工程管理专业房地产项目的可行性研究大学毕业论文英文文献翻译及原文

文献出处:Kim S Y. Engineering Cost Management of the Real Estate Project [J]. International Journal of Project Management, 2015, 26(7): 758-769.原文Engineering Cost Management of the Real Estate ProjectAuthor: Kim S Y.AbstractWith the rapid development of economy and the continuous expansion of capital construction investment, the real estate market whole process of construction engineering projects for the requirements of the project cost control has become more and more urgent. Project cost management personnel must be from a new Angle to manage and control the cost of the project. The face of the engineering cost management involves wider and uncertainty is a very strong work, in the process of project implementation will be many unforeseen events, and prevention of these matters only by investment (cost) control is very difficult to do, so the need for the whole process of engineering cost management system of the planning and control. Keywords: Process control; Real estate project; Project cost;1 IntroductionThe more advanced the economy, the pace of urban infrastructure construction and development of more robust, at the same time, building engineering construction enterprise also ushered in the broad space for development. Under such background, the construction engineering construction enterprise how to refine management work to achieve maximum economic efficiency of enterprises gradually came to the attention of many entrepreneurs, and become the key problem affecting the enterprise survival and development. With the continuous development of research and application of the project construction management, dynamic management in the application of modern engineering cost management becomes the main development direction of engineering cost management. Dynamic engineering cost management makes the construction project cost management work can carry on the corresponding adjustment according to the actual circumstance of engineering progress, in order to realize the scientific and precise engineering cost management.2 The analysis of present research situationThe United States, Britain, Japan and other developed countries the research emphasis in the whole lifecycle engineering cost management of construction projects, and more theoretical research in this respect. Whole lifecycle engineering cost management, that is, from the whole life cycle of the project (including construction prophase, construction phase, life and renovation and demolition) set out to consider cost and cost issues, using multidisciplinary knowledge, comprehensive integrated method, attaches great importance to the investment cost, benefit analysis and evaluation, by utilizing the method of engineering economics, mathematical model, the emphasis on prior to the construction of the project, construction period, using the minimum total cost of the maintenance period of stage management theory and methods." Whole lifecycle engineering cost management" is a term by British atoll gowned at don in June 1974 at the royal institution of chartered surveyors of the journal of architecture and quantity surveying quarterly magazine published in the economics of the concept of "3 l" was first proposed. Then, many scholars and practitioners in the whole lifecycle engineering cost management to do a lot of research and progress. O rshan's whole life cycle cost: to compare the construction scheme of tool "is from the perspective of architectural design scheme comparison, explored the construction plan should be fully considered in the design of the project construction cost and operation maintenance cost concepts and ideas, put forward the engineering project cost division method, project cost mathematical model and the uncertainty of the project risk estimation method.3 Analysis of the current status of the construction engineering cost managementProject cost management is the key to guarantee during the construction of the project construction cost control, is an important management means investors the total cost of the project investment. In modern construction project bidding, project cost has become a measure of the bidding enterprise technology, management and cost control, the important factors of construction enterprise's overall strength assessment is of great significance. In recent years as the change of the construction market under the market economy environment, the construction work of constructionenterprise project cost management level has become the influence construction enterprise market competitiveness and economic benefit of the key. Through this period of time the application and popularization of it can be seen that the dynamic engineering cost management can make the enterprise to better deal with the relationship between the time limit for a project, quality and cost, is beneficial to enterprises in a dynamic engineering cost management under the guidance of the theory can improve the effect of cost control. However, because of this theory in the construction enterprises lack of management experience in practical application, eventually led to the enterprises in the implementation of dynamic engineering cost management has many shortcomings.Engineering construction project is under a certain amount of time, cost and quality requirements, to form a certain production capacity (or function) of fixed assets, and according to specific procedure completed one-time task. Real estate project is a type of construction engineering project, compared with the general project, has the characteristics of more complex. The four basic characteristics of real estate project is not only a project (one-time, clarity, integrity, uncertainty), and with a certain procedural, systemic, organizational characteristics such as particularity, diversity policy norms. Real estate project construction cost refers to the construction of a project anticipated or actual spending the entire cost of the investment in fixed assets. Including, equipment and instruments purchase cost, construction installation cost, other cost of engineering construction, the construction period of reserve funds, loan interest, and fixed assets investment adjustment tax.4 Dynamic management and control of the construction project cost4.1 Recognize the importance of dynamic engineering cost managementPush the dynamic management of construction project cost implementation is influenced by the traditional extensive construction management, at present, quite a number of building engineering construction enterprises lack enough understanding of the project cost management work, to dynamic engineering cost management is a lack of understanding, make dynamic engineering cost management in the application and promotion by the block. Against such a situation, the modern building engineeringconstruction enterprises should improve their understanding of, through the improvement of understanding of dynamic engineering cost management, and promote the application of theory of dynamic engineering cost management, promote enterprise project cost management work.4.2 Establish perfect dynamic engineering cost management systemTo promote the implementation of dynamic engineering cost management in order to be able to carry out dynamic engineering cost management theory, improve economic efficiency and market competitiveness of enterprises, the modern building engineering construction enterprises should be based on the dynamic engineering cost management theory to construct perfect project cost management system.To complete the project cost management system specification construction engineering construction process of the project cost management, standardize the construction process in all departments and personnel work, to achieve the goal of construction project cost management.4.3 Construction project cost dynamic management and the analysis of the control pointsUnder the condition of modern market economy, the change of the price will cause the emergence of the artificial expenses. As an important part of the project cost, artificial difference will directly affect the total engineering cost. Therefore, building engineering construction enterprises should according to the market price situation and industry pay corresponding management measures, using basic salaries and wages allowances and benefits way different situations such as transitional adjustment, will be the difference between the artificial cost, the price situation changes on the influence of the artificial cost make scientific adjustment, etc. The implementation of the project cost, the dynamic management of another important content is civil engineering. In compiling process which should increase engineering cost calculation and the actual quantity difference. In the implementation of the project cost management and at the same time, according to the practical situation of the corresponding dynamic adjustment. Through the implementation of dynamic engineering cost management, make the project cost can carry on the adjustmentaccording to the practical situation, to realize the project cost of construction cost.5 ConclusionsTo sum up, the dynamic engineering cost management for modern market economy condition may cause cost change in all kinds of factors in scientific countermeasure. Dynamic implementation of the project cost management for construction engineering construction process of cost control and management in the cost of the establishment and adjustment are given under the guidance of the scientific, for the realization of the project cost control target, project cost management have laid a solid foundation. Modern enterprises should realize the construction of the project cost dynamic management and control the positive influence to the enterprise economic benefit and market competitiveness, with scientific attitude dynamic engineering cost management theory is introduced, and the efficient use of in the process of engineering construction. Through the implementation of dynamic engineering cost management theory, application and management to achieve the ultimate goal of establishment, implementation of engineering cost, improve comprehensive economic efficiency of enterprises.译文房地产项目工程造价管理研究作者: Kim S Y.摘要随着经济的快速发展和基本建设投资规模的不断扩大，房地产市场对建筑工程项目进行全过程工程造价控制的要求越来越迫切。

Study on Project Cost Control of Construction EnterprisesBy: R. Max WidemanAbstract With the increasing maturity of construction market, the competition between construction enterprises is becoming fierce. The project profit is gradually decreasing. It demands that all construction enterprises enhance their cost control, lower costs, improve management efficiency and gain maximal profits. This paper analyses the existing problems on project cost control of Chinese construction enterprises, and proposes some suggestions to improve project cost control system.Key Words ：Construction enterprises, Project management, Cost controlAfter joining the WTO, with Chinese construction market becoming integrated, the competition among architectural enterprises is turning more intense. Construction enterprises must continually enhance the overall competitiveness if they want to develop further at home and abroad construction market. Construction Enterprises basically adopt the "project management-centered" model, therefore, it is particularly important to strengthen project cost control.1.The Current Domestic Project Cost Classification and Control MethodsCost refers to the consumption from producing and selling of certain products, with the performance of various monetary standing for materialized labor and labor-consuming. Direct and indirect costs constitute the total cost, also known as production cost or manufacturing cost. Enterprise product cost is the comprehensive indicator to measure enterprise quality of all aspects. It is not only the fund compensation scale, but also the basis to examine the implementation of cost plan. Besides, it can provide reference for product pricing According to the above-mentioned definition and current domestic cost classification, construction project cost can be divided into direct costs and indirect costs. Direct costs include material cost, personnel cost, construction machinery cost, material transportation cost, temporarily facility cost, engineering cost and other direct cost. Indirect costs mainly result from project management and company's cost-sharing, covering project operating costs (covering the commission of foreign projects), project's management costs (including exchange losses offoreign projects)and company's cost-sharing.At present the main method for domestic construction enterprises to control project cost is to analyze cost, naming economic accounting, which is the major components of cost management and the analysis of economic activities. In accordance with its scope of target and deep-level of content, GM project cost analysis method can be divided into two categories, namely, comprehensive analysis of project cost and cost analysis of unit project Comprehensive analysis of project cost. It is carried in terms of budget and final accounts, cost reduction programs and construction installation costs. The methods used are as follows: (1) comparing the estimated cost and actual cost. Check the result to reduce cost, lower cost index and budget status. (2) comparing actual cost and project cost. Check cost reduction programs as well as the windage between the actual cost and plan cost. Inspect the rationality and implementation of techniques organizational measures and management plans.(3) comparing lower cost of the same period last year. Aanalyze causes and propose the improving direction. (4) Comparison between engineering units in cost-cutting. Identify the units cost-reducing, which finishes projects, with a view to further cost analysis.Cost analysis of unit project. Comprehensive analysis only understand project cost overruns or lower. If we want to get more detailed information, each cost item analysis of unit project is needed. Analysis mainly from the following aspects:(1) Materials cost analysis. From the view of material stock, production, transportation, inventory and management, we can analyze the discrepancy impact of material price and quantity, the cost-reducing effectiveness resulting from various technical measures, the loss from poor management.(2) Labor cost analysis . From the number of employment, hours of use, ergonomics, as well as wage situation, we can identify the savings and waste during labor use and fixed management.(3) Construction machinery cost analysis. From the construction options, mechanization degree, mechanical efficiency, fuel consumption, mechanical maintenance, good rates and utilization, we can analyze the yield and cost discrepancy of fixed-class ergonomics, the cost of poor classes, focused on improving mechanical utilization efficiency and waste caused by poor management.(4) Management cost analysis. From construction task and organizational staffing changes, non-production personnel changes, as well as other expenditure savings and waste, we can analyze management fees and justify the rationality of expenditure.(5) Technology organization measures implementing analysis. It can increase experience for future establishment and implementation of technical organization projects.(6) Other direct costs analysis. Focus on the analysis of second removal and water, electricity, wind, gas and other expenses situation during construction.2. The shortcomings of cost-control methodsAt present, domestic construction projects cost-control methods have played a significant role for Chinese construction industry and construction enterprises to reduce cost and gain sustainable development. However, we should be aware that these methods exist some shortcomings as follows:2.1 Lack of systemization.Presently, the cost control of construction enterprises is a simple control on cost. In fact, project cost control is closely related with project plans and progress, quality and safety. Therefore, cost control should include above-mentioned elements.2.2 Lack of real timeModern project management is increasingly tending real-time management and forward-looking management, paying more attention to "promptly identify and solve problems", emphasizing as much as possible to identify and solve problems before problems occur. The current control system is to control after problems occur, which can't avoid loss.In addition, current cost-control method is static. It can't monitor and reflect timely costs change, therefore, this method can't provide the support of decision-making for projects management under construction.2.3 Lack of error-checking and error-correcting mechanismThe current cost-control method is the single-class without error-checking and error-correcting mechanism. If mistakes occur in the future, we can't discover timely, or even impossible found. 2.4 Lack of compatibilityThere is lack of compatibility between project cost-control and project finance and corporate management system. The project budget is built on ration, but project financial itemsubjects are based on current financial general regulation. This is not consistent between methods. Specific to the software, financial sector of domestic construction enterprises is generally adopting some general financial software, such as UF, IBM. The software is not specifically for the development of construction enterprise, not reflecting the special nature of construction enterprises. However, the budget software is also not considered financial aspect. The lack of compatibility leads to void labor and low management efficiency. At the same time, it increases the probability of error information and error decision2.5 Limitation on notions and quality of personnelThese days, most of construction enterprises are faced with the shortage of qualified personnel during improving cost-control system. It is difficult to find a suitable person with budget and financial knowledge and practical experience in project management.3. Suggestions for improving domestic cost-control methodsFrom the view of enterprises and projects, project cost control is a system engineering. It needs standardization and systematization, closely related to many factors. If current domestic construction enterprises want to establish a practical and efficient cost control systems, the cost-control methods must be improved as follows:3.1 Establish systemic cost-control systemAccording to the specific situation of enterprises, company's cost-control guiding documents should be developed. Based on current fixed budget, enterprises develop work breakdown structure of specific conditions. And on these base, along with progress, quality and safety factors, cost control system will be established ultimately, including the establishment of project cost real-time control (the first class by full-time staff in the execution of project cost control, reporting cycle for one week or fortnight), project cost integrated control (the second class, by financial officers in the execution of projects, reporting cycle for fortnight or a month) and corporate cost control (the third class, by company's financial sector, reporting cycle for a month or a quarter). Such three class cost control system resolve the problems of real-time and error-correcting mechanism.3.2 Develop specific control processesAccording to enterprises' specific circumstances, we should formulate specific control processes, identify levels for controlling reporting periods, and arrange specific persons tomonitor. Throughout reporting period, two kinds of data or information need to be collected: (1) the actual execution of data, including the actual time for beginning or end, and the actual cost.(2) the project scope, progress plan and budget change information. These changes may result from the clients or project teams, or from some unforeseen things such as natural disasters, labor strikes or key project team members to resign. These changes should be included in project plan and obtained the consent of customers, then new baseline plan need to establish. The scope, progress and budget of new plan may be different from initial plan.Above-discussed data or information must be timely collected, so that it can become the base to update project progress and budget. For example, if the project reporting period is a month, data and information should be collected at the end of month as far as possible, which can guarantee progress in the updated plan and budget.3.3 Improve project financial subjectBased on work breakdown structure, enpterpries should improve project financial subjects so that projects match with real-time cost control, company's financial and cost control systems, which can solve the compatibility between cost control and finance. At the same time, financial system and cost control system using the same data format, similar forms and data-sharing can improve effectively. In the short term, construction enterprise can transform the existing software and statements to achieve cost savings and reduce the impact of system transformation. In the long-term, enterprises can adopt suitable management software and build company's integrated management system.3.4 Balance precision control and cost controlWhen improving project control system, we should pay attention to balance precision control and cost control. Cost control is through the whole process of project. Under normal circumstances, enterprises can take a fixed period report. If new problems will be detected, then enterprises should increase the reporting frequency until problems are resolved.3.5 Train current staffEnterprises should gradually train the existing staff for the future reserves. In any system, human element is always the first one. No matter how perfect and advanced a management system is, and it ultimately relies on people.3.6 Identify core contentsThe core contents for cost control are team spirit, technology and work process consistency, standard management methods, foreseeing difficulties and contradictions, fostering a challenging work environment and continuing improvement.研究建筑施工企业的项目成本控制马克斯.怀德曼摘要：随着建筑市场的日趋成熟,建筑施工企业之间的竞争变得激烈。

外文文献:The project management office as an organisational innovationBrian Hobbs ＊, Monique Aubry，Denis ThuillierUniversity of Quebec at Montreal, Department of Management and Technology，PO Box 8888，Downtown Station，Montreal，Que，Canada H3C 3P8Received 15 May 2008; accepted 20 May 2008AbstractThe paper presents an investigation of the creation and the reconfiguration of project management offices （PMOs) as an organizational innovation。

The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to contribute to a better understanding of PMOs and of the dynamic relationship between project management and the organisational context。

The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of project management in organisations and more widely to the ‘‘rethinking of project management.”1。

文献出处: Soriano M. The feasibility analysis of real estate project [J]. Regional and Sectoral Economic Studies, 2016, 1(5):31-41.原文The feasibility analysis of real estate projectSoriano MAbstractReal estate industry is a typical capital-intensive industry, with a large investment, high chicken risk, and long cycle for a long time, supply chain and regional characteristics. A lot of real estate project feasibility study insufficient science, project summary on, often because of unreasonable location, size is too large, use external conditions do not have the influence; Construction delay due to lack of resources; Slow due to unreasonable product structure; Due to the insufficient market observation and pricing of default. Once the real estate construction project decision-making mistakes is not only waste a lot of manpower and material resources, financial resources, increase the enterprise debt burden, bring the deadly blow to developers. Precipitation, but also leads to a bank loan or even rationality affect urban development process.Key words: Real estate; The feasibility analysis; Financial evaluation1 Summary of feasibility analysisFeasibility analysis, feasibility study, it is to point to in the project investment decision-making stage, the proposed project for the comprehensive technical and economic points of argument, it is the important content of project investment preparation method. Project feasibility analysis as a work, including the early stage of project is associated with the proposed project of natural, social, economic and technical data of investigation, analysis and prediction research of structure and than choose possible investment programs, demonstrates the necessity of project investment, project for the applicability of the subjects and risky, technically advanced and applicable, economic profitability and the possibility and feasibility of the investment condition, for the investment decisions to provide comprehensive, system, objective basis. Feasibility analysis can not only refer to a kind of practice activity, adiscipline, can also refer to a kind of method. Feasibility analysis is as a comprehensive analysis of the decision-making stage in demonstration of a kind of practice activity. Feasibility analysis as a science, it is across the engineering science, economics and management science and natural science emerging integrated disciplines, its research object is the project investment decision-making problem of technical and economic purpose is the effective use of limited resources, to get as high investment efficiency. Feasibility analysis is also a kind of method; it is a comprehensive decision argument analysis, including a variety of market research and forecasting, decision making structure and comparison method, the risk analysis methods, the technical and economic analysis method and some technical methods. Project feasibility analysis is in front of the investment decision-making of engineering construction project from the technical, economic and social aspects to conduct a comprehensive technical and economic analysis of the scientific method. The results form the basis for the feasibility study report is the project investment, provide reliable scientific basis for project investment decision.2 The main content of feasibility analysisThe feasibility analysis of conclusion is the important basis for developers, project investment decision-making, the feasibility report of the feasibility analysis of both government agencies for examination and approval of project and awarded on the basis of planning and construction permits, as to the bank, risk investment agencies and financial institutions, such as the basis of a society to raise funds. In addition, the feasibility analysis also can be used as the construction and the basis of project assessment, project post-evaluation. Successful feasibility research is not only to clear answer whether the proposed project should be investment and recommend a better choice, provide scientific basis for investment decisions, should also work for further planning, design, and implementation provides guiding principles, framework and foundation. General real estate project feasibility analysis work can be summarized as market analysis, technical analysis and economic benefit analysis of three aspects, for detailed analysis of economic benefits will be divided into investment estimation and financing analysis, analysis of financial evaluation. So thereal estate project feasibility analysis can be divided into five core key issues:2.1 Market analysisMarket analysis is the main content of the real estate market research and market positioning, through the social macro economic development situation investigation and analysis, from the demand of the market structure, market capacity, supply and demand situation, the ability of net added value of real estate project, real estate construction project of the competition ability of objective evaluation and analysis of the real estate project, on this basis, to determine the real estate project development of product positioning and sales strategy and period after completion of the plan.2.2 Technical analysesTechnical analysis refers to the analysis of real estate project planning design and construction conditions and schedule, including the scale of the project, project is the level of development, the structure of the planning and design technical indicators, the structure of the decoration standard, function and area allocation, demolition scheme is suggested, the main body of form a complete set of engineering, environmental engineering, project schedule, engineering of water supply and drainage, power supply, cable TV, telephone, gas, broadband and late construction of roads, landscaping, new material, new technology application, etc.2.3 The analysis of investment estimateInvestment estimation is the estimation of the total investment of project, investment estimation should include the enclosed project investment situation, estimate basis, estimation range and estimation results, investment estimation can be divided into land cost, the early stage of the project cost, project sassing out cost, the development of indirect fees, management fees, sales cost, financial cost, taxes and unforeseeable cost estimate, etc.2.4 financing analysisFinancing analysis is based on the application of project capital and funding plan funding sources using the table, the project financing plan according to the table (that is, financing options).Financing is generally in investment estimation, on the basis of the research proposed the funds required for the project of channel, the form offinancing, financing structure, financing cost and financing risk, than choose recommend project financing, financing and financial evaluation as the basis.2.5 Financial evaluation analysesProject financial evaluation analysis includes he certainty and uncertainty analysis. Uncertainty analysis is mainly for profitability and solvency analysis. Because of the economic evaluation of data from a large part in the future forecasts and estimates, real estate investment cycle is long, generally more influence factors, which makes sure analysis data provided by the reflective index with different degree of uncertainty, these uncertainties can bring risks to project began to send, project evaluation uncertainty analysis is needed, therefore, evaluation of project may be taking the risk. Finally according to the result of certainty and uncertainty analysis, judge the feasibility of the project financially. Financial evaluation to select is the best project from multiple feasibility scheme investment programs.3 Market analysesSuccessful operation of a real estate project in the final analysis is the result of market demand. The success of the project planning and design cannot leave a comprehensive detailed and in-depth market research and analysis. Without careful investigation data, unable to understand the current situation of the real estate market situation and the distribution of the products, and the characteristics of the competition, is impossible to correct positioning of the project, also as a madras reflected real estate project planning and design. So a successful project from the detailed investigation and study, this is the starting point and the basic point of project operation. Real estate project began to long hair, from the project to start selling after one year, two years or longer. Land auction to pay the land and obtain the certificate of time it takes half a year, on finishing time will be longer more land. Project preliminary design, detailed design, construction project planning permit, into the formal construction stage, which got the state-owned land USES card, land planning license, construction project planning permit, construction permit after the four card, generally up to one year. After four card project pre-sale conditions prescribed by the government to achieve to obtain pre-sale permit for sale, this time ranged from 3months to half a year. Project feasibility analysis needs a year or two before project sales on market research analysis, and makes accurate judgment positioning. Choose wisely, ratio what all important.4 Technical analysesProjects of technical analysis is the main content of the project planning and design scheme, construction conditions, the schedule is analyzed. Front to say "70% of a project success or failure lies in early" analysis of market positioning and planning and design, and in the prophase of project positioning, target market positioning, price positioning, marketing concept, and so on important concept, in fact, all in real estate projects in the planning and design, also are condensed in the planning and design. So in terms of real estate project planning and design excellence, it is necessary to ensure the success of the project. Many projects in the planning and design for two or three years of effort, every success finally, absolutely not accidental. Technical analysis, divided into two parts, the planning design and construction conditions schedule. A planning and design of the main content is: from the perspective of market demand, overall planning, the planning index Suggestions, site planning, architecture design, business planning, advices on family planning, traffic planning, landscape design and decoration, form a complete set of design, and other products in the planning and construction of relevant advice. Planning and design of the main work is to provide measures of the planning technology, provide the basis for the next step of economic analysis.The difficulties of planning and design, project total sales income depends not only on building area, but also depends on the market design the product sales price. So low volume rate, high quality, the owner comfort level increased, but the project sales are not necessarily synchronous increased. If the project sales revenue increase to compensate for volume rate, reduce the loss and the project can be accepted by the market, so the low volume rate project is feasible. For let hair business, plot ratio and determine the costs of land price in the home the percentage of how much area of the building can be, in general, the lower the volume rate, the higher the quality, but the project area is less, the building can let send less the area of the recovery of fundsavailable. Plot ratio is higher, the residents' comfort is relatively lower, but the resource saving. On the contrary, the higher comfort level, lower volume rate, saving resources is not enough, but the environment is good. All issues in the conflict, but want to both, if only the former or the latter is certainly not development, to seek a balance. Planning and design of the difficulty lies in how to meet the needs of market customer comfort and developers for increase the rate of volume, increase recycling funds, improve the contradiction between the economic benefits of the project requirements.译文房地产项目可行性分析研究Soriano M摘要房地产行业是典型的资金密集型行业，具有投资大、凤险高、周期久、供应链长、地域性强的特点。

可行性研究报告英语范文Feasibility Study Report.Executive Summary.This feasibility study assesses the viability of [project name] by examining its market potential, technical feasibility, and financial viability. The study concludes that the project is feasible and recommends proceeding with implementation.Market Potential.The target market for [project name] is [target market]. The market is estimated to be worth [market size] and is projected to grow at a rate of [growth rate]. The study identified several key trends in the market, including [trends].Technical Feasibility.The project is technically feasible and can be implemented using existing technologies. The project will require the development of a new software application, which will be developed using [software development methodology]. The project team has the necessary expertise to develop and implement the project.Financial Viability.The project is financially viable and is expected to generate a positive return on investment (ROI). The project has a payback period of [payback period] and a net present value (NPV) of [NPV]. The project is also expected to generate significant cash flow and contribute to the company's bottom line.Conclusion.The feasibility study concludes that [project name] is feasible and recommends proceeding with implementation. The project has a strong market potential, is technicallyfeasible, and is financially viable. The project is expected to generate a positive ROI and contribute to the company's bottom line.Recommendations.The feasibility study recommends the following steps to proceed with implementation:1. Develop a detailed project plan.2. Secure funding for the project.3. Assemble the project team.4. Begin development of the software application.5. Implement the project.中文回答：可行性研究报告。

工程管理论文中英文资料对照外文翻译The Internet is Applicated in Real EstateThe Real Estate Industry and the World Wide Web: Changing Technology, Changing Location.The Internet, in its Web based graphics version, has captured the imagination of both consumers and businesses. Its convenience, speed, low cost and versatility are being exploited on a daily basis in ever-changing ways. Together with its capacity to transform existing businesses, promote new businesses and facilitate exchange of information and data, its other striking attribute has been the speed with which this new technology has spread throughout the global economy.Keywords:The internet;Real Estate;ApplicatedThe number of computer hosts grew by more than ten-fold between 1995 and early 1999. The number of Web sites increased almost 100-fold, to over two million, between 1995 and 1998.Ｂy the year 2000, there will be approximately 400-500 million Internet users in the world, and the total number of Web sites will exceed five million.This new technology has the potential for affecting the real estate industry directly and indirectly. Directly, it may become a tool that allows a real estate business to expand its information and sales network. Indirectly, it may change the location equation where and how firms do business which in turn will affect the role of firms involved in real estate development, investment and transactions.Measuring the Spread of the WebThere are few reliable published statistics on Internet or Web use, and statistics reported by different analysts are often inconsistent. Our discussion of the Web and real estate is based on limited information from surveys and on examination of Web sites rather than on more comprehensive data. We have built our overview of the role of the World Wide Web and real estate by examining a variety of sources(including trade publications, existing Web sites, and our own survey of selected real estate firms)From E-mail to E-commerceBefore the advent of the World Wide Web, the Internet existed mostly for the purposes of e-mail, data transfers, newsgroups and bulletin boards, and its reach was limited primarily to the academic and the defense community. The technology itself was not particularly user-friendly, the network speed was not very high, the medium was limited to text and data, and accessing information was cumbersome and time-consuming. The browser technology greatly simplified usage, enabled multimedia information, and created interactive possibilities. The technology brought together TV entertainment, library information, news bulletins, communication and data in one desktop machine.Although initially the greatest patrons of the Internet were the academic community, the commercial sector quickly caught on to the potential of the Web. The private sector saw in the Web an opportunity to widen its marketing reach, lower costs of information dissemination, improve customer relations, and ultimately to conduct sales. Existing private sector Web sites can be roughly categorized into three types, as summarized. The most basic level is for simple information dissemination. The firm registers a Web site and develops a page giving basic company information. The second stage is an expansion of information, marketing goods and services or providing other customer information. The third stage is the addition of transactions tothe activities possible on the Web site.Most business sites at present are in Stage 2. The use of the World Wide Web for detailed information dissemination, and marketing has had several advantages. For the firm, marketing, information dissemination and customer services on the Web can be monitored and analyzed with some details unavailable from conventional methods of marketing using other media. Internet tools can now provide a firm with data on who accessed the site, which pages were visited most, heavily, from where and for how long. This information contributes to improved measures of the results of promotional efforts. The promotional costs associated with the Internet have also been very low. For example, in direct mail marketing, to send a one-page color brochure to 5,000 random addresses will cost upwards of $2,500. The cost of setting up a Web site could be one-tenth of this amount or less (although tracking and analysis can quickly add to the cost)?Many different sectors, including real estate, have found the Internet to be both efficient and cost-effective as a marketing device.The next logical step - a full-fledged office/store on the Web with transaction capability and commerce on the Internet is now being attempted in varying degrees depending on the firm's area of business. Retail sites selling products between $10 and $100, the kind that are traditionally part of a direct mail sales catalog, seem to be the ones having the greatest success(although 4% of sites sell products over $10,000 and another 13% sell products ranging from $100 to$9,999)?A number of retail sites have also harnessed a secondary revenue stream from advertising. Advertising revenues on the Web have crossed the billion-dollar mark and total Internet generated revenue will approach$100 billion this year.Consumers' Use of the WebSurveys of consumers using the Web suggest that a Web site does notsubstitute for the more traditional forms of business, but can greatly facilitate the run-up to the final transaction. The most common use of the Web is for information searching, closely followed by work-related uses, education, and entertainment. A significant majority of those that use the Web for shopping do so to carry out detailed research on product information（90%）and to do price comparisons（85%）. This more often leads to purchases through normal channels（67%）. Most of the online purchases tend to be of items that are standardized-four of the five top items bought on the Web, according to survey, are software, books, hardware and music (the fifth is travel). More than half of consumers who make purchases on the Web spend less than $500 in a six-month period.The demographics of Web users vary widely in age and income. Surveys by Georgia Tech, Active Media and Web indicate that the average age of Web users is 35 years, with average household income $67,000. Most are college educated (65%). A high proportion of the respondents (42%) has accessed real estate sites.Limits to the Web - Some "Catches" to the New Technology New technology is frequently a mixed blessing, and the World Wide Web is no exception. Apart from the teething troubles that any new technology faces and the time, as well as resources needed to learn, adapt and master it, the Web poses some unique issues and problems of its own. Consumers today are facing information overload of taxing proportions. It is not always easy, or even possible, to locate the relevant information on the Web, despite sophisticated search engines. Once the site is located, fancy graphics, complex linkages, labyrinthine routings, and a lot of irrelevant information may overwhelm the consumer - in short, poor and confusing site design can reduce the site's effectiveness.From the point of view of the business, there are two commonly heardcomplaints. First, the business may find that its site does not figure prominently on search results, limiting the number of customers reached. Second, for many firms, Web initiated leads are as yet few and far between. Real Estate Web SitesReal Estate firms and related businesses were among the early private sector pioneers of Internet use and have had a fast growing presence on the Web. presence on the Web. One example of the real estate sector's presence on the Internet in its pre-World Wide Web incarnation was the real estate classified bulletin board of Prodigy, the online service, which had listings for homes and other real estate. A few real estate related Web sites started in 1994 (generally regarded as the inaugural year of the Web). The New York City Real Estate Guide Web site, created in the summer of 1994, was one of the first to offer free access to the latest New York real estate information. By the summer of 1995, the site was receiving more than 100,000 inquiries a month.The real estate industry registered its entry on the Web in a dramatic way in 1995. By the end of that year there were close to 4,000 real estate Web sites. The content matter of the sites, as well as the mix of real estate related firms on the Web have changed over time. Initially, quite a few of the sites were residential real estate brokerages and listing guides, but fairly rapidly the list expanded to include commercial and retail listings, mortgage brokers,appraisers, architects, real estate attorneys, developers, construction firms, and suppliers. As investment vehicles for real estate expanded, REITs, publicly held firms, and investment advisors also added Web sites.The early real estate broker Web sites quickly took advantage of the unique features of the Web. Prospective customers could find out what properties were for sale or rent, look up detailed descriptions of each listing, view photographs and floor plans, and contact the broker by e-mail. Viewerscould also look up statistical and data reports on conditions in various geographical areas and on emerging macroeconomic trends.Ever since then, the real estate industry has been among the most enthusiastic users of the Web, by some measures accounting for 4% to 6% of commercial Web sites. A survey conducted by Real Estate Broker's Insider in early 1998 confirmed that nearly 95% of the respondents/brokers had a Web site, and more than 90% of the housing stock on sale at a given time is now listed on the Web. Indeed, because of the dispersed, localized nature of the role of information in real estate, the prospective gains from information dissemination, comparability, and Web links were particularly significant in real estate.For much of the real estate sector, the Internet generates not so much the actual transactions themselves, but creates initial leads that are later followed by transactions, purchases and sales. Web sites frequently lead to contacts that are then nurtured through telephone and person-to-person meetings. For residential real estate, Web activity includes residential searches, housing details, and pricing information (both on houses and mortgages), with follow-up contact with brokers. Real estate-related transactions are seen in the hospitality industry (making reservations for hotels and vacation homes and in online mortgage applications). Mortgage and home loan finance companies report both inquiries from mortgage shoppers who obtained initial information from their Web sites, as well as closing of loans through the Web, lead to great savings in time and overhead costs.It is not just the real estate professionals who are enthusiastic about their Internet presence, judging it to be as effective as print and radio advertising. Mortgage shoppers, homebuyers and vacation rental seekers as well applaud, in particular, the convenience it brings to the entire process of searching, researching, comparing, communicating and transacting business.Beyond these sectors, many other types of real-estate related firms are using the Web to broaden their market areas, increase the depth of their marketing, and to provide a range of services to existing customers. Commercial brokers provide not only information on available sites but also on market conditions for different locations and sometimes more in-depth economic analysis of a region. REITs and other investment firms provide detailed information on their products as well as background market or economic information. Public companies provide up-to-date stock quotes and quarterly and annual reports on the Web.Web Penetration and Use: The Experience of Leading Real Estate Firms We conducted a limited survey of a sample of leading real-estate related firms in the US and California. Responses from approximately 60 of these firms showed that over four-fifths had Web Sites by March 1999. 2 Of those with Web sites, one-third had inaugurated their sites by the end of 1996. Among the earliest with a Web presence were brokers, investment firms, lenders, business and financial services firms, law firms, residential developers, and a trade organization. Another third of the group were newcomers, with sites inaugurated in 1998 or early 1999. Commercial developers were prominent among this group, with residential developers, consultants and advisors, lenders, REITs and investment firms also among this group. Those without sites were more likely to be privately held firms with a relatively narrow base of activity (for example, a commercial developer centered in the San Francisco Bay Area)?Most with Web sites used their site to provide information about the company and to market services. In addition, about one-third marketed property from their site, providing detailed information on the characteristics of buildings available, surrounding communities, and other related data. Other Web site uses include employee recruiting, providing information formembers or investors, and disseminating related information on topics such as regulations or real estate markets.What does the Web specifically do for Real Estate?According to Activemedia, an internet research company, some of the sectors experiencing the greatest growth in terms of their presence on the Web in 1998 were computer hardware and software, real estate, publishing and information, finance and Internet services. A significant initial motivation for this rush for the Web is provided by, what can be termed, the "tiptoe" effect. The first ones on the Web had an additional advantage over those who did not; information on their services, products, home listings now be accessed conveniently by those with computers. The low setup cost, however, and the potential disadvantage of not having a Web presence has propelled others in the profession to set up their own sites.Real estate shares in some of the basic advantages of the Web mentioned earlier, such as ease of marketing, communication and feedback from clients, lowered costs of operations and convenience of customer service and support. In addition, the Web provides positive features specific to the real estate industry.Key elements include the following.1.Increased geographic reach.The Web has dramatically increased the geographic reach of both buyers and sellers. Although the "local" aspect of real estate will perhaps never be whittled away completely, there is no doubt that inquiries about properties can now emanate from far away to a much greater degree than before. This, in turn, potentially increases the size and "depth" of the market and makes it more efficient.2.Capability of visualization.In some sense, increased geographic reach has become possible due tothe other emergent feature of the Web, the capability of visualization. In its most state-of-the-art form, Web sites now allow prospective buyers to take virtual tours of homes, resorts, hotels and convention centers.3.Reduced transaction costs.The Web may reduce transactions costs. This has been particularly apparent in the case of mortgages. According to Fannie Mae, 1.5% of all mortgages were handled online this past year. The Web-attributable features that make this kind of a transaction possible are instantaneous comparability, interactive capability, online calculation, online applications, and continuous updating of the sites.4.Improved information dissemination.The Web offers broad opportunities for increasing the scope and depth of information provided by many different types of firms. A well constructed home page gives an overview of a firm's range of services or activities. Links allow the customer or client to learn much more detail about the selected items of most interest, while ignoring less relevant pieces of information. A number of sites take advantage of the ability to link to resources beyond the company's Web pages, linking customers and clients to related Web resources.Unlike retail sectors, such as books and computer hardware, the Web as yet has not become a threat to the "middle man" role of many real estate firms. Instead, it is more likely to be used as a means of expanding services offered or locations served. However, in the long term, the Web and related Internet technology have the potential to change the structure of business activity, which in turn will affect the demand for real estate in type if not in quantity. For example, some retailers already have closed stores while expanding sales on the Web. Also, the Internet has been seen as one factor allowing the decentralization of office space. These trends to date have notled to a decline, but rather to a redistribution in the demand for office, retail and warehouse space.These are summarized .Speculation on Potential Impact of Internet on Real Estate Industry.1.Shortening of Transaction Cycle2.Precise Market Targeting3.Transformed Competition4.Cost savings:a)Marketing,b)Sales,c)Operation5.Possibility of Disintermediation;Lowering of Commissionsbination of Comparison Shopping and Direct Sales7.Access to MBS Secondary MarketHow to Find the Real Estate Sector on the WebThere are a few key sites that can be used to access the broad range of real-estate related Web sites. These include:-Site sponsored by the National Association of Realtors, linking users to realtor, home sales and market information.-Site sponsored by the National Association of Home Builders, providing a wide range of market information.-Directory to commercial real estate sites, including brokers,developers, investors and analysts. and , two sites that provide users with information about mortgage rates, mortgage brokers and with the opportunity to submit an application online. (National Association of Real Estate Investment Trusts) and (Real Estate Investment Advisory Council), two associations related to real estate investment trusts.-The California Association of Realtors site.the site for the Urban Land Institute, with information onthe organization, programs, conferences, and publications related to real estate and land use. has three online magazines including National Real Estate Investor, Shopping Center World, and Midwest Real Estate News. An additional real estate online magazine, can available at .Ashok Deo BardhanRESEARCH FELLOWCynthia A. KrollREGIONAL ECONOMIST互联网在房地产业的应用摘要：互联网，仅仅它的网页图形版本，就已经吸引了众多消费者和商家的目光。

房地产项目可行性分析研究外文文献翻译随着全球经济的不断发展和城市化进程的加速，房地产行业在各国经济中扮演着越来越重要的角色。

在进行房地产项目投资前，进行深入的可行性分析研究是必要的，这有助于确定项目的经济效益、环境影响和社会效益。

本文旨在翻译一篇关于房地产项目可行性分析研究的英文文献，以帮助读者更好地了解这个领域。

房地产项目可行性分析是房地产项目投资决策的重要依据，其主要目的是在项目实施前对项目的经济、环境和社会影响进行全面评估，以确保项目能够获得预期的经济效益和社会效益。

本文将介绍房地产项目可行性分析的主要内容和方法。

市场分析：对项目所在地区的房地产市场进行调查和分析，包括供需状况、竞争状况、目标客户群体等，以确定项目的市场定位和开发策略。

经济分析：对项目的投资成本、收益预期、风险因素等进行评估，以确定项目的经济效益和风险程度。

环境分析：对项目所在地区的环境状况进行调查和分析，包括自然环境、生态环境、社会环境等，以确定项目对环境的影响程度和应对措施。

社会效益评估：对项目实施后对当地社会经济的影响进行评估，包括就业机会、居民生活质量、地方财政收入等，以确定项目的社会效益和可持续性。

定量分析：运用数学模型和统计数据对项目的经济效益、环境影响等进行定量评估。

定性分析：运用专家意见、调查问卷等方式对项目的市场环境、政策环境等进行定性评估。

综合分析：将定量分析和定性分析相结合，综合评估项目的整体可行性和风险程度。

房地产项目可行性分析是房地产项目投资决策的重要环节，通过深入的市场分析、经济分析、环境分析和社会效益评估，可以确保项目的经济效益和社会效益最大化。

在未来的房地产项目中，应更加注重可行性分析的运用和实践，以提高项目的整体质量和竞争力。

在当今的全球经济环境下，房地产营销策略的研究和实施对于房地产企业的成功至关重要。

为了更好地理解国际上先进的房地产营销策略，本文将对外文文献进行翻译和解读。

在房地产行业中，市场环境瞬息万变，对市场趋势的准确把握是制定有效营销策略的基础。

工程管理毕业论文外文文献及翻译BIM BeyondBoundaries外文文献:BIM Beyond BoundariesSeptember 10, 2012 ? by Randy DeutschAbstract: Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.Keywords: BIM, expertise, anti-learning, master builderSeveral forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces —including the rise of the expert, the growing complexity and speedof projects, and BIM’sincreasing recognition as an enabler, catalyst, and facilitator of team collaboration — also presentsignificant challenges that can be overcome with the right approach and mindset.At one time, being an expert meant knowing more than one’s competitors in a particularfield. Firms that reinforced their expert culture hoarded information, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technologyexperts, shortsightedly addressing today’s needs at the expense of tomorrow’s. While architects have always been trees with many branches, our current economic climate has discouraged them from being anythingbut palm trees: all trunk, no branches.And yet things change so quickly that those who went to bed experts are unlikely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way — slowly, over time, through traditional means. Even when we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new information in our industry.Expertise today is a much more social, fluid, and iterative process than it used to be. Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specificsituation at hand. Expertise has often been associated with teaching and mentoring. Today it’smore concerned with learning than knowing: less to do withcontinuing education and more with practicing and engaging in continuous education.Social media presents the would-be expert with both opportunitiesand challenges. Working- 1 -with the understanding that somebody somewhere has already done what you are trying to do, design professionals, like agile technology experts, can find what they’re looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.An expert today is someone whose network, community, or team deems him or her so. Such acknowledgment from one’s community can be considered a form of social certification. To grow one’s professional reputation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.BIM EXPERTISE REQUIRES UNLEARNINGAs we grow in our careers, we tend to focus more on people issues and less on technology. We also tend to cooperate conditionally, responding to the behavior of others. This has huge implications for design and construction professionals who might be naturally collaborative —through sharing knowledge, learning, mentoring, and teaching — but are otherwise conditionedand tempered by the culture of the firm where they work.Working in BIM provides an unprecedented opportunity to learn: how buildings go together, how projects are scheduled, cost implications of decisions, and impact on the environment. At the same time, there is a great deal we still need to unlearn with BIM. We can start by asking some questions: Which aspects of the traditional design process change with BIM and which stay the same? What knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most important: What, while learning to work in BIM, needs to be unlearned?While unlearning habits we picked up working in CAD would seem like a good place to start, there’s also a great deal we need to unlearn in order to return to our original sharing attitude and cooperative ways. These include bad habits we’ve acquired since we left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we may have learned to be mistrustful, skeptical, competitive, secretive, and working independently in silos. In doing so, we’ve unlearned many of the critical natural habits, attitu des, and mindsets necessary to work effectively and collaboratively on integrated teams.- 2 -BIM EXPERTISE REQUIRES DETACHMENTFrom Japanese martial arts there’s the concept of shuhari: First learn, then detach, and finally transcend. As consultant Ian Rusk has explained, shu, ha, and ri are considered three phases of knowledge thatone passes through in the study of an art. They can be described as the phases of traditional knowledge, breaking with tradition, and transcending it.Working in BIM, we need to address all three steps to meet our goals. Of the steps, the second (detachment, or breaking with tradition) is the most important. Detachment requires that we remain flexible and agile while learning, not holding on tightly to our ideas, agendas, or prejudices, so that we can move beyond them.BIM EXPERTISE REQUIRES COLLABORATIONWhile we as an industry have now lived with BIM for more than two decades, most firms have acquired and implemented the technologyprimarily as a visualization and coordination tool in the past several years. We appear to have reached a standstill in the software’s use, with manyfirm leaders wondering how to make the leap to more advanced uses. Further mastery of the application through traditional means won’t help us get there. If we are to achieve our personal, organizational, professional, and industry-wide goals of fully participating in public, community, creative, and economic life, something more needs to happen.Achieving higher levels of BIM use — including analysis, computation, and fabrication —requires skills and a mindset that allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesn’t necessarily lead to collaboration. We each have to decidewhether or not to look beyond BIM as a tool and embrace it as a process. When recognized as a process, BIM can be a powerful catalyst and facilitator of team collaboration.BIM EXPERTISE REQUIRES DEPTH AND BREADTHIt would be a mistake to assume that expertise in BIM as a technology alone will lead to greater leadership opportunities on integrated teams. In this capacity, BIM requires attention to acquiring skills that, while easy to attain, can be overlooked if we focus primarily on the software tools.With BIM, technical expertise should not be considered moreimportant than increasing one’s social intelligence, empathy, or the ability to relate well with others. Additionally, the conventional window for achieving technological expertise is too long. Better that one achieves a- 3 -high level of BIM competency motivated by passion and curiosity. Having competency in one subject doesn’t preclude you from addressing others. In fact, it can be a determinant for doing so.Being versatile flies in the face of current thinking that to succeed we should bolster our strengths over our weaknesses. The answer to Should I be a specialist or generalist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift of the design professional is the rare (and underappreciated)ability to do both simultaneously. As with any hybrid — generalizing specialist or specializing generalist —one’s strength provides the confidence to contribute openly from many vantage points and perspectives.It is critical for “T-shaped” experts to reach out and make connections (the horizontal arm ofthe T) in all the areas they know little or nothing about from their base of technical competence (the vertical arm of the T). T-shaped experts have confidence because of their assurance that they know or do one thing well. Their confidence allows them to see as others see by means of — notthrough —what they know. Their expertise doesn’t color their perception so much as provide a home base to venture from and return to with some assurance that they’ll maintain their bearings when venturing out across the table.Broad-minded design professionals often find themselves in the roleof “anti-experts,”approaching challenges from the perspective of the outsider. To this Paula Scher of Pentagram said, “When I’m totally unqualified for a job, that’s when I do my best work.” Once we balance,own, and ultimately realize our expert and anti-expert selves, we(as a community, profession, and industry) will do our best work.WHAT DO WE DO NOW?Firms want to know how to optimize their work processes to become more efficient at what they do best, to remain competitive by leveraging the competitive advantage of BIM and integrated design. One of the ironies facing the in dustry is that in order to master BIM, don’t learn more BIM. Instead, do other things.What will bring about greater efficiencies and effectiveness, increase productivity and deliver value, is not additional technology knowledge but our ability to communicate, relate, work together, think like one another, have empathy, understand, and listen. If design professionals want to lead they will do so not by increasing their depth but by benefit of broader capabilities involving their reach.- 4 -What do we do now? Go wide and deep. Go against common wisdom and fortify your soft skills, your reach and wingspan. To master BIM you have to transcend BIM.We need to develop both sides of ourselves in order to move beyond our own and others’ biases and anticipate consequences for courses of action before they are acted upon. We need to develop the ability to put the project first, navigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and subliminal responses, have the confidence to ask questions without feeling threatened and be asked questions without becoming defensive. It is as though we have placed so much emphasis on the bricks we’veforgotten the mortar that allows us to communicate genuinely, to relate well with one another and integrate.Having to choose between depth and breadth is a false choice that heads our profession and industry in the wrong direction. Rather than focusing on one over the other, we need to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weaknesses, to be expert and anti-expert, specialist and generalist, to design from evidence and from intuition, to be task- and people-oriented, to have mastery over one thing and be a jack-of-all-trades.As one blog commenter recently asserted, “In order to practice architecture well, you need tounderstand a lot of things that aren’t architecture.” BIM technology experts know one thing. To flourish and persevere, we need to know and do many things.Often overlooked in mutual mentoring of computer technology and building technology by senior and junior staff are basic people skills: listening, questioning, negotiating, collaborating, communicating. The concern is that the emerging design professional — adept at BIM tools while learning how buildings come together —won’t learn the necessary communication andpeople management skills to negotiate a table full of teammates onan integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as computer and building technology skills. Theseskills require the same amount of deliberate practice and feedback as the mastery of technology skills. Developing complementary,collaborative skills is as critical as becoming competent with the technology. As Ernest Boyer anticipated, “The future belongs to the integrators.” And that future has arrived.Succeeding in practice today is a both/and, not an either/or, proposition. Design professionals must be both BIM technologist and building technologist. Those who accept this- 5 -model will lead, persevere, and flourish in our new economy.Last year in Design Intelligence, Stephen Fiskum wrote, “One thing is certain: The solution to the current malaise in our profession is not for us to go broader but to go deeper” (“Preparing for a New Practice Paradigm,” January/February 2010). This is a new world: By going wider anddeeper we provide owners and our organizations with the most value and increased productivity. Working effectively and collaboratively in BIM will help us transcend our current state, bridge the gap, and cross over to more advanced uses.THE MULTIDISCIPLINARY MINDSETIt is not just that the integrated team is now multidisciplinary,but we each must become multidisciplinary. Doing so requires a multidisciplinary mindset. This entails empathy, a genuine appreciationfor others’ ideas, seeing from many perspectives, and anticipating possibleconsequences to any course of action. An industry representative recently stated in a public forum, “I don’t want the architect tothink like a structural engineer. I need for him to think like an architect!” To leverage our technology tools and work processes, being an architect today means that we think like a structural engineer aswell as a contractor and owner. Doing so doesn’t take away from architects’ role but increases their credibility by making them more effective andinfluential at what they do well.Working in BIM — inward focused, object-oriented, filling-in dialog boxes — discouragesthis mindset. It is a mistake to think that those who work in BIMare technicians and that a firm principal or senior designer who seesthe big picture will mediate between the model and the world in whichthe model operates. Leaders must see to it that their teams look outward, keeping an eye on the model while seeing the horizon.THE TECHNOLOGY/SOCIAL CONTINUUMWorking in CAD, there are those who focus on drafting and those more adept at communication, negotiation, and persuasion. With BIM, technical understanding and people know-how must exist in each and every design professional.The majority of BIM-related literature has been focused on the technology, not on the people who use it. People issues and attitudes are the main impediment to the collaborative work processes enabled by the technology. Human issues, issues of communication and collaboration, firm culture, motivation, and workflow — all exacerbated by the advent of BIM into the- 6 -workplace — are an even greater challenge than the admittedly considerable software application and technical problems associated with BIM’s use.LEADING FROM THE MODELWorking in CAD, a senior team member would redline an emerging employee’s work. Leadership was decidedly top-down: Someone senior designed or detailed, and someone less senior drew it up. The problem was that the senior team member never knew whether the emerging employee understood what was being drawn.Working in BIM provides a completely different work flow — one we have yet to leveragefully. Because those on the front lines are not only the first to discover clashes and inconsistencies but also to visualize what something looks like and how it might function, BIM allows our emerging talent to lead the process — to learn on the job while recognizingtheirpower from their privileged position of the first look in the model.The new leadership mandate in this process is for architects to lead from their involvement in the BIM environment. Leading from the modelcan be likened to leading from the middle in that BIM requires and even enables followership, and servant- and situational-leadership, as opposed to top-down or command-and-control. While leadershiphistorically has been top-down, working in BIM and on integrated teams changes that. Leading in BIM and integrated design is more similar to followership, in which middle managers lead from within the organization. Thus with BIM, the top-down and bottom-up approaches converge, where leading from the middle becomes leading from the model.BIM AND THE MASTER BUILDER TEAMArchitects who find themselves on increasingly large teams must find a way to lead and regain their voice in the design and construction process. If architects learn how to design buildings that are optimized to give owners, contractors, and other team members what they need — of high quality, low cost, sooner, with less waste, while acquiring the mindsets, attitudes, and skills necessary to collaborate with others —then architects will be trusted, newly esteemed, andreturn to their desired leadership role. What is critical is notthat we linearly help emerging professionals move from technical experts to leaders but to be technical experts and project, team, and process leaders at the same time. Expertise is cultivated by creating the right conditions for experts to flourish; people cannot be forced to learn and grow.- 7 -Many A/E/C professionals are stressing the role of the team over the role of any one individual mastering any one subject or technology in advancing practice. The general consensus is that appointing any one individual as master of the project is largely irrelevant. Instead, the architect who works in BIM serves as master facilitator or strategic orchestrator on integrated teams. By working with as well as through others, we get the most out of fellow teammates.The concept of the composite master builder is the brainchild of visionary environmentalist Bill Reed. The term recasts the historical single master builder (or virtual master builder) as a diverse group of professionals working together toward a common end: the master builder team. The intention is to bring all specialists together, allowing them to function as if they were one mind. A better prescription for what ails our industry would be hard to find.- 8 -中文译文:超越边界的BIM2012年9月10，兰迪•多伊奇摘要: 在BIM 应用中，对于专业的深度要求超过了广度是一个错误的选择，这将使个人、组织，以及这个职业和整个产业走向错误的方向。

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.。

外文文献：Building engineering biddingYang Cao a,*, Shuhua Wang b, Heng Li aaDepartment of Building and Real Estate, Hong Kong Polytechnic University,Hong Kong, ChinabState Key Laboratory of Novel Software Technology, Nanjing University, Nanjing210093, ChinaAbstractNowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively. bidding documents should be well formulated ,which is the improtment to a successful bidding and direct influence the success or failure of the bidding the success or failure of the bidding for the survival and development of enterprise has a direct impact, so we have a high quality, improve the bid documents of the unit, prevent invalid and successful pass mark appear, become a research topic.[key] : bidding drawbacks of unfair competition countermeasuresBidding is a form of project transactions, project bidding process is to determine the successful bidder and the cost of the process and the price of the project, project bidding work of a very important link, do a good job bidding to determine the price, we can effectively control construction costs, and create a fair and equitable market environment, create orderly competition mechanism. Bidding in construction activities, construction enterprises in order to tender invincible works to be successful, And from the contracted projects profitable, it needs to integrate various subjective and objective conditions, the tender research strategy determine tender. Tender bidding strategy, including pricing strategies and skills. All of the strategies and skills from the numerous contractors bidding on the accumulated experience and objective understanding of the law and of the actual situation understanding, but also with the contractor's decision-making ability and courage are closely related.Bidd ing documents is the general programme and play book of the bidding activity through the process of bidding. The bidding documents will specify that How to conduct each bidding work, how to dispatch bidding documents, the requirements for tenderer,how to rate and decide bidding and the procedures of bidding. Therefore, the personnel who is responsible for prepare bidding documents should first have a general view of the bidding work, include all the requirements and arrangements into the bidding documents. If meet problems that have not been considered previously, then resolve them one by one during the preparation. The course of bidding documents preparation is also the course of making bidding scheme .In another respect, bidding documents is also the legal instuments. Besides relevant law and rules, the bidding documents are the common game rules that bidder,bidding agent and tenderer should subject to through the bidding. Bidding documents are the legal instuments that all the three bidding related parties should subject to, have legal force, therefore, the bidding documents -making personnel required to have the awareness and quality of leagal in order to reflect the fair, just and legal requirement in the bidding documents.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.Nowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementingexist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.The practice of project bidding purpose is to market competition of openness, fairness and justice. However, due to the construction market development is not standard, management system and the experience of inadequate, architectural engineering bidding in concrete operation exist in ACTS of unfair competition, and some drawbacks. This obviously violate the bidding, the bidding process, and will lose its significance for other bidder fails to bid is unjust, disturbed the bidding (project contracting market economic order, for activities), this kind of behavior must be prohibited, only in this way can we make construction engineering competitive trading activity lawfully healthy. This subject will I learned and social practice, present situation and construction project bidding system is expounded, and the disadvantages of bidding for construction project with ACTS of unfair competition phenomenon and analysis of causes, and finally make corresponding preventive countermeasures.Construction cost management system, both theoretical discussion, but also need to practice innovation. Under the conditions of market economy, project cost management, competitive and orderly market for construction management services platform structures. In such a premise, the original scale and method of valuation is inappropriate, and this needs to be reformed and improved. The spirit of "the government's macro regulation and control, enterprise autonomy offer, the market willprice" principle, to implement the implementation specification bill of quantity. Inventory Valuation bidding activities are based on market economy mechanism, based on legal, scientific, fair, open and reasonable way to determine the winning bidder of an economic activity. Bidding is bidding activities constitute two basic aspects. The bidding activity is merely that by bidding to choose the one with the workConstruction process capability, moderate cost, quality is excellent, short duration of construction enterprises, and this is the ultimate goal tender. I have participated in internships over the course of the project bidding, and completed over part of the calculation of quantities, combined with graduate experience in the design process, a brief analysis of the mode Quantities Call for TenderThe meaning of risk and risk characteristics of the general construction, the lowest price sealed bidding construction method produces several risks and incentives, according to their characteristics discussed the feasibility of risk control and prevention. Comparison of engineering and engineering security risk management, insurance, similarities and differences between the two projects and benefits; construction project bidding and tendering process characteristics of human behavior is analyzed to reveal the bidder's risk appetite and behavioral characteristics with changes in the external environment change, when the default punishment is light, the bidder preference appetite for risk and default penalties, with the increase exceeds a certain value, the risk of bidders to show preference for behavior change to avoid the risk of penalties, the greater the bidder biased in favor of a more risk-averse behavior, the results of thecontrol and prevention of risk behavior of bidders has an important and practical significanceConstruction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.With the construction of in-depth development of the market, the traditional fixed pricing model no longer suited to market-oriented economic development needs. In order to adapt to the current project bidding by the market needs of a project cost, we must work on the existing valuation methods and pricing model for reform, the implementation of projects bill pricing. Engineering is a list of pricing model and adapt to the market economy, allowing independent contractor pricing through market competition determine prices, with the international practice of pricing model. With the bill pricing model projects to promote, in accordance with international bidding practices is imperative. Therefore, "the lowest reasonable price of the successful bidder" My future is the most important evaluation methods. At this stage due to the implementation ofprojects bill pricing model and the problems mainly against China at this stage " in the minimum reasonable price of the principles of the successful bidder, most contractors have not yet set up their own enterprises of scale, companies unable to determine the reasonable Cost. This article is a scientific and fast set "reasonable cost" to study the key. First, from the project cost of the basic concept, of the engineering bill pricing model under the cost structure, to accurately predict costs of the project provided the basis, considering the average cost of the social cost to individual enterprises and the tender stage of the cost estimates. Followed through on fuzzy math and technology for smooth in-depth analysis, through "close-degree," the concept of reasonable fuzzy math and exponential smoothing technologies, construction of the project cost vague prediction model, and in accordance with the relevant information and statistics Information and experience to establish a "framework structure," the comparison works Construction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.A healthy bidding system should be in accordance with the "open, fair and justice" and the principle of good faith, and establish a unified, open, competitive and orderly construction market. In view of the current problems existing in the bidding process, adopt regulations, and formulate and perfect the institution, strengthening process supervision measures, they can better regulate construction market order, prevent corruption from its source, purify construction market, promote the construction market order progressively toward standardization, institutionalized, and constantly improve the quality and level of the bidding work.References[1] . Casey, . Ferguson, Intelligent forms processing, IBMSystem Journal 29 (3) (1990) 435– 450.[2] T. Watanabe, Q. Luo, N. Sugie, Layout recognition of multikindsof table-form documents, IEEE Transactions on Pattern Analysis and Machine Intelligence 17 (4) (1995) 422–445.[3] . Chen, . Lee, An efficient algorithm for form structureExtr ction using strip projection, Pattern Recognition 31 (9)Fig. 9. Table with no obvious separating symbol between records. (1998) 1353– . Cao et al. / Automation in Construction 11 (2002) 573–584 583[4] . Tseng, . Chen, Recognition and data extraction of form documents based on three types of line segments, Pattern Recognition 31 (10) (1998) 1525– 1540.[5] . Fan, . Lu, . Chen, A feature point clustering approach to the recognition of form documents, Pattern Recognition 31 (9) (1998) 1205–1220.[6] S. Chandran, R. Kasturi, Structure recognition of tabulated data,Proceedings of 2nd International Conference on Document Analysis and Recognition, Tsukuba Science City, Jap20– 22, 1993, pp. 516– 519.[7] K. Itonori, Table structure recognition based on textblock arrangement and ruled line position, Proceedings of 2nd International Conference on Document Analysis and Recognition, Tsukuba Science City, Japan, Oct. 20– 22, 1993, pp. 765– 768.[8] . Shamilian, . Baird, . Wood, A retargetable table reader, Proceedings of 4th International Conference on Document Analysis and Recognition, Ulm, Germany, Aug.18– 20,1997, pp. 158–163.[9] . Chiang, . Tue, . Leu, A new algorithm for line image vectorization, Pattern Recognition 31 (10) (1998) 1541–1549.建筑项目招投标杨曹*,王建民,b, 李亨a建筑部门和房地产、香港理工大学、香港、中国b国家重点实验室的小说软件技术、南京大学、南京210093,中国摘要目前在工程建设项目行业中，以工程招投标为特征的建筑市场已经形成，施工企业为创造良好经济效益，必需严格控制本钱，增强本钱控制管理，才能提高市场适应能力和竞争力。