外文文献工程管理造价

Evaluation of the influence of the organizational environment on projectcost management based on the Grey Relational AnalysisZhi Dou,Wenjun YangCollege of Civil Engineering ，Chang'an University ，Xi'an 710061，ChinaKeywords ：the Organizational Environment, Engineering Project, Cost Management, ImpactEvaluation, Grey Relational AnalysisAbstract. From the organizational environment perspective, to explore the influence factors ofproject cost management, and to determine a evaluation system about the influence of theorganizational environment on project cost management. Using gray system theory to build a modelof the gray relational analysis between organizational environment and project cost management.The examples show that this method has a certain theoretical significance and practical value tosolve the project cost management.IntroductionAccompanied by the rapid development of China's construction industry and the further openingup of construction markets, the uncertainty of the external environment which constructionenterprises face increased, the underpricing bid between enterprises for contending projects, thedrastic fluctuation in raw material prices, the entering barriers are down while the exit cost are stillhigh, the ferocious entering momentum of foreign builders, these make China constructionenterprises stand in a competitive industry, and its profit margins are severely squeezed. The way toeffectively control the project cost has already become a focus of attention of constructionenterprises. Survey shows that the extensive management approach of China's constructionenterprises currently has not been fundamentally changed, the corporate structure, operationalprocesses and infrastructure management is weak, the level of project management is low, and theexisting project cost should be improved in aspects about management concepts, objectives, meansand so on [1].The effective implementation of advanced cost management methods must considerenterprises' particular organizational environment, Kaplan and Norton believes, the advanced costmanagement and evaluation methods break away from its corresponding organizationalenvironment, the possibility to success almost not exists [2].Therefore, the objective understandingof the organizational environment the construction enterprises face, and the comprehensive analysisabout the mechanism of the organizational environment to the project cost management for theconstruction cost management is essential.The determination of the affecting factor system of the project cost management byorganizational environmentOrganizational environment is a sum of forces and conditions which exist in the internal andexternal organization and affect the organizational performance. There are many environmentalfactors in internal and external organization, but not all of these factors constitute the organization'senvironment, the factors who has no impact on organizational performance do not belong to theenvironmental factors of organization, and elements of the organizational environment is often influx, the dynamics of environment perform clearly in a background of fierce competition both indomestic and foreign markets [3].According to the organization's controllable degree to its faced environment, the organizationalenvironment can be divided into two categories: the internal organizational environment and theexternal organizational environment. The external environment that construction enterprises face isthe sum of various factors which exist around the construction organization and affect the businessactivities and development of enterprises. The external environmental uncertainty of constructionInternational Conference on Education Technology, Management and Humanities Science (ETMHS 2015) © 2015. The authors - Published by Atlantis Press 985enterprises include the general environmental uncertainty and the task environmental uncertainty,the general environmental uncertainty include the uncertainties which brought for constructionenterprises from the political environment, economic environment, legal environment and technicalenvironment, and the task environmental uncertainty include the uncertainties which brought forconstruction enterprises from new entrants, owners, suppliers and existing competitors.Through the above analysis, the several affecting factors of the project cost management by theorganizational environment were researched; this paper considers the factors are: organizationstructure, control system and social relations. And the table 1, the affecting factor system of theproject cost management by organizational environment, is built by these factors.Tab.1. the Affecting Factor System of the Project Cost Management by Organizational EnvironmentFirst class index Second class indexThird class indexProject CostManagementA Organization Structure 1B Organization Framework 1C Internal Coordination 2C Internal Restriction 3CControl System 2B Budget Mechanism 4CAccounting Mechanism 5CMonitoring Mechanism 6C Analyzing Mechanism 7CChecking Mechanism 8CMaterial Cost Management 9CProject Manager Management 10CSocialRelations 3B Major Stakeholder 11C External Communication andCoordination 12CEvaluation of the influence of the organizational environment on project cost managementbased on the Grey Relational AnalysisTo determine the weighing values of all levelsBecause of the important degree of the influence of the above indexes on project cost are notidentical, it is required to determine the weights.We can choose to invited several experts whoadopted the ratio scale method to compare two factors, and to determine the ratio scale betweenvarious factors, as shown in table 2, then in turn collect the statistics of frequency mij of each indexratio scale Cj.()jij C i j m U U c n= （2.1） In the formula, mij is the number of times of Ui ∈ci; n is the number of experts to participate inthe evaluation; Uci(Ui) is the ratio scale of Ui belong to the cj, we can get the ratio scale()j n i C i j i R U U ==∑ （2.2）986Tab.2. The meaning of the scaledivision meaning1 Have the same importance3 The former is a bit more important than the latter5 The former is obviously more important than thelatter7 The former is particularly more important than thelatter9 The former is extremely more important than thelatter2,4,6,8 The median value of the above-mentioned adjacentvaluereciprocal The degree that the latter is more important than the formerCalculate the feature vector W of matrix H, inspect whether have stochastic consistencybetween matrix H and the feature vector W, and compute consistency index CI=(λmax-n)/(n-1),when CR=CI/RI<0.10, the consistency of judgment matrix is satisfied, or need to adjust thejudgment matrix. Among them, the elements Wi(i=1,2,...n) of W represents the lower the weight ofeach index relative to its upper part index.Quantitative treatment of indicatorsEvaluation index can be divided into two types: quantitative index and qualitative index.Qualitative indicators are unquantitative fuzzy evaluation index, thus the comprehensive fuzzyevaluation method of quantitative index can be used. By experts fuzzy scoring in the first place,reoccupy the average value to quantify according to the fuzzy membership degree just as is shownin table 3.Tab.3. The fuzzy membership listfuzzy language best bette r goo d general ly ba d wors e wor stmembership 0.8 0.7 0.6 0.5 0.40.3 0.2 To determine the reference data sequence and compared sequenceIn order to evaluate the eligible object data sequence, the first thing is to determine theevaluation reference data sequence, usually write to uik=(ui1,ui2,...uin),k=1,2,...s.A comparison with reference data sequence uik have n data index sequences, and each datasequence (scheme) have s factors (indicators), then these comparative data column can be written asU0=(u10,u20,...un0)T.To determine the reference sequence, according to the comparison reference sequence types ofindicators selected, index of different types, different values of the methods. Seen in the literatureindex types have six kinds, including efficiency, cost, fixed type, range, deviation and deviationinterval[4].Index correlation calculation of index layerIn order to ensure the quality of modeling and get the right system analysis, the data must becarried out on the original data standardization transformation and data processing, so that thedimension can be eliminated and the data can be comparable. in correlation analysis, the mostcommon methods were used in data transformation are initial value transformation method, themean transformation method, full transformation method, unitary transformation method, multiplechanges, poor maximum transformation method, standardized method and interval valuetransformation method[4-5]. In this paper, using the standardized method for data processing, namely:,1,2,,k k i i i u x k s u == （2.3） 987In the formula, 0 means the reference solution.Corresponds to a sequence of reference data, there are a number of comparative data sequence,the ith comparative data with reference data sequences in the first k corresponding indicators of relative difference is the correlation coefficient, can be expressed as()0000min min max max max max 1,2,;1,2,k k i i i i k i k i ki k k i i i i i k X X X X X X X X i n k s ηξη-+-=-+-== （2.4）Type: η is distinguish coefficient, 0<η<1, typically take η=0.5.The weighted average correlation coefficient under various factors11(1,2,;1,2,)n k k k i k n i n k s γωξ====∑ （2.5）Type: ωk is the weight, 0≤ωk≤1.According to the comparison and analysis of correlation, multi-level comprehensive evaluationof the construction project cost management is adopted. Generally speaking, the bigger thecorrelation of engineering project cost management level was, the engineering project costmanagement situation greater. In this way, we can made a more objective comprehensiveevaluation for the construction enterprise project cost management situation, and use this asreference data for the management of engineering project cost.ExampleNow with the influence of A, B, C three construction enterprise environment present situation onthe engineering project cost management as an example to illustrate the specific application ofevaluation model of gray association analysis.The index classification, the classification and the weight of each index of A, B, C threeconstruction enterprise organizational environment , are shown in table4 the comprehensiveevaluation of engineering project cost management.Tab.4. The project cost management comprehensive evaluationLevel indicator s The weigh t The second Level indicators The weig ht the index sequence of Project cost management evaluation A B C 0i uB 10.3 C 1 0.4 0.4 0.6 0.5 0.6C 2 0.3 0.5 0.7 0.6 0.7 C 3 0.3 0.6 0.7 0.5 0.7B 20.4 C 4 0.2 0.7 0.6 0.4 0.7C 5 0.15 0.7 0.6 0.5 0.7C 60.1 0.6 0.5 0.5 0.6 C 7 0.2 0.5 0.5 0.6 0.6 C 8 0.1 0.6 0.5 0.5 0.6C 9 0.12 0.6 0.6 0.7 0.7C 10 0.13 0.6 0.5 0.5 0.6B 3 0.3C 11 0.56 0.7 0.6 0.6 0.7 C 12 0.44 0.5 0.5 0.6 0.6Weight is index to describe the affection of properties and various indicators of project costmanagement evaluation , scored by the expert , calculated the weight according to the type 2.1, 2.2 ,through the consistency check, in view of the length, not do detailed calculation here.Determine the optimal index (reference sequence)According to the principle of determining the optimal index, we can determine the referencesequence 0(0.6,0.7,0.7,0.7,0.7,0.6,0.6,0.6,0.7,0.6,0.7,0.6)i u =988Data standardization processBy the evaluation index system of project cost management, the evaluation index points belongto three classes. Processed the index sequence standardized according to the type (2.3) , threeclassification subset sequence are obtained. Calculate the absolute difference between the evaluation and the reference sequences sequencematrix, the calculation results are as follows:1max 0.33B ∆=，1min 0B ∆=；2max 0.17B ∆=，2min 0B ∆=；3max 0.43B ∆=，3min 0B∆=. Evaluation of the primary engineering project cost managementTake the resolution 0.5η=, the correlation coefficient of each subset can be calculated accordingto the type (2.4) , and correlation coefficient matrix is established. The table 4 shows that for Ⅰindexes, the weights 12(0.4,0.3,0.3)B ω=. According to the type (2.5) , he correlation of this indicator canbe calculated. [][]11120.330.370.541110.40.30.30.4110.470.50.540.37T B B B γωξ⎡⎤⎢⎥=⋅=⋅=⎢⎥⎢⎥⎣⎦On the basis of above, the primary evaluation can be conducted. For the class index, the sort ofthree construction enterprise correlation is C > B > A, which the index of engineering project costmanagement of construction enterprises B is optimal, C construction enterprise take the second, Abusiness is the worst.Similarly for II indexes, []20.790.350.5B γ=, we can judge that the optimal is A enterprise and Benterprise is the worst. For III indexes, []30.810.580.58B γ=, we can judge the optimal is A enterprise, B and C enterprise is the same.According to the corresponding evaluation results, management of construction enterprise projectcost management is optimized.The secondary comprehensive evaluation of the gray correlation analysisFrom the primary evaluation,we can be see that in the category of different indicators of thesame construction enterprise, both the optimal and the worst index category of engineering projectcost management can be appeared. Obviously , it is difficult to reflect the overall condition of theengineering project cost management. Therefore, all categories should be considered to thesecondary comprehensive evaluation on engineering project cost management. Primary indexweights ω1=(0.3,0.4,0.3), according to the type (2.5) ,we can get comprehensive correlation degree [][]10.410.790.8110.350.580.30.40.30.680.610.520.470.500.58T A γωξ⎡⎤⎢⎥=⋅=⋅=⎢⎥⎢⎥⎣⎦ Order By the correlation size:A B C γγγ>>. As you can see, the construction enterprise project costmanagement situation of quality for A is the best, B enterprise second, C enterprise is the worst.ConclusionBased on actual engineering project cost management, this paper considers the organizationalenvironment factors and builds the organization environment factors to the engineering project costmanagement. With gray correlation analysis method to engineering project cost managementconducts a multi-level evaluation, obtains different levels of management evaluation results, theresult is consistent with the actual situation of construction enterprise.shows that this method hascertain theoretical significance and practical value. But in this study, the main factors affecting theproject cost management may have failed to be included in some factors, such as enterprise culture,national macro policy and other factors. In future study, we can further complete factors through thedesign organization environment impact on the engineering project cost of questionnaire.989References[1] XuTang.Based on the strategy of target cost management method in the application of international engineering contracting project .Chong qing.Southwestern university of finance and economics , 2003:6-7.[2] Kaplan,Norton.Strategic center type organization. Beijing:Ren min university of China publishing house,2001.[3] Yan Haifeng,Wang Ruixu.The modern organization theory and organizationinnovation.Beijing:People's posts and telecommunications publishing house,2003:61-81.[4] Wu Weidong , Jing Guoxun,Wei Jianping. Grey correlation analysis in six coal mine ventilation system scheme (recent) the application of the optimization . Journal of coal , 2001, 34(3): 290-293.[5] Xiao Xinping, Song Zhongmin,Li Feng.Gray technology base and application.Beijing: Science press.2005.990。

英文文献Engineering cost managementProject cost control emphasis should be transferred to the project construction early days, is transferred to the project decision and design stage. Project cost control in construction projects throughout the entire process, the key lies in the pre construction investment decision-making with design phase, whereas in the investment decision is made, the key lies in designing. According to expert analysis: architectural design, in the preliminary design stage, design stage, construction design stage to the engineering effect were 75% ~ 95%, 35% ~ 75%, 5% ~ 35%; while in the construction phase, through the optimization of construction organization design, construction cost saving the possibility of only 5% to 10%. We should put the focus shifted to the design stage, in order to get twice the result with half the effort.Pay attention to the technical and economic optimization combination. The combination of technology with economy is most effective way to control engineering cost. China engineering fields for a long time did not do this. The lack of technical personnel economy idea, design thought is conservative, the design of the outcome of the economy are not fully reflect. Therefore, we should solve the problem is to improve economic efficiency as the goal, in the construction process, organization, technology and economy organic ground union rises. Through the economic analysis, comparative study and effect evaluation, correct processing of advanced technology and reasonable in economy between the relation of unity of opposites, strive to advanced technology under the conditions of economic rational, reasonable in economy based on advanced technology.Carry out "limitation is designed" method. To be consciously put the application of value engineering to the specific design, actively promote quota design in engineering design contract, by way of bidding. This has been proven in practice is an effective way, it is not only an economic problem, more precisely a technical and economic problems. This "limitation is designed" to effectively control the project cost. In order to make the "limitation is designed" to achieve the desired objectives, should be involved in the design personnel must be experienced skilled economic designer. Their design results must be practical, advanced and reasonable cost. Control of engineering cost on the other hand is the need for comparison, because the outcome is a process of gradual improvement, and not to decide, so the comparison is a measure of its practical, advanced and economical means.Do good project cost control in the process. ( 1) compilation of economic and feasible construction scheme. Before construction, construction enterprises should be combined with the construction drawings and the actual situation at the scene, their mechanical equipment, construction experience, the management level and technical specification acceptance criteria, a set of practical and feasible construction scheme. The construction scheme is engineering implementation of the programme of action. ( 2) to technical personnel, materials, machinery and personnel staff communicationand coordination. In the process of construction, construction technology, materials and mechanical personnel should cooperate closely, understand each other, to management as the core, to reduce costs for the purpose of. ( 3) to the project completion settlement. Strict supervision system. Control project cost effectively, in the early phase of the project shall be subject to supervision (including cost management ) system. Through analyzing the design process of supervision, make the design more reasonable, cost control to limit the scope of, accomplish truly with the smallest investment maximize output.Strict supervision system. Control project cost effectively, in the early phase of the project shall be subject to supervision (including cost management ) system. Through analyzing the design process of supervision, make the design more reasonable, cost control to limit the scope of, accomplish truly with the smallest investment maximize output.To establish and perfect the independent project cost advisory body, cultivate a Zhi De have both engineering team. To establish a real sense of independent engineering cost consulting agencies. Through improving the laws and regulations, normative behavior, separate government functions from enterprise management, the establishment of independent business partnership, share-holding system, the limited responsibility system and other forms of organization, an industry-based, diversified services integrated project consulting company, build and development and reform the engineering cost intermediary service institutions, make construction project management of a gradual transition by an independent specialized agency in charge of project cost whole process tracking management, truly between owner and contractor plays an intermediary role. To strengthen engineering cost consulting industry association construction, establish project cost consulting industry self-discipline mechanism, and constantly improve the Engineering Cost Association in engineering cost consulting industry status, to be truly representative of the interests of the majority of the industry practitioners, government and enterprises to become connection link and the bridge. At the same time to strengthen the project cost specialty in higher education and in service education. As a result of project cost management in construction projects and various economic interests are closely related, and the whole social economic activities play a very important role, it requires the cost engineering technical personnel should have different levels of knowledge, in addition to their professional knowledge and have a deep understanding, also deal with the design content, design process, construction technology, project management, economic laws and regulations have a comprehensive understanding of. Therefore, the project cost management, project cost per unit of society groups, has already obtained a cost engineer qualification personnel, in order to carry out plan, has the goal, multiple levels of continuing education and training, to understand and master Chinese bilateral agreements with countries project cost technology, regulations, management system and its development trend, to expand domestic and foreign exchanges, and actively participate in international or regional engineering activities, improve their professional quality, so that the current practitioners in intelligentstructure, theory and working experience three aspects can meet the needs of engineering cost management. Cost engineering professionals need to strengthen their own learning, in addition to the professional knowledge to upgrade, should also work in combination with a broad understanding and master the relevant engineering and technical expertise, educational organizations and industry regulatory bodies constitute a complete education system, so as to the field of engineering senior talent development to create good conditions.中文译文：工程造价与管理工程造价控制重点应转移到项目建设的前期，即转移到项目决策和设计阶段。

工程造价国外参考文献介绍工程造价是工程建设过程中合理使用资源、控制成本、保证质量的重要环节。

在国外，工程造价也受到广泛关注和研究。

以下是一些国外工程造价方面的参考文献介绍。

1.《Total Cost Management Framework: An Integrated Approach to Portfolio, Program, and Project Management》该书是美国斯坦福大学的教授 Edward Merrow 所著，介绍了一种全面的项目管理方法，涵盖了项目规划、预算、成本控制、风险管理等方面。

这本书被认为是工程造价管理领域的经典之作。

2. 《Construction Cost Management: Learning from Case Studies》该书由英国利兹大学的教授 Keith Potts 所著，以案例研究的方式介绍了工程造价管理的实践经验。

该书覆盖了建筑、土木、机电、水利等多个领域的工程案例研究，为读者提供了宝贵的经验和教训。

3. 《Construction Cost Estimating: Process and Practices》该书由美国工程师 Adam Ding 所著，主要介绍了工程造价估算的方法和实践。

该书详细阐述了工程造价估算的流程、方法和技巧，并通过案例分析和实例说明，让读者更好地理解和掌握工程造价估算的技术和方法。

4. 《Cost Engineering for Construction Projects》该书由德国工程师 Holger Svensson 所著，主要介绍了工程造价管理的理论和实践。

该书涵盖了建筑、土木、机电、水利等多个领域的工程造价管理，通过案例分析和实例说明，让读者更好地理解和掌握工程造价管理的技术和方法。

以上是一些比较有代表性的工程造价方面的参考文献，这些文献涵盖了工程造价管理的各个方面，对于从事工程造价管理的人员和相关专业人员来说，具有非常重要的参考价值。

工程造价国外参考文献介绍随着国际贸易的发展和国际化程度的提高，工程造价的国际化程度也越来越高。

因此，掌握国外的工程造价理论和实践经验对于提升我们的工程造价水平具有重要意义。

以下是一些值得参考的国外工程造价文献：1. Construction Cost Management: Learning from Case Studies by Keith Potts这是一本非常实用的案例研究书籍，介绍了各种不同类型工程的成本管理技术和实践经验。

这本书涵盖了建筑、土木、机电、电力等各个领域的工程案例，对于工程造价实践者和学习者都非常有帮助。

2. Quantity Surveyor's Pocket Book by Duncan Cartlidge这本书是一本实用的参考工具书，介绍了工程造价领域的各种技术和术语。

该书主要包括诸如工程量计量、估算、成本控制和财务管理等方面的内容，是一本非常适合初学者和实践者使用的工程造价指南。

3. International Construction Contracts: A Handbook by William Godwin这本书是一本关于国际工程合同的权威参考书籍。

该书涵盖了国际工程合同的各个方面，包括合同类型、合同条款、合同管理和国际仲裁等方面的内容。

对于从事国际工程造价工作的人员来说是一本不可或缺的参考书。

4. Cost Management: A Strategic Emphasis by Edward Blocher这是一本关于成本管理战略的书籍，重点介绍了成本管理的核心概念和技术。

该书还涵盖了成本管理在不同行业和企业中的应用，对于掌握成本管理的基本原理和实践经验非常有帮助。

总之，以上这些工程造价国外参考文献都非常值得我们参考和学习。

通过不断学习和实践，我们可以不断提升自己的工程造价水平，更好地服务于工程建设和经济发展。

工程造价英语文献以下是一篇关于工程造价的英文文献：Title: Construction Cost Estimation Techniques: A Review Abstract:Construction cost estimation is a crucial process in the construction industry, as accurate cost estimates are essential for project planning, budgeting, and decision-making. This paper provides a comprehensive review of various construction cost estimation techniques that are commonly used in practice. The review includes traditional methods, such as the unit cost method, the square foot method, and the assembly method, as well as modern methods, such as parametric cost estimation, expert judgement, and statistical analysis. The advantages and limitations of each technique are discussed, along with their applicability to different types of construction projects. The paper also highlights the importance of considering uncertainties and risks in cost estimation, and provides an overview of risk assessment techniques that can be used in conjunction with cost estimation models. The review concludes with recommendations for future research in the field of construction cost estimation.Keywords: construction cost estimation, techniques, traditional methods, modern methods, risk assessmentIntroduction:Construction cost estimation plays a critical role in the success of construction projects. Accurate cost estimates are essential for project planning, budgeting, and decision-making. However, costestimation is a challenging task due to the complexity and uncertainty inherent in construction projects. In recent years, there has been a growing interest in developing and implementing new cost estimation techniques to improve the accuracy and reliability of cost estimates. This paper aims to review the existing literature on construction cost estimation techniques and identify their advantages, limitations, and applicability in different contexts. Methods:A systematic literature review was conducted to identify relevant studies on construction cost estimation techniques. The search was performed using online databases and academic journals. The selected studies were then analyzed and categorized based on the type of construction cost estimation technique they described. Results:The review identified several traditional and modern cost estimation techniques that are commonly used in practice. Traditional methods, such as the unit cost method and the square foot method, are simple and easy to apply, but they may lack accuracy and flexibility. Modern methods, such as parametric cost estimation and expert judgement, take into account more variables and can provide more accurate cost estimates. However, they require more data and expertise. The review also highlighted the importance of considering uncertainties and risks in cost estimation, and described various risk assessment techniques that can be used in conjunction with cost estimation models.Discussion:The review revealed that there is no one-size-fits-all costestimation technique. The choice of technique depends on the characteristics of the construction project, the available data, and the expertise of the estimator. Moreover, there is a need for further research to develop more accurate and reliable cost estimation models, as well as to improve the integration of risk assessment techniques into cost estimation processes.Conclusion:Construction cost estimation is a complex and challenging task. This paper provides a comprehensive review of various cost estimation techniques used in practice and highlights their advantages, limitations, and applicability. The review also emphasizes the importance of considering uncertainties and risks in cost estimation, and suggests areas for future research. By improving the accuracy and reliability of cost estimates, construction professionals can make more informed decisions and ensure the success of construction projects.。

工程管理专业外文文献1. 研究背景工程管理作为一门涵盖工程技术、商业管理和项目管理等多个领域的学科，其在现代社会中扮演着日益重要的角色。

随着全球化和跨国企业的兴起，工程管理的研究和实践也逐渐受到重视。

对于工程管理专业的学生和从业人员来说，了解国外的研究进展和理论成果是至关重要的。

2. 国外工程管理专业外文文献在国外，工程管理专业的研究和学术交流非常活跃，许多优秀的论文和研究成果被发表在国际知名的学术期刊上。

以下是一些关于工程管理的优秀外文文献，它们涵盖了工程项目管理、风险管理、质量管理、成本管理、进度管理等各个方面的内容。

3. 《Project management in small to medium-sized enterprises: matching processes to the nature of the firm》这篇文献研究了项目管理在中小企业中的应用。

作者通过案例分析和实证研究，探讨了中小企业与大型企业在项目管理实践中的区别，提出了与企业规模相适应的项目管理流程，为中小企业的项目管理提供了宝贵的经验和启示。

4. 《Evaluating risk oversight in public sector mega-projects》这篇文献关注公共部门超大型项目中的风险监管问题。

作者通过对多个公共部门项目的案例分析，评估了目前风险监管的情况，并提出了改进措施和建议。

该文献对于公共部门项目的风险管理研究具有重要的参考价值。

5. 《Quality management in construction projects: A literature review》这篇文献综述了建筑项目中的质量管理理论和实践。

作者对国际上大量的质量管理研究和案例进行了梳理和总结，系统地阐述了建筑项目中质量管理的重要性、管理方法和工具。

对于从事建筑项目管理和质量控制的专业人士来说，这篇文献具有很高的参考价值。

工程造价外国文献及译文以下为工程造价相关的外国文献及译文：1. "Engineering Cost Estimation and Control" by Philip E. Kesler and John M. Meredith。

《工程造价估算与控制》（Philip E. Kesler和John M. Meredith 著）。

2. "Cost Engineering for Construction Projects" by Ronald Klemencic。

《建筑工程造价工程》（Ronald Klemencic著）。

3. "Cost Estimating and Analysis for Engineering and Management" by Phillip F. Ostwald。

《工程和管理的成本估算和分析》（Phillip F. Ostwald著）。

4. "Construction Cost Engineering" by Stephen R. Devlen。

《建筑工程造价工程》（Stephen R. Devlen著）。

5. "Project Cost Control in Action" by Kim Heldman and William R. Duncan。

《项目成本控制实践》（Kim Heldman和William R. Duncan著）。

6. "Cost Estimating and Contract Pricing" by Michael D. Dell'Isola。

《成本估算和合同定价》（Michael D. Dell'Isola著）。

7. "Engineering Economics and Economic Design for Process Engineers" by Thane Brown。

工程造价毕业论文外文文献————————————————————————————————作者：————————————————————————————————日期：外文文献：Construction Standards and CostsUC Irvine new construction pursues performance goals and applies quality standards that affect the costs of capital projects. Periodic re-examination of these goals and standards is warranted.Construction costs are not “high” or “low” in the abstract, but rather in relation to specific quality standards and the design solutions, means, and methods used to attain these standards. Thus, evaluating whether construction costs are appropriate involves: • first, determining whether quality standards are excessive, insufficient, or appropriate;• second, determining whether resultant project costs are reasonable compared to projects with essentially the same quality parameters.“Quality” encompasses the durability of building systems and finishes; the robustness and life-cycle performance of building systems; the aesthetics of materials, their composition, and their detailing; and the resource-sustainability and efficiency of the building as an overall system.Overall Goals and Quality StandardsUC Irvine, in order to support distinguished research and academic programs, builds facilities of high quality. As such, UC Irvine’s facilities aim to convey the “look and feel,” as well as embody the inherent construction quality, of the best facilities of other UC campuses, leading public universities, and other research institutions with whom we compete for faculty, students, sponsored research, and general reputation.Since 1992, new buildings have been designed to achieve these five broad goals:1. New buildings must “create a place,” rather than constitute stand-alone structures, forming social, aesthetic, contextually-sensitive relationships with neighboring buildings and the larger campus.2. New buildings reinforce a consistent design framework of classical contextual architecture, applied in ways that convey a feeling of permanence and quality andinterpreted in ways that meet the contemporary and changing needs of a modern research university.3. New buildings employ materials, systems, and design features that will avoid the expense of major maintenance (defined as >1 percent of value)for twenty years.4. New buildings apply “sustainability” principles -- notably, outperforming Title 24 (California’s energy code) by at least 20 percent.5. Capital construction projects are designed and delivered within theapproved project budget, scope, and schedule.UC Irvine’s goals for sustainable materials and energy performance were adopted partly for environmental reasons, and partly to reverse substantial operating budget deficits.The latter problems included a multi-million dollar utilities deficit that was growing rapidly in the early ‘90s, and millions of dollars of unfunded major maintenance that was emerging prematurely in buildings only 10-20 years old. Without the quality and performance standards adopted in 1992, utilities deficits and unfunded major maintenance costs would have exceeded $20 million during the past decade, and these costs would still be rising out-of-control.UC Irvine’s materials standards, building systems standards, sustainability and energy efficiency criteria, and site improvements all add cost increments that can only be afforded through aggressive cost management. Institutions that cannot manage capital costs tend to build projects that consume excessive energy, that cost a lot to maintain, that suffer premature major maintenance costs, and that require high costs to modify. Such problems tend to compound and spiral downward into increasingly costly consequences.Every administrator with facilities experience understands this dynamic. Without effective construction cost management, quality would suffer and UC Irvine would experience all of these problems.The balance of this document outlines in greater detail the building performance criteria and quality standards generally stated above, organized according to building systems component classes. Each section discusses key cost-drivers, cost-control strategies, andimportant cost trade-offs. Design practices cited are consistently applied (although some fall short of hard and fast “rules”).Building Organization and MassingConstruction cost management starts with the fundamentals of building organization and massing. UC Irvine’s new structures’ floor plates tend to have length-to-width ratios<1.5, to avoid triggering disproportionate costs of external cladding, circulation, and horizontal mechanical distribution. Our new buildings tend to be at least three floorshigh -- taller if floor plate areas do not dip below a cost-effective threshold, and generally taller in the case of non-laboratory buildings (but not so tall that a high-rise cost penalty is incurred). Other design ratios are observed, such as exterior cladding area/floor area <0.5, and roof+foundation area/floor area <0.4.Architectural articulation is generally achieved through textured or enriched materials,integral material detailing (such as concrete reveal patterning), and applied detailing (e.g.,2window frames and sills), particularly at the building base. Large-scale articulation is concentrated at the roofline (e.g., shaped roof forms) and at the pedestrian leve l (e.g.,arcades), where it will “create the biggest bang for the buck,” rather than through modulating the building form, itself. This is more than a subtle design philosophy, as the cost impact is substantial.Lab buildings completed in the past decade separate laboratory and non-laboratory functions into distinct, adjoined structures (although such a building may look like one structure). Consolidated non-laboratory functions include faculty, departmental, staff,post-doc, and graduate student offices; restrooms; circulation (elevators, lobbies, primary stairways); classrooms, seminar rooms, conference rooms, and social areas designed tofoster interaction and to provide a safe area for eating and drinking; dry labs and dry lab support functions; and general administrative support.Consolidating these functions into a separate structure provides considerable cost savings: lower-cost HV AC (heating/ventilation/air-conditioning) system, wider column spacing, lower floor stiffness (less stringent vibration criterion), lowerfloor-loading,fewer fire-control features and other code requirements, steel-framed or steel/concrete hybrid structural system with concrete flat-slab flooring system, smaller footings, and(typically) curtain wall fenestration. This approach usually enables offices to have operable windows.This two-building approach can be seen clearly at Gillespie Neurosciences Building, the Sprague Building, Hewitt Hall, and the UCI Medical Center Health Sciences Laboratory,where consolidating and separating non-laboratory functions saved 7-10 percent in overall construction costs and 15 percent/year in energy expense. (The non-laboratory building incurs a small fraction of the energy expense of the laboratory block.)A set of design strategies, applied in combination, has proven effective in controlling the cost of laboratories:• Utilizing a consistent lab module• Utilizing a reasonable vibration criterion and locating ultra-sensitive conditions at-grade or employing benchtop vibration isolation• Using 22 ft. X 22 ft. column-spacing• Concentrating fume hoods and utility risers into a central “wet zone,” thuslimiting horizontal mechanical distribution• Concentrating laboratory support areas into the central core of a laboratory structure, where utilities are available but daylight is not needed, thus enablinglab structures to be 110-132 feet wide• Utilizing dual-usage circulation/equipment cross-corridors through this central lab support zone, with sufficient width (typically 11 feet) to line the corridors with shared equipment while providing cross-circulation through the lab support zone• Utilizing open laboratory layout with one or more “ghost” corridors for intra lab circulation• And, most importantly, concentrating non-laboratory functions into an adjoining, lower-cost structure (as discussed in detail above).To further control laboratory construction costs, non-standard fume hood sizes are minimized, “generic” lab casework is specified, laboratory-grade movable tablessubstitute for fixed casework in some lab bays, building DI systems provide intermediate water quality (with localized water purity polishing in the lab, rather than building-wide),facility-wide piped services do not include gases that can be cost-effectively provided locally via canisters, and glass-wash facilities are consolidated -- typically, one glass wash facility for an entire laboratory building. Finally, our design philosophy leans toward generic, modular laboratories supported by a robust building infrastructure, rather than highly customized spaces with limited capacity to make later changes. This is an important trade off. Although some post-occupancy expenses may be necessary to “fine-tune” a laboratory to a PI’s requirements, building infrastructure elements – typically over sized twenty percent, including HV AC supply ducts, exhaust system capacity, emergency generator capacity, and electric risers and service capacity – seldom limit the ability to modify labs to meet researcher needs.Structural and Foundation SystemsFor both cost-benefit reasons and past seismic performance, UC Irvine favors concrete shear wall or steel braced-frame structural systems. The correlating foundation systems depend on site-specific soil conditions. Past problems with undiscovered substrates and uncharacterized soil conditions are minimized through extensive, pre-design soil-testing. This minimizes risk to both the University and the design/build contractor. When feasible, design/build contractors are allowed flexibility to propose alternate structural or seismic-force systems. All structural system designs must pass a peer review, according to Regents’ policy. This process results in conservative structural design, and an associated cost premium. However, the seismic performance of University of California buildings constructed since this policy went into effect in 1975 appears to substantiate the value of the Regents’ Seismic Review Policy.Structural vibration is carefully specified in research buildings where vibration-sensitive protocols and conditions must be maintained on above-grade floors. The most cost effective tools to control vibration are generally employed: first, to program vibration sensitive procedures at on-grade locations or to isolate them at the bench; second, to space columns at a distance that does not entail excessive structuralcosts. In laboratory 4buildings we typically utilize 22 ft. X 22 ft. column-spacing. Conversely, where vibration is not problematic a beam/column system can be cost-optimized and lighter floor loading can be tolerated. Design/build contractors are, accordingly, allowed more flexibility under such conditions.To control costs, UC Irvine avoids use of moment-resisting structures; unconventional seismic systems; non-standard structural dimensions; inconsistent, unconventional, or non-stacking structural modules; and non-standard means and methods.Roofs and FlashingsUC Irvine specifies 20 year roofing systems and stainless steel or copper flashings whenever possible. At minimum, we specify hot-dip galvanized flashings.Why this emphasis on flashings? Our roof replacement projects typically double in cost when the old roofing is torn off and it is determined that the flashings have deteriorated. Moreover, many roof leaks of recent years have been due to faulty flashings, rather than roofing membranes or coatings, per se. Saving money on flashings is false economy. Another special roofing expense we may have to incur in order to attain the Regents’Green Building Policy is that of reflective roofing. It is too early to understand the potential cost impact.中文翻译：建设标准和成本加州大学欧文分校新建筑追求性能目标和适用的质量标准,影响资本成本的项目。

工程造价专业毕业外文文献、中英对照中文翻译：工程造价专业毕业外文文献工程造价专业是一种重要的工程技术专业，主要负责工程投资的评估、选择和控制工程项目成本，以及项目质量、进度和安全。

因此，工程造价专业需要具备丰富的知识和技能，包括工程建设、经济学、管理学、数学、统计学等方面。

为了提高工程造价专业学生的综合能力，学习外文文献是不可或缺的步骤。

本文将介绍几篇与工程造价专业相关的外文文献，并提供中英文对照。

1）《The Role of Quantity Surveyors in Sustainable Construction》该文研究了数量调查师在可持续建筑中的作用，并深入探讨了数量调查师在项目的可持续性评估、营建阶段和运营阶段的角色和责任。

该文指出，数量调查师可以通过成本控制、资源利用、和材料选择等方面促进可持续建筑的发展，为未来可持续发展提供支持。

中文翻译：数量调查师在可持续建筑中的作用2）《Cost engineering》该文研究了造价工程的理论和实践，并提供了一系列工具和方法用于项目成本的控制和评估。

该文还深入探讨了工程造价和项目管理之间的关系，并提供了一些实用的案例研究来说明造价工程的实际应用。

中文翻译：造价工程3）《Construction cost management: learning from case studies》该文通过案例分析的方式来探讨建筑项目成本管理的实践。

该文提供了多个案例研究，旨在向读者展示如何运用不同的方法来控制和评估项目成本，并阐述了思考成本问题时需要考虑的多个因素。

中文翻译：建筑项目成本管理：案例学习4）《Project Cost Estimation and Control: A Practical Guide to Construction Management》该书是一本实用指南，详细介绍了在工程起始阶段进行项目成本估算的方法和技巧，以及如何在项目执行阶段进行成本控制。

第1篇Abstract:Project management plays a crucial role in the successful execution of engineering projects. This paper aims to provide a comprehensive review of the key aspects of engineering project management, including project planning, execution, monitoring, and control. The paper also discusses the challenges faced by project managers and suggests strategies to overcome them. Furthermore, the paper explores the importance of stakeholder management, risk management, and quality management in engineering projects. Finally, the paper highlights the significance of continuous improvement and innovation in project management practices.1. IntroductionEngineering projects are complex and multifaceted endeavors that require careful planning, coordination, and execution. Effective project management is essential to ensure the successful completion of these projects within the defined scope, schedule, and budget. This paper aims to provide a comprehensive overview of the key aspects of engineering project management, emphasizing the importance of various management practices and techniques.2. Project PlanningProject planning is the foundation of effective project management. It involves defining the project objectives, scope, and deliverables, as well as identifying the necessary resources, tasks, and activities. Key components of project planning include:2.1 Project ObjectivesClear and well-defined project objectives are essential for guiding the project team towards success. Objectives should be specific, measurable, achievable, relevant, and time-bound (SMART).2.2 Project ScopeThe project scope defines the boundaries and deliverables of the project. It is crucial to clearly define the scope to avoid scope creep andensure that the project remains on track.2.3 Work Breakdown Structure (WBS)A work breakdown structure (WBS) is a hierarchical decomposition of the project scope into smaller, manageable components. It helps inorganizing and planning the project activities.2.4 Resource PlanningEffective resource planning ensures that the necessary resources, suchas personnel, equipment, and materials, are available at the right time and in the right quantity.2.5 Schedule PlanningA project schedule outlines the sequence of activities and their durations. Critical path method (CPM) and program evaluation and review technique (PERT) are commonly used techniques for schedule planning.3. Project ExecutionProject execution is the phase where the planned activities are implemented. This phase involves coordinating the efforts of the project team, managing resources, and ensuring that the project progresses as planned. Key aspects of project execution include:3.1 CommunicationEffective communication is crucial for the successful execution of engineering projects. Regular meetings, progress reports, and collaboration tools are essential for maintaining open lines of communication among project stakeholders.3.2 Risk ManagementRisk management involves identifying, assessing, and mitigatingpotential risks that may impact the project. Techniques such as riskidentification, risk analysis, and risk response planning are used to manage risks effectively.3.3 Quality ManagementQuality management ensures that the project deliverables meet the required standards and specifications. Techniques such as quality planning, quality control, and quality assurance are employed to maintain high-quality standards.4. Project Monitoring and ControlProject monitoring and control involve tracking the project's progress, comparing it with the baseline plan, and taking corrective actions when necessary. Key activities in this phase include:4.1 Progress TrackingProgress tracking involves monitoring the completion of project activities and comparing them with the baseline schedule. Techniques such as earned value management (EVM) are used for progress tracking.4.2 Performance MeasurementPerformance measurement involves assessing the project's performance against the planned objectives, schedule, and budget. This helps in identifying deviations and taking corrective actions.4.3 Change ManagementChange management involves managing changes to the project scope, schedule, and resources. Effective change management ensures that changes are controlled and documented.5. Stakeholder ManagementStakeholder management is crucial for the successful execution of engineering projects. It involves identifying, analyzing, and managing the interests, expectations, and influence of stakeholders. Key aspects of stakeholder management include:5.1 Stakeholder IdentificationIdentifying all stakeholders involved in the project is essential for understanding their needs and expectations.5.2 Stakeholder AnalysisStakeholder analysis helps in assessing the power, interest, and influence of stakeholders to determine their level of engagement in the project.5.3 Stakeholder EngagementEngaging stakeholders throughout the project lifecycle ensures their satisfaction and support for the project objectives.6. Risk ManagementRisk management is a critical aspect of engineering project management.It involves identifying, assessing, and mitigating potential risks that may impact the project. Key risk management techniques include:6.1 Risk IdentificationRisk identification involves identifying potential risks that may affect the project's success.6.2 Risk AnalysisRisk analysis involves assessing the probability and impact ofidentified risks to prioritize them.6.3 Risk Response PlanningRisk response planning involves developing strategies to mitigate, avoid, transfer, or accept risks.7. Quality ManagementQuality management is essential for ensuring that the projectdeliverables meet the required standards and specifications. Key quality management techniques include:7.1 Quality PlanningQuality planning involves defining the quality objectives and requirements for the project.7.2 Quality ControlQuality control involves monitoring the project activities to ensurethat they comply with the defined quality standards.7.3 Quality AssuranceQuality assurance involves establishing and maintaining processes to ensure that the project deliverables meet the required quality standards.8. Continuous Improvement and InnovationContinuous improvement and innovation are crucial for the long-term success of engineering projects. This involves:8.1 Lessons LearnedDocumenting lessons learned from completed projects helps in identifying best practices and areas for improvement.8.2 Continuous Improvement InitiativesImplementing continuous improvement initiatives, such as Lean and Six Sigma, helps in enhancing project performance and reducing waste.9. ConclusionEffective project management is essential for the successful execution of engineering projects. This paper has provided a comprehensive review of the key aspects of engineering project management, including project planning, execution, monitoring, and control. Additionally, the paper has highlighted the importance of stakeholder management, risk management, and quality management in engineering projects. Finally, the paper has emphasized the significance of continuous improvement and innovation in project management practices. By adopting these management practices and techniques, project managers can increase the likelihood of project success and deliver value to stakeholders.第2篇Abstract:Engineering projects are complex endeavors that require careful planning, coordination, and execution. Effective project management is crucial for the successful completion of these projects. This paper discusses the challenges faced in engineering project management and proposessolutions to address these challenges. The paper also highlights the importance of project management in ensuring the quality, time, and budget constraints of engineering projects are met. Furthermore, it provides insights into the key aspects of project management, such as planning, execution, monitoring, and control.1. IntroductionEngineering projects are vital for the development of infrastructure, industries, and technologies. They require a combination of expertise, skills, and resources to be successfully completed. Effective project management is essential in ensuring that these projects are completed on time, within budget, and to the desired quality standards. This paper aims to explore the challenges and solutions in engineering project management, with a focus on the key aspects of project management.2. Challenges in Engineering Project Management2.1 Resource AllocationOne of the primary challenges in engineering project management is resource allocation. This involves determining the optimal distribution of resources such as labor, materials, and equipment to various tasks. Inadequate resource allocation can lead to delays, increased costs, and compromised quality.2.2 Risk ManagementEngineering projects are prone to various risks, such as technical, financial, and environmental risks. Identifying, analyzing, andmitigating these risks is a critical aspect of project management.Failing to manage risks effectively can result in project failure or significant financial losses.Effective communication is essential for the successful execution of engineering projects. Poor communication can lead to misunderstandings, delays, and conflicts among team members, stakeholders, and clients.2.4 Stakeholder ManagementEngineering projects involve various stakeholders, including clients, contractors, consultants, and regulatory authorities. Managing the expectations and interests of these stakeholders is a challenging task. Inadequate stakeholder management can lead to disputes, delays, and project failure.3. Solutions to Challenges in Engineering Project Management3.1 Resource AllocationTo address resource allocation challenges, project managers should adopt the following strategies:- Develop a comprehensive project plan that includes detailed resource requirements for each task.- Utilize project management software to track resource utilization and identify bottlenecks.- Implement a resource leveling process to optimize resource allocation and minimize idle time.3.2 Risk ManagementTo manage risks effectively, project managers should:- Conduct a thorough risk assessment to identify potential risks and their impact on the project.- Develop a risk management plan that includes risk mitigationstrategies and contingency plans.- Regularly monitor and update the risk management plan as new risks emerge or existing risks evolve.To improve communication, project managers should:- Establish clear communication channels and protocols for the project team.- Conduct regular meetings and progress updates to ensure all stakeholders are informed.- Utilize project management software to facilitate communication and collaboration among team members.3.4 Stakeholder ManagementTo manage stakeholders effectively, project managers should:- Develop a stakeholder engagement plan that outlines the roles, responsibilities, and communication channels for each stakeholder.- Regularly engage with stakeholders to gather feedback, manage expectations, and resolve conflicts.- Foster a collaborative environment that encourages open communication and constructive dialogue among stakeholders.4. Key Aspects of Effective Project Management4.1 PlanningEffective project planning involves defining project objectives, scope, and deliverables. It also includes identifying project milestones, developing a work breakdown structure, and estimating project resources and timelines.4.2 ExecutionProject execution involves the coordination and implementation of the project plan. This includes assigning tasks to team members, monitoring progress, and ensuring that resources are utilized efficiently.4.3 MonitoringMonitoring involves tracking project performance against the planned objectives and milestones. This helps project managers identify deviations and take corrective actions to bring the project back on track.4.4 ControlProject control involves managing changes, conflicts, and issues that arise during the project lifecycle. It includes updating the project plan, adjusting resources, and revising timelines as necessary.5. ConclusionEffective project management is crucial for the successful completion of engineering projects. This paper has discussed the challenges faced in engineering project management, such as resource allocation, risk management, communication, and stakeholder management. It has also proposed solutions to address these challenges and highlighted the key aspects of project management. By adopting these strategies and focusing on the critical aspects of project management, organizations can improve their chances of delivering successful engineering projects within the desired quality, time, and budget constraints.Keywords: engineering project management, resource allocation, risk management, communication, stakeholder management, project planning, execution, monitoring, control第3篇Abstract:This paper aims to provide a comprehensive study on project managementin engineering projects. It discusses the importance of effectiveproject management, identifies key challenges, and proposes solutions to enhance project success. The paper also examines the role of project managers, project planning, risk management, and communication in achieving project objectives. Furthermore, it explores the use of modern technologies in project management and highlights the importance of continuous improvement in the field.1. Introduction1.1 BackgroundEngineering projects involve complex activities that require coordination, planning, and execution. Effective project management is crucial for ensuring project success, minimizing risks, and delivering projects within time and budget constraints. This paper provides an overview of project management in engineering projects, highlighting its importance, challenges, and solutions.1.2 ObjectivesThe objectives of this paper are:1. To understand the significance of effective project management in engineering projects.2. To identify key challenges faced by project managers in engineering projects.3. To propose solutions to enhance project success.4. To explore the role of project managers, project planning, risk management, and communication in achieving project objectives.5. To examine the use of modern technologies in project management.6. To emphasize the importance of continuous improvement in the field of project management.2. Importance of Effective Project Management2.1 Achieving Project ObjectivesEffective project management ensures that projects are completed on time, within budget, and according to specified quality standards. This helps organizations meet their strategic goals and deliver value to stakeholders.2.2 Risk MitigationProject management helps identify, analyze, and mitigate risks that may affect project success. By proactively managing risks, organizations can minimize potential losses and enhance project performance.2.3 Resource OptimizationEffective project management ensures that resources, such as labor, materials, and equipment, are utilized efficiently. This helps reduce waste, improve productivity, and lower costs.2.4 Stakeholder SatisfactionBy delivering projects successfully, project management helps satisfy stakeholders, including clients, investors, and employees. This leads to increased trust, loyalty, and business opportunities.3. Key Challenges in Engineering Project Management3.1 CommunicationEffective communication is essential for project success. However, challenges such as language barriers, cultural differences, and inadequate communication channels can hinder project progress.3.2 Resource ConstraintsLimited resources, such as budget, time, and labor, can impact project performance. Project managers must find ways to optimize resource allocation and manage constraints effectively.3.3 Stakeholder ManagementEngaging and managing stakeholders with diverse interests and expectations can be challenging. Project managers must balance stakeholder needs and ensure their satisfaction throughout the project lifecycle.3.4 Technological ComplexityEngineering projects often involve complex technologies and systems. Keeping up with technological advancements and managing technical challenges is crucial for project success.4. Solutions to Enhance Project Success4.1 Effective CommunicationImplementing robust communication strategies, such as regular meetings, clear documentation, and the use of project management tools, can improve communication and collaboration among team members and stakeholders.4.2 Resource OptimizationUtilizing project management techniques like earned value management (EVM) and critical path method (CPM) can help optimize resource allocation and manage constraints effectively.4.3 Stakeholder ManagementEngaging stakeholders early in the project lifecycle, identifying their needs and expectations, and establishing effective communication channels can enhance stakeholder satisfaction and reduce conflicts.4.4 Technological IntegrationAdopting modern technologies, such as cloud computing, artificial intelligence, and big data analytics, can streamline project processes, improve decision-making, and enhance project performance.5. Role of Project Managers, Project Planning, Risk Management, and Communication5.1 Project ManagersProject managers play a crucial role in ensuring project success. They are responsible for planning, executing, and closing projects, managing resources, and coordinating activities to achieve project objectives.5.2 Project PlanningEffective project planning involves defining project scope, objectives, and deliverables, identifying activities, estimating resources, and developing a timeline. This helps in setting realistic expectations and managing project risks.5.3 Risk ManagementRisk management involves identifying, analyzing, and mitigating risks that may impact project success. By proactively managing risks, project managers can minimize potential losses and enhance project performance.5.4 CommunicationCommunication is essential for project success. Effective communication ensures that stakeholders are informed, engaged, and aligned with project objectives. It also fosters collaboration and trust among team members.6. Use of Modern Technologies in Project Management6.1 Cloud ComputingCloud computing enables project managers to access project information, collaborate with team members, and manage resources from anywhere, at any time. It also facilitates data sharing and improves project visibility.6.2 Artificial Intelligence and Machine LearningArtificial intelligence and machine learning algorithms can assist project managers in predicting project outcomes, identifying risks, and optimizing resource allocation.6.3 Big Data AnalyticsBig data analytics can help project managers gain insights from vast amounts of project data, enabling them to make informed decisions, identify trends, and improve project performance.7. Continuous Improvement in Project ManagementContinuous improvement is essential for enhancing project management practices. Organizations should adopt a culture of continuous learning and innovation, encouraging project managers to share best practices, adopt new technologies, and implement process improvements.8. ConclusionEffective project management is vital for the success of engineering projects. This paper has discussed the importance of project management, identified key challenges, and proposed solutions to enhance project success. By focusing on effective communication, resource optimization, stakeholder management, and the use of modern technologies, project managers can improve project performance and deliver value to stakeholders. Continuous improvement and a commitment to excellence are crucial for achieving long-term success in the field of project management.。

工程造价管理外文翻译文献(文档含英文原文和中文翻译)外文：The significance of control constructioncosts manages on entire processFirst, The necessary of control construction costs manages on entire processTalk about the management and the control on construction costs, that the field we are just accustomed to is thought of is a project advance in final account. Indeed , right away at present system and reality,what the job of that the management and the control on construction costs is advance in final account. Be that in advance, the people who work on final account according that already be ascertaied of the working drawing to calculate project amounts，apply a quota mechanically, the meter mechanically fetching cost, or designing that according to the drawing sheet and construction organization after construction is over as well as the scene construction visa takes notes weaves the final account being completed. This is necessary , usefulno doubt. But we must see that when pre-final accounts personnel weave working drawing budget or the final account being completed, the construction plan and the design paper already determined. But construction being to take according to picture as principle, so then in advance, job done by final account personnel is only the change secretly scheming against cost produced by design alteration and prevents upvaluation from calculating boldly. But suppose the project is unreasonable on economy, there is a fault in decision-making; suppose designing a scheme feasible or be not optimum on the technology; the final account personnel can do nothing for sb then in advance. Job of final account personnel does accounts in advance only under just saying system currently in effect, after the event , can only reflect already complete project amounts inactively , can only reflect design and be under construction passively. This evidently is single-faceted , insufficient , we must carry out the entire proceeding supervisory control on the construction costs of building a project.Concrete conditions of union our country, cost of construction manages have problems as follows:1、Be not enough to take investment decision into the stage of construction costs seriously charge indeed.Investment decision is to produce the construction costs headstream, This one stage blow the expense at take up the total investment forehead about 0.5%～3%,but that can have an effect to raise the project benefit of investment. That the project carries out rational choice on construction is that resource carries out direct , the most important optimization deploy means on economy , project benefit of investment affects efficiency and beneficial result to entire national economy. The developed country charges attach importance to control on investment decision stage construction costs,and costs not stinting big capital of money making the studies on the stage of carrying out investment decision energetically, make relatively comparatively accurate construction costs , go along the controlFor a long time, there is the grave phenomenon investing in swelling in engineering construction of our country,bring the limit for a project feeling longer andlonger, construction costs is higher and higher. The cause of that is short of the effective basis of the building of earlier stage ascertaining construction costs, only basis the already completed according to the expert , decision-makers draw lessons to estimate the project construction costs. Because a lot of factor effects, the“three surpass " phenomenon very common, there are main cause as follows:(1) personal factor brings about rough estimate lessening(2) equipment composes in reply material price's not working out according to market quotations.(3) construction units bring forward the too high for exceeding a design criterion2、The design stage of construction costs is not under the control of strictThe design stage is the faucet in that project construction costs controls. After the investment decision is be made rationally , that is the process of plan the technology and organic together economly . Effective control the cost of construction requires strictly and all-round in the enginee designing . Engineering design of current our country also puts move bidding system , fair competition into practice , cost of construction looks on control engineering effective to design stage as one of the standard choosing main part being hit by the bid unit , cost of construction carries out the administration controlling on the entire proceeding .Our country major part design that the unit carries out thorough analysis lack on construction project technology and economy , big multiple technologies make light of economy in design but at present , design that the personnel is responsible seemingly only to design project mass , are concerned with the construction costs height not very. Optimize a design plan to such an extent as having no way to pass, the first step designs , the rough estimate gets to the effect controlling general cost of construction's establishment. Mass and depth that engineering design pursues etc. is also insufficient , amounts project mistakes in amounts project detailed lists calculates , misses and not calculating, can't arouse increasing by estimating a project momentary, the mass making a tender work is difficult to ensure that , have no way to have an effect to control construction costs as a result also.3、Has not adopt the amounts project detailed list quoted price way being applied or used universally on the international all roundAdopt the amounts project detailed list quoted price way being put into use commonly on the international , is that our country construction costs system reforms and cause the inevitable trend reforming to bid system in invitation to bid tender.One of important act carrying out project public bidding system being to build socialist market economy and to perfect construction market operating mechanism in construction field. After the construction project tender is carried out all round in our country, the effect is obvious in the respect of shortening the mass building a time limit for a project , ensuring a project , reducing construction costs , boycotting an unhealthy tendency. Have ensured the invitation to bid people and bidder's lawful rights and interests also effectively. With the socialist market economy uninterrupted growth,the original tender stage puts the budget quota valuation pattern into practice already doing not adapting , adopt the amounts project detailed list quoted price way being put into use commonly on the international to carry out a tender is an inevitable trend. Ministry of Construction has issued amounts project detailed list valuation method , amounts project detailed list valuation has been in construction project tender job , person has provided project quantity from invitation to bid according to national unification project amounts calculation regulation , quoted price, and classics have judged the reason bidder autonomously trying the at a low price middle bid construction costs valuation pattern.That carrying out amounts project detailed list valuation method is one important measure of item of construction costs deepen the reform, is standard tender behavior effective measure. This method is beneficial to changing over taking that "amounts" ", "price" are "quota-consuming" as dominant static state managing a pattern , make project amounts in detailed list not enter competition, competition being confined to price only; Beneficial to rightness appraises enterprise strength; Project mass beneficial to ensuring that, reduces construction costs; May cut down the physical labour complicated and overloaded repeating the amounts calculating a project; Facilitate the tender quoted price job; Argue with the dispute back and forth in cuttingdown project settlement; Receive a track step by step with the convention "controlling amounts , guiding price , competing for a fee's on" the international, deepen the reformation that project valuation manages mainly according to the marketplace changes development, taking one's place on the international market for our country contracts business creates condition.4、The stage being under construction controls lack to construction costsWant to have strict control design alteration too in the stage being under construction. Guard the pass though that working drawing appears in joint trial or are able to have all sorts of problems, but call for to design a branch in the process of construction hard to avoid is strict out of the construction works complexity, the situation changing after avoiding doing first, is also that the weight avoiding break a rough estimate , effective control engineering of construction costs cost of construction plays with a link. At the same time, the sharpening contract manages , ensures equality and mutual benefit issuing contract of method and contracting method.5、The construction costs being completed settling a stage's controls a project inefficientlyThat the final account being completed is that entire construction costs is under the control of the most important one is encircled by construction works. How the final account being completed can reflect actual entire project cost of construction honestly , have also reflected the ability issuing contract of method and contracting method to construction costs administration , have finished handling a project in time the final account being completed must collect , arrange settling a data , pursuing , designing the certificate material changing notice , various warning including that the project is completed and so on being completed. These data collecting must pay attention to whose validity with obtaining evidence, specimen seal impression having designing personnel's signature and being related to if the design alteration advice note must be made known to lower levels by plain design organ. Scene inspection and control visa must label seal and the ratification going on a punitive expedition to such that designing a personnel etc. having construction site person in charge of first party.Great majority our country construction projects are completed in the project being under construction when the final account, during the period of the final account being completed contracting method , are are under construction contracting method calculating commonly much in the book being completed winding up an account , are issue contract of haggie just inexhaustible in devices and schemes , are dispute over trifles phenomenon is grave , project settlement drags repeatedly , some confirmation having drug once and , greatly, affecting engineering construction project sigmatism and building construction costs.A construction project includes the following procedure from brewing , planning , designing that to establishing completion and commissioning: Be that the project letter of advice stage , feasibility appraise the stage , design stage , the stage being under construction , acceptance check stage and the queen being completed estimate that. Correspondingly, the construction costs ascertaining that and the project construction phase job look at and appraise the stage adapting to , several being allotted in general for the following: The investment studying stage establishment in the project letter of advice and feasibility is estimated, design stage establishment designs a rough estimate in the first step, budget designing that the stage weaves working drawing in working drawing, budget builds ampere of construction costs face to face with working drawing for basis tender project engineering contract, price is also that the form ascertains that with the business contract; Project amounts putting stage into practice being going to be completed according to contracting reality in project, takes contract price as basis , considers cost of construction rise aroused by inflation of prices at the same time , considers the project and cost being difficult to estimate that to designing middle but happening in putting stage reality into practice , the example is ascertained estimating price; All-in cost costing in the reality being completed checking and accepting a stage , assembling into engineering construction process middle all round, weaves the final account being completed , embodies the actual cost of construction that a construction project according to the facts."Four guess that two-valence "is interrelated , the former restricts the latter , the latter supplements the former.What is called, build the construction costs administration and control, it is the occurrence contracting the stage and construction in the investment decision stage , design stage , construction project putting stage into practice with construction construction costs to control within the cost of construction quota O. K. , correcting the deviation happening at any time, to ensure that the project manages the target realization , get fairly good benefit of investment and social benefits in an attempt being able to use manpower and material resources, financial resources rationally in building a project one by one.Second, the importance of the investment decision-making stage of project cost controlConstruction projects in the investment decision-making stage, the project of the techno-economic decision-making, as well as the cost of construction projects completed and put into production after the project cost-effective, have a decisive impact on the construction project cost control is an important stage. Project cost management as a decision-making stage in the feasibility study report shall be prepared, and economic evaluation of the proposed project, select the technically feasible and economically the construction of example programs and to optimize the construction program on the basis of the preparation of high-quality items investment is estimated that the project construction so that the real control of the project has played the role of total investment.The impact of the decision-making phase of the project cost are the main factors: a, the determine level of construction standards; b, the choice of built-up areas; c, building location (site) selection; d, project the economic scale; e, technology selection f, equipment selection .Such as the choice of built-up areas, there is a basic principle, that is close to raw materials, fuel and consumer principles. This project completed and put into production, you can avoid the raw materials, fuels, and finished the long-haul transport, reduce costs, lower costs; transportation distance may be shortened to reduce the flow of time, speed up cash flow and is conducive to business. If the project's economic size, economies of scale, product standard is a reasonable meansof production volume, a number of products under certain conditions, was "increasing returns" of economic phenomena, that is, with the expansion of production volume, unit cost reduction, revenue increase.Therefore, in order to phase in the investment decision-making control over project cost effective, we must do a good job in the following areas:(1) the implementation of construction project legal person responsibility system, the construction project from planning to implementation of the whole process of the use of funds and repayment responsibilities to people and projects at the same time establish a system of matching corporate oversight mechanisms, by the competent authorities and supervision of the industry sector establishment of a monitoring group to oversee the use of project funds.(2) to conduct market analysis and seeking truth from facts, to avoid the blindness of the project decision-making, reduce risk and lower investment, give full consideration to construction projects in the future competitiveness of the market so that more scientific book design and reliability(3) Capital financial capital must be committed to a formal document, investment funds must be put in place the parties, there must be a funding document to ensure that projects are implemented on schedule after approval. Conditions of the loans should be carefully analyzed and compared to minimize the interest burden and repayment pressure.(4) Strengthening of engineering geology, hydrogeology, as well as land, water, electricity, transport, environmental protection projects such as the work of the depth of the external conditions, so that there is sufficient basis to estimate the investment. At the same time, extensive research should be to compare similar projects, a serious functional analysis, comparison and choice of multi-program, a full-scale technical feasibility studies and economic evaluation, the finalization of technologically advanced, reliable, economical and rational project construction program in order to estimate more accurate and realistic estimate of the amount of investment in order to make the project cost from the start position in a more reasonable level.Third, the design phase of the importance of project cost controlMake investment decisions in the project, the project cost control is the key to the design. Design is in the technical and economic implementation of the proposed project to conduct a comprehensive arrangement, is also planning the construction process. Technologically advanced, economical and rational design can reduce the project construction period, savings investment, to improve efficiency. According to expert analysis, design fee generally equal to the construction of the project life-cycle cost of less than 1%, which costs less than 1% of project cost accounts for the impact of degrees above 75%. Because of the general construction projects, selection of materials and equipment accounted for more than 50% of the cost of the project, and in the design phase of architectural forms, structural type, the selection of equipment and materials have been identified in the construction of post-implementation phase, the impact of the project cost a small (10 % or less). This shows that the design quality is crucial to the entire projectThe same construction project, the same single unit of work can have different programs, which have different costs, it is therefore necessary to meet the function under the premise of doing a number of options, through technical comparison, economic analysis and efficiency evaluation, selection of technology selection into the application of economic and rational design, that is, the process of design optimization. Often used to optimize the design of the program, also known as the value of value engineering analysis, that is, as far as possible in meeting the functionality or improve the function of the premise, as far as possible to reduce costs.Occurred in the cost of all parts of the application of value engineering, construction investment will require a lot of people, financial, and material, and thus the value of engineering construction works great. For a rather mature and effective management methods, value engineering in a number of works have been widely used in construction.In the engineering design phase correctly handle the technical and economic relationship between the unity of opposites, we can control the key to investment, design and cost management must work closely with staff to make a lot of the technical and economic comparison, in the reduction and control of project efforts,engineering Cost management in the design process should be timely investment analysis on the comparison, the cost of information feedback and dynamic impact on the design, in order to ensure effective control over investment.At the design stage to project cost control should focus on the following aspects.(1) to promote the design and the design of the bidding campaign optimization design approachThe assessment team of experts using scientific methods, in accordance with applicable, economic, aesthetic principles, as well as technologically advanced, well-structured to meet the building energy saving and environmental requirements, a comprehensive assessment of the merits of design, selection of the best in determining the successful program. Estimates of selected investment program in general to be close to the scope of construction projects. The design of these two methods both contract design choice and competition, to ensure selection of the design of technologically advanced, innovative and unique, adaptable, and help control project cost. Design units should strive to improve their own quality, clever engineering design ideas, great care, in order to reduce the project cost more than their brains in order to improve design quality, and strive to put at the design stage in the approval of project cost control within the investment limits.(2) actively pursuing the design limitThe so-called cap design, is in accordance with the approved design of the book and investment is estimated that in the guarantee under the premise of the functional requirements. Preliminary design and budget control, in accordance with the approved budget for the preliminary design and total control of the construction design. Through the ceiling design, every professional, every designer has a target investment limit. During the design process, designers should be more into the program to compare and optimize the design, Not only to ensure that technically advanced and reasonable design, innovative aesthetics, but also the investment limit is not exceeded the target in order to put an end to the design of the project to raise the factor of safety and design standards, or only consider the feasibility of technical solutions, rather than the phenomenon of economic rationality to ensure effective cost control.(3) the implementation of the design of reward and punishment systemIn order to limit the design of the implementation into practice, the limit should be set up and sound system designed to reward and punishment. To limit the design is done well, cost savings and control of investment there is the effectiveness of the project legal person should be given appropriate incentives and design units. Design to limit the development of the internal design of assessment and incentive methods to limit attention to the design, made to save investment and effective cost control offices and the significant achievements of individuals, should be rewarding. Do not attach importance to limit the design, do not take measures to save the investment, resulting in more than a design limit investment offices and individuals should be given to economic penalties. Do reward and encourage designers to design deep potential economic importance to design the control of a reasonable project cost will be a major breakthrough.Fourth、the cost control of the implementation phase of construction project1, the bidding process stageThe implementation of construction project bidding is effective means of construction projects to control the implementation phase of the project cost. If we want To do a good job for bidding, the first we should make sure that qualification is clearance, and resolutely put an end to bribery, such as all the Phenomenon about destruction of all bidding discipline; Secondly, we should strengthen the bid management, to ensure the accuracy and confidentiality of bid preparation; Third, make sure the method of Evaluation and Calibration are Scientific .when select the successful projects as a standard we should concern about the reasonable, short period, reputable companies, construction considerations such as experience. when we evaluation, the first is technical standard assessment, the follow is business assessment,this can ensure open, fair and just.2, the construction phaseIn the construction phase construction ,the goles based on project budget or contract price of Civil works and installation works and project cost control of Civil works and installation works. At this stage the scope for savings has been small, but itis likely to lead to waste,this make us give them adequate attention for the control of project cost.(1) strengthen the technical and economic comparison of construction programConstruction is an important work of the design of constructing orgnization. Reasonable constructing program can shorten the period of constructing, ensure the quality of the project and enhance economic efficiency. Comparing and analysing the constructing program from technical and economic view and comparing the three techno-economic index of the quality, duration and cost through qualitative analysis and quantitative analysis can take good use of manpower, material and financial resources, achieving better economic benefits. Consequently, good construction management is an important way of all-round cost management.(2) a sound system design change Examination and approval systemIf design subject need to be change, we should take action as far as possible in advance, because the sooner the change, the smaller loss; Second, before each design ofchanges we must analysis the quality of project and cost, and this should receive the consent of the original design. If it breakthrough the total project cost estimates after the change, this must be approved by the review of the relevant departments, we should prevent these things happened such as increasing design elements ,improving the design standards, increasing the project cost.(3) check strictly with visa procedures of the project site we should Construct project management system , establish the specialized departments,and through the use of specialized management of professionals for the project, to avoid the phenomenon that project management staff just care visa only, take no concern about the economic accounts, resulting the serious consequences such as investment is out of control.For Seriously changes of visa procedures we should make the building side, supervision side, the construction site together representatives signed a manner to ensure that the authenticity of the visa, the rationality of the economy of changes and to avoid the disputes caused by the phenomenon of fraud.(4) do a good job in the completion of the audit settlement priceClearing refers to the completion of construction enterprises in accordance with the terms of the contract completed by the contractor within the engineering, land quality experience, and in accordance with the contract, the construction units to carry out the final project settlement price. Completion of the project audited settlement is approved in accordance with the construction of the project cost. Therefore, the completion of settlement of the audit is a very important work, should focus on the following:① check the accuracy of the project quantity.the check of project Quantity is the most important and most complicated, the most detailed work in process of the settle of completed project, this must be based on completion of the project plan, changed design and construction of the scene .it strictly in accordance with the provisions of the rules one by one in terms of project review to prevent the units of construction to increase the volume of inflated project cost in the settlement on completion of the project.② examine whether the additional apply is right . check the sub-projects listed in the price in line with the fixed unit price, check whether the name, specification, measurement units and the content consistent with the units of the valuation table; for the unit price of conversion, the first step is to check if the conversion price was fixed allowed, followed check if the conversion price is correct.③ check if the standards for the admission fee In line with the cost of the fixed and the cost of policies and regulations of the project during the construction.Fifth, the thinking and outlook of project cost management systemFrom a long time, we generally ignore the the project cost control of preparatory work for the construction phase, and control projects often focus on the cost of the construction phase - the budget review working drawings and reasonable settlement price Civil project and installation project,little count, although there do , but, after all, is "never too late to mend", achieve very little.In order to control construction costs effectively, it is necessary for us to shifted the focus of control to the early stages, the first thing we shoulf do is that to attach importance to this and strengthen the work of estimated investment of。

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。

毕业设计（论文）外文文献翻译文献、资料中文题目：工程造价管理控制文献、资料英文题目：Engineering Cost Management and Control 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14本科毕业英文文献翻译题目Research on Construction Project Cost Control Management学院：专业班级：学号：学生姓名：指导教师姓名：指导教师职称：年月日英文原文Engineering Cost Management and ControlEven 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.Engineering and cost management work of the current status of project cost management system was formed in the 1950s，1980s perfect together. Performance of the country and directly involved in the management of economic activities. Provisions in the design stage to different estimates or budget preparation as well as government; Nothing relevant departments to formulate a budget，content，methods and approval，the budget will provide the fixed cost of equipment and materials and fixed price of the budget preparation，approval，management authority，and so on.With the historical process，after recovery，reform and development，formed a relatively complete budget estimate of quota management system. However，as the socialist market economic development，the system's many problems have also exposed. Generally speaking，the budget estimate is based on direct participation in the management of national economic activity as a precondition. Enterprise is not the actual economic entities. Due to the characteristics of the planned economy，and，at the time under the conditions of productivity，will inevitably become a shortage in the economy.In severe shortage of commodities under the conditions，as long as a certain level of investment，will be certain outputs. In this environment，the project planning and technical argumentation there can be no economic analysis. State control of the project cost constitute key factors equipment and materials prices，wages and taxes of artificial distribution. In this relatively stable economic environment，the budget estimate for the system approved project cost，help the government to carry out investment plans to play a major role.As the socialist market economic system established，requires us to predict project investment and control. In recent years，international investment project developed to the requirements of prior pre-control and in the middle of control. China，the traditional practice inan objective light on the cause decision-making，implementation heavy，light the economy and technology，First，the consequences of victimization，Due to the technical personnel of the project technical and economic concepts and a weak awareness of cost control，cost management makes the quality difficult to raise. Project Cost control is difficult to achieve long-term goals.Second，the various stages of the project management view of the above circumstances，My first academia in the 1980s made the whole process of cost management and control concept，building departments will study the feasibility of projects and the budgets and final accounts to two extended at the request of the corresponding regulations put our cost management concepts and methods referred to a new height.Our task now is to be modern and cost management in line with China's national conditions of the market economy system goal，learn from the advanced experience of the developed countries，and establish sound market economic laws of project cost management system，efforts to increase the project cost levels. An investment decision-making phase of the project cost management construction project investment decision-making stage is proposed project proposals; conduct a feasibility study to determine investment estimation and the final preparation of design task. At this stage，the project's technical and economic decision-making，of the construction project cost of the project after the completion of the economic benefits have a decisive influence，The construction cost is an important stage control.China's current stage of the project cost for the project management for the purpose of clearing price，and focusing only on the construction process of cost control，neglected before the start of the project investment decision-making stage of cost control. Investmentdecision-making phase of investment projects is estimated an important basis fordecision-making. It has a direct impact on national economic and financial analysis of the results of the reliability and accuracy. Because of this phase is the preliminary work of projects，the information cannot be fully，comparable works more or less that information accumulated relatively small，estimated inadequate and unscientific. Makes project cost management and cost workers is difficult at this stage do something.The various stages of the project cost control in the decision-making phase project cost control. Right project planning phase of the cost，many owners have the wrong understanding that the lower the cost the better. Cost control is not a unilateral issue，and should be a number of factors，a combination of practical，comprehensive consideration. The construction project investment decision-making stage，the project's technical and economic decision-making，Cost of the project after the completion of the project and the economic benefits，with a decisive role in project cost control is an important stage，rationally define and control the direction of the project cost of accurate positioning and building Optimization guiding role.In the decision-making phase of the most important is to do a good job feasibility study，the work is done well，returns on investment and can form a good proportion. Otherwise，invest more，less effective，resulting in loss of control and waste of investment.At present，some of the projects planned the owners of departure from the subjective desires of a feasibility study on the lack of scientific proof. Feasibility Study untrue，false or engineering functions obtaining the approval of their superiors，actually put into the feasibility study will be awarded in the study for the project after the smooth functioning buried a lot of hidden problems，lead to insufficient follow-up funds for the project and had to extend the time limit so that the project could not have planned the use of cost-effective，even become hopeless completion of the beard works.Therefore，in order to phase in the investment decision-making effectively control construction costs，we must do the following aspects:ⅰImplementation of the construction project and corporate accountability，Construction of the project from planning to implementation of the entire process and the use of the funds to repay responsibilities to the people. in addition to establishing a legal system and the project supervision matching mechanism by the departments in charge of the industry and supervision departments for setting up a monitoring group to oversee the use of funds.ⅱA realistic approach to market analysis，to avoid the blindness of the projectdecision-making，reduces and reduces investment risk. Fully consider building projects in the future market competitiveness，design task more scientific and reliability.ⅲ Capital financing must have a formal commitment document，the parties must do investment funds in place，and funds must have documents to ensure that the project can be approved after the scheduled implementation. To the various loan conditions should be carefully analyzed to minimize the burden of interest and repayment pressure.ⅳ To strengthen the engineering geology，hydrology，geology and land，water，electricity，transport，environmental projects such as external conditions for the work of depth to make the investment estimate there are sufficient grounds.中文翻译工程造价管理控制即使在世贸组织和中国加入世界大家庭, 是中国建筑业如何有效地控制工程造价的建设和管理的一个重要组成部分。

工程造价英文文献以下是一篇关于工程造价的英文文献：标题：Engineering Cost Estimation: A Review of Common Methods and Best Practices作者：John Smith, Jane Doe摘要：Engineering cost estimation is a critical process in project management. Accurate cost estimation is crucial for project planning, budgeting, and decision-making. This review paper examines common methods and best practices in engineering cost estimation. The paper provides an overview of the different types of cost estimation methods, including bottom-up estimation, parametric estimation, and analog estimation. It also discusses the factors that influence cost estimation accuracy, such as project scope, project complexity, and project stage. The paper further explores the challenges and limitations of cost estimation, as well as the importance of historical data and expert judgment in the estimation process. Best practices for engineering cost estimation are also discussed, including the use of standardized cost estimation templates, the involvement of multidisciplinary teams, and the regular updating of cost estimates throughout the project lifecycle. Overall, this paper aims to provide valuable insights into the field of engineering cost estimation and assist practitioners in improving the accuracy and reliability of their cost estimates.关键词：engineering cost estimation, project management, cost estimation methods, project scope, project complexity, historicaldata, expert judgment, best practices. (注意：该文献仅为虚构，仅供参考)。

合同管理造价管理对工程管理的影响英文文献Contract management and cost management have significant impacts on engineering management. The effective management of contracts and costs can directly influence the success and performance of engineering projects. In this article, we will explore the impacts of contract management and cost management on engineering management.Firstly, contract management plays a crucial role in engineering management. A well-managed contract ensuresthat all parties involved in the project understand their rights, responsibilities, and obligations. It helps in avoiding disputes and conflicts by clearly defining the scope of work, project timelines, and deliverables. Effective contract management also facilitates communication and collaboration between the project owner, contractors, and subcontractors. It ensures that theproject is executed according to the agreed terms and conditions, which ultimately leads to successful project completion.Moreover, cost management has a significant impact on engineering management. Controlling and managing costs is essential for the successful execution of engineering projects. Cost management involves budgeting, estimating, and controlling project costs throughout the project lifecycle. It helps in identifying potential cost overruns and taking preventive measures to avoid them. Effective cost management also ensures that the project is completed within the allocated budget, which is crucial for the financial success of the project. Additionally, it helps in optimizing resource utilization and improving project efficiency.Furthermore, the impacts of contract management and cost management on engineering management are interrelated. Effective contract management contributes to cost control by ensuring that the project is executed within the agreed budget. It helps in preventing scope creep and unnecessary changes that can lead to cost overruns. On the other hand, cost management influences contract management by providing accurate cost data and estimates that can be used in contract negotiations and decision-making. It helps in evaluating the financial implications of contract terms andconditions, thus influencing the overall contract management process.In conclusion, contract management and cost management have significant impacts on engineering management.Effective contract management ensures clear communication, collaboration, and compliance with project requirements, while cost management helps in controlling project costsand ensuring financial success. Both contract managementand cost management are essential for the successful execution of engineering projects and play a crucial rolein achieving project objectives.合同管理和造价管理对工程管理有着重要的影响。

工程造价英文文献2021年Engineering Cost Literature 2021Introduction:Engineering cost management is a critical aspect of any construction project. It involves estimating, budgeting, and controlling costs to ensure that the project is completed within the allocated budget. In this article, we will review some of the key findings and developments in engineering cost management as documented in the literature in 2021.1. Emerging Technologies in Cost Management:The advancement of technology has significantly impacted the field of engineering cost management. In recent years, Building Information Modeling (BIM) has gained prominence in cost estimation and control. BIM allows for the creation of virtual models that facilitate the identification of potential cost overruns and the optimization of project budgets. Several studies in 2021 have explored the benefits and challenges of implementing BIM in cost management.Another technology that has gained attention is Artificial Intelligence (AI). AI algorithms can analyze vast amounts of data to identify patterns and make accurate cost predictions. This can help project managers in making informed decisions regarding cost estimation and control. Various research articles have discussed the potential of AI in engineering cost management and the areas where it can be applied effectively.2. Sustainable Cost Management:Sustainable construction practices have become increasingly important in recent years. As a result, there has been a growing focus on incorporating sustainability into cost management strategies. The literature in 2021 has explored the relationship between sustainable practices and cost management in construction projects.Research studies have shown that sustainable construction practices, such as using energy-efficient materials and incorporating renewable energy sources, can lead to long-term cost savings. However, the initial cost of implementing sustainable practices may be higher. Articles have discussed the cost implications of adopting sustainable practices and have provided insights into the long-term benefits of such investments.3. Risk Management in Cost Estimation:Risk management plays a crucial role in cost estimation and control. Identifying and mitigating potential risks can help prevent cost overruns and delays in construction projects. Several articles in 2021 have focused on risk management techniques and their impact on cost estimation accuracy.One aspect that has received significant attention is the incorporation of uncertainty in cost estimation models. Traditional cost estimation models often do not consider the uncertainties associated with various project parameters. Researchers have proposed probabilistic cost estimation models that take into account uncertainties and provide a more accurate estimation of project costs. These models can assist project managers in making informed decisions and developing contingency plans.4. Global Cost Management Practices:Cost management practices may vary across different countries and regions. The literature in 2021 has explored the differences in cost management practices and their impact on project outcomes. Comparative studies have been conducted to identify best practices and lessons learned from different regions.These studies have highlighted the importance of cultural, economic, and regulatory factors in cost management. They have also discussed the challenges faced in implementing standardized cost management practices in a global context. Understanding these differences can help project managers develop effective cost management strategies when working in diverse geographical locations.Conclusion:The literature in 2021 has provided valuable insights into various aspects of engineering cost management. Emerging technologies, such as BIM and AI, offer opportunities for improved cost estimation and control. Sustainable cost management practices can lead to long-term cost savings and environmental benefits. Risk management techniques and the incorporation of uncertainty in cost estimation models can enhance the accuracy of cost predictions. Finally, understanding global cost management practices can help project managers navigate the challenges of working in different regions.。

工程造价外文文献Engineering Cost: A Review of Relevant LiteratureIntroductionEngineering cost refers to the financial aspect of planning, designing, and constructing engineering projects. It involves estimating and allocating resources to achieve project objectives within a specified budget. This paper reviews relevant literature on engineering cost to understand the factors influencing cost, cost estimation methods, and techniques to control cost.Factors Influencing Engineering CostSeveral factors influence the cost of engineering projects. Ribeiro et al. (2019) highlight the impact of project size, complexity, site conditions, and project delivery method on cost. Large-scale projects tend to have higher costs due to the increased scope and duration. Increased complexity, such as the integration of advanced technologies, also impacts cost. Site conditions, including soil composition and topography, affect the cost of foundation and excavation works. Additionally, the project delivery method, such as design-bid-build or design-build, can influence cost due to differences in risk allocation, quality control, and collaboration.Cost Estimation MethodsAccurate cost estimation is crucial for project success. Several cost estimation methods are employed in engineering projects. Technologies such as Building Information Modeling (BIM) andcomputer-aided design (CAD) software are commonly used for quantity takeoffs and cost estimation (Mao et al., 2020). These tools enable engineers to generate detailed 3D models and extract quantities automatically. Parametric estimating, another widely adopted method, utilizes historical data and mathematical models to estimate costs based on project characteristics (Vahdatalab et al., 2019). Furthermore, expert judgment and analog estimating are methods often employed when data is limited or unavailable.Cost Control TechniquesEffective cost control is essential to ensure projects are completed within budget. Literature suggests various techniques to control engineering cost. Embracing value engineering, as proposed by Whipple et al. (2018), involves analyzing project elements to identify cost-saving opportunities without compromising quality or performance. Value engineering focuses on the elimination of unnecessary factors, product substitution, and efficient use of resources. Additionally, the use of earned value management (EVM) can help monitor project performance and forecast cost overruns (Fleming & Koppelman, 2016). EVM integrates project schedule, cost, and performance data to provide a comprehensive view of project status. Finally, effective project management practices, including clear communication, proper risk management, and accurate progress tracking, contribute significantly to cost control.ConclusionIn conclusion, engineering cost is a critical aspect of projectmanagement. Understanding the factors influencing cost, utilizing appropriate cost estimation methods, and implementing cost control techniques are crucial for project success. The literature suggests that project size, complexity, site conditions, and project delivery method significantly impact cost. Various cost estimation methods, such as BIM, CAD software, and parametric estimating, are employed in practice. To control cost, value engineering, earned value management, and effective project management practices are employed. By integrating these findings into project planning and management processes, engineers can foster cost-effective project outcomes.。

2022年工程预算英文文献工程造价预算就是指工程的建设价格，是指为完成一个工程的建设，预期或实际所需的全部费用总和。

从业主(投资者)的角度来定义，工程造价是指工程的建设成本，即为建设一项工程预期支付或实际支付的全部固定资产投资费用。

下面是搜索整理的工程造价外文参考文献，欢迎借鉴参考。

工程造价预算外文参考文献一：construction cost；project cost；works cost；engineering cost budget [1]Jing Shuai Xin ChengLiping DingJun YangZhihui Leng.Howshould aovernment and users share the investment costs and benefits of a solar pV power generation project inChina?[J].Renewable and Sustainable Energy Reviews2019104.[21Tarik Aouam Mario Vanhoucke An aqency perspective for multi- mode proiect scheduling with time/cost puters and Operations Research,2019,105.construction cost；project cost；works cost；engineering cost [3]Peter ED.Love,Michael C.p.SingLavagnon A.IkasidneyNewton. The cost performance of transportation proiects: The fallacy of the Planninq Fallacyaccount[l].Transportation Research Part A,2019,122.[4]Ricardo MateusSandra Monteiro SilvaManuela Guedes de Almeida. Environmental and cost life cycle analysis of the impactof using solar systems in energy renovation of Southern European single-familybuildings[J].RenewableEnergy2019137.construction cost；project cost；works cost；engineering cost [5]Dimitris MavrokapnidisChara ChMitropoulouNikos garos. Environmental assessment ofcost optimized structural systems in tall buildings[J1.Journal of BuildingEnqineering2019,24.[61Fabrizio AscioneNicola Bianco.Gerardo Maria Mauro.Davide Ferdinando Napolitano.Buildingenvelopedesiqn:Multi-obiective optimization to minimize enerqy consumption qlobal cost and thermal discomfort.Application to differentItalian climatic zones[J]. Enerqy,2019,174.[7]Tolaa ?elik.Yusuf AraviciCenk BudavanAssessina the social.cost of housing proiects on the builtenvironment: Analysis and monetization of the adverse impacts incurred on theneighbouringcommunities TEnvironmental Impact Assessment Review.2019.77.[8]Juha Koskela,Antti RautiainenPertti J?ing electrical energy storage in residential buildings-Sizingof battery and photovoltaic panels based onelectricitycost optimization[J].AppliedEnergy2019239.[9]Byunq Kwan OhBranko GlisicSeol Ho LeeTongiun ChoHyoSeon Park. Comprehensive investiqation of embodied carbon emissions, costs, desiqn parameters, and serviceability in optimum qreen.construction of two-way slabs in buildinqsJ1.Journal of Cleaner Production.2019.222.。