto finding ways of mitigating the identified problems. These observations underlie the rationale for this study. Its aim is to identify the main inhibiting factors of project control in practice in the UK and then to develop some mitigating measures to assist project managers better control their projects.RESEARCH METHODSThis research adopts a combination of quantitative and qualitative methods. It was conducted in two stages. The first stage was conducted using a quantitative method through a questionnaire survey in a bid to generate information from a large sample population. The second stage of the study was conducted using the qualitative method using semi-structured interviews. The reasons for using the interview in addition to the questionnaire survey were: to triangulate data obtained from the questionnaire survey; to enhance, expand and create depth to the results of the questionnaire survey by investigating and elaborating on some of the issues highlighted; and to explore the experiences of the sample population in relation to the topical issues revealed after analysis of the data obtained from the questionnaire survey.Questionnaire SurveyThe aim of the survey is toestablish the current common practice of time and cost control in the UK construction industry, including control methods and software applications being used by practitioners as well as inhibiting factors. It started with a thorough review of existing studies that revealed a lot of issues on construction Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. project time and cost overruns, project control tools and techniques and latest thinking and new developments in the field of construction project control. This led to the development of a questionnaire made up of 22 multiple choice questions. The questionnaire was divided into three sections:Section one was background information which was targeted at obtaining information on the general particulars of the respondents and their organisation, such as the experience ofthe respondnets, their position within the organisation, the type of project embarked on by the organisation etc.The second section was about time overrun, project planning and time control practice such the frequency of time overrun experienced, the techniques used for planning and time control, the factors that hampers respondents from effectively controlling their projects etc .while the third section contained similar questions but specific to cost control practices. A total of 250 questionnaires were administered; 150 to the top construction companies in the UK by company turnover and the remaining 100 to the top construction project consultancies in the country by the number of professional staff employed and company fee earnings. This list was obtained from the Building magazine annual league tables. The league tables did not contain the addresses of the companies so an online web search was conducted to find their addresses and contact details. Telephone calls were subsequently made to these companies to confirm the addresses and to find out the type of hierarchy and structure that exists within the organisation. This enabled the questionnaires to be sent to the appropriate Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. department. To supplement this, the name of a construction director, manager or the appropriate personnel with a huge responsible for the management of construction projects in the organisation was obtained to ensure that the questionnaires went to the correct addresses and addressed to the appropriate personnel. This ensured a very good response as 110 questionnaires (44% response rate) were returned. Tables 1 and 2 show the profile of the practitioners that responded to questionnaire on behalf of their companies. Nearly 72% of the respondents that completed thequestionnaires were directors or senior managers, commercial managers. As would be expected from their roles, these respondents also had significant years of experience in the construction industry. Nearly half (48%) of respondents had more than 25 years of experience. This showed that there was great depth in the experience possessed by the respondents.DISCUSSIONSThis study approached the influencing factors of project control from a new perspective. As previously mentioned a lot of previous studies in the area of project control have mainly been focused at cost and time overruns most especially their causes. Their findings are often influenced by the specific context of each study. Many researchers came up with quite different lists of top factors that have major impact on cost and time. The survey results of this study reflect the current views of the leading practitioners in the UK. Another aspect that distinguishes this study from previous ones is that the survey during the first stage of the study seeks to identify the main factors that hamper project managers’ability to control cost and time not just those that might have the biggest impact. It is interesting to find that the top five inhibiting factors are all project internal elements. This is in contrast to previous studies where many external aspects are often cited as most important factors, such as inflation, material shortage, unforeseen ground conditions, inclement climate, etc. Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. (Arditi, 1985; Kaming et al, 1997; Mansfield et al, 1994, Kumaraswany and Chan, 1998). The possible explanation for this is that although external factors are usually difficult to control or even beyond the control of project managers, the frequency of their occurrence is general low. On the other hand, internal factors are persistent and require constant controlling.The mitigating measures are distilled from in-depth interviews with very experienced project management practitioners. They are not simply selected from current best practice. They reflect what should be done to improve the current project control practice. For example in-depthinterviews found that there has been a general decline in the production of detailed design for construction projects; and this is perceived as one of the greatest cause of design changes, the foremost bottleneck during the project control process. It was also revealed that there is often a lack of distinction between a design change and a design development leading to argument among project partners. In-depth interviews also brought to light the fact clients contribute to the problem of project cost and time control by imposing unachievable and unrealistic time scales. These revelations led to the development of a number of mitigating measures, some of the measures developed on the back of these problems include; measures 8 (designing the project to a great detail at the outset whenever possible), 1 (clear distinction between a design change and a design development at the outset of a project), 37 (educating and advising client on alternative if an unachievable/unrealistic project timescale is stipulated), 38 (having the courage to refuse unrealistic project timescale by clients unwilling to yield to Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. professional advise). It was also revealed that quite often, the non-performance of subcontractorsis not necessarily the fault of subcontractors but due to lack of effective management by the main contractor. The mitigating measures that stemmed from this include; 66 (properly directing the subcontractor to ensure they know what is expected of them in relation to the project), 68 (puttinga system in place for early identification of non-performance in subcontract works/packages in order to nip it in the bud as soon aspossible) and 69 (utilising performance measurements e.g. S-curve, KPI to monitor the output/performance of subcontractors on their work package). The development of the mitigating measures was also built on the existing studies on good but often generic project management practices. For example several previous studies revealed that the wooly area of design change and design development is one of the key reasons why design change is considered a barrier to effective cost and time control. To combat this, Kartam et al (2000) recommended that end user requirement should be closely coordinated in the early phase of the project and more attention should be placed on managing this requirement during the construction phase. This is similar to some of the mitigating measures identified in this study but this study has gone further by making them more specific to the project control process. For example measures 8, 15 and 18 in table 12 have been made specific for mitigation of design changes during the project control process. Another mitigating measure for design change is measure 11 (agreeing and putting in place change management procedure before the commencement of projects, incorporating this Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. into the contract if possible). This measure was also buttressed by a number of studies in different ways. For example Lee et al (2005) identified project change management as a critical practice that has important impacts on both cost and schedule performance or projects. Ling etal (2009) in the study of key project management practices affecting project performance found that the most significant practices that are significantly correlated with project performance relate to scope management and recommended that emphasis must be given to scope management in order to achieve superior project performance. Similarly Zou and Lee (2008) used multiple one-way ANOV A and linear regression to investigate the effectiveness of change management practices elements in controlling project change cost and found amongst others that using change management practices is truly helpful in lowering the proportion of change cost in project actual cost. On another hand, Kog et al (1999) identified key determinants for construction schedule performance and discovered amongst others, that havinga constructability programme is a key determinant to construction schedule performance. A constructability programme was described in the study as the application of a disciplined and systematic optimisation of construction-related knowledge during the planning, design procurement and construction stages by knowledgeable experienced construction personnel who are part of the team. Measures 34, 35, 36 and 42 in table 14 developed for the mitigation of inaccurate evaluation of project time duration are specific practices that will go a long way at ensuring the development of a constructability programme. Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. The mitigating measures are the result of a three staged research process. It will be wrong to assume that these measures are identified from only a small number of interviews. In fact, the interview is just the last stage of the development of these measures in a three stage process involving, literature review, questionnaire survey, intellectual thinking and finally the interviews which acted as a way of putting some practicalityin the mitigating measures by drawing from the real life experiences of interviewees. It should also be pointed out that the interviews did not ask practitioners about their experience of a single project or a single company but drew on theirexperiences of many projects they have worked on. This approach has been adopted by related studies such as Kartam et al (2000), Gao et al (2002) and Sohail et al (2002). For example Sohail et al (2002) in the research aimed at developing monitoring indicators for urban micro contracts began by studying archival records of projects, then used a questionnaire survey to generate more data, conducted interviews to gain more in-depth understanding of the of the situation after which the monitoring indicators were eventually developed by inferences made from analysis of interviews, archival records and questionnaires. While these mitigating measures can contribute to the improvement of project control in practice, there are also some limitations. There is a need for integrating the implementation of these measures into project control models. Some of these measures outline what need to be done, but do not address how they can be achieved. Issues like these need to be investigated in future research. Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526.CONCLUSIONSA combination of questionnaire survey and in-depth interviews has been used to provide useful information on issues surrounding project control in practice in the UK. Issues such as the degree of application of project controls, the most commonly used time and cost control techniques, supporting software packages, frequency of time and cost overrun, the leading inhibiting factors to effective cost and time control, the reasons for this and measures that can be used for their mitigation were brought to light.The top five factors inhibiting time and cost control in construction practice in the UK was revealed as design changes, risks and uncertainties; inaccurate evaluation of project time/duration; complexity of works and; non-performance of subcontractors. Design change is the single most important factor considered by practitioners as hindering the ability to control not only time of construction projects but also cost. In fact, it is found that there is a high level correlation between the inhibiting factors for cost control and time control. Following the identification of the inhibiting factors, 90 mitigating measures are established to address potential problems caused by the top five inhibiting factors. The measures can be broadly classified as preventive, predictive, corrective and organisational measures. These measures are by no means exhaustive as there will obviously be numerous practices out there that have not made the list. It is also worth noting that the measures may seem obvious to the experienced practitioner but will be useful to the less experienced and people new to the project management profession. The study should be viewed as the first Cite as: Olawale, Y., and Sun M. (2010). “Cost and time control of construction projects: Inhibiting factors and mitigating measures in practice.”Construction Management and Economics, 28 (5), 509 –526. effort of developing solutions for mitigating leading cost and time control inhibiting factors. Clearly, further development is needed to cover more inhibiting factors beyond the top five. In addition, the effectiveness of these mitigating measures during the project control process needs to be investigated in future research.REFERENCESAibinu, A. and Jagboro, G. (2002) The effects of construction delays on projectdelivery in Nigerian construction industry. International Journal of ProjectManagement, 20 (8), 593-599.Akinsola, A., Potts, K., Ndekugri, I., Harris, F. (1997) Identification and evaluationof factors influencing variations on building projects. International Journal ofProject Management, 15 (4), 263-267.Century, Ascot.Cooke, B. and Williams, P. (2004) Construction planning programming and control.Blackwell publishing, Oxford.Dlakwa, M. M. and Culpin, M. F. (1990). Reasons for overrun in public sectorconstruction projects in Nigeria. International Journal of Project Management, 8(4),237–240.Egbu, C., Young, B., Torrance, V. (1998) Planning and control processes andtechniques for refurbishment management. Construction Management andEconomics, 16, 315-325.Kog, Y., Chua, D., Loh, P., Jaselskis, E. (1999) Key determinants for constructionschedule performance. International Journal of Project Management, 17 (6), 351 –359.//15566/2/Cost_and_time_control_inhibiting_factors_and_mitigating_mea sures.pdf。
工程流水施工英文文献(3篇)
第1篇Abstract: Engineering construction flow is an essential concept in project management, which can effectively optimize the construction process and improve the construction quality. This paper aims to analyze the principles and methods of engineering construction flow, discuss its application in project management, and explore the advantages and challenges of its implementation.1. IntroductionEngineering construction flow refers to the systematic arrangement of construction activities based on the characteristics of the project, which aims to achieve the best construction effect. It is an important part of project management, playing a crucial role in the construction process. This paper will focus on the application of engineering construction flow in project management, discussing its principles, methods, and implementation challenges.2. Principles of Engineering Construction Flow2.1 RationalityThe rationality of engineering construction flow is the basis for its application. It requires a comprehensive analysis of the project characteristics, such as construction period, construction quality, construction cost, and construction environment. Based on this, a reasonable construction flow is designed to meet the requirements of the project.2.2 SequentialnessSequentialness refers to the order of construction activities. It requires the construction activities to be arranged in a logical sequence, ensuring the smooth progress of the project and avoiding conflicts between different construction activities.2.3 SimultaneitySimultaneity refers to the overlapping of construction activities. By properly arranging the construction activities, the construction period can be shortened, and the construction efficiency can be improved.2.4 ContinuityContinuity refers to the continuous progress of construction activities. It requires the construction activities to be arranged in a continuous manner, avoiding the occurrence of construction pauses and interruptions.3. Methods of Engineering Construction Flow3.1 Network DiagramThe network diagram is a visual representation of the construction activities and their relationships. It can help project managers to understand the construction process and identify the critical path, which is the longest path of the project activities.3.2 Critical Path Method (CPM)The CPM is a project management technique that can help project managers to determine the critical path and identify the activities that have the most significant impact on the project duration. It is widely used in engineering construction flow.3.3 Activity-on-Node (AON) NetworkThe AON network is a method that represents the project activities as nodes and the relationships between them as arrows. It is a common method for depicting the construction flow in engineering projects.4. Application of Engineering Construction Flow in Project Management4.1 Shortening Construction PeriodBy optimizing the construction flow, the construction period can be shortened, which can improve the project's market competitiveness.4.2 Improving Construction QualityThe rational arrangement of construction activities can ensure the construction quality, reduce the occurrence of quality issues, and improve the customer satisfaction.4.3 Reducing Construction CostsThe optimization of construction flow can reduce the cost of construction materials, labor, and equipment, thereby reducing the overall construction cost.5. Advantages and Challenges of Engineering Construction Flow5.1 AdvantagesThe application of engineering construction flow in project management has the following advantages:1. Improve the construction efficiency;2. Ensure the construction quality;3. Reduce the construction cost;4. Shorten the construction period.5.2 ChallengesThe implementation of engineering construction flow also faces some challenges:1. The complexity of project management;2. The difficulty in coordinating various construction activities;3. The potential impact of external factors on the construction process.ConclusionEngineering construction flow is an essential concept in project management. By optimizing the construction process, it can improve the construction quality, reduce the construction cost, and shorten the construction period. This paper has discussed the principles, methods,and application of engineering construction flow, aiming to provide reference for project managers in the construction industry.第2篇Abstract: This paper aims to explore the application of construction piling and flowing process in civil engineering, including its advantages, challenges, and future trends. The article provides an overview of the construction piling and flowing process, discusses the key factors affecting the efficiency of the process, and presents some practical case studies to illustrate its application in civil engineering projects.IntroductionConstruction piling and flowing process is a key technique in civil engineering, especially in the construction of buildings, bridges, and other infrastructure projects. The process involves the use of piling equipment to drive piles into the ground, which can be used as foundations or support structures. In this paper, we will discuss the application of construction piling and flowing process in civil engineering, including its advantages, challenges, and future trends.Advantages of Construction Piling and Flowing Process1. Enhanced Stability: Construction piling and flowing process can provide a stable foundation for buildings and other structures, especially in areas with weak soil conditions. The piles can transfer the load from the superstructure to the ground, ensuring the stability and durability of the structure.2. Increased Load-Bearing Capacity: The process can significantly increase the load-bearing capacity of the ground, allowing for the construction of taller buildings and heavier structures. This is particularly important in urban areas where land is limited and the construction of high-rise buildings is necessary.3. Reduced Excavation Depth: Construction piling and flowing process can reduce the depth of excavation required for foundation construction,saving time and resources. This is particularly beneficial in areas with high water table or difficult ground conditions.4. Improved Construction Efficiency: The process can accelerate the construction of foundations and other supporting structures, leading to shorter construction periods and reduced project costs.Challenges in Construction Piling and Flowing Process1. Equipment and Technical Requirements: The construction piling and flowing process requires specialized equipment and skilled personnel. The selection and operation of the equipment can be challenging, and the technical requirements for the process are high.2. Environmental Impact: The process can have a significant environmental impact, such as noise, vibration, and soil disturbance. It is essential to minimize the impact on the surrounding environmentduring the construction process.3. Safety Risks: Construction piling and flowing process involves high-risk operations, such as pile driving and excavation. Proper safety measures must be implemented to prevent accidents and ensure the safety of workers.Case Studies1. High-rise Building Construction: The construction of a high-rise building in Shanghai, China, utilized the construction piling andflowing process. The process helped to provide a stable foundation for the building, ensuring its structural integrity and long-term stability.2. Bridge Construction: The construction of a bridge across the Yellow River in China also employed the construction piling and flowing process. The process enabled the bridge to withstand the strong river currentsand heavy traffic loads, ensuring its safety and durability.ConclusionConstruction piling and flowing process is an essential technique incivil engineering, providing numerous advantages such as enhancedstability, increased load-bearing capacity, and reduced construction depth. However, the process also presents challenges, including equipment and technical requirements, environmental impact, and safety risks. By addressing these challenges and learning from practical case studies, the construction piling and flowing process can be further optimized and applied in various civil engineering projects.第3篇Abstract: Sequential construction is a commonly used method in civil engineering projects. This paper introduces the concept of engineering sequential construction, analyzes its application and advantages, and provides some practical examples. The purpose of this paper is to promote the application of sequential construction in civil engineering projects and improve the efficiency and quality of construction.1. IntroductionEngineering sequential construction is a method of constructing projects by dividing the project into several stages and implementing them in sequence. This method is widely used in civil engineering projects due to its many advantages. In this paper, we will introduce the concept of engineering sequential construction, analyze its application and advantages, and provide some practical examples.2. Concept of Engineering Sequential ConstructionEngineering sequential construction refers to the construction of projects by dividing the project into several stages and implementing them in sequence. The stages are usually determined according to the project requirements, technical conditions, and construction plans. The purpose of dividing the project into stages is to ensure the orderly progress of the project, reduce the risk of project delay, and improve the efficiency and quality of construction.3. Application of Engineering Sequential Construction3.1 Civil Engineering ProjectsEngineering sequential construction is widely used in civil engineering projects, such as high-rise buildings, bridges, roads, and tunnels. For example, in the construction of a high-rise building, the project can be divided into foundation construction, underground construction, superstructure construction, and decoration stages. By implementingthese stages in sequence, the construction process can be organized and optimized.3.2 Road and Bridge ConstructionIn road and bridge construction, engineering sequential construction is also an effective method. For example, in the construction of a bridge, the project can be divided into foundation construction, bridge body construction, and bridge decoration stages. This method can ensure the quality and safety of the bridge and reduce the risk of project delay.4. Advantages of Engineering Sequential Construction4.1 Improve the Construction EfficiencyBy dividing the project into several stages and implementing them in sequence, the construction process can be organized and optimized, thus improving the construction efficiency. Moreover, the construction team can focus on the construction of each stage, which can further improve the construction efficiency.4.2 Reduce the Risk of Project DelaySequential construction can effectively reduce the risk of project delay. By implementing the project in stages, the construction team can monitor the progress of the project and adjust the construction plan in time, ensuring that the project can be completed on schedule.4.3 Ensure the Quality and Safety of ConstructionSequential construction can ensure the quality and safety of construction. In each stage of the project, the construction team can focus on the quality and safety of the construction, which caneffectively reduce the occurrence of quality and safety accidents.5. ConclusionEngineering sequential construction is a method with many advantages in civil engineering projects. By dividing the project into several stages and implementing them in sequence, the construction process can be organized and optimized, improving the efficiency and quality of construction. In the future, the application of engineering sequential construction will continue to expand, promoting the development of civil engineering projects.References:[1] Zhang, L., & Wang, J. (2016). Research on the application of sequential construction in civil engineering projects. Journal of Civil Engineering and Architecture, 10(2), 26-30.[2] Li, Y., & Wang, Y. (2018). The application and optimization of sequential construction in bridge engineering. Journal of Highway and Transport Engineering, 13(3), 37-42.[3] Chen, X., & Li, J. (2019). Sequential construction of high-rise buildings and its optimization. Journal of Building Engineering, 6(1), 1-6.。
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本科毕业论文（设计）外文翻译 施工项目进度控制的关键问题
院（系、部）名 称 ： 专 业 名 称： 学 生 姓 名： 学 生 学 号： 指 导 教 师：
2012年 01月 06 日 教务处制 1
Construction of key problems of project progress control Abstract Construction progress was one of the three objectives of the project which is an important component of project management. Reasonable, scientific, efficiency of project construction schedule is the key to achieve the project objectives control. Only during the preparation stage, stage of progress of the programmer design stage, plans and implementation of construction and other links, taking full account of the favorable factors, rational coordination of limited resources, can eventually achieve the progress required by the target, to create advanced, civilization and construction process and lay a solid material foundation. Keywords: Construction projects; Progress control; Key issues Progress, investment, quality is the three objectives of the project; there is a relationship of mutual dependence and mutual restriction between them. Project schedule control is an important component of project management and is to ensure that project objectives control is complete the prerequisite for the realization of, to ensure the project duration, the rational use of resources, and lower costs, to prevent plan changes too big and important guarantee for improving the efficiency of project. Management should focus on the following aspects:
1. Attaches great importance to project construction preparation Project preparation is an important component of construction production, and it is intended to project goals, resource supply and selection of construction plan, spatial layout and the various aspects of time and manpower arrangement. It also is the fundamental guarantee for the smooth conduct of civil engineering construction and equipment installation. Therefore, preparing carefully for technical before construction, materials, labor organizations preparation and over-the-counter preparations for construction site preparation, has an important effect on rational supplying resources to speed up the construction speed, improving project quality ensuring construction safety and winning social reputation .To strengthen the project progress control, you must attach great importance to the project preparation, preparation before construction.
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2. Deployment and construction of construction programming Constructions of comprehensive arrangements for the deployment project as a whole is, and makes decisions on major strategic issues in construction. Prefect of construction deployment is effective control engineering progress, guarantees engineering quality, and saves engineering investment of primary protection, and its preparation should reflect reasonable of organization arrangements and task division, and establish proven of, and reasonable running of Project Manager sector; personnel of set and the division should do full mobilization its enthusiasm, and make of professional play; established of specialization construction organization system and for engineering min package; division construction stage, determines staging batch construction, and commissioning of arrangements and main project and interspersed project.
In addition to the deployment consists of perfect construction, preparation of reasonable construction plan, to ensure the effective progress of the project, construction readiness planning should also been included the development specification. Main site-wide preparations, includes materials for ideological, organizational preparation, technical preparation, and so on. Major items of works or the main unit of engineering and special projects should be developed in the construction organization to design its construction programmed. The aim is the preparation of technical and also for the construction of well under way and provides a basis for rational arrangement of the project site. Therefore, you should calculate the quantity to determine the process, select the commandments and main construction method of large construction machine. Engineering determination of the order, need to be constructed by stages and in groups. It should be the first underground and then the ground, after the first deep-shallow, after the first line, extension, underground pipeline construction, with the supply of various types of material and technical conditions and should be balanced and rational utilization of these resources between coordinated construction of promoting balanced.