Chapter 1
The PMBOK? Guide provides guidelines for managing individual projects within an organization. It defines project management and related concepts, describes the project management life cycle, and outlines related processes.
This chapter defines several key terms and provides an overview of the PMBOK? Guide in the following major sections:
1.1 Project Management Standard Purpose
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationship Between Project Management, Program Management, and Portfolio
Management
1.5 Project Management in Operations Management
1.6 Role of the Project Manager
1.7 Project Management Body of Knowledge
1.8 Enterprise Environmental Factors
1.1 Project Management Standard Purpose
The increasing success of project management indicates that the application of appropriate knowledge, processes, skills, tools, and techniques can have an impact on the success of projects. To provide readers with a general overview of the project management discipline, the PMBOK? Guide identifies that subset of the Project Management Body of Knowledge generally recognized as good practice. “Generally recognized” means the knowledge and practices described are applicable to most projects most of the time, and there is consensus about their value and usefulness. “Good practice” means there is general agreement that the application of these skills, tools, and techniques can enhance the chances of success over a wide range of projects. Good practice does not mean the knowledge described should always be applied uniformly to all projects; the organization and/or project management team is responsible for determining what is appropriate for any given project. This method that allows the standards to work for most projects most of the time is called “project tailoring.”
The project manager, with approval from the project sponsor, will typically use a certain level of rigor based on the type of project. It is important that agreed-upon tailoring requirements are documented in the project management plan. This ensures that the project team will follow the standards defined for the project.
The PMBOK?Guide also provides and promotes a common vocabulary within the
project management profession for discussing, writing, and applying project management concepts. Such a standard vocabulary is an essential element of a professional discipline.
The Project Management Institute (PMI) views this standard as a foundational project management reference for its professional development programs, including: Project Management Professional (PMP?) certification,
Certified Associate in Project Management (CAPM?) certification,
Program Management Professional (PgMP)SM certification.
Project management education and training offered by PMI Registered Education Providers (R.E.P.s), and
Accreditation of educational programs in project management. As a foundational reference, this standard is neither complete nor all-inclusive. Appendix D
discusses application area extensions, and Appendix E lists sources of further information on project management.
In addition to the standards that establish guidelines for project management processes, tools, and techniques, there is a code that guides practitioners of the profession of project management. The Project Management Institute Code of Ethics and Professional Conduct describes the expectations practitioners have of themselves and others. The Code is specific about the basic obligation of honesty and fairness. It requires that practitioners demonstrate a commitment to honesty, ethical conduct, and compliance with laws and regulations. It carries the obligation to comply with organizational and professional policies and laws. Since practitioners come from diverse backgrounds and cultures, the Code of Ethics and Professional Conduct applies globally. When dealing with any stakeholder, practitioners should be committed to honest and fair practices and respectful dealings. The Project Management Institute Code of Ethics and Professional Conduct is posted on PMI’s w ebsite.
1.2 What is a Project?
Projects differ from other types of work. A project is a temporary endeavor undertaken to create a unique product, service, or result. These temporary and unique characteristics determine if a particular endeavor is a project.
If an organization determines the nature of the work to be temporary and unique, it may decide to apply project management principles. Managing work by applying the project management standard allows organizations to achieve a set of business objectives more efficiently and effectively.
The temporary nature of projects indicates a definite beginning and definite end. The end is reached when the project’s objectives have been achieved, when the project is
terminated because its objectives will not or cannot be met, or the need for the project no longer exists. Temporary does not necessarily mean short in duration; many projects last for several years. Temporary does not generally apply to the product, service, or result created by the project; most projects are undertaken to create a lasting outcome. For example, a project to build a national monument will create a result expected to last centuries. Projects can also have social, economic, and environmental impacts that far outlast the projects themselves.
The duration of a project is finite. A project’s duration can range from a few weeks to several years. It may involve a simple set of activities (such as organizing a picnic) or a very complex effort (such as the design of a new space shuttle). The project team, as a working unit, is created for the sole purpose of accomplishing a project’s objectives. When a project attains its objective or it is terminated for some reason, the project reaches its end and the project team is disbanded. Typically, project team members move on to other projects or return to their original organizational assignments. Conversely, teams involved in the other types of work (i.e., non-project but “operational”) are not necessarily disbanded when the work achieves its objectives; a new set of objectives is adopted and the work continues.
The unique nature of projects means every project creates a specific product, service, or result that differentiates it from other products, services, or results. Although repetitive elements may be present in some project deliverables, this does not change the fundamental uniqueness of the project work. For example, many office buildings are constructed with the same or similar materials or by the same team, but each facility is unique--with a different design, different location, different contractors, and so on.
An ongoing work effort is generally a stable process because it follows an organization’s existing procedures. In contrast, because of the unique nature of projects, there may be uncertainties about the products, services, or results that the project creates. Project tasks can be new to a project team, which necessitates more dedicated planning than other routine work. In addition, projects are undertaken at all organizational levels. A project can involve a single person, a single organizational unit, or multiple organizational units.
A project can create:
A product that is quantifiable and can be either a component of another item or an end item in itself,
A capability to perform a service (e.g., a business function that supports production or distribution), or
A result such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society).
Examples of projects include, but are not limited to:
Developing a new product or service,
Effecting a change in the structure, staffing, or style of an organization,
Developing or acquiring a new or modified information system,
Constructing a building or infrastructure, and
Implementing a new business process or procedure.
1.3 What is Project Management?
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the appropriate application and integration of the project management process groups. These process groups consist of:
Initiating,
Planning,
Executing,
Monitoring and Controlling, and
Closing.
The project manager, along with the project team, is responsible for accomplishing the project objectives.
Managing a project typically includes:
Identifying requirements,
Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders, and
? Balancing the competing demands for quality, scope, time, and cost. Project
managers deliver projects while balancing the requirements of the scope, schedule, quality, and budget. The relationship among these factors is such that if any one factor changes, at least one other factor is likely to be affected. For example, if the schedule is shortened, often the budget needs to be increased to add additional resources to complete the same amount of work in less time. If a budget increase is not possible, the scope or quality may be reduced to deliver a product in less time for the same budget. Project stakeholders may have differing ideas as to which factors are the most important, creating an even greater challenge. Changing the
project requirements may create additional risks. The project team must be able to assess the situation and balance the demands in order to deliver a successful project.
Project management processes are iterative because of the progressive elaboration that occurs throughout the project’s life cycle. Progressive elaboration involves continuously improving and detailing a plan as more specific information and more accurate estimates become available. Progressive elaboration allows a project
management team to manage to a greater level of detail as the project evolves.
PA VEMENT PROBLEMS CAUSED BY COLLAPSIBLE SUBGRADES By Sandra L. Houston,1 Associate Member, ASCE (Reviewed by the Highway Division) ABSTRACT: Problem subgrade materials consisting of collapsible soils are com- mon in arid environments, which have climatic conditions and depositional and weathering processes favorable to their formation. Included herein is a discussion of predictive techniques that use commonly available laboratory equipment and testing methods for obtaining reliable estimates of the volume change for these problem soils. A method for predicting relevant stresses and corresponding collapse strains for typical pavement subgrades is presented. Relatively simple methods of evaluating potential volume change, based on results of familiar laboratory tests, are used. INTRODUCTION When a soil is given free access to water, it may decrease in volume, increase in volume, or do nothing. A soil that increases in volume is called a swelling or expansive soil, and a soil that decreases in volume is called a collapsible soil. The amount of volume change that occurs depends on the soil type and structure, the initial soil density, the imposed stress state, and the degree and extent of wetting. Subgrade materials comprised of soils that change volume upon wetting have caused distress to highways since the be- ginning of the professional practice and have cost many millions of dollars in roadway repairs. The prediction of the volume changes that may occur in the field is the first step in making an economic decision for dealing with these problem subgrade materials. Each project will have different design considerations, economic con- straints, and risk factors that will have to be taken into account. However, with a reliable method for making volume change predictions, the best design relative to the subgrade soils becomes a matter of economic comparison, and a much more rational design approach may be made. For example, typical techniques for dealing with expansive clays include: (1) In situ treatments with substances such as lime, cement, or fly-ash; (2) seepage barriers and/ or drainage systems; or (3) a computing of the serviceability loss and a mod- ification of the design to "accept" the anticipated expansion. In order to make the most economical decision, the amount of volume change (especially non- uniform volume change) must be accurately estimated, and the degree of road roughness evaluated from these data. Similarly, alternative design techniques are available for any roadway problem. The emphasis here will be placed on presenting economical and simple methods for: (1) Determining whether the subgrade materials are collapsible; and (2) estimating the amount of volume change that is likely to occur in the 'Asst. Prof., Ctr. for Advanced Res. in Transp., Arizona State Univ., Tempe, AZ 85287. Note. Discussion open until April 1, 1989. To extend the closing date one month,
转型衰退时期的土木工程研究 Sergios Lambropoulosa[1], John-Paris Pantouvakisb, Marina Marinellic 摘要 最近的全球经济和金融危机导致许多国家的经济陷入衰退，特别是在欧盟的周边。这些国家目前面临的民用建筑基础设施的公共投资和私人投资显著收缩，导致在民事特别是在民用建筑方向的失业。因此，在所有国家在经济衰退的专业发展对于土木工程应届毕业生来说是努力和资历的不相称的研究，因为他们很少有机会在实践中积累经验和知识，这些逐渐成为过时的经验和知识。在这种情况下，对于技术性大学在国家经济衰退的计划和实施的土木工程研究大纲的一个实质性的改革势在必行。目的是使毕业生拓宽他们的专业活动的范围，提高他们的就业能力。 在本文中，提出了土木工程研究课程的不断扩大，特别是在发展的光毕业生的潜在的项目，计划和投资组合管理。在这个方向上，一个全面的文献回顾，包括ASCE体为第二十一世纪，IPMA的能力的基础知识，建议在其他：显著增加所提供的模块和项目管理在战略管理中添加新的模块，领导行为，配送管理，组织和环境等；提供足够的专业训练五年的大学的研究；并由专业机构促进应届大学生认证。建议通过改革教学大纲为土木工程研究目前由国家技术提供了例证雅典大学。 1引言 土木工程研究（CES）蓬勃发展，是在第二次世界大战后。土木工程师的出现最初是由重建被摧毁的巨大需求所致，目的是更多和更好的社会追求。但是很快，这种演变一个长期的趋势，因为政府为了努力实现经济发展，采取了全世界的凯恩斯主义的理论，即公共基础设施投资作为动力。首先积极的结果导致公民为了更好的生活条件（住房，旅游等）和增加私人投资基础设施而创造机会。这些现象再国家的发展中尤为为明显。虽然前景并不明朗（例如，世界石油危机在70年代），在80年代领先的国家采用新自由主义经济的方法（如里根经济政策），这是最近的金融危机及金融危机造成的后果（即收缩的基础设施投资，在技术部门的高失业率），消除发展前途无限的误区。 技术教育的大学所认可的大量研究土木工程部。旧学校拓展专业并且新的学校建成，并招收许多学生。由于高的职业声望，薪酬，吸引高质量的学校的学生。在工程量的增加和科学技术的发展，导致到极强的专业性，无论是在研究还是工作当中。结构工程师，液压工程师，交通工程师等，都属于土木工程。试图在不同的国家采用专业性的权利，不同的解决方案，，从一个统一的大学学历和广泛的专业化的一般职业许可证。这个问题在许多其他行业成为关键。国际专业协会的专家和机构所确定的国家性检查机构，经过考试后，他们证明不仅是行业的新来者，而且专家通过时间来确定进展情况。尽管在很多情况下，这些证书虽然没有国家接受，他们赞赏和公认的世界。 在试图改革大学研究（不仅在土木工程）更接近市场需求的过程中，欧盟确定了1999博洛尼亚宣言，它引入了一个二能级系统。第一级度（例如，一个三年的学士）是进入
基本电路 包括电路模型的元素被称为理想的电路元件。一个理想的电路元件是一个实际的电气元件的数学模型，就像一个电池或一个灯泡。重要的是为理想电路元件在电路模型用来表示实际的电气元件的行为可接受程度的准确性。电路分析，本单位的重点，这些工具，然后应用电路。电路分析基础上的数学方法，是用来预测行为的电路模型和其理想的电路元件。一个所期望的行为之间的比较，从设计规范，和预测的行为，形成电路分析，可能会导致电路模型的改进和理想的电路元件。一旦期望和预测的行为是一致的，可以构建物理原型。 物理原型是一个实际的电气系统，修建从实际电器元件。测量技术是用来确定实际的物理系统，定量的行为。实际的行为相比，从设计规范的行为，从电路分析预测的行为。比较可能会导致在物理样机，电路模型，或两者的改进。最终，这个反复的过程，模型，组件和系统的不断完善，可能会产生较准确地符合设计规范的设计，从而满足需要。 从这样的描述，它是明确的，在设计过程中，电路分析中起着一个非常重要的作用。由于电路分析应用电路模型，执业的工程师尝试使用成熟的电路模型，使设计满足在第一次迭代的设计规范。在这个单元，我们使用20至100年已测试通过机型，你可以认为他们是成熟的。能力模型与实际电力系统理想的电路元件，使电路理论的工程师非常有用的。 说理想电路元件的互连可用于定量预测系统的行为，意味着我们可以用数学方程描述的互连。对于数学方程是有用的，我们必须写他们在衡量的数量方面。在电路的情况下，这些数量是电压和电流。电路分析的研究，包括了解其电压和电流和理解上的电压施加的限制，目前互连的理想元素的每一个理想的电路元件的行为电路分析基础上的电压和电流的变量。电压是每单位电荷，电荷分离所造成的断电和SI单位伏V = DW / DQ。电流是电荷的流动速度和具有的安培SI单位（I= DQ/ DT）。理想的基本电路元件是两个终端组成部分，不能细分，也可以在其终端电压和电流的数学描述。被动签署公约涉及元素，当电流通过元素的参考方向是整个元素的参考电压降的方向端子的电压和电流的表达式使用一个积极的迹象。 功率是单位时间内的能量和平等的端电压和电流的乘积;瓦SI单位。权力的代数符号解释如下： 如果P> 0，电源被传递到电路或电路元件。 如果p<0，权力正在从电路或电路元件中提取。 在这一章中介绍的电路元素是电压源，电流源和电阻器。理想电压源保持一个规定的电压，不论当前的设备。理想电流源保持规定的电流不管了整个设备的电压。电压和电流源是独立的，也就是说，不是任何其他电路的电流或电压的影响;或依赖，就是由一些电路中的电流或电压。一个电阻制约了它的电压和电流成正比彼此。有关的比例常数电压和一个电阻值称为其电阻和欧姆测量。 欧姆定律建立相称的电压和电流的电阻。具体来说，V = IR电阻的电流流动，如果在它两端的电压下降，或V=_IR方向，如果在该电阻的电流流是在它两端的电压上升方向。 通过结合对权力的方程，P = VI，欧姆定律，我们可以判断一个电阻吸收的功率：P = I2R= U2/ R 电路节点和封闭路径。节点是一个点，两个或两个以上的电路元件加入。当只有两个元素连接，形成一个节点，他们表示将在系列。一个闭合的路径是通过连接元件追溯到一个循环，起点和终点在同一节点，只有一次每遇到中间节点。 电路是说，要解决时，两端的电压，并在每个元素的电流已经确定。欧姆定律是一个重要的方程，得出这样的解决方案。 在简单的电路结构，欧姆定律是足以解决两端的电压，目前在每一个元素。然而，对于更复杂的互连，我们需要使用两个更为重要的代数关系，被称为基尔霍夫定律，来解决所有的电压和电流。 基尔霍夫电流定律是： 在电路中的任何一个节点电流的代数和等于零。 基尔霍夫电压定律是： 电路中的任何封闭路径上的电压的代数和等于零。 1.2电路分析技术 到目前为止，我们已经分析应用结合欧姆定律基尔霍夫定律电阻电路相对简单。所有的电路，我们可以使用这种方法，但因为他们而变得结构更为复杂，涉及到越来越多的元素，这种直接的方法很快成为累赘。在这一课中，我们介绍两个电路分析的强大的技术援助：在复杂的电路结构的分析节点电压的方法，并网电流的方
企业成本控制外文翻译文献(文档含英文原文和中文翻译)
译文： 在价值链的成本控制下减少费用和获得更多的利润 摘要： 根据基于价值链的成本管理理念和基于价值的重要因素是必要的。首先，必须有足够的资源，必须创造了有利的价值投资，同时还需要基于客户价值活动链，以确定他们的成本管理优势的价值链。其次，消耗的资源必须尽量减少，使最小的运营成本价值链和确保成本优势是基于最大商业价值或利润，这是一种成本控制系统内部整个视图的创建和供应的具实践，它也是一种成本控制制度基于价值链，包括足够的控制和必要的资源投资价值的观点，创建和保持消费的资源到合理的水平，具有价值的观点主要对象的第一个因素是构造有利的价值链，从创造顾客价值开始；第二个因素是加强有利的价值链，从供应或生产客户价值开始。因此它是一个新型的理念，去探索成本控制从整个视图的创建和供应的商品更盈利企业获得可持续的竞争优势。 关键词：成本控制，价值链，收益，支出，收入，成本会计 1、介绍 根据价值链理论，企业的目的是创造最大的顾客价值；和企业的竞争优势在于尽可能提供尽可能多的价值给他们的客户，作为低成本可能的。这要求企业必须首先考虑他们是否能为顾客创造价值，和然后考虑在很长一段时间内如何创造它。然而，竞争一直以“商品”（或“产品”）作为最直接的载体，因此，传统的成本控制方法主要集中在对“产品”和生产流程的过程。很显然，这不能解决企业的问题，企业是否或如何能为客户创造价值。换句话说，这至少不能从根本上解决它。 因此，企业必须首先投入足够的资源，以便他们能够创建客户值取向，然后提供它以最少的资源费用。所以在整个视图中对价值创造和提供整体的观点来控制成本，它可以为客户提供完美的动力和操作运行机制运行成本的控制，也可以从根本上彻底克服了传统的成本控制方法的缺点，解决了无法控制的创造和供应不足的真正价值。基于此，本文试图从创作的整体观讨论成本控制提供价值并探讨实现良性循环的策略，也就是说，“创造价值投资成本供应价值创造价值”。 2、成本及其控制的基于价值链理念 2.1基于价值链的成本观念 根据价值链理论，如果企业是要被客户接受，它必须创造和提供能满足其客户的价值。因此，成本（价值或资源支付费用）这不离为创造和提供顾客价值的活动，其活动的价值链。因此，我们应该从价值链角度看成本的重要。
Study on Project Cost Control of Construction Enterprises By: R. Max Wideman Abstract With the increasing maturity of construction market, the competition between construction enterprises is becoming fierce. The project profit is gradually decreasing. It demands that all construction enterprises enhance their cost control, lower costs, improve management efficiency and gain maximal profits. This paper analyses the existing problems on project cost control of Chinese construction enterprises, and proposes some suggestions to improve project cost control system. Key Words ：Construction enterprises, Project management, Cost control After joining the WTO, with Chinese construction market becoming integrated, the competition among architectural enterprises is turning more intense. Construction enterprises must continually enhance the overall competitiveness if they want to develop further at home and abroad construction market. Construction Enterprises basically adopt the "project management-centered" model, therefore, it is particularly important to strengthen project cost control. 1.The Current Domestic Project Cost Classification and Control Methods Cost refers to the consumption from producing and selling of certain products, with the performance of various monetary standing for materialized labor and labor-consuming. Direct and indirect costs constitute the total cost, also known as production cost or manufacturing cost. Enterprise product cost is the comprehensive indicator to measure enterprise quality of all aspects. It is not only the fund compensation scale, but also the basis to examine the implementation of cost plan. Besides, it can provide reference for product pricing According to the above-mentioned definition and current domestic cost classification, construction project cost can be divided into direct costs and indirect costs. Direct costs include material cost, personnel cost, construction machinery cost, material transportation cost, temporarily facility cost, engineering cost and other direct cost. Indirect costs mainly result from project management and company's cost-sharing, covering project operating costs (covering the commission of foreign projects), project's management costs (including exchange losses of
姓名： 学号： 10447425 X X 大学 毕业设计（论文）外文翻译 （2014届） 外文题目Developments in excavation bracing systems 译文题目开挖工程支撑体系的发展 外文出处Tunnelling and Underground Space Technology 31 (2012) 107–116 学生XXX 学院XXXX 专业班级XXXXX 校内指导教师XXX 专业技术职务XXXXX 校外指导老师专业技术职务 二○一三年十二月
开挖工程支撑体系的发展 1.引言 几乎所有土木工程建设项目（如建筑物，道路，隧道，桥梁，污水处理厂，管道，下水道）都涉及泥土挖掘的一些工程量。往往由于由相邻的结构，特性线，或使用权空间的限制，必须要一个土地固定系统，以允许土壤被挖掘到所需的深度。历史上，许多挖掘支撑系统已经开发出来。其中，现在比较常见的几种方法是：板桩，钻孔桩墙，泥浆墙。 土地固定系统的选择是由技术性能要求和施工可行性（例如手段，方法）决定的，包括执行的可靠性，而成本考虑了这些之后，其他问题也得到解决。通常环境后果（用于处理废泥浆和钻井液如监管要求）也非常被关注（邱阳、1998）。 土地固定系统通常是建设项目的较大的一个组成部分。如果不能按时完成项目，将极大地影响总成本。通常首先建造支撑，在许多情况下，临时支撑系统是用于支持在挖掘以允许进行不断施工，直到永久系统被构造。临时系统可以被去除或留在原处。 打桩时，因撞击或振动它们可能会被赶入到位。在一般情况下，振动是最昂贵的方法，但只适合于松散颗粒材料，土壤中具有较高电阻（例如，通过鹅卵石）的不能使用。采用打入桩系统通常是中间的成本和适合于软沉积物（包括粘性和非粘性），只要该矿床是免费的鹅卵石或更大的岩石。 通常，垂直元素（例如桩）的前安装挖掘工程和水平元件（如内部支撑或绑回）被安装为挖掘工程的进行下去，从而限制了跨距长度，以便减少在垂直开发弯矩元素。在填充情况下，桩可先设置，从在斜坡的底部其嵌入悬挑起来，安装作为填充进步水平元素（如搭背或土钉）。如果滞后是用来保持垂直元素之间的土壤中，它被安装为挖掘工程的进行下去，或之前以填补位置。 吉尔- 马丁等人（2010）提供了一个数值计算程序，以获取圆形桩承受轴向载荷和统一标志（如悬臂桩）的单轴弯矩的最佳纵筋。他们开发的两种优化流程：用一个或两个直径为纵向钢筋。优化增强模式允许大量减少的设计要求钢筋的用量，这些减少纵向钢筋可达到50％相对传统的，均匀分布的加固方案。 加固桩集中纵向钢筋最佳的位置在受拉区。除了节约钢筋，所述非对称加强钢筋图案提高抗弯刚度，通过增加转动惯量的转化部分的时刻。这种增加的刚性可能会在一段时间内增加的变形与蠕变相关的费用。评估相对于传统的非对称加强桩的优点，对称，钢筋桩被服务的条件下全面测试来完成的，这种试验是为了验证结构的可行性和取得的变形的原位测量。 基于现场试验中，用于优化的加强图案的优点浇铸钻出孔（CIDH）在巴塞罗那的
项目成本控制 一、引言 项目是企业形象的窗口和效益的源泉。随着市场竞争日趋激烈，工程质量、文明施工要求不断提高，材料价格波动起伏，以及其他种种不确定因素的影响，使得项目运作处于较为严峻的环境之中。由此可见项目的成本控制是贯穿在工程建设自招投标阶段直到竣工验收的全过程，它是企业全面成本管理的重要环节，必须在组织和控制措施上给于高度的重视，以期达到提高企业经济效益的目的。 二、概述 工程施工项目成本控制，指在项目成本在成本发生和形成过程中，对生产经营所消耗的人力资源、物资资源和费用开支，进行指导、监督、调节和限制，及时预防、发现和纠正偏差从而把各项费用控制在计划成本的预定目标之内，以达到保证企业生产经营效益的目的。 三、施工企业成本控制原则 施工企业的成本控制是以施工项目成本控制为中心，施工项目成本控制原则是企业成本管理的基础和核心，施工企业项目经理部在对项目施工过程进行成本控制时，必须遵循以下基本原则。 3.1 成本最低化原则。施工项目成本控制的根本目的，在于通过成本管理的各种手段，促进不断降低施工项目成本，以达到可能实现最低的目标成本的要求。在实行成本最低化原则时，应注意降低成本的可能性和合理的成本最低化。一方面挖掘各种降低成本的能力，使可能性变为现实；另一方面要从实际出发，制定通过主观努力可能达到合理的最低成本水平。 3.2 全面成本控制原则。全面成本管理是全企业、全员和全过程的管理，亦称“三全”管理。项目成本的全员控制有一个系统的实质性内容，包括各部门、各单位的责任网络和班组经济核算等等，应防止成本控制人人有责，人人不管。项目成本的全过程控制要求成本控制工作要随着项目施工进展的各个阶段连续 进行，既不能疏漏，又不能时紧时松，应使施工项目成本自始至终置于有效的控制之下。 3.3 动态控制原则。施工项目是一次性的，成本控制应强调项目的中间控制，即动态控制。因为施工准备阶段的成本控制只是根据施工组织设计的具体内容确
外文翻译 题目：电力电子技术二 A部分 晶闸管 在晶闸管的工作状态，电流从阳极流向阴极。在其关闭状态，晶闸管可以阻止正向 导电，使其不能运行。 可触发晶闸管能使导通状态的正向电流在短时间内使设备处于阻断状态。使正向电压下降到只有导通状态的几伏（通常为1至3伏电压依赖于阻断电压的速度）。 一旦设备开始进行，闸极电流将被隔离。晶闸管不可能被闸关闭，但是可以作为一个二极管。在电路的中，只有当电流处于消极状态，才能使晶闸管处于关闭状态，且电流降为零。在设备运行的时间内，允许闸在运行的控制状态直到器件在可控时间再次进入正向阻断状态。 在逆向偏置电压低于反向击穿电压时，晶闸管有微乎其微的漏电流。通常晶闸管的正向额定电压和反向阻断电压是相同的。晶闸管额定电流是在最大范围指定RMS和它是有能力进行平均电流。同样的对于二极管，晶闸管在分析变流器的结构中可以作为理想的设备。在一个阻性负载电路中的应用中，可以控制运行中的电流瞬间传至源电压的正半周期。当晶闸管尝试逆转源电压变为负值时，其理想化二极管电流立刻变成零。 然而，按照数据表中指定的晶闸管，其反向电流为零。在设备不运行的时间中，电流为零，重要的参数变也为零，这是转弯时间区间从零交叉电流电压的参
考。晶闸管必须保持在反向电压，只有在这个时间，设备才有能力阻止它不是处于正向电压导通状态。 如果一个正向电压应用于晶闸管的这段时间已过，设备可能因为过早地启动并有可能导致设备和电路损害。数据表指定晶闸管通过的反向电压在这段期间和超出这段时间外的一个指定的电压上升率。这段期间有时被称为晶闸管整流电路的周期。 根据使用要求，各种类型的晶闸管是可得到的。在除了电压和电流的额定率，转弯时间，和前方的电压降以及其他必须考虑的特性包括电流导通的上升率和在关闭状态的下降率。 1。控制晶闸管阶段。有时称为晶闸管转换器，这些都是用来要是整顿阶段，如为直流和交流电机驱动器和高压直流输电线路应用的电压和电流的驱动。主要设备要求是在大电压、电流导通状态或低通态压降中。这类型的晶闸管的生产晶圆直径到10厘米，其中平均电流目前大约是4000A，阻断电压为5之7KV。 2。逆变级的晶闸管。这些设计有小关断时间，除了低导通状态电压，虽然在设备导通状态电压值较小，可设定为2500V和1500A。他们的关断时间通常在几微秒范围到100μs之间，取决于其阻断电压的速率和通态压降。 3。光控晶闸管。这些会被一束脉冲光纤触发使其被引导到一个特殊的敏感的晶闸管地区。光化的晶闸管触发，是使用在适当波长的光的对硅产生多余的电子空穴。这些晶闸管的主要用途是应用在高电压，如高压直流系统，有许多晶闸管被应用在转换器阀门上。光控晶闸管已经发现的等级，有4kV的3kA，导通状态电压2V、光触发5毫瓦的功率要求。 还有其它一些晶闸管，如辅助型关断晶闸管（关贸总协定），这些晶闸管其他变化，不对称硅可控（ASCR）和反向进行，晶闸管（RCT）的。这些都是应用。 B部分 功率集成电路 功率集成电路的种类 现代半导体功率控制相当数量的电路驱动，除了电路功率器件本身。这些控制电路通常由微处理器控制，其中包括逻辑电路。这种在同一芯片上包含或作
Enterprise Human Resources Management System Design And Implementation Abstract: Human resource management system is the core content of modern enterprise management. With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce mode，the competition between enterprises is turning from visible economic markets to the network. Developing the human resource management system supported by computer technology，network technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision sciencefic,Modern human resource management uses B/S mode to avoid C/S modes short coming of difficult in maintdning and reusing.According to the functional requirements of the actual project,this article specificly state the analysis of system,the general desigin of the system,the detail design of system and the practice of the system. The development of the system is the practice of MVC design ideas, maing using the Jsp+Servlet+JavaBean form of development.Jsp is the practice of MVC design ideas’view,in charge of receiving/responding the request of the customer.Servlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system. In the practice of the system, somr open-source projrcts,such as the Ajax technique,JfreChart statements,fileupload technology,has been used. Using the modern human resource management theropy and analysising the actual situation, comparing the current situation of human resource management system, a huaman resource contents of management system basied on the Internet/Intranet has been designed. The main management,attendance management training more efficient statistics. Keywords:human resource management; B/S mode; Open-source projects; MVC mode. 摘要 人力资源管理系统是现代企业管理的核心内容。随着计算机信息技术的高速发展，电子商务模式的空前盛行，企业之间的竞争也从有形的经济市场转向了网络。开发以计算机技术、网络技术、信息技术支持的现代人力资源管理系统，既能提高企业人力资源管理的技术含量和企业的办事效率，也能使人力资源管理能够进入现代化、决策科学化的进程。现代人力资源管理系统采用了B/S模式，可以避免C/S模式的重用性差、维护难度高的缺点和
中英文资料对照外文翻译 Design phase of the project cost management Abstract Project cost management is the basic contents to determine reasonable and effective control of the project cost. Described the current stage of the project cost management situation on the strengthening of the various stages of construction cost management of the importance of and raised a number of key initiatives. Keywords：cost of the construction project cost management status investment decision phase of the design phase of the implementation phase of the cost management in a market economy, Even under the WTO and China's accession to the world community, China's construction industry how to effectively control construction cost of the construction and management of an important component part. However, the current budget for the construction projects - estimate, budget, Super budget accounts for the "super three" is still widespread and that eventually led to a serious loss of control of project investment. Project cost management is the basic contents to determine reasonable and effective control of the project cost. As the project cost to the project runs through the entire process, stage by stage can be divided into Investment Decision stage, the design and implementation phases. The so-called Project Cost effective control is the optimization of the construction plans and design programs on the basis of in the building process at all stages, use of certain methods and measures to reduce the cost of the projects have a reasonable control on the scope and cost of the approved limits.
（ 二 〇 一 二 年 六 月 外文文献及翻译 题 目： About Buiding on the Structure Design 学生姓名： 学 院：土木工程学院 系 别：建筑工程系 专 业：土木工程(建筑工程方向) 班 级：土木08-4班 指导教师：
英文原文： Building construction concrete crack of prevention and processing Abstract The crack problem of concrete is a widespread existence but again difficult in solve of engineering actual problem, this text carried on a study analysis to a little bit familiar crack problem in the concrete engineering, and aim at concrete the circumstance put forward some prevention, processing measure. Keyword:Concrete crack prevention processing Foreword Concrete's ising 1 kind is anticipate by the freestone bone, cement, water and other mixture but formation of the in addition material of quality brittleness not and all material.Because the concrete construction transform with oneself, control etc. a series problem, harden model of in the concrete existence numerous tiny hole, spirit cave and tiny crack, is exactly because these beginning start blemish of existence just make the concrete present one some not and all the characteristic of quality.The tiny crack is a kind of harmless crack and accept concrete heavy, defend Shen and a little bit other use function not a creation to endanger.But after the concrete be subjected to lotus carry, difference in temperature etc. function, tiny crack would continuously of expand with connect, end formation we can see without the
专业资料 学院： 专业：土木工程 姓名： 学号： 外文出处：Structural Systems to resist (用外文写) Lateral loads 附件：1.外文资料翻译译文；2.外文原文。
附件1：外文资料翻译译文 抗侧向荷载的结构体系 常用的结构体系 若已测出荷载量达数千万磅重，那么在高层建筑设计中就没有多少可以进行极其复杂的构思余地了。确实，较好的高层建筑普遍具有构思简单、表现明晰的特点。 这并不是说没有进行宏观构思的余地。实际上，正是因为有了这种宏观的构思，新奇的高层建筑体系才得以发展，可能更重要的是：几年以前才出现的一些新概念在今天的技术中已经变得平常了。 如果忽略一些与建筑材料密切相关的概念不谈，高层建筑里最为常用的结构体系便可分为如下几类： 1.抗弯矩框架。 2.支撑框架，包括偏心支撑框架。 3.剪力墙，包括钢板剪力墙。 4.筒中框架。 5.筒中筒结构。 6.核心交互结构。 7. 框格体系或束筒体系。 特别是由于最近趋向于更复杂的建筑形式，同时也需要增加刚度以抵抗几力和地震力，大多数高层建筑都具有由框架、支撑构架、剪力墙和相关体系相结合而构成的体系。而且，就较高的建筑物而言，大多数都是由交互式构件组成三维陈列。 将这些构件结合起来的方法正是高层建筑设计方法的本质。其结合方式需要在考虑环境、功能和费用后再发展，以便提供促使建筑发展达到新高度的有效结构。这并
不是说富于想象力的结构设计就能够创造出伟大建筑。正相反，有许多例优美的建筑仅得到结构工程师适当的支持就被创造出来了，然而，如果没有天赋甚厚的建筑师的创造力的指导，那么，得以发展的就只能是好的结构，并非是伟大的建筑。无论如何，要想创造出高层建筑真正非凡的设计，两者都需要最好的。 虽然在文献中通常可以见到有关这七种体系的全面性讨论，但是在这里还值得进一步讨论。设计方法的本质贯穿于整个讨论。设计方法的本质贯穿于整个讨论中。 抗弯矩框架 抗弯矩框架也许是低，中高度的建筑中常用的体系，它具有线性水平构件和垂直构件在接头处基本刚接之特点。这种框架用作独立的体系，或者和其他体系结合起来使用，以便提供所需要水平荷载抵抗力。对于较高的高层建筑，可能会发现该本系不宜作为独立体系，这是因为在侧向力的作用下难以调动足够的刚度。 我们可以利用STRESS，STRUDL 或者其他大量合适的计算机程序进行结构分析。所谓的门架法分析或悬臂法分析在当今的技术中无一席之地，由于柱梁节点固有柔性，并且由于初步设计应该力求突出体系的弱点，所以在初析中使用框架的中心距尺寸设计是司空惯的。当然，在设计的后期阶段，实际地评价结点的变形很有必要。 支撑框架 支撑框架实际上刚度比抗弯矩框架强，在高层建筑中也得到更广泛的应用。这种体系以其结点处铰接或则接的线性水平构件、垂直构件和斜撑构件而具特色，它通常与其他体系共同用于较高的建筑，并且作为一种独立的体系用在低、中高度的建筑中。