工程管理英语

Engineering project management is a complex and dynamic process that involves the planning, execution, and control of engineering projects to achieve specific objectives within defined constraints. This article provides an overview of the key aspects of engineering project management, highlighting the importance of effective communication, stakeholder engagement, and the use of project management tools.1. Project InitiationThe first stage of engineering project management is project initiation, where the project objectives, scope, and stakeholders are identified. During this phase, it is crucial to conduct a feasibility study to assess the technical, economic, and operational viability of the project. Additionally, a project charter is developed to define the project's purpose, objectives, and boundaries.2. Project PlanningProject planning is a critical phase in engineering project management, where the project scope, activities, resources, and timelines are defined. This involves creating a project schedule, which outlines the sequence of activities, their durations, and dependencies. Furthermore, a risk management plan is established to identify, analyze, and mitigate potential risks.3. Project ExecutionDuring the project execution phase, the project plan is put into action. This involves coordinating resources, managing stakeholders, andensuring that the project activities are carried out as per the plan. Effective communication and collaboration among team members areessential to ensure the successful implementation of the project.4. Project Monitoring and ControlProject monitoring and control involve tracking the progress of the project against the planned objectives, schedule, and budget. This phase includes regular project status meetings, where team members provide updates on their work and discuss any issues or challenges encountered.Adjustments to the project plan may be made as necessary to address these issues and keep the project on track.5. Project ClosureThe final phase of engineering project management is project closure, where the project deliverables are delivered to the client, and all project activities are completed. This phase involves documenting lessons learned, conducting a project review, and obtaining client approval for the project's completion.Key Challenges in Engineering Project ManagementEngineering project management faces several challenges, including:1. Complexity: Engineering projects often involve multiple disciplines, stakeholders, and resources, making them inherently complex.2. Uncertainty: Projects are subject to various uncertainties, such as technological, environmental, and regulatory factors, which can impact the project's success.3. Communication: Effective communication is crucial for the successful execution of engineering projects, as it helps in managing expectations, resolving conflicts, and ensuring that all stakeholders are aligned.4. Resource Allocation: Efficient allocation of resources, such as personnel, equipment, and funding, is essential for the successful completion of engineering projects.Best Practices for Effective Engineering Project ManagementTo overcome the challenges mentioned above and ensure the successful completion of engineering projects, the following best practices can be adopted:1. Define clear project objectives and scope.2. Develop a comprehensive project plan, including a schedule, budget, and risk management plan.3. Foster effective communication and collaboration among team members and stakeholders.4. Regularly monitor and control the project's progress to ensure it stays on track.5. Leverage project management tools and software to streamline project activities and enhance efficiency.6. Continuously learn and improve from past projects to optimize future project performance.In conclusion, engineering project management is a multifaceted discipline that requires a comprehensive understanding of project management principles, effective communication, and the ability to adapt to changing circumstances. By adopting best practices and leveraging project management tools, organizations can ensure the successful completion of their engineering projects.。

《工程管理专业英语》期末试题1一、词汇汉译英1.Project scheduling：项目企划2.individual project：单项工程3.framed structure：框架结构4.buckling：弯曲、翘曲5.foundation settlement：基础沉降6.line of action and the sense of the force：力的作用线和力的指向7.statically indeterminate structure：超静定结构8.Rate of expansion：伸长率9.Simulation: 仿真10.Relative height：相对高度（高差）11.Pavement：人行道12.Bulldozer：推土机13.Dummy：虚工序14.Withdrawal：撤回二、词汇汉译英1.钢筋混凝土：reinforced concrete2.抗压强度：compression strength3.恒载：dead loads4.总承包商：general contractors5.预算：budget6.承重墙：bearing wall7.规范、说明书：specification8.水平荷载：vertical load9.流动资金：working capital10.合同管理：contract management11.工程量清单：bill of quantities12.垫层砂浆：bedding mortar13.刚度：rigidity三、典型句子英译汉1、All these loads depend largely on the location of the building, have to be taken by the structural system from all points and manners of application and transferred to the foundations.所有这些荷载，在很大程度上取决于建筑物的位置，这些荷载由结构体系从各个点以各种作用方式传递到基础。

工程管理专业英语As a student majoring in Engineering Management, I believe that this field offers a unique combination of technical and managerial skills, making it an ideal choice for those who are interested in both engineering and business management.First and foremost, engineering management equips students with a solid foundation in engineering principles, which is crucial for understanding the technical aspects of a project or process. This knowledge is essential for effective decision-making and problem-solving in the engineering industry.Additionally, the program also focuses on developing managerial skills, such as project management, leadership, and communication. These skills are vital for overseeing and coordinating engineering projects, as well as leading teams of engineers and other professionals.Furthermore, the interdisciplinary nature of engineering management allows students to gain a broad understanding of various engineering fields, including mechanical,electrical, civil, and industrial engineering. Thisholistic approach enables graduates to work across different sectors and industries, providing them with diverse career opportunities.Moreover, the increasing complexity of engineering projects in today's globalized world demands professionals who can not only understand the technical aspects but also manage the business and financial aspects of the projects. This is where the knowledge and skills gained from an engineering management program become invaluable.In conclusion, studying engineering management provides a well-rounded education that combines technical expertise with managerial acumen. This unique combination prepares students for a successful career in the dynamic and challenging field of engineering.作为一个主修工程管理的学生，我相信这个领域提供了技术和管理技能的独特结合，使其成为那些对工程和商业管理都感兴趣的人的理想选择。

THE OWNER'S PERSECTIVE1.1 The Project Life CycleThe acquisition of a constructed facility usually represents a major capital investment, whether its owner happens to be an individual, a private corporation or a public agency. Since the commitment of resources for such an investment is motivated by market demands or perceived needs, the facility is expected to satisfy certain objectives within the constraints specified by the owner and relevant regulations.With the exception of the speculative housing market, where the residential units may be sold as built by the real estate developer, most constructed facilities are custom made in consultation with the owners. A real estate developer may be regarded as the sponsor of building projects, as much as a government agency may be the sponsor of a public project and turns it over to another government unit upon its completion. From the viewpoint of project management, the terms “owner”and “sponsor” are synonymous because both have the ultimate authority to make all important decisions. Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any owner to have a clear understanding of the acquisition process in order to maintain firm control of the quality, timeliness and cost of the completed facility.From the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure 1.1. Essentially, a project is conceived to meet market demands or needs in a timely fashion. Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project. The financing schemes for the proposed alternatives must also be examined, and the project will be programmed with respect to the timing for its completion and for available cash flows. After the scope of the project is clearly defined, detailed engineering design will provide the blueprint for construction, and the definitive cost estimate will serve as the baseline for cost control. In the procurement and construction stage, the delivery of materials and the erection of the project on site must be carefully planned and controlled. After the construction is completed, there is usually a brief period of start-up or shake-down of the constructed facility when it is first occupied. Finally, the management of the facility is turned over to the owner for full occupancy until the facility lives out its useful life and is designated for demolition or conversion.Of course, the stages of development in Figure 1.1 may not be strictly sequential. Some of the stages require iteration, and others may be carried out in parallel or with overlapping time frames, depending on the nature, size and urgency of the project. Furthermore, an owner may have in-house capacities to handle the work in every stage of the entire process, or it may seek professional advice and services for the work in all stages. Understandably, most owners choose to handle some of the work in-house and to contract outside professional services for other components of the work as needed. By examining the project life cycle from an owner’ s perspective we can focus on the proper roles of various activities and participants in all stages regardless of the contractual arrangements for different types of work.In the United States, for example, the U. S. Army Corps of Engineers has in-house capabilities to deal with planning, budgeting, design, construction and operation of waterway and flood control structures. Other public agencies, such as state transportation departments, are also deeply involved inall phases of a construction project. In the private sector, many large firms such as DuPont, Exxon, and IBM are adequately staffed to carry out most activities for plant expansion. All these owners, both public and private, use outside agents to a greater or lesser degree when it becomes more advantageous to do so.Figure 1.1 The Project Life Cycle of A Constructed FacilityThe project life cycle may be viewed as a process through which a project is implemented from cradle to grave. This process is often very complex; however, it can be decomposed into several stages as indicated by the general outline in Figure 1.1. The solutions at various stages are then integrated to obtain the final outcome. Although each stage requires different expertise, it usually includes both technical and managerial activities in the knowledge domain of the specialist. The owner may choose to decompose the entire process into more or less stages based on the size and nature of the project, and thus obtain the most efficient result in implementation. Very often, the owner retains direct control of work in the planning and programming stages, but increasingly outside planners and financial experts are used as consultants because of the complexities of projects. Since operation and maintenance of a facility will go on long after the completion and acceptance of a project, it is usually treated as a separate problem except in the consideration of the life cycle cost of a facility. All stages from conceptual planning and feasibility studies to the acceptance of a facility for occupancy may be broadly lumped together and referred to as the Design/Construct process, while the procurement and construction alone are traditionally regarded as the province of the construction industry.Owners must recognize that there is no single best approach in organizing project management throughout a project's life cycle. All organizational approaches have advantages and disadvantages, depending on the knowledge of the owner in construction management as well as the type, size and location of the project. It is important for the owner to be aware of the approach which is most appropriate and beneficial for a particular project. In making choices, owners should be concerned with the life cycle costs of constructed facilities rather than simply the initial construction costs. Saving small amounts of money during construction may not be worthwhile if the result is much larger operating costs or not meeting the functional requirements for the new facility satisfactorily. Thus, owners must be very concerned with the quality of the finished product as well as the cost of construction itself. Since facility operation and maintenance is a part of the project life cycle, the owners’expectation to satisfy investment objectives during the project life cycle will require consideration of the cost of operation and maintenance. Therefore, the facility's operating managementshould also be considered as early as possible, just as the construction process should be kept in mind at the early stages of planning and programming.1.2 Major Types of ConstructionSince most owners are generally interested in acquiring only a specific type of constructed facility, they should be aware of the common industrial practices for the type of construction pertinent to them. Likewise, the construction industry is a conglomeration of quite diverse segments and products. Some owners may procure a constructed facility only once in a long while and tend to look for short term advantages. However, many owners require periodic acquisition of new facilities and/or rehabilitation of existing facilities. It is to their advantage to keep the construction industry healthy and productive. Collectively, the owners have more power to influence the construction industry than they realize because, by their individual actions, they can provide incentives or disincentives for innovation, efficiency and quality in construction. It is to the interest of all parties that the owners take an active interest in the construction and exercise beneficial influence on the performance of the industry.In planning for various types of construction, the methods of procuring professional services, awarding construction contracts, and financing the constructed facility can be quite different. For the purpose of discussion, the broad spectrum of constructed facilities may be classified into four major categories, each with its own characteristics.Residential Housing ConstructionResidential housing construction includes single-family houses, multi-family dwellings, and high-rise apartments. During the development and construction of such projects, the developers or sponsors who are familiar with the construction industry usually serve as surrogate owners and take charge, making necessary contractual agreements for design and construction, and arranging the financing and sale of the completed structures. Residential housing designs are usually performed by architects and engineers, and the construction executed by builders who hire subcontractors for the structural, mechanical, electrical and other specialty work. An exception to this pattern is for single-family houses as is shown in Picture 1.1, which may be designed by the builders as well.Picture 1.1 Residential Housing Construction (courtesy of Caterpillar, Inc. )The residential housing market is heavily affected by general economic conditions, tax laws, and the monetary and fiscal policies of the government. Often, a slight increase in total demand will cause a substantial investment in construction, since many housing projects can be started at different locations by different individuals and developers at the same time. Because of the relative ease of entry, at least at the lower end of the market, many new builders are attracted to the residential housing construction. Hence, this market is highly competitive, with potentially high risks as well as high rewards.Institutional and Commercial Building Construction Institutional and commercial building construction encompasses a great variety of project typesand sizes, such as schools and universities, medical clinics and hospitals, recreational facilities and sports stadiums, retail chain stores and large shopping centers, warehouses and light manufacturing plants, and skyscrapers for offices and hotels, as is shown in Picture 1.2. The owners of such buildings may or may not be familiar with construction industry practices, but they usually are able to select competent professional consultants and arrange the financing of the constructed facilities themselves. Specialty architects and engineers are often engaged in designing a specific type of building, while the builders or general contractors undertaking such projects may also be specialized in only that type of building.Picture1.2 Construction of the PPG Building in Picture1.3 Construction of a Benzene Plant Pittsburgh, Pennsylvania (courtesy of PPG Industries, Inc.) in Lima, Ohio( courtesy of Maintowoc Company, Inc. ) Because of the higher costs and greater sophistication of institutional and commercial buildings in comparison with residential housing, this market segment is shared by fewer competitors. Since the construction of some of these buildings is a long process which once started will take some time to proceed until completion, the demand is less sensitive to general economic conditions than that for speculative housing. Consequently, the owners may confront an oligopoly of general contractors who compete in the same market. In an oligopoly situation, only a limited number of competitors exist, and a firm’s price for services may be based in part on its competitive strategies in the local market. Specialized Industrial ConstructionSpecialized industrial construction usually involves very large scale projects with a high degree of technological complexity, such as oil refineries, steel mills, chemical processing plants and coal-fired or nuclear power plants, as is shown in Picture 1.3. The owners usually are deeply involved in the development of a project, and prefer to work with designers-builders such that the total time for the completion of the project can be shortened. They also want to pick a team of designers and builders with whom the owner has developed good working relations over the years.Although the initiation of such projects is also affected by the state of the economy, long range demand forecasting is the most important factor since such projects are capital intensive and require considerable amount of planning and construction time. Governmental regulation such as the rulings of the Environmental Protection Agency and the Nuclear Regulatory Commission in the United States can also profoundly influence decisions on these projects.Infrastructure and Heavy ConstructionInfrastructure and heavy construction includes projects such as highways, mass transit systems, tunnels, bridges, pipelines, drainage systems and sewage treatment plants, as is shown in Picture 1.4. Most of these projects are publicly owned and therefore financed either through bonds or taxes. Thiscategory of construction is characterized by a high degree of mechanization, which has gradually replaced some labor intensive operations.The engineers and builders engaged in infrastructure construction are usually highly specialized since each segment of the market requires different types of skills. However, demands for different segments of infrastructure and heavy construction may shift with saturation in some segments. For example, as the available highway construction projects are declining, some heavy construction contractors quickly move their work force and equipment into the field of mining where jobs areavailable.1.3 Selection of Professional ServicesWhen an owner decides to seek professional services for the design and construction of a facility, he is confronted with a broad variety of choices. The type of services selected depends to a large degree on the type of construction and the experience of the owner in dealing with various professionals in the previous projects undertaken by the firm. Generally, several common types of professional services may be engaged either separately or in some combination by the owners. Financial Planning ConsultantsAt the early stage of strategic planning for a capital project, an owner often seeks the services of financial planning consultants such as certified public accounting ( CPA) firms to evaluate the economic and financial feasibility of the constructed facility, particularly with respect to various provisions of federal, state and local tax laws which may affect the investment decision. Investment banks may also be consulted on various options for financing the facility in order to analyze their long-term effects on the financial health of the owner organization.Architectural and Engineering FirmsTraditionally, the owner engages an architectural and engineering (A/E) firm or consortium as technical consultant in developing a preliminary design. After the engineering design and financing arrangements for the project are completed, the owner will enter into a construction contract with a general contractor either through competitive bidding or negotiation. The general contractor will act as a constructor and/or a coordinator of a large number of subcontractors who perform various specialties for the completion of the project. The A/E firm completes the design and may also provide on site quality inspection during construction. Thus, the A/E firm acts as the prime professional on behalf of the owner and supervises the construction to insure satisfactory results. This practice is most common in building construction.In the past two decades, this traditional approach has become less popular for a number of reasons, particularly for large scale projects. The A/E firms, which are engaged by the owner as the prime professionals for design and inspection, have become more isolated from the constructionPicture 1.4 Construction of the Dame PointBridge in Jacksonville, Florida ( courtesy ofMary Lou Maher)process. This has occurred because of pressures to reduce fees to A/E firms, the threat of litigation regarding construction defects, and lack of knowledge of new construction techniques on the part of architect and engineering professionals. Instead of preparing a construction plan along with the design, many A/E firms are no longer responsible for the details of construction nor do they provide periodic field inspection in many cases. As a matter of fact, such firms will place a prominent disclaimer of responsibilities on any shop drawings they may check, and they will often regard their representatives in the field as observers instead of inspectors. Thus, the A/E firm and the general contractor on a project often become antagonists who are looking after their own competing interests. As a result, even the constructability of some engineering designs may become an issue of contention. To carry this protective attitude to the extreme, the specifications prepared by an A/E firm for the general contractor often protects the interest the A/E firm at the expense of the interests of the owner and the contractor.In order to reduce the cost of construction, some owners introduce value engineering, which seeks to reduce the cost of construction by soliciting a second design that might cost less than the original design produced by the A/E firm. In practice, the second design is submitted by the contractor after receiving a construction contract at a stipulated sum, and the saving in cost resulting from the redesign is shared by the contractor and the owner. The contractor is able to absorb the cost of redesign from the profit in construction or to reduce the construction cost as a result of the re-design. If the owner had been willing to pay a higher fee to the A/E firm or to better direct the design process, the A/E firm might have produced an improved design which would cost less in the first place. Regardless of the merit of value engineering, this practice has undermined the role of the A/E firm as the prime professional acting on behalf of the owner to supervise the contractor.Design/Construct FirmsA common trend in industrial construction, particularly for large projects, is to engage the services of a design/construct firm. By integrating design and construction management in a single organization, many of the conflicts between designers and constructors might be avoided. In particular, designs will be closely scrutinized for their constructability. However, an owner engaging a design/construct firm must insure that the quality of the constructed facility is not sacrificed by the desire to reduce the time or the cost for completing the project. Also, it is difficult to make use of competitive bidding in this type of design/construct process. As a result, owners must be relatively sophisticated in negotiating realistic and cost-effective construction contracts.One of the most obvious advantages of the integrated design/construct process is the use of phased construction for a large project. In this process, the project is divided up into several phases, each of which can be designed and constructed in a staggered manner. After the completion of the design of the first phase, construction can begin without waiting for the completion of the design of the second phase, etc. If proper coordination is exercised, the total project duration can be greatly reduced. Another advantage is to exploit the possibility of using the turnkey approach whereby an owner can delegate all responsibility to the design/construct firm which will deliver to the owner a completed facility that meets the performance specifications at the specified price. Professional Construction ManagersIn recent years, a new breed of construction managers ( CM ) offers professional services from the inception to the completion of a construction project. These construction managers mostly comefrom the ranks of A/E firms or general contractors who may or may not retain dual roles in the service of the owners. In any case, the owner can rely on the service of a single prime professional to manage the entire process of a construction project. However, like the A/E firms of several decades ago, the construction managers are appreciated by some owners but not by others. Before long, some owners find that the construction managers too may try to protect their own interest instead of that of the owners when the stakes are high. It should be obvious to all involved in the construction process that the party which is required to take higher risk demands larger rewards. If an owner wants to engage an A/E firm on the basis of low fees instead of established qualifications, it often gets what it deserves; or if the owner wants the general contractor to bear the cost of uncertainties in construction such as foundation conditions, the contract price will be higher even if competitive bidding is used in reaching a contractual agreement. Without mutual respect and trust, an owner cannot expect that construction managers can produce better results than other professionals. Hence, an owner must understand its own responsibility and the risk it wishes to assign to itself and to other participants in the process. Operation and Maintenance ManagersAlthough many owners keep a permanent staff for the operation and maintenance of constructed facilities, others may prefer to contract such tasks to professional managers. Understandably, it is common to find in-house staff for operation and maintenance in specialized industrial plants and infrastructure facilities, and the use of outside managers under contracts for the operation and maintenance of rental properties such as apartments and office buildings. However, there are exceptions to these common practices. For example, maintenance of public roadways can be contracted to private firms. In any case, managers can provide a spectrum of operation and maintenance services for a specified time period in accordance to the terms of contractual agreements. Thus, the owners can be spared the provision of in-house expertise to operate and maintain the facilities.Facilities ManagementAs a logical extension for obtaining the best services throughout the project life cycle of a constructed facility, some owners and developers are receptive to adding strategic planning at the beginning and facility maintenance as a follow-up to reduce space-related costs in their real estate holdings. Consequently, some architectural/ engineering firms and construction management firms with computer-based expertise, together with interior design firms, are offering such front-end and follow-up services in addition to the more traditional services in design and construction. This spectrum of services is described in Engineering News Record (now ENR) as follows: Facilities management is the discipline of planning, designing, constructing and managing space -—in every type of structure from office buildings to process plants. It involves developing corporate facilities policy, long-range forecasts, real estate, space inventories, projects (through design, construction and renovation), building operation and maintenance plans and furniture and equipment inventories.A common denominator of all firms entering into these new services is that they all have strong computer capabilities and heavy computer investments. In addition to the use of computers for aidingdesign and monitoring construction, the service includes the compilation of a computer record of building plans that can be turned over at the end of construction to the facilities management group of the owner. A computer data base of facilities information makes it possible for planners in the owner's organization to obtain overview information for long range space forecasts, while the line managers can use as built information such as lease/tenant records, utility costs, etc. for day-to-day operations.。

《工程管理专业英语》教学大纲开课学院：建筑工程学院Begin College:Construction Engineering College适用专业：工程管理Applicable to Professional:Engineering Management课程编号：Course Number:课程英文名称：Engineering ManagementEnglish Course Title：Engineering Management课程性质：学科基础课Course property：Discipline Basic Courses课程总课时：32Course Total Class：32学分：2Credit：2课程教学目标与基本要求：通过本课程的学习，使学生了解土木工程专业的培养目标、行业发展、主要的科学问题和解决的方法、课程之间的联系、专业学习的特点、毕业后的去向等情况。

能够为学生选修课程和将来的工作提供参考。

The teaching goal and the basic requirements：Through learning of this course, make students understand the civil engineering professional training target, industry development, the main scientific problems and the solution method, the connection between the course and the characteristics of professional learning, go after graduation, and so on and so forth.Courses for students and working to provide the reference for the future.教学内容Content of courses 教学要求Teaching requirement教学模式Modelteaching课时分配（建议）Teachinghours第一部分工程概述1.工程的概念2.工程的作用3.我国古代工程4.我国现代工程The first part Project overview1.The concept of the engineering;2.The role of engineering;3. Ancient China engineering ;4.Modern engineering in our country. 了解工程的概念；了解工程的作用；了解我国古代工程。

目录Unit One About Engineering Economy第一单元关于工程经济Unit Two The Principles of Engineering Economy第二单元工程经济原理Unit Three Cost Concept第三单元成本概念Unit Four Time Value of Money第四单元金钱的时间价值Unit Five The Basic Methods of Engineering Economy 第五单元工程经济的基本方法Unit Six The Definition of a “Project”第六单元项目的定义Unit Seven Why Project Management?第七单元为什么要对项目进行管理？Unit Eight The Project Life Cycle第八单元项目的寿命周期Unit Nine The Project Manager第九单元项目经理Unit Ten Project Planning第十单元制订项目计划Unit Eleven Initial Project Coordination第十一单元开始的项目协调Unit Twelve Budgeting and Cost Estimation第十二单元预算和成本估算Unit Thirteen The Monitoring System of Project第十三单元项目监测系统Unit Fourteen Project Control第十四单元项目控制Unit Fifteen Conditions of Contract for Construction(Excerpts)第十五单元施工合同条件（节选）Unit One About Engineering EconomyEngineering economy——what is it, and why is it important? The initial reaction of many engineering students to these questions is “Money matters will be handled by someone else. It is not something I need to worry about.” In reality, any engineering project must be not only physically realizable, but also economically affordable. For example, a child's tricycle could be built with an aluminum frame or a composite frame. Some may argue that because the composite frame will be stronger and lighter, it is a better choice. However, there is not much of a market for thousand dollar tricycles! One might suggest that this argument is ridiculously simplistic and that common sense would dictate choosing aluminum for the framing material. Although the scenario is an exaggeration, it reinforces the idea that the economic factors of a design weigh heavily in the design process, and that engineering economy is an integral part of that process, regardless of the engineering discipline. Engineering, without economy, makes no sense at all.In broad terms, for an engineering design to be successful, it must be technically sound and produce benefits. These benefits must exceed the costs associated with the design in order for the design to enhance net value. The field of engineering economy is concerned with the systematic evaluation of the benefits and costs of projects involving engineering design and analysis. In other words, engineering economy quantifies the benefits and costs associated with engineering projects to determine whether they make (or save) enough money to warrant their capital investments. Thus, engineering economy requires the application of engineering design and analysis principles to provide goods and services that satisfy the consumer at an affordable cost. As we shall see, engineering economy is as relevant to the design engineer who considers material selection as it is to the chief executive officer whoapproves capital expenditures for new ventures.The technological and social environments in which we live continue to change at a rapid rate. In recent decades, advances in science and engineering have made space travel possible, transformed our transportation systems, revolutionized the practice of medicine, and miniaturized electronic circuits so that a computer can be placed on a semiconductor chip. The list of such achievements seems almost endless. In your science and engineering courses, you will learn about some of the physical laws that underlie these accomplishments.The utilization of scientific and engineering knowledge for our benefit is achieved through the design of things we use, such as machines, structures, products, and services. However, these achievements don't occur without a price, monetary or otherwise. Therefore, the purpose of this book is to develop and illustrate the principles and methodology required to answer the basic economic question of any design: Do its benefits exceed its costs?The Accreditation Board for Engineering and Technology states that engineering “is the profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind.”*In this definition, the economic aspects of engineering are emphasized, as well as the physical aspects. Clearly, it is essential that the economic part of engineering practice be accomplished well.Therefore，engineering economy is the dollars-and-cents side of the decisions that engineers make or recommend as they work to position a firm to be profitable in a highly competitive marketplace．Inherent to these decisions are trade-offs among different types of costs and the performance(response time，safety, weight, reliability, etc.) provided by the proposed design or problem solution．The mission of engineering economy is to balance thesetrade-offs in the most economical manner. For instance, if an engineer at Ford Motor Company invents a new transmission lubricant that increases fuel mileage by 10% and extend s the life of the transmission by 30,000 miles，how much can the company afford to spend to implement this invention? Engineering economy can provide an answer.A few more of the myriad situations in which engineering economy plays a cruclal role come to mind：1. Choosing the best design for a high-efficiency gas furnace.2. Selecting the most suitable robot for a welding operation on an automotive assembly line.3. Making a recommendation about whether jet airplanes for an overnight delivery service should be purchased or leased.4. Determining the optimal staffing plan for a computer help desk.From these illustrations，it should be obvious that engineering economy includes significant technical considerations．Thus，engineering economy involves technical analysis with emphasis on the economic aspects, and has the objective of assisting decisions．This is true whether the decision maker is an engineer interactively analyzing alternatives at a computer-aided design workstation or the Chief Executive Officer(CEO)considering a new project．A n engineer who is unprepared to excel at engineering economy is not properly equipped for，his or her job.Cost considerations and comparisons are fundamental aspects of engineering practice．This basic point was emphasized in Section 1.1. However, the development of engineering economy methodology, which is now used in nearly all engineering work，is relatively recent．This does not mean that，historically, costs were usually overlooked in engineering decisions. However, the perspective that ultimate economy is a primary concern to the engineer and the availability of sound techniques to address this concern differentiate this aspect of modern engineering practicefrom that of the past.A pioneer in the field was Arthur M．Wellington, a civil engineer, who in the latter part of the nineteenth century specifically addressed the role of economic analysis in engineering projects. His particular area of interest was railroad building in the United States．This early work was followed by other contributions in which the emphasis was on techniques that depended primarily on financial and actuarial mathematics．In 1930. Eugene Grant published the first edition of his textbook.+ This was a milestone in the development of engineering economy as we know it today. He placed emphasis on developing an economic point of view in engineering，and(as he stated in the preface) “this point of view involves a realization that quite as definite a body of principles governs the economic aspects of an engineering decision as governs its physical aspects.” In 1942，Woods and DeGarmo wrote the first edition of this book，later titled Engineering Economy.Unit Two The Principles of Engineering EconomyThe development, study, and application of any discipline must begin with a basic foundation．We define the foundation for engineering economy to be a set of principles，or fundamental concepts，that provide a comprehensive doctrine for developing the methodology, These principles will be mastered by students as they progress through this book. However, in engineering economic analysis, experience has shown that most errors can be traced to some violation of or lack of adherence to the basic principles．Once aproblem or need has been clearly defined, the foundation of the discipline can be discussed in terms of seven principles.PRINCIPLE1－DEVELOP THE ALTERNATIVES:The choice(decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysisA decision situation involves making a choice among two or more alternatives. Developing and defining the alternatives for detailed evaluation is important because of the resulting impact on the quality of the decision．Engineers and managers should place a high priority on this responsibility．Creativity and innovation are essential to the process.One alternative that may be feasible in a decision situation is making no change to the current operation or set of conditions(i.e., doing nothing). If you judge this option feasible，make sure it is considered in the analysis. However, do not focus on the status quo to the detriment of innovative or necessary change.PRINCIPLE2-FOCUS ON THE DIFFERENCES:Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.If all prospective outcomes of the feasible alternatives were exactly the same，there would be no basis or need for comparison．We would be indifferent among the alternatives and could make a decision using a random selection.Obviously, only the differences in the future outcomes of the alternatives are important．Outcomes that are common to all alternatives can be disregarded in the comparison and decision．For example，if your feasible housing alternatives were two residences with the same purchase(or rental)price，price would be inconsequential to your final choice．Instead，the decision would depend on other factors, such as location and annual operating and maintenance expenses. This example illustrates，in a simple way, Principle 2，which emphasizes the basic purpose of an engineeringeconomic analysis：to recommend a future course of action based on the differences among feasible alternatives.PRINCIPLE 3-USE A CONSISTENT VIEWPOINT:The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).The perspective of the decision maker, which is often that of the owners of the firm，would normally be used．However, it is important that the viewpoint for the particular decision be first defined and then used consistently in the description analysis，and comparison of the alternatives.As an example，consider a public organization operating for the purpose of developing a river basin，including the generation and wholesale distribution of electricity from dams on the river system．A program is being planned to upgrade and increase the capacity of the power generators at two sites. What perspective should be used in defining the technical alternatives for the program? The “owners of the firm” in this example means the segment of the public that will pay the cost of the program and their viewpoint should be adopted in this situation.Now let us look at an example where the viewpoint may not be that of the owners of the firm．Suppose that the company in this example is a private firm and that the problem deals with providing a flexible benefits package for the employees. Also, assume that the feasible alternatives for operating the plan all have the same future costs to the company．The alternatives，however, have differences from the perspective of the employees，and their satisfaction is an important decision criterion. The viewpoint for this analysis and decision should be that of the employees of the company as a group, and the feasible alternatives should be defined from their perspective.PRINCIPLE 4-USE A COMMON UNIT OF MEASURE:Using a common unit of measurement to enumerate asmany of the prospective outcomes as possible will simplify the analysis and comparison of the alternatives.It is desirable to make as many prospective outcomes as possible commensurable (directly comparable)．For economic consequences，a monetary unit such as dollars is the common measure．You should also try to translate other outcomes(which do not initially appear to be economic) into the monetary unit．This translation，of course, will not be feasible with some of the outcomes, but the additional effort toward this goal will enhance commensurabilitv and make the subsequent analysis and comparison of alternatives easier.What should you do with the outcomes that are not economic(i.e., the expected consequences that cannot be translated (and estimated) using the monetary unit)? First, if possible, quantify the expected future results using an appropriate unit of measurement for each outcome．If this is not feasible for one or more outcomes，describe these consequences explicitly so that the information is useful to the decision maker in the comparison of the alternatives．PRINCIPLE 5-CONSIDER ALL RELEV ANT CRITERIASelection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider both the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.The decision maker will normally select the alternative that will best serve the long-term interests of the owners of the organization. In engineering economic analysis, the primary criterion relates to the long-term financial interests of the owners. This is based on the assumption that available capital will be allocated to provide maximum monetary return to the owners. Often, though, there are other organizational objectives you would like to achieve with your decision, and these should be considered and given weight in the selection of an alternative. These nonmonetarv attributes andmultiple objectives become the basis for additional criteria in the decision-making process.PRINCIPLE6-MAKE UNCERTAINTY EXPLICIT:Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.The analysis of the alternatives involves projecting or estimating the future consequences associated with each of them．The magnitude and the impact of future outcomes of any course of action are uncertain．Even if the alternative involves no change from current operations, the probability is high that today‟s estimates of, for example，future cash receipts and expenses will not be what eventually occurs. Thus, dealing with uncertainty is an important aspect of engineering economic analysis and is the subject of Chapters 10 and 13.PRINCIPLE 7- REVISIT YOUR DECISIONS:Improved decision making results from an adaptive process, to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.A good decision-making process can result in a decision that has an undesirable outcome. Other decisions, even though relatively successful，will have results significantly different from the initial estimates of the consequences. Learning from and adapting based on our experience are essential and are indicators of a good organization.The evaluation of results versus the initial estimate of outcomes for the selected alternative is often considered impracticable or not worth the effort. Too often, no feedback to the decision-making process occurs. Organizational discipline is needed to ensure tha t implemented decisions are routinely postevaluated and that the results used to improve future analyses of alternatives and the quality of decision making．The percentage of important decisions inan organization that are not postevaluated should be small．For example，a common mistake made in the comparison of alternatives is the failure to examine adequately the impact of uncertainty in the estimates for selected factors on the decision．Only postevaluations will highlight this type of weakness in the engineering economy studies being done in an organization.Unit Three Cost Concept3.1 Fixed, Variable, and Incremental CostsFixed costs are those unaffected by changes in activity level over a feasible range of operations for the capacity or capability available. Typical fixed costs include insurance and taxes on facilities, general management and administrative salaries, license fees, and interest costs on borrowed capital.Of course, any cost is subject to change, but fixed costs tend to remain constant over a specific range of operating conditions. When large changes in usage of resources occur, or when plant expansion or shutdown is involved, fixed costs will be affected.Variable costs are those associated with an operation that vary in total with the quantity of output or other measures of activity level. If you were making an engineering economic analysis of a proposed change to an existing operation, the variable costs would be the primary part of the prospective differences between the present andchanged operations as long as the range of activities is not significantly changed. For example, the costs of material and labor used in a product or service are variable costs, because they vary in total with the number of output units, even though the costs per unit stay the same.An incremental cost (or incremental revenue) is the additional cost (or revenue) that results from increasing the output of a system by one (or more) units. Incremental cost is often associated with “go-no go” decisions that involve a limited change in output or activity level.③For instance, the incremental cost per mile for driving an automobile may be. $0.27, but this cost depends on considerations such as total mileage driven during the year (normal operating range), mileage expected for the next major trip, and the age of the automobile. Also, it is common to read of the “incremental cost of producing a barrel of oil” and “incremental cost to the state for educating a student.” As these examples indicate, the incremental cost (or revenue) is often quite difficult to determine in practice.3.2 Recurring and Nonrecurring CostsThese two general cost terms are often used to describe various types of expenditures. Recurring costs are those that are repetitive and occur when an organization produces similar goods or services on a continuing basis. Variable costs are also recurring costs, because they repeat with each unit of output. But recurring costs are not limited to variable costs. A fixed cost that is paid on a repeatable basis is a recurring cost. For example, in an organization providing architectural and engineering services, office space rental, which is a fixed cost, is also a recurring cost.Nonrecurring costs, then, are those which are not repetitive, even though the total expenditure may be cumulative over a relatively short period of time. Typically, nonrecurring costs involve developing or establishing a capability or capacity to operate. For example, the purchase cost for real estate upon which a plant will bebuilt is a nonrecurring cost, as is the cost of constructing the plant itself.3.3 Direct, Indirect, and Standard CostsThese frequently encountered cost terms involve most of the cost elements that also fit into the previous overlapping categories of fixed and variable costs, and recurring and nonrecurring costs. Direct costs are costs that can be reasonably measured and allocated to a specific output or work activity. The labor and material costs directly associated with a product, service, or construction activity are direct costs. For example, the materials needed to make a pair of scissors would be a direct cost.Indirect costs are costs that are difficult to attribute or allocate to a specific output or work activity. The term normally refers to types of costs that would involve too much effort to allocate directly to a specific output. In this usage, they are costs allocated through a selected formula (such as, proportional to direct labor hours, direct labor dollars, or direct material dollars) to the outputs or work activities. For example, the costs of common tools, general supplies, and equipment maintenance in a plant are treated as indirect costs.Overhead consists of plant operating costs that are not direct labor or direct material costs. In this book, the terms indirect costs, overhead, and burden are used interchangeably. Examples of overhead include electricity, general repairs, property taxes, and supervision. Administrative and selling expenses are usually added to direct costs and overhead costs to arrive at a unit selling price for a product or service. (Appendix A provides a more detailed discussion of cost accounting principles.)Various methods are used to allocate overhead costs among products, services, and activities. The most commonly used methods involve allocation in proportion to direct labor costs, direct labor hours, direct materials costs, the sum of direct labor and direct materials costs (referred to as prime cost in a manufacturing operation), or machine hours. In each of these methods, it isnecessary to know what the total overhead costs have been or are estimated to be for a time period (typically a year) to allocate them to the production (or service delivery) outputs.Standard costs are representative costs per unit of output that are established in advance of actual production or service delivery. They are developed from anticipated direct labor hours, materials, and overhead categories (with their established costs per unit). Because total overhead costs are associated with a certain level of production, this is an important condition that should be remembered when dealing with standard cost data (for example, see Section 2.5.3). Standard costs play an important role in cost control and other management functions. Some typical uses are the following:1. Estimating future manufacturing costs.2. Measuring operating performance by comparing actual cost per unit with the standard unit cost.3. Preparing bids on products or services requested by customers.4. Establishing the value of work in process and finished inventories.3.4 Cash Cost versus Book CostA cost that involves payment of cash is called a cash cost (and results in a cash flow) to distinguish it from one that does not involve a cash transaction and is reflected in the accounting system as a noncash cost. This noncash cost is often referred to as a book cost. Cash costs are estimated from the perspective established for the analysis (Principle 3, Section 1.3) and are the future expenses incurred for the alternatives being analyzed. Book costs are costs that do not involve cash payments, but rather represent the recovery of past expenditures over a fixed period of time. The most common example of book cost is the depreciation charged for the use of assets such as plant and equipment. In engineering economic analysis, only those costs that are cash flows or potential cash flows from the defined perspective for the analysis need to be considered.Depreciation, for example, is not a cash flow and is important in an analysis only because it affects income taxes, which are cash flows. We discuss the topics of depreciation and income taxes in Chapter 6.3.5 Sunk CostA sunk cost is one that has occurred in the past and has no relevance to estimates of future costs and revenues related to an alternative course of action. Thus, a sunk cost is common to all alternatives, is not part of the future (prospective) cash flows, and can be disregarded in an engineering economic analysis. For instance, sunk costs are nonrefundable cash outlays, such as earnest money on a house or money spent on a passport.We need to be able to recognize sunk costs and then handle them properly in an analysis. Specifically, we need to be alert for the possible existence of sunk costs in any situation that involves a past expenditure that cannot be recovered, or capital that has already been invested and cannot be retrieved.The concept of sunk cost is illustrated in the next simple example. Suppose that Joe College finds a motorcycle he likes and pays $40 as a down payment, which will be applied to the $1,300 purchase price, but which must be forfeited if he decides not to take the cycle. Over the weekend, Joe finds another motorcycle he considers equally desirable for a purchase price of $1,230. For the purpose of deciding which cycle to purchase, the $40 is a sunk cost and thus, would not enter into the decision, except that it lowers the remaining cost of the first cycle. The decision then is between paying $1,260 ($1,300～$40) for the first motorcycle versus $1,230 for the second motorcycle.In summary, sunk costs result from past decisions and therefore are irrelevant in the analysis and comparison of alternatives that affect the future. Even though it is sometimes emotionally difficult to do, sunk costs should be ignored, except possibly to the extent that their existence assists you to anticipate better what will happen in the future.3.6 Opportunity CostAn opportunity cost is incurred because of the use of limited resources, such that the opportunity to use those resources to monetary advantage in an alternative use is foregone. Thus, it is the cost of the best rejected (i.e., foregone) opportunity and is often hidden or implied.For example, suppose that a project involves the use of vacant warehouse space presently owned by a company. The cost for that space to the project should be the income or savings that possible alternative uses of the space may bring to the firm. In other words, the opportunity cost for the warehouse space should be the income derived from the best alternative use of the space. This may be more than or less than the average cost of that space obtained from the accounting records of the company.Consider also a student who could earn $20,000 for working during a year, but chooses instead to go to school for a year and spend $5,000 to do so. The opportunity cost of going to school for that year is $25,000:$5,000 cash outlay and $20,000 for income foregone. (This figure neglects the influence of income taxes and assumes that the student has no earning capability while in school.)3.7 Life-Cycle CostIn engineering practice, the term life-cycle cost is often encountered. This term refers to a summation of all the costs, both recurring and nonrecurring, related to a product, structure, system, or service during its life span, The life cycle is illustrated in Figure 2-2. The life cycle begins with identification of the economic need or want (the requirement) and ends with retirement and disposal activities. It is a time horizon that must be defined in the context of the specific situation-whether it is a highway bridge, a jet engine for commercial aircraft, or an automated flexible manufacturing cell for a factory. The end of the life cycle may be projected on a functional or an economic basis. For example, the amount of time that a structure or piece of equipment is able to perform economically maybe shorter than that permitted by its physical capability. Changes in the design efficiency of a boiler illustrate this situation. The old boiler may be able to produce the steam required, but not economically enough for the intended use.Unit Four Time Value of Money4.1 IntroductionThe term capital refers to wealth in the form of money or property that can be used to produce more wealth. The majority of engineering economy studies involve commitment of capital for extended periods of time, so the effect of time must be considered. In this regard, it is recognized that a dollar today is worth more than a dollar one or more years from now because of the interest (or profit) it can earn. Therefore, money has a time value.4.2 Why Consider Return to Capital?Capital in the form of money for the people, machines, materials, energy, and other things needed in the operation of an。

常用建筑专业英语单词工程指挥部：construction headquarters 工程造价：construction cost工程预算：construction budget工程管理：engineering management工程监督：supervision of works工程量：quantities方案设计：schematic design最终验收：final acceptance包干合同：lump sum contract保用期：warranty period概算：approximate estimate地价：land cost报价：quoted price工人：worker工具：tool测量：survey地方规范：local regulation最小日照间距：minimum sunlighting spacing最小净空：minimum clearance混凝土：concrete钢筋：reinforcing bar rebar钢筋混凝土reinforced concrete钢筋混凝土工程reinforced concrete work钢筋混凝土基础reinforced concrete foundation 钢筋混凝土柱：reinforced concrete column钢筋混凝土桩：reinforced concrete pile钢筋混凝土过梁：reinforced concrete lintel钢筋笼：reinforcing cage混凝土保护层：concrete cover混凝土标号：grade of concrete剪力墙shear wall模板：formwork半地下室：semibasement变形缝：movement joint标准层：standard floor防潮层：damp-proof course不收缩混凝土：non-shrinking concrete拆除：dismantle沉降：settlement建筑专业词汇a. DESIGN BASIS 设计依据b. DESIGN STAGE 设计阶段c. CLIMATE CONDITION 气象条件d. GENERAL ROOM NAME 常用房间名称e. ROOFING & CEILING 屋面及天棚f. WALL(CLADDING) 墙体(外墙板)g. FLOOR & TRENCH 地面及地沟h. DOORS 、GLASS、WINDOWS & IRONMONGERY(HARDWARE)门、玻璃、窗及五金件I. STAIRCASE、LANDING & LIFT(ELEVATOR)楼梯、休息平台及电梯j. BUILDING MATERIAL WORDS AND PHRASES 建筑材料词汇及短语【 Bricks and Tiles 砖和瓦】【Lime, Sand and Stone 灰、砂和石】【Cement, Mortar and Concrete 水泥、砂浆和混凝土】【Facing And Plastering Materials 饰面及粉刷材料】【Asphalt (Bitumen) and Asbestos 沥青和石棉】【Timber 木材】【Metallic Materials 金属材料】【Non-Ferrous Metal 有色金属】【Anti-Corrosion Materials 防腐蚀材料】【Building Hardware 建筑五金】【Paint 油漆】k. OTHER ARCHITECTURAL TERMS 其它建筑术语【Discipline 专业】【Conventional Terms 一般通用名词】【Architectural Physics 建筑物理】【Name Of Professional role 职务名称】【Drafting 制图】a. DESIGN BASIS 设计依据计划建议书 planning proposals设计任务书 design order标准规范standards and codes条件图 information drawing设计基础资料 basic data for design工艺流程图 process flowchart工程地质资料 engineering geological data原始资料 original data设计进度 schedule of designb. STAGE OF DESIGN 设计阶段方案 scheme, draft草图 sketch会谈纪要summary of discussion谈判 negotiation可行性研究 feasibility study初步设计 preliminary design基础设计 basic design详细设计 detail design询价图 enquiry drawing施工图 working drawing, construction drawing项目管理英文词汇ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准?C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面。