工程管理专业英语chapter4 surety bonds

Unit 1 the owner’s perspective 第1单元业主的观点1.2 Major Types of Construction 1.2大建筑类型Since most owners are generally interested in acquiring only a specific type of constructed facility，they should be aware of the common industrial practices for the type of construction pertinent to them [1]。

Likewise，the construction industry is a conglomeration of quite diverse segments and products. Some owners may procure a constructed facility only once in a long while and tend to look for short term advantages。

However ,many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities。

It is to their advantage to keep the construction industry healthy and productive。

Collectively, the owners have more power to influence the construction industry than they realize because，by their individual actions，they can provide incentives for innovation, efficiency and quality in construction [2］。

工程管理专业英语期末试题（含答案）《工程管理专业英语》期末试题2一、词汇英译汉1.skyscraper：摩天大楼2.Quantity takeoff：估计的工程量3.progress payment：进度款4.quotation：报价单5.creep：徐变、塑性变形6.Cantilever truss bridge：悬臂桁架桥7.load action and propagation mechanism：荷载作用和传递机理8.the law of equilibrium：平衡原理9.horizontal seismic action：水平地震作用10.statically indeterminate structure：超静定结构11.general contractors：总承包商12.Substitution：替换、代替13.Period of bid validity：投标有效期14.Sloping surface：坡面二、词汇汉译英1.抗压强度：compression strength2.活载：live load3.专业建筑师：specialty architects4.可靠性：reliability5.剪切变形：shear deflection6.隔墙：partitioning wall7.规范，说明书：specification8.流动资金：working capital9.合同管理：contract management10.履约保证金：performance security11.施工缝：construction joint12.收缩率：rate of contraction13.立交桥：overpass bridge三、典型句子英译汉1、Concrete and steel reinforcement form such a strong bond-the force that unites them-that no relative movements of the steel bars and the surrounding concrete occur.混凝土和钢筋之间形成一种强大的粘合力，这个力能够将它们联合在一起而使周围混凝土和钢筋不出现相对移动。

目录1、本细则编写依据2、专业工程特点3、监理工作的流程如下：4、监理工作的方法5、监理土建质量控制目标、控制要点及措施5.1 钢筋工程监理要点及措施5.2 模板工程监理要点及措施5.3 砼浇筑工程监理要点及措施5.4 大体积砼施工监理要点及措施5.5、深基坑支护监控要点5.6 地下室工程监理工程要点5.7 砌体工程监理要点及措施楼地面工程监理要点及措施5.8 建筑装饰装修工程监控要点5.8.1 材料5.8.2 施工5.8.3 抹灰工程5.8.4 吊顶工程5.8.5 轻质隔墙工程5.8.6 饰面板（砖）工程5.9 屋面工程监控要点土建工程监理实施细则1、本细则编写依据1.1工程建设方面的法律、法规1.1.1《中华人民共和国建筑法》1.1.2《建设工程质量管例条例》1.1.3《建设工程安全生产管理条例》1.1.4《中华人民共和国合同法》1.2 部分有关技术标准1.2.1.1《建设工程监理规范》GB/T50319-2013；1.2.1.2《建筑工程施工质量验收统一标准》GB50300-2001；1.2.1.3《建筑地基基础工程施工质量验收规范》GB50202-2002；1.2.1.4《建筑地面工程施工质量验收规范》GB50209-2002；；1.2.1.5《建筑装饰装修工程质量验收规范》GB50210-2001;1.2.1.6《砌体工程施工质量验收规范》GB50203-2002；1.2.1.7《钢筋焊接及验收规范》JGJ18-2003；1.2.1.8《混凝土结构工程施工质量验收规范》GB50204-2002；1.2.1.9《屋面工程质量验收规范》GB50207-2002；2、专业工程特点1.1建筑层数：本建筑物地下室为两层，地上一栋为20层楼，为18层写字楼，裙房为2层。

1.2.建筑高度：为81.9m；1.3.结构特征：本工程是一个集商业、办公为一体的高层建筑,结构体系为钢筋混凝土框架－剪力墙核心筒基本是剪力墙。

CHAPTER 4 PROJECT DELIVERY METHODSCHAPTER OUTLINEINTRODUCTIONMANAGING PROJECT RISKSLessons from HistoryASSESSING PROJECT RISKSGeneral RisksProject-Specific RisksOther RisksMINIMIZING RISKChoosing the Right Delivery MethodChoosing a Contract TypeMonitoring the Entire ProcessPartneringDELIVERY METHODSTraditionalDesign/BuildConstruction Project ManagementCONTRACT TYPESSingle Fixed PriceUnit Price ContractCost Plus a FeeCONTRACT CHANGESCONCLUSIONSTUDENT LEARNINGOBJE TIVESIn this chapter you will learn the following:1. The principal challenges that successful projects overcome2. The four major categories of project risk3. The three primary delivery method arrangements, with their advantagesanddisadvantages4. The three major types of contractsINTRODUCTIONAn owner's primary goal in choosing a delivery method is to ensure that it will meetthe project objectives and at the same time allow the project to be delivered on timeand within budget. In a risk-free, predictable world. this would be a relatively simple task. The world.however. is full of unpredictable forces and undesirable outcomes.As a consequence, an owner must monitor the process to prevent unpleasant outcomes along the way.Construction projects have many unique characteristics. Creating a large facilitytakes a long time and usually involves a large capital investment. Cost overruns, delays, and other problems tend to be proportionally monumental. The process ofbuilding is complicated by the large number of components that are provided by different suppliers. Furthermore, the process only occurs once. Even if an owner buildsrepeatedly, the nature of the product and the parties involved in building depend ontime. site conditions. user needs, and economic health. Compared with professionalsin other industries, designers and constructors have less opportunity to transfer lessons learned from project to proj ect. All of these factors combine to create uniqueness. which carries with it heightened risk.A building not delivered on time usually costs more than planned, and a late delivery can have cascading effects throughout an owner's organization. For example,a microcomputer chip manufacturer may need a new facility to manufacture the latest version of a chip. If the facility is late, the manufacturer may miss the market andallow a competitor to get its chip on line sooner. This will affect the entire organization and may cause serious economic setbacks. An owner's primary goal is to avoidsuch pitfalls.One method to avoid these pitfalls is to put together a team of people whoseskills match the type of project envisioned and who have a proven record of delivering such proj ects. Before this team is put together, however, an owner should decide how the members will interact with both the owner organization and each other. This approach is called the project deliveryme加Ddj a particular combination of professionals and contract arrangements that assign s responsibilities and risk ina certain way. The three most common delivery methods are traditional,design/build, and construction management. Within each of these methods there isa choice of contract arrangements, and each has its own set of risks and capabilities.Early on, the owner must decide which type will best suit the specific circumstancesof the specific project.MANAGING PROJECT RISKSLessons from HistoryAn owner may choose a particular delivery method after studying why constructionprojects throughout history have failed. The task is not as daunting as it may seem.A number of recurring problems accounts for the vast maj oritv of construction project failures. Here are the most common:Separated FunctionsThe two primary professionals on the project are the designer and the constructor.Their communication during the entire project life cycle is key to projectsuccess. Proj ects tend to be large, complex undertakings, and each is unique. Theactions of one professional can have a major impact on the concerns of theother.For example, a design change after construction has started can adversely affectconstruction sequencing, thus causing considerable increases in cost due to lost efficiency. Early information about these changes gives construction personnel time toanticipate how to integrate them into the overall schedule. The longer the designerwaits to inform the contractor of the change, the more money will be spent makingthe change. Conversely, if a contractor makes a field change and does not include thedesigner in the decision loop, design elements could be adversely affected and thebuilding may not function as well as intended. In both cases. consultation betweenparties is important to maintain quality, budget, and schedule.Scope CreepThe scope of work on a project can bc defined as the product of the quantity of thework and the character of the work. For instance, imagine that 10,000 square feet of 5/8 inch gypsum wallboard defines the work of a drywall subcontractor. lf the quantity increases to11.000 square feet or the thickness to3/4 inch.then the scope of work increases. Scope of work is the primary determinant of costs on a proj ect. If scope increases. costs also increase.Maintaining the scope of work as budgeted on a project can be a difficult aspectof managing the project since it is often beyond the control of any one member ofthe project team. Many factors can cause scope to increase. Today's large proj ects often involve complex and highly political organizations. Getting 100 percent consensus of what constitutes the entire proj ect can be time-consuming. Most proj ects havetight timelines and often do not take into account the time needed for up-front consensus. Therefore, proj ects often go forward without total consensus. This usually creates a backlash soruewhere further into the project. Often the only way to resolve itis to incorporate more scope.Scope may also grow when a critical user is left out during the early needs analysis stage and must be accOJ11modated later in the process. Sometimes this user wasnot available during the planning stages or became critical because of a new influxof money or other requirements. The change may be necessary, and the job of theproject team is to minimize its impact on money and time.Another cause of scope growth is miscommunication among the user. the designer. and/or the constructor. In complex projects, a tremendous amount of information moves among the different organizations. Controlling this information flowand ensuring that each party knows and understands criticaJ information are major considerations when choosing delivery methods. It is the task of the project team toclearly identify the scope of work that was budgeted in the project and note any timethat scope changes.Project AccelerationBuyers of construction services prefer to have projects delivered quickly. Finishingearly lowers some costs, puts the building into service sooner. and can cut interestcosts onconstruction loans considerably. Early completion also has a psychologicalimpact, making owners, designers, and constructors alike happy. There is enthusiasmwhen closing out the job. Changes are easier to settle, inspectors are less rigid, and ingeneral other aspects of bringing in the project flow smoother.There are, however, real risks associaced with going too fast. The biggest is thatthe project team will proceed into construction without having thoroughly considered all the elements of the design. As a consequence, the end product may notserve the needs of the oxvner as well as it could have with more planning. Anothermajor risk is the problem of incomplete documents. A construction team facedwith this situation can be well into construction only to find that the drawings arenot detailed enough to accurately calculate the real costs. It is also possible thatconstruction may have to be stopped or slowed to fix design problems, wastingrather than saving time.Poor Working RelationshipsIt is difficult enough for companies that perform the same tasks year afteryear to build effective organizations. The unique character of constructionmakes the taskdoubly difficult. The project team hired and assembled by theowner will probably betogether only for one project. There simply isn'tenough time to work out all therelationships necessary to perform difficult interconnected work. Personal work stylesas well as corporate cultures can bevery different from one another. Personal chemistrybetween individuals playsan important role, and good working relationships at thepersonal level are often a matter of luck.It is also true that contract forms. which are used in construction. can workagainst good teamwork. A construction contract has been called an exercise in riskallocation. Ifone party or team member attempts to unfairly or unrealistically putmost of the risk onanother party, then the effect on team performance can be dramatic. Mostprofessionals in construction have heard horror stories in which projectparticipantscommunicated only through formal means, using memos or (evenworse) lawyers.Establishing good, informal rapport with other project participantsis one of the mosteffective ways of ensuring that vital information will be exchangedearly and often.These examples are certainly not the only lessons that can be learned fromthe history of construction failures, but they are among the most important.Througboutthis chapter we discuss ways to mitigate these pitfalls through organization of the team.contract choice, partnering sessions. and deliverymethods.ASSESSING PROJECT RISKSSelecting a delivery method and a contract type involves sequential decision makingin which the owner. usually with professional advice and sometimes after the designer is selected, examines the specific circumstances of the project and chooses thebest fit. Perhaps the projectrequires a fast turnaround, the scope is technically compjex, or the work is a renovation with many unknowns. Whatever the important drivers. the steps to the decision are essentially the same.General RisksThe general risks that occur on any project can be classified into four major areas:●Financial. The project will cost more than the money that has been allocated to it. or it willcost more than the product itself is worth.●Time. The project will not be completed within the planned time. Worse.it will becompleted so late that it has an adverse effect on other parts ofthe owner's work.●Design. The project will not perform the function for which it was intended or. morecommonly, will perform the function in a degraded manner.●Quality. The project will have poor-quality materials or workmanship, orthe work will beincomplete in some way.A project team experienced with the building process will address these risksduring project development. The risks are approached differently, depending onwhether the team is in the preconstruction or construction phase of the project.Preconstruction is often thought of as the design phase, but in reality it goes beyond the design tasks of working out the functional. aesthetic. and material requirements of the job. In this phase the project team (owner, designer, and constructor)start to deal seriously with balancing the design/cost equation. This equation is not aformalized mathematical expression but an understanding that increased functionand quality equal increased costs. By factoring in this understandingwhile the design is being developed, team members play off one element (functionand quality) against another (costs). The designer mubt take the lead here-identifying changes in scope, engineered systems, level of quality, or any other elements inthe design that could increase costs. If the owner has this information early enough,then he or she can make informed decisions before too much money or time is spent.The risk occurs when realistic assessments of costs are not part of the design process,leaving the owner vulnerable to some unpleasant choices when these costs are finallyidentified.During the actual field construction process, the emphasis shifts from design/costtradeoffsto executing a project within the constraints defined bv the contract documents. schedule. and budget. Risks in this phase involve time and external unknowns.One serious problem is that the early estimates are only that-estimates. They arenot purchase prices. There are no guarantees when the estimates are prepared thatthe same conditions will prevail when materials are bought or labor hired. A suddenshift in lumber availability or a new union trade contract can alter prices. There arealso many other risks. Community disapproval of a certain project can put pressureon local officials and cause delays. Labor actions, adverse weather conditions. Andsite accidents areall risks that are difficult to predict and hard to control. All cancause serious overruns in time and money during construction.Project-Specific RisksIn addition to general industry risks, there are specific risks that all owners and designers must take into account during their work.Site RisksEvery project has neighbors who may or may not be pleased with the idea of a newfacilitv in their communitv.There will always be a regulatory environment. Some are stricter than others.but the rules are usually unique to the locale and must be understood and factored into the design and construction plan. Each region of the country has localgeological characteristics. Specific conditions of the site, especially undergroundconditions. are difficult to predict. Finally, every site is located within a specificeconomic region. Economic conditions can change more rapidly than any othersite factor.The Project ItselfBecause each project is unique, the risks associated with each are also unique.Many factors can influence the levels of risk. Complexity is a major factor becausecomplex projects tend to be more difficult than simple projects. Complexity is related to the level of technology employed. New technologies of materials and assembly are more likely to be used on complex projects, but they also carry morerisk than do proven technologies. For example, constructors working on the tunnel between England and France used a tunnel boring technique that had neverbeen used at this scale before. In building projects, using a brick facade is a knownand proven technology; but if project members want a different look. they mayuse a new configuration of a curtainwall system. Details of this system might bedesigned for the first tiroc on this particular project and may be troublesome bothto install and maintain. Recently, there has been an increase in risk associated with"smart systems"-the use of computer technology to run operating systems in. for example, a building, a hydroelectric plant, or a nuclear reactor. This technology iscontinually developing, which increases potential obsolescence, incompatibility ofparts, and installation glitches.Other RisksIn addition to technical concerns. there are organizational and financial risks.An owner's level of knowledge about the building process varies from personto person. To minimize risk, project members should match the delivery typewith this level. Great danger lies in putting an unsophisticated owner into a delivery mode and contract arrangement that requireknowledgeable involvement.Financial changes can also upset the success of the project. Many projects have been technically feasible only to fail due to inadequate capital forpaying the bills as the project proceeds. Tightening the schedule can alsocreate considerable risk. If the team is not assembled for an acceleratedschedule. errors and inefficiencies can occur as the team races to accommodate it.MINIMIZING RISKOnce the general and specific project risks have been assessed. the owner mustbuild a team that is matched to the project and therefore has the best chance ofminimizing the risks. Among the many members of this team, the two primaryones are the design professionals and the construction professionals. These teammembers are usually corporate entities who assign appropriate, qualified personnel to the project organization for the life of the design and building effort. Theseprimary members influence the inclusion of other participants such as consultants, specialty contractors, and suppliers. Both the firms and the individuals musthave qualifications and experience that are suited to the particular demands ofthe unique project.The demands of the project can be categorized in many ways. Technically, eachproject can be categorized as a type-bridge, tunnel, biotech production facility, highway project. Design and construction firms often specialize in a type of project, so thesequalifications are easy to fiIl.The makeup of the owner organization also puts demandson the project. Government agencies and private owners require different criteria tobe met. Institutional owners often have specialized needs not required by the government. Design and construction firms often work primarily with one type of owner andunderstand these specific requirements quite well. No matter what the case. the ownerwants to match the team with the project. The project delivery method should alsohave some bearing on the makeup of the team. Some firms specialize in specific delivery methods. They set up their internal organization to meet the demands of the delivery method and are able to perform efficiently and effectively.Choosing the Right Delivery MethodIdeally, before choosing the members of the project team. an owner will choose thedelivery method. Sometimes the designer is on board before the method is chosen.In that case. the designer helps the owner determine which method will work bestunder the conditions of the project. But regardless of when the method is chosen. Itmust be appropriate to the project. The nature of how the team members interact depends on the delivery method.The dilemma for the owner in choosing delivery methods is one of price versusperformance. Each project has distinctive requirements for problem solving, andsome methods work better than others in solving problems. If the project is highlycomplex, such as a bridge, it requires close cooperation among the project participants. In this case. the owner wants to choose a methodthat emphasizes cooperationand performance. If the project is a relatively simple one. such as a commonly builtstructure. then the owner can opt for an approach with a lower price or an earliercompletion date.Choosing a Contract TypeAt this point the owner must choose a contract type. The goal here is to purchase theactual construction service for the lowest price possible without creating undue riskfor the owner. The three major types of contracts are lurrip surn, unit price, and reimbursable, also called cost plus a fee. These types and their variations will be discussed later in the chapter.Monitoring the Entire ProcessAs the process proceeds. the owner must devise mechanisms to ensure that budgetis monitored, schedule maintained, and quality ensured. There are several mechanisms for accomplishing these tasks that will be covered in greater detail in laterchapters.PartneringDuring the 1980s the construction industry went through a period of considerablelitigation. Although many of the disputes were minor, they were blown out of proportion once they entered the court system. In an effort to save itself. the industryadopted a more structured approach to working together. This approach, calledpartnering, was developed by the Army Corps of Engineers for use in its relationships with contractors. Its primary goal is to encourage people to look beyond traditional adversarial roles toward cooperation and open communication. For partnering to work, all stakeholders must make a serious commitment. Issues of ethicsare also taken very seriously.Partnering usually begins with the owner. When hiring the project participants,he or she introduces the concept. There must be a commitment from the top management of all stakeholders and a designated managing partner who nurtures theproject participants throughout the project. Partnering is a project-length commitment and does need continual renewal. which should be part of the original charterof the partnering exercise.Usually partnering involves a workshop in which all participants, through a facilitator. discuss and agree to mutual goals. A charter is developed that identifiesthose goals. Then a formal organization is established to help carry them out. This organization lays out lines of communication, dispute-resolution methods, and decision-making and problem-solving procedures. Follow-up and support are importantcomponents of the plan. Like any plan, however, its strength lies in its ability toevolve with time and need. This can happen only through vigilance and continualevaluation. The rewards of partnering are a decrease in litigation costs: collaborativeproblem solving; and equity in the development of goals, personal job satisfaction,and a job well done.DELIVERY METHODSThe term deliverv methocl refers to the owner's approach to organizing the projectteam that will manage the entire design and construction process. This selectionprocess is governed to a large extent by risk but also by the owner's desire to find amethod that will deliver the project on timc. within budget, and in a form that will meet the owner's needs most effectively.A number of proven strategies can be used to accomplish these ends. The three most common are traciitional, design/build, and construction binations of these strategies may be employed as well. Each has its distinctadvantages and disadvantages, but the choice is not always clcar and simple. Theowner must carefully weigh his or her options to ensure the right choice for thespecific project.TraditionalIn this arrangement, the owner first hires a design professional. who then prepares a design, including complete contract documents. The design professional istypically paid a fee that is either a percentage of the estimated construction costor a lump-sum amount. or he or she is reimbursed for costs at an agreed-uponbilling rate. With a complete set of documents available, the owner either conducts a competitive bid opening to obtain the lowest price from contractors to dothe work or negotiates with a specific contractor. The contractor is then responsible for delivering the completed project in accordance with the dictates of thecontract documents. The contractor may choose to subcontract much of the workor may have the forces in house to accomplish the task. That choice usually depends on the complexity of the project. No matter how the work is done, however.the contractor remains solely responsible for execution of the work. This deliverymode became popular near the turn of the twentieth century in response to themcreasing specialization of the various building professions. and until recently itwas the predominant mode of delivery.During the construction process, the owner may hire the architect to administer the contract or may cboose to have in-house employees do this task. Administering the contract consists of observing the work to monitor quality, carrying out the change order process. certifying payment to the contractor. Andensuring that the owner is receiving the product called for in the. contract documents. If the owner hires the architect. he or she does so through an agency relationship-that is, the architect is bound by the legal rules of this relationship andas such is empowered to act in the owner's name. The contractor. on the otherhand. is hired in a simple commercial contract and as such is charged with carrying out the terms of the construction contract. There is no contract between the architect and the contractor. The relationship is one in which the architect actsfor the owner during any dealings with the contractor. Nor are there contractagreements between the architect/owner and the specialty subcontractors. Therelationship exists only with the contractor. who is solely responsible for the subcontractor's performance.AdvantagesThe traditional method is a known quantity to owners, designers, and constructors. This is probably its greatest strength. For many years, the mode of delivery was thepredominant one for construction in the United States. The procedures and contractual rules of conduct have been worked out and are well understood. Many professionals prefer this well-defined relationship, which reduces their level of risk becauseit reduces uncertainty. Under the right circumstances, this means that a project ismore likely to proceed smoothly from beginning ro end.The mode also contains considerable contractual protection for the owner. Theallocation of risk for construction performance rests almost completely on the contractor and the subcontractors. The owner is insulated from many of the risks of costoverruns. such as labor inefficiencies, nonperforming subs. inflation, and other vagaries of the larger economic picture. In most instances. the owner knows the finalcost at the beginning of construction, and the risk of cost overruns are borne by thecontractor. However. the risk of cost increases depends to a large extent on the accuracy and completeness of the contract documents. If they are unclear or not welldone. the changes that must ensue can raise the owner's costs considerably.Additionally, the traditional method provides the owner with all the b enefits ofopen market competition. The open bidding procedure. in which the lowest bidder isthe "winner," gives the owner the lowest price available in the marketplace and presumably the greatest economic efficiency.Finally, the owner does not have to be heavily involved in the constructionprocess. He or she must be involved in the design process to make key decisionsabout whether or not to accept the design; but once construction actually begins, theowner is represented by professionals empowered to act in his or her name and tomake recommendations. Day-to-day interaction is not necessary.DisadvantagesNevertheless. several elements of the traditionalmethod can work against the owner. First, the construction professional does not enter the process until the design is complete, meaning that the design is not usually reviewed for constructability before it isfinished. Design features that could have been built more economically or effectivelyoften result in higher costs. Some design firms overcome this problem by hiring preconstruction consultants or having construction professionals on their staffs. A1though this benefits the project, it is not as effective as having the design reviewedby the person who will actually have to build it.Second. with the traditional approach it is difficult to reduce the time requiredto do both design and construction.The process is sequential andlinear; there is no opportunity tooverlap tasks and thus reduce overall time. This mayraise interest expenses on construction loans and other costs and can expose theproject to greater risks of inflation. The time element problem is one of the primaryreasons for the recent decline in the use of the traditional method.Finally, all parties work autonomously in this mode. The designer designs theproject based on the owner's instructions. The general contractor prices and schedules the project based on the construction documents alone. This approach provideslittle opportunity for interaction and team building among the participants and canlead to maj or breakdowns in relationships.For example, when the contract must be interpreted, the parties involved viewthe situation from fundamentally different perspectives. A firm, fixed-price contractcan considerably exacerbate the problem because the contractor had to competitivelybid for the job and thus interprets details as cost effectively as possible. The ownerand the designer, on the other hand. want to receive the most for their money. Suchdifferences in interpretation lead to conflicts that can quickly escalate, creating adversarial relationships.Unforeseen conditions on a job can also be a source of conflict and may lead tochanges in the contract. A thorough design process and a complete set of drawingsattempt to mimmize these conditions. Conducting additional soil borings or openingup walls in renovation work can help to properly identify actual conditions and avoidfuture conflicts. Unfortunately, not every condition can be identified; and when unforeseen conditions or events occur. the contract may have to be renegotiated. Thistakes away any advantage to the owner in terms of known costs when constructionbegins.SummaryThe traditional mode has distinct advantages and disadvantages. In choosing thismethod. the owner must make tradeoffs. One major advantage is the fact that theowner knows the cost when construction begins; however. he or she must give up thepotential cost savings of fast track to obtain it. The owner also gives up thedesign-construction collaboration that could improve the design and lower the overall price. This certainty of cost is only as good as the quality of the documents. If thereare a large number of change orders to cover work not specified or detailed properlyor to increase the scope, the costs may be significantly different from those anticipatedand the advantage lost.On many projects, the risk of changes is ruinimal. time is not a significant factor,and the project scope is well defined. In these cases. it is to the owner's advantage toget good price competition and a fixed price up front. Projects that are not technically complicated or have been built before are candidates for traditional arrangements. For projects with political, technical, or schedule constraints, such arrangements should be examined more closely. A road paving operation, a single-familyhome. or a warehouse could all be built using a。

收益实现管理：是灵丹妙药还是虚幻曙光？摘要：收益实现管理(BRM)正成为工程和项目管理的一个越来越重要的方面。

然而, 评论者们已发现BRM的实践往往是有缺陷的,并且提出关于改善其实践的建议。

本篇论文通过研究基本假设，解释BRM不能简单实现的原因。

本文将借鉴作者1990年到2000年在英国管理政府资助的重建计划的经验处理这一问题。

尽管它发生于ＢＲＭ发展之前，但是在这个领域有一个严格的收益管理框架。

本文认为,在收益管理中有一些具有实际意义的重要的基本概念需要在BRM理论的发展中被引入。

１.简介收益实现管理是工程管理的一个方面，已经在过去几年里受到了越来越多的关注。

关于ＢＲＭ这一话题的论文发展的也很快速（比如Ashurst and Hodges, 2010; Bradley, 2006, 2010;Jenner, 2009; Lin et al., 2005; Payne, 2007; Remenyi et al.,1997; Thorp, 2001).这些作者有不同的背景，包括顾问，从业人员和学着，并且他们往往会从以上的多个角色中吸取经验。

收益实现管理（ＢＲＭ）现在被视为是项目和投资组合管理的核心，ＢＲＭ甚至被认为是连结所有其他管理技巧的粘合剂（转引自Bradley,2006:24).ＢＲＭ最初发展于１９世纪八九十年代，因为需要知道ＩＴ预算的投资报酬率并且突破传统投资估算方法的限制。

现在人们对于ＩＴ行业仍然有很强的关注，但是ＢＲＭ与广泛的不同学科和专业都有联系。

英国项目管理协会（ＡＰＭ）在２００９年成立了一个收益管理特殊利益集团。

它迅速发展，截至２０１０年１２月，该集团成员已突破１０００。

ＢＲＭ也许获得了许多关注，但是它是否能从根本上改变管理实践，并且成为工程和项目管理中感知到的缺点的灵丹妙药呢？还是说，ＢＲＭ只是又一个管理方面的一时潮流，(Darwinet al., 2002),对于进步进行了阐述，但是实际上对管理实践没有任何不同的意义，结果只是“虚幻的曙光”。

9.1第一段Construction planning is a fundamental and challenging activity in the management and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks. A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded. In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent which sub-construction will be used on a project is often determined during construction planning.在施工项目的管理和执行中，施工计划是一项基本的并且具有挑战性的活动。

Aagents：代理(商)6additional facilities outside the site：现场以外的附加设施6access routes：进场通路6a lump sum contract：总价合同7a low bidder：低价投标人7a unit price contract：单价合同7award procedures：授予程序8a cost plus fixed percentage contract：成本加固定百分比费用合同7a cost plus fixed fee contract：成本加固定费用合同7a cost plus variable percentage contract：成本加变动比例费用合同7a target estimate contract：目标估算合同7a guaranteed maximum cost contract：保证最大成本合同7a summary budget：汇总预算4an alternative tender：含替代方案的投标书9 a bonus in relation to early completion：提前完工奖金9acceptance of tender：中标9a letter of acceptance：中标函9award of the Contract：授予合同9appendix to tender：投标书附录9an assignment of：……提供的担保10 assignment of interest：保险权益转让10a network plan：网络计划11an activity-on-branch network：双代号网络计划图11an activity-on-node network：单代号网络计划图11a linear programming problem：线性规划问题11 an activity-on-branch network：有分支的网络计划11actual finish times：实际完成时间12a general contractor：总承包商 1accuracy of cost estimates：估价精度 3an architectural/engineering firm：建筑/设计公司 1an extension of time：延长期 2 authorization：授权 1a bonus provision：奖励条款 13 a penalty provision：惩罚条款13additional payment：追加付款 15a final claim：最终的索赔报告 15an amicable settlement：友好解决15arbitral award：仲裁裁决；公断书15 assignee：受让人 16amount of guarantee：担保金额16 administrator：管理人员 16Bbill of quantities：工程量表8base date：基准日期6backward pass：逆向过程11baseline plan：基准计划12bid estimate：投标估价 3bill of quantities：工程量清单 3budget estimate：财务预算 3by these presents：[律]根据本文件16bonding company：担保公司16balance of the contract price：合同价格余额 16 Ccost to date：完工成本5cost committed：承诺成本5cost exposure：附加成本5cost ratio：成本率5contractor’s representative：承包商代表6 contract price：合同价格6contractor’s equipment：承包商设备6 contractor’s operations on site：承包商的现场作业6construction contract：工程承包合同7 comparative advantages：相对优势；比较优势7 competitive tendering：竞争性招标8 conditions of contract：合同条件8contract documents：合同文件8contract number：合同编号8cost control：成本控制4cash flow：现金流量4contingency allowance：应急准备金4currency requirements：货币要求9contract agreement：合同协议9Construction Contractor：建筑承包商10 completion bonds：完工担保10 Comprehensive General Liability：公众责任险10constraints：约束条件11critical activities：关键工序11 commencement date：开工日期 2construction cost：施工建设费 3 construction division：施工部门 1 construction management：施工管理 1 construction schemes：施工计划；施工安排 1 contract price：合同价格 2control estimate：控制估价 3cost center：成本中心 1cost control：成本控制 3cost engineering：工程估价 3cost engineers：造价工程师 3cost estimation：成本估算 3completed activities：已完成13claim：索赔15corrective action：纠正措施13contemporary record：同期记录15Ddecision making：决策7drawings：图纸8database：数据库4direct labor costs：直接人工成本4duration of the critical path：关键路径的持续时间11data on actual performance：实际执行中的数据12debt service coverage ratios：利息保障率10 dummy activities：虚工作11debt service：还本付息；偿债 1decision-making：决策 1defects notification period：缺陷通知期限 2 delegated persons：受托人员 2design and construction alternatives：设计或施工的替代方案 1design estimate：设计估价 3designer-constructor sequence：设计施工顺序模式 1detailed estimates (or definitive estimates)：详细估计(或确定估计) 3direct construction cost：直接施工成本 3 dispute：争端 2database：数据库 13additional payment：追加付款 15 dissatisfaction：不满；不平15dispute adjudication agreement：争端裁决协议15dispute adjudication board：争端裁决委员会15 discharge from：释放；使免除15disputes：争端15Eestimated total cost for completion：预计完工总成本5expiry date：有效期限；满期日；终止日期6 exogenous economic factors：外部经济因素7 employer’s equipment：雇主设备6exchange rates：汇率9evaluation of tenders：评标9earliest event time algorithm：节点最早时间算法11event (or node)numbering algorithm：按节点编号算法11empirical cost inference：经验成本推论 3 employer：雇主；业主 2employer’s representative：雇主代表 2 engineering division：工程设计部门 1 errors, omissions, or discrepancies：错误，遗漏或误差 2expected benefits：期望收益 14executor：执行者；被指定遗嘱执行者 16 economy of scale：因经营规模扩大而得到的经济节14economic feasibility：经济可行性 14Ffinancial accounting：财务计算；财务会计5 forecasting for activity cost：工作成本预测5 field observations：现场观察5free-issue material：免费供应材料6financial performance：财务状况4financial bills：财务单据4formal addenda：正式补遗9feedstock supplier：原材料供应商10 feasibility study：可行性研究10file tax returns：报送纳税申报单位10 financial projections：财务预算10Financial Covenants：财务承诺10fixed duration：固定持续时间11forward pass：顺向过程11feasibility study of a project：项目可行性研究 1field inspectors：现场检查员 1field observers：现场观察员 1field supervision of construction：现场施工监督 3financial arrangements：资金安排 2financial costs：财务成本 3free-issue material：免费供应材料 2field experience：现场经验 14financial institution：金融机构16Ggeneral partnerships：普通合伙公司10 graphical network：图解网络计划11general provisions：一般条款10Gantt chart：甘特图 13green building：绿色建筑14guarantee：保证；保证书；担保；抵押品16Hhomebuilder：住宅开发商 14heir：继承者；承袭者 16Iincremental milestones：里程碑累计5 instructions to tenderers：投标者须知；投标者指令8inflation allowance：通货膨胀准备金4 indirect costs：间接成本4intellectual property：知识产权10 independent inspectors：独立检查员 2initial capital：创办成本；初始投资 3 integration of organizations：集约型组织 1 information system：信息系统13innovation：创新 14innovative design：创新性设计 14invoice：发票；发货单15international arbitration：国际仲裁15 interim payment：期中付款15insurance company：保险公司 16Jjob status report：工作状况报告5job specifications：施工(工作)规范4job cost elements：工作成本要素4joint costs：联合成本 3L local laws or decrees：当地法律或法令9 leverage：杠杆作用10limited recourse：有限追索权10lender：贷款人10liquidated damages：违约赔偿金10latest event time algorithm：节点最晚时间算法11land acquisition：土地获得 3land rent：土地租金 3liability during construction：建设期债务 1 laborhour：工时 14legal representative：法定代表 16Mmaterial change to financial arrangements：重要的财务变更 2matrix organization：矩阵式组织形式 1 monthly payments：月度付款 1material suppliers：材料供应商 14Nnegotiate：谈判；协商6nominated subcontractor：指定的分包商6non-recourse：无追索权10nodes in a network：网络节点11network structure：网络结构11network-based planning：基于网络的计划 13 negative slack：负时差13Ooriginal tender：投标书正本8official offer：正式报价8optimum markup：最优增加值7overruns：超支4overhead and contingency amounts：企业管理费用和应急费用总计4off-balance-sheet treatment：资产负债表外处理10owning cost：占有成本10on a regular basis：定期地10on-going projects：在建项目 1operation and maintenance costs：运行与养护费用 3operations division：运营部门 1outside contractors：外部承包商 1 overhead：企业一般管理费用 3owner-builder operation：业主自行建造项目 1obligee：债权人；权益人16obligation：义务；债务 16Pproject control：项目控制5performance security：履约担保6 permission：许可6protection of the environment：环境保护6 progress reports：进度报告6potential competitors：潜在的竞争者7 prequalification：资格预审8permanent works：永久性工程8period of validity of tenders：投标书的有效期8project budget：项目预算4provisional sums：暂定金额9project financing：项目融资10project operator：项目运营商10product offtaker：产品承购商10put-or-pay：或供或付协议10project performance：项目绩效10 performance bonds：履约担保10precedence relationships：前后顺序关系11 precedence constraint：优先限制11 predecessor activities：紧前工作11 precedence of a finish-to-start nature：结束-开始型顺序11project control process：项目控制过程12 project scope：项目范围12project team：项目团队12project changes：项目变更12Parallel processing：并行处理；多重处理 1 performance security：履约担保 2 performance specifications：设计任务说明书；规范(规格说明书) 1periodic renovations：周期性更新 3 permits, licences or approvals：许可、执照或批准 2possession of the site：占用现场 2 preliminary estimates (or conceptual estimates)：初步估算(或概念性估算) 3 procurement of material and equipment：材料和设备的采购 1production cost：生产成本 3production function：产出函数 3 profits：利润 3project cost and schedule：项目的成本和进度 1 project life cycle：项目生命周期 3project manager：项目经理 1project participants：项目参与方1project team：项目团队 1project-oriented organization：以项目为导向的组织 1protection of the environment：环境保护 2 preliminary review：初步评13positive slack：正时差 13productivity：生产率 13project size：项目规模 14project location：项目所在地14 prefabrication：配件预先制造 14principal：委托人；当事人16penalty：处罚；罚款 16Qquality assurance system：质量保证体系6 quality of construction：建筑质量 1Rrights-of-way：道路通行权6receipt：回执；收据9resource constraint：资源限制11reporting period：报告期12resident engineer：驻地工程师 2right of access to the site：进入现场的权利 2 residential housing：住宅建筑 14Rules of Arbitration of the International Chamber of Commerce：国际商会仲裁规则remain in force：在有效期中，仍然有效16Ssunk cost：沉没成本；已支付成本5set out：放线6safety procedures：安全程序6 subcontractor：分包商6site data：现场数据6specification：规范；详述；说明书8 standards of workmanship：工艺标准8 supplementary information：补充信息8 security of the site：现场保安6 supplementary drawings：补充图纸8separate accounts：专账4site visits：现场考察9signatories：签署人9sponsor：发起方10successor activities：紧后工作11screening estimates(or order of magnitude estimates)：筛选估计；匡算(或数量级估计) 3 Separation of organizations：独立型组织 1 sequential processing：串行处理；顺序加工 1 shop drawings of fabrication：车间安装图 1 site：现场 2specialty subcontractors：专业分包商 1 staggered processing：交叉处理；错列处理 1 subcontract：分包合同 1supervise：监理 1strategic decisions：战略决策 14software packages：软件包13supplier：供应商 13schedule control：进度控制13surety：保证人；担保人16successor：接任者 16Ttender：招标；投标8temporary works：临时工程6taking-over certificate：接收证书6transport of goods：货物运输6tender reference number：投票参考编号8 tender bond：投标保函；投标保证金8tender submission date：投标书提交日期9 traditional financing：传统融资10tax benefits：税收优惠10take-or-pay contract：照付不议合同10the critical path method (CPM)：关键路径法11 the longest possible path：最长可能路径11 the earliest starting time：最早开始时间11 the latest starting time：最晚开始时间11 the latest finishing time：最晚结束时间11 the earliest finishing time：最早结束时间11 total slack：总时差12the amount or volume of output：产出总量 3 the employer’s requirements：雇主要求 2 time for completion：竣工时间 2turnkey operation：交钥匙项目 1the period of bid validity：投标有效期16 technological feasibility：技术可行性 14 technology required：技术要求 14tactical decisions：战术决策 14time for completion：竣工时间15top priority：最高优先级 13Uunexpected costs：不可预见费用 3unit cost：单位成本 3units of work completed：完工劳动单元5 unbalanced bid：不平衡报价7unforeseen events：不可预见事件4Vvariances：偏差；不一致12variation：变更；变化6Wwork elements：作业要素4wholly owned subsidiary：完全控股子公司10 witness：证人；作证16written demand：书面要求16。

Chapter 11.1 introduction"To form by assembling parts" is the dictionary definition for construct, but the phrase also is a metaphor for the construction itself. 由各组成部分所构成是对建筑在字典中的定义，它也是对建筑本身的比喻。

Just as divergent materials come together to form a structure, so, too, does a diverse group of people come together to make the project possible.正如将各种不同材料组成构筑物，将不同人群聚集到一起也一样，使实现一个项目成为可能。

To bring together numerous independent businesses and corporate personalities into one goal-oriented process is the particular challenge of the construction industry. 把多个互不相关的行业和独立人群聚集到一起来实现一个共同目标对建筑业而言是独特的挑战。

The organizational cultures of architects, engineers, owners, builders, manufacturers, and suppliers may seem to work against the real need to forge a partnership that will ensure the success of a project. 建筑师，工程师，业主，建造者，制造商和供应商的组织文化看似违背了一个真实需求，这个需求是形成一个合作体（关系）以确保项目成功。

课文中的单词：Lesson 2Engineering projects management 工程管理construction industry 建筑业Specification/provision/ regulation 规范architect 建筑师owner/client/employer 业主general contractor 总承包商speciality contractor 专业承包商manufacturer 制造商material dealer 材料商equipment distributor 设备经销商at a specified time and cost 在规定的时间和成本site condition 现场条件basic and finished material 原材料和加工好的材料contractor 施工方working-plan 进度计划the peak period 顶峰阶段making the site ready 准备好了施工现场stage 阶段cleaning up 清场access road 入场道路warehouse 仓库concrete mixer 混凝土搅拌机construction method 施工方法building stage 施工阶段residential construction 住宅建设subcontractor 分包商Lesson 3industrial building 工业建筑civil building 民用建筑dwelling 居住single-story 单层multi-story ones 多层public building 公共建筑flat 公寓living room 起居室kitchen 厨房toilet 厕所office building 办公楼/写字楼childcare center 幼儿园station 车站exhibition hall 展览馆community center 社区中心grain shop 粮店single-family home 独门独户in highly industrialized 高度工业化wage earner 工薪族suburban 城镇public transportation 公共交通arrangement 布局town-planning 城镇规划reception room 接待室reinforced concrete 钢筋混凝土evenly distributed 均匀的分布evenly distributed load 均布荷载process plant 加工厂school room 书房drawing room 客厅two-bedroom flat 两居室Lesson 4Procurement and delivery 采购和运输bid 出价quotation 报价purchase order 采购单invoice 发票overlapping 搭接best price performance 最佳性价比rehandling 再处理bulk material 大宗散料off-the-shelf material 储存的材料fabricated member or unit 预制构件field storage and installation现场储备semi-processed state 半加工earthwork 土方工程wet concrete mix 湿混凝土拌合物gravel 砾石steel beam 钢梁column 柱子field erection/assembly 现场安装welded 焊接bolted connection 螺栓连接pre-processed/prefabricated 预制field labor 现场劳动力manufactured product 制成品specific craft 特殊工艺craftsmen 工匠electrician 电工pipefitter 管道工freight delivery 货物运输element 构件in stock 库存cumulative 累计inquiry issued to vendor 向供货商询价bid evaluation by designer 评标place purchase order 下订货单preliminary shop drawing 初步安装图slippage or contraction 延长或压缩fabricator 安装施工方cement 水泥brick 转头sand 沙子ready-concrete 预制混凝土Lesson 9bar chart 横道图/甘特图start and finish time 起始时间work progress 工作进度visual effectiveness 直观性critical path method 关键路径法network model 网络图optimal activity timing 最佳活动工序时间network node 网络图节点arrow notation/Activity on Arrow （AOA）双代号网络图following activity 后续工作circle notation/Activity on Node (AON)单代号网络图activity relationship 工序关系activity logic 工序dummy activity 虚工作resource allocation 资源配置feasibility analysis 可行性研究cost of money 资金成本/股息股利budget 预算financing 融资schematic design 初步设计construction drawing 施工图纸procurement 采购interest 利息interest rate 利率turn over 移交working drawing 施工详图duration 工期Lesson 13contractual amount for payment 合同规定的付款额estimator 估算师fabrication and installation 制作和安装nail 钉子screw 螺钉have the vision to see beyond 远见卓识process equipment 加工设备procuring equipment 设备的购买成本wiring 布线permit 许可证insurance 保险permanent document 永久性文件proposal 投标书direct cost 直接费direct construction cost 直接工程费measure cost 措施费indirect cost 间接费fees 规费home-office overhead tax on business 营业税income tax 所得税extra charge of education funds 教育费附加increment tax on land value 土地增值税field overhead 现场管理费Lesson 17contract 合同the Contract Agreement 合同协议书the Letter of Acceptance 中标函the Letter of Tender 投标书condition 合同条件the Specification 规范the Drawing 图纸the Schedule 计划表lump-sum contract 总价合同term 条款specified sum of 规定的总数目furnished 提供common practice 通常做法specified interval 规定间歇earn a profit 获利sustain a loss 承受损失unit-price contract 单价合同cubic 立方码linear 线性英尺concrete pavement 混凝土道路cost-plus-fee contract 成本加酬金合同reimburse 偿还on-site cost 现场费用head office 总部finance the project 酬资performance bond/Performance Security/the Performance Certificate履约保函surety 保证人engaging 雇人specialize 专注于highway 高速公路heavy 重型建筑pipeline 管道municipal 市政工程steel erection 钢铁建造idle equipment 停滞的设备cost-plus-incentive-fee-contract 成本加激励酬金合同cost-plus-a-fixed-fee-contract 成本加固定酬金合同cost-plus-percentage-fee contract 成本加固定百分比酬金合同Lesson 18execute 施工in accordance with 按照instruction 指令consumable 消耗品adequacy 完备性stability 可靠性Site operation 现场作业extent 范围Temporary Work 临时工程submit 提交Particular Condition 专用条件General Condition 一般条件Party’s design 手写信息the Tests on Completion 竣工验收as-built document 竣工文件dismantle 拆卸operation and maintenance manual 操作维修手册reassemble 重新组装taking-over 移交at his cost 自费currency 币种the Appendix to Tender 投标附录Sub-Clause 分条款expiry date 期满日期Lesson 21open/public bidding 公开招标selected bidding/ bid invitation / invitation to bidders 邀请招标bidder 投标者variation 变化regulate 规定deviation 偏离time-consuming 费时的negotiation 议标notice to bidders 投标者需知potential bidder 潜在投标人public work 公共工程the governing authority 政府机构solicits bids 请求投标prescribe【v】规定receipt of bid 接受标书bid forms 招标程序bid analysis 投标分析prebid meeting 标前会议unforeseen circumstance 不可预见的情况signing of the contract 合同签订successful bidder 中标人release of the bid 放弃投标insurer 承保人certifier check 保付支票the construction period 施工期guarantee-warranty periods 保修期deficiency 缺陷default 违约delay of progress 工期延误claim 索赔retention money 留存款prebid conference 标前会议the unpaid balance of the contract 合同未结算价款representative 代表Lesson 22bid opening 开标award of contract 合同授予bidding document 招标文件civil works 土木工程combination of bids 组合标turnkey contract 交钥匙合同commercial bid 商务标technical bid 技术标priced proposal 有价格的标书the date of invitation to bid 招标日期the date for latest delivery of bids 投标截止日期returned unopened 原封不动返还validity of bids 标书有效期the required sureties 被同意的保险人纸条扩充instructions to bidders 投标者需知the proposals 标书bond 担保agreement is the strongest of them all 协议是具有最高效力的prescribed 规定legal residence 法律注册地址provision 规定signature 签名load 荷载concentrated load 集中荷载force 力the loaded member 被加载的构件distributed load 分布荷载uniform 均布nonuniform 非均布weight 自重uniformly distributed load 均布荷载civil engineering 土木工程tunnel 隧道dam 大坝harbor 港口power plat 发电站water and sewage system 给排水系统mass transit 公共交通public facilities 必要基础设施population concentration 聚集地skyscraper 摩天大厦strength 抗压强度building material 建筑材料strength test to destruction 破坏强度试验ductile material 延性材料applying a tensile load 施加一个拉力compression test 抗压试验brittle material 脆性材料tensile strength 抗拉强度prequalification of contractor 资格预审。