工程管理專業(yè)英語

前言

　　高等學(xué)校工程管理專業(yè)是教育部1998年頒布的《普通高等學(xué)校本科專業(yè)目錄》中設(shè)置的專業(yè)，是在整合原“建筑管理工程”、“國際工程管理”、“基本建設(shè)投資管理”及“房地產(chǎn)經(jīng)營管理”等專業(yè)的基礎(chǔ)上形成的，具有很強的綜合性和較大的專業(yè)覆蓋范圍，主要研究工程項目建設(shè)過程中的計劃、組織、指揮、控制、協(xié)調(diào)與資源配置等管理問題。工程管理專業(yè)旨在為國家經(jīng)濟建設(shè)和社會發(fā)展培養(yǎng)掌握土木工程技術(shù)、管理學(xué)、經(jīng)濟學(xué)及相關(guān)法律法規(guī)知識，掌握現(xiàn)代工程項目管理的理論、方法與手段，具備綜合運用所學(xué)知識在國內(nèi)外工程建設(shè)領(lǐng)域從事建設(shè)項目全過程的投資、進度、質(zhì)量控制及合同管理、信息管理和組織協(xié)調(diào)能力的復(fù)合型高級管理人才?！　‰S著我國建筑業(yè)、房地產(chǎn)業(yè)在國民經(jīng)濟中地位和作用的日益突顯，工程管理人才需求呈明顯增長趨勢，同時也對工程管理專業(yè)畢業(yè)生提出了更高的要求。因此，如何進一步提高人才培養(yǎng)質(zhì)量成為設(shè)置工程管理專業(yè)的高等學(xué)校面臨的重要課題。而高水平的專業(yè)教材作為實現(xiàn)人才培養(yǎng)目標的載體，必將對人才培養(yǎng)質(zhì)量的提高發(fā)揮重要作用。　　西安建筑科技大學(xué)是全國最早設(shè)立工程管理專業(yè)的院校之一，該專業(yè)于1999年首批通過了“全國工程管理專業(yè)評估委員會”的評估，2004年和2009年分另4以全票通過復(fù)評；2004年該專業(yè)被評為陜西省名牌專業(yè)；2008年又被評為國家級特色專業(yè)。

內(nèi)容概要

　　《工程管理專業(yè)英語》素材取自國外近年來年工程管理各個領(lǐng)域的經(jīng)典教材、著作、論文及計算機網(wǎng)絡(luò)信息，內(nèi)容涉及工程管理各領(lǐng)域當前的狀況和最新進展?！豆こ坦芾韺I(yè)英語》內(nèi)容新穎、覆蓋面廣、系統(tǒng)性強、可讀性好，是學(xué)習(xí)工程管理專業(yè)英語的實用教材。　　《工程管理專業(yè)英語》既可作為高等院校的工程管理、造價管理及相關(guān)專業(yè)的教材，也可作為成人教育、網(wǎng)絡(luò)教育的相關(guān)專業(yè)教材，還可作為工程管理專業(yè)人士及其他有興趣人員的學(xué)習(xí)參考讀物。

書籍目錄

Chapter 1 The Owners Perspective1.1 The Project Life Cycle1.2 Major Types of Construction1.3 Selection of Professional ServicesStudy and PracticesChapter 2 Organizing for Project Management2.1 What is Project Management2.2 Professional Construction Management2.3 Leadership and Motivation for the Project Team2.4 Perceptions of Owners and ContractorsStudy and PracticesChapter 3 Labor, Material and Equipment Utilization3.1 Factors Affecting Job-Site Productivity3.2 Material Procurement and Delivery3.3 Construction EquipmentStudy and PracticesChapter 4 Economic Evaluation of Facility Investments4.1 Basic Concepts of Economic Evaluation4.2 Investment Profit Measures4.3 Methods of Economic EvaluationStudy and PracticesChapter 5 Bidding and Tendering of Construction Projects5. 1 Bidding Procedure of Construction Projects5.2 How to Bid on Projects in Competitive BiddingStudy and PracticesChapter 6 Contract Management of Construction Projects6.1 Types of Agreements6.2 The Parties of Contract6.3 Changes in ContractStudy and PracticesChapter 7 Legal Basis of International Projects7.1 Introduction of International Conditions of Contract7.2 Bonds and Insurance7.3 Claims and Disputes Study and PracticesChapter 8 Construction Planning8.1 Basic Concepts in the Development of Construction Plans8.2 Defining Work Tasks8.3 Defining Precedence Relationships Among ActivitiesStudy and PracticesChapter 9 Time Control for Construction Projects9.1 The Critical Path Method9.2 Activity Float and Schedules9.3 Presenting Project Schedules9.4 Scheduling with Uncertain DurationsStudy and PracticesChapter 10 Cost Control for Construction Projects10.1 Strategy of Cost Control10.2 Schedule and Budget Updates10.3 Relating Cost and Schedule InformationStudy and PracticesChapter 11 Quality Control and Safety During Construction11.1 Quality and Safety Concerns in Construction11.2 Total Quality Control11.3 Quality Control by Statistical Methods11.4 SafetyStudy and PracticesChapter 12 Organization and Use of Project Information12.1 Types of Project Information12.2 Computerized Organization and Use of Information12.3 Relational Model of Databases12.4 Information Transfer and FlowStudy and PracticesAppendix 1 GlossaryAppendix 2 Translation for Specialty EnglishAppendix 3 Project Management World Wide Web Sites

章節(jié)摘錄

　　A 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 beclosely scrutinized for their constructibility.　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 price7.　　Professional Construction Managers　　In 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 come from the ranks o~ 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.

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