建筑专业英语文章翻译

建筑英文介绍带翻译Introduction to Architecture 建筑英文介绍。

Architecture is the art and science of designing and constructing buildings and other physical structures. It involves the use of materials, technology, and design principles to create functional and aesthetically pleasing spaces that meet the needs of people.建筑是设计和建造建筑物和其他物理结构的艺术和科学。

它涉及使用材料、技术和设计原则来创建功能和美观的空间，满足人们的需求。

The history of architecture can be traced back to ancient civilizations such as Egypt, Greece, and Rome, where impressive structures such as the Pyramids, the Parthenon, and the Colosseum were built. These structures were not only functional but also served as symbols of power and wealth.建筑的历史可以追溯到古代文明，如埃及、希腊和罗马，那里建造了令人印象深刻的建筑物，如金字塔、巴特农神庙和斗兽场。

这些建筑不仅具有功能性，还作为权力和财富的象征。

As time passed, architecture evolved and new styles emerged. In the Middle Ages, Gothic architecture emerged with its pointed arches, ribbed vaults, and flying buttresses. During the Renaissance, architects such as Michelangelo, Leonardo da Vinci, and Bramante created masterpieces that combined classical elements with new techniques and materials.随着时间的推移，建筑发展并出现了新的风格。

建筑工程技术英语翻译Building Engineering Technology Translation - No Duplicate Titles1. 项目概述 (Project Overview)The project aims to construct a modern high-rise commercial building in the city center. The building will consist of 30 floors and will house various offices, retail shops, and restaurants. It is expected to become a landmark in the area upon completion.2. 结构设计 (Structural Design)The structural design of the building incorporates steel and concrete elements to ensure its stability and durability. Advanced computer-aided design software is utilized to optimize the layout and distribution of loads within the structure.3. 施工计划 (Construction Schedule)The construction schedule has been carefully planned to ensure efficient progress while minimizing disruptions to nearby businesses and residents. Various construction phases are outlined, including site preparation, foundation construction, and vertical construction.4. 材料选择 (Material Selection)High-quality materials are selected for different aspects of the building to ensure both aesthetic appeal and functionality. Thefaçade will feature glass curtain walls, while the interior will utilize premium finishings and fixtures.5. 环境友好设计 (Environmentally Friendly Design)The building incorporates environmentally friendly design principles to minimize its ecological impact. Features such as energy-efficient lighting systems, water-saving fixtures, and green rooftops are integrated into the design.6. 施工质量控制 (Construction Quality Control)Strict quality control measures are implemented throughout the construction process to ensure the highest standards are met. Regular inspections, quality audits, and material testing are carried out to identify and rectify any potential issues.7. 安全措施 (Safety Measures)Comprehensive safety measures are implemented to guarantee the well-being of all workers and visitors. Safety training, protective equipment, and emergency response plans are in place to promptly address any potential hazards.8. 施工管理 (Construction Management)Experienced construction managers oversee the project and ensure all activities are carried out according to the plan. They coordinate with various subcontractors, handle procurement, and monitor progress to meet project milestones.9. 质保保证 (Quality Assurance)A comprehensive quality assurance plan is implemented to ensure all construction activities conform to the specified standards. Inspections, tests, and documentation are carried out to verify the quality of materials and workmanship.10. 竣工验收 (Project Completion and Acceptance)Upon project completion, a thorough inspection and acceptance process is conducted to ensure all contractual requirements are met. Final documentation, including as-built drawings and operation manuals, is submitted to the client for their records.。

关于建筑的主讲英文稿范文English:As a lecturer on architecture, I aim to provide students with a comprehensive understanding of the principles and concepts that form the foundation of architectural design. Through engaging lectures, interactive discussions, and hands-on design projects, I strive to inspire creativity and critical thinking in each student. By exploring the historical significance of different architectural styles, analyzing sustainable design strategies, and examining the relationship between architecture and society, I hope to instill in students a deep appreciation for the built environment. Additionally, I emphasize the importance of collaboration, communication, and innovation in the field of architecture, preparing students to navigate the ever-evolving challenges of the profession. Ultimately, my goal is to empower students to become thoughtful and responsible architects who contribute positively to the built environment.Translated content:作为一名建筑讲师，我致力于向学生传授构成建筑设计基础的原则和概念。

介绍建筑的英语作文_专业高分英语作文4篇关于”介绍建筑“的英语作文模板4篇，作文题目：Introductionto architecture。

以下是关于介绍建筑的专业英语模板，每篇作文均为高分模板带翻译。

关于”介绍建筑“的英语作文模板4篇，作文题目：Introductionto architecture。

以下是关于介绍建筑的专业英语模板，每篇作文均为高分模板带翻译。

高分英语作文1：Introduction to architectureIt is the highest building in the world. It has been used up to now. Engineer Gustav Eiffel is a first-cl tourist destination.中文翻译：法国埃菲尔铁塔在法国巴黎塞纳河畔的火星广场上建有一座铁塔，它是法国最著名的地标性建筑，在建成时被用作法国的象征，是世界上最高的建筑，一直沿用至今，工程师古斯塔夫·埃菲尔，它是一个一流的旅游目的地，每年有超过百万的游客参观金字塔，一眼金字塔就能让观者惊叹它的美丽和壮丽，然而，人们可能会惊讶地发现，这样一个宏伟的建筑完全是由普通的石头组成的大多数人都熟悉这句谚语：罗马不是一天建成的一个像金字塔一样宏伟的物体也不像罗马城的伟大是由它的小部分组合而成的那样迅速或容易建造的，金字塔只有像石头一样坚固它是由金字塔的形象提醒我们，伟大的成功其实是小成就的积累记住，只有当一个人愿意与小石子一起工作时，人们才会明智地放弃轻率的倾向，而不是认真地去尝试，毅力是肯定的希望我的小作文能帮你好运。

万能作文模板2：建筑学概论Paris: the city of romance high Eiffel Tower, colorful streets, beautiful Seine River, splendid palaces, romantic people, and ancient history. As the capital of France, Paris is a great place for all people in the world. Paris is a modern city with a long and rich history.Boys and girls meet Mickey, fly with Dumbo and get lost in Wonderland.中文翻译：巴黎：浪漫之城高高的埃菲尔铁塔，多彩的街道，美丽的塞纳河，辉煌的宫殿，浪漫的，古老的历史巴黎作为法国的首都，对世界上所有人来说都是一个伟大的地方，巴黎是一座现代化的城市，有着悠久而丰富的历史，在这里发生了许多事件，游客可以游览的地方很多。

翻译一The environmental crisis and sustainable developmentIt has been suggested that the publication of Silent Spring by Rachel Carson in 1962 was the start of the modern environmental movement (Dobson, 1991). However, the roots of environmentalism may be muchdeeper. Farmer (1996) has traced the development of ‘Green Sensibility’ in architecture back to folk buildings and the cult of the cottage through the nineteenth century in the writings of Ruskin, the work of the Arts and Crafts movement to the twentieth century and the organic ideas inModern Architecture. The planning profession could also cite its list of planners with green credentials. Amongst these father figures of the planning world would be Geddes (1949), Howard and the Garden City Movement (1965), and Mumford (1938) with his analysis of the ‘Rise and Fall of Megalopolis’. No doubt other disciplines could legitimately cite their own lists of people with deep concerns for the environment, many of them working long before the term ‘sustainable development’was coined. While it is not the intention to downgrade these fine scholarly traditions, nevertheless, for the purpose of this study,and for convenience, the beginnings of the modern environmental movement will be placed in the 1960s. The mood of environmentalism quickened with Rachel Carson’s analysis of the inevitable damage caused by large-scale and indiscriminate use of chemical pesticides, fungicides and herbicides. Carson’s influence was widespread, affecting pressure groups such as Friends of the Earth, in addition to the stimulus she gave to the development of green politics and philosophy. From the USA, Ian McHarg, the Scottish e´migre´, published his seminal work Design with Nature in 1969, seven years after Carson’s warning cry. McHarg’s ecological thesis spans the disciplines of landscape, architecture and planning: he is one of the founding fathers of sustainable development.McHarg argued that human development should be planned in a manner that took full account of nature and natural processes. Design with Nature in addition to articulating a philosophical position also provided atechnique for landscape analysis and design using overlays, a technique which now forms the basis of GIS, Geographic Information Systems, an important tool for current planning and design. While McHarg was writing in the 1960s, the thrust of his argument still applies today in the twenty-first century. ‘It is their (the merchant’s)ethos, with our consent, that sustains th e slumlord and the land rapist, the polluters of rivers and atmosphere. In the name of profit they pre-empt the seashore and sterilize the landscape, fell the great forests, fill protective marshes, build cynically in the flood plain. It is the claim of convenience – or – its illusion – that drives the expressway through neighbourhoods, homes and priceless parks, a taximeter of indifferent greed’.Small is Beautiful by Schumacher (1974) is another milestone in the analysis of the causes of environmental problems and in the development of green principles. One cause of environmental problems according to Schumacher is the notion that we can continue to produce and consume atever-increasing rates in a finite planet. Schumacher warned that the planet which is our stock of capital is being threatened by overproduction: in effect, the human race is consuming its capital at an alarming rate, endangering the tolerance margins of nature, and so threatening the life support systemsthat nurture humankind. A further landmark in green analysis was ‘The Trage dy of the Commons’ (Hardin, 1977). Hardin argued that if everyone maximized his or her own gain from commonly held property, whetherland, sea or air (the commons), the result would be the destruction of those commons. Where populations are comparatively small the ‘commons’ are not under great threat. With rising world populations, the commons now under threat include the air we breathe, the ozone layer that protects us from the sun’s rays, and the ecological systems that deal with the waste we cause. How far The Limits to Growth (Meadows et al., 1972) for the Club of Rome’s Project on ‘The Predicament of Mankind’ progressed the aims of the environmental movement is problematical. It attempted to plot the depletion of resources and to warn of the danger of exponential growth, to the ultimate destruction of a global environment fit for human occupation. The book has been described as mechanistic and non-scientific. It has also been criticized for overstating the case, therefore damaging the environmental or green cause. To some extent these criticisms have been addressed in Beyond the Limits (Meadows et al., 1992). The Limits to Growth did attempt, however, to study some aspects of the global environment holistically, concentrating on linkages and adopting a systems approach to environmental analysis, all being common features of a ‘green method’.THE ‘SKEPTICAL ENVIRONMENTALIST’The publication by Lomborg, in Danish, of his book, Verdens Sande Tilstand (1998) –later translated into English as The Skeptical Environmentalist (2001) – was a further landmark in the environmental debate. Acc ording to Lomborg’s assessment, conditions on earth are generally improving for human welfare: furthermore, future prospects are not nearly as gloomy as environmental scientists predict. Those working in the field of sustainable deve lopment cannot ignore Lomborg’s thought-provoking analysis, even though most reputable environmental scientists have rebutted his complacent view of the global environment (see Bongaarts, Holdren, Lovejoy and Schneidr in Scientific American, January, 2002). Like Meadows in his Limits to Growth, Lomborg may have overstated his case. Unfortunately, his thesis has given credence to the views of those advocating an environmental ‘free for all’, par ticularly those to the right of American poli tics (see ‘Bush bending science to his p olitical needs’; Guardian, 19th February, 2004).翻译二POPULATIONAn important contributory factor affecting the deterioration of the environment is population growth. According to Bongaarts (2002), Lomborg’s assertion that the number of pe ople on this planet is not ‘the problem’, is simply wrong. The population of the planet was approximately 0.5 billion in the mid-seventeenth century. It was then growing at approximately 0.3 per cent per annum, which represented a doubling of population every 250 years. By the beginning of the twentieth century, the population was 1.6 billion but growing at 0.5 per cent per annum, which corresponds to a doubling time of 140 years. In 1970, the global population was 3.6 billion, with a growth rate of 2.1 per cent per annum. Not only was the population growing exponentially but the rate of growth was increasing. From 1971 to 2000 the population grew to about 6 billion, but the growth rate fell to 1.5 per cent per annum. This change in population growth rate is a significant improvement and means a reduction in the rate at which total world population grows. The population growth rate is expected to fall further to about 0.8 per cent per annum by 2030. Despite this fall in population growth rate, the absolute growth will remain nearly as high as levels in the last decades of the twentieth century, simply because the population base rate keeps expanding: the global population is expected to be about 8 billion by 2030 and to reach about 10 billion by 2050. These global figures mask details of unprecedented demographic change, which are highly significant for the impact they may have on the environment. The world’s poorest nations of Africa, Asia and Latin America have rapidly growing and young populations, while in the wealthy nations of Europe, North America and Japan, population growth is zero or in some cases negative. By 2030, over 85 per cent of the world’s population will live in these poorer nations of the developing world. Three- quarters of global population growth occurs in the urban centres of these poorer nations, and half of this increase is by natural growth within cities. This urban growth in, and rural-urban migration to, the cities of the poor ‘South’ is occurring in a context of far higher absolute population growth, at extremely low income levels, very little institutional and financial capacity, and few opportunities to expand into new frontiers, foreign or domestic. ‘While urban poverty exists and is indeed growing in all cities of the world, it characterizes aspects of the rapidly growing cities of the developing countries. There, urban poverty disproportionately affects women and children; fuels ethnic and racial tensions; and condemns large sections, and sometimes the majority of urban dwellers to a downward spiral of marginalization, social and economic exclusion and unhealthy living environments’(United Nations, Habitat, 2001). Over 1 billion people live in absolute poverty, living on less than $1 per day. A total of 420 million people live in countries that no longer have enough cropland on which to grow their own food, and 500 million people live in regions prone to chronic drought: by 2025, this number is likely to be 2.4 to 3.5 billion people. Clearly, population pressures will induce migratory movements throughout the world, so that in Europe – including Britain –we can expect to see a continuing influx of economic migrants: some – but not all –in this country would see this immigration of young economically active people as essential to sustain our aging population (Observer, 25 January, 2004). Suchpopulation movements will not be without conflict.‘Poverty and environmental degradation are closely interrelated. While poverty results in environmental stress, the major cause of environmental deterioration is an unsustainable pattern of consumption and production, particularly in the industrialised countries, which aggravates poverty and imbalances’ (UN, 1992b). The cause of the problem does not lie in the poor South, but in the ‘over-consumption’in the rich North: over-consumption being a euphemism for the much shorter and more accurate word ‘greed’, as used by McHarg. Nevertheless, a reduction in population growth rates through education and family planning is of great importance in establishing a sustainable future for humankind: alone, however, it is insufficient. It is worth noting that one child born in Europe or the USA will usethe same resources and be responsible for using the same energy and producing the same waste as perhaps thirty or forty born in less advantaged countries. The problems are ‘increasingly international, global and potentially more life-threatening than in the past’ (Pearce, 1989). Fifteen years on from the time when Pearce wrote those words, global conditions have, if anything, deteriorated. The development of a global environment of quality, in addition to the reduction in population growth in the Developing World, is dependent upon establishing sustainable patterns of consumption and production in the Developed World, which in part is related to the way in which we build and use cities.FOOD PRODUCTIONBarring catastrophe, the global population over the next thirty years will grow from 6 billion to 8 billion people. Most of this growth will be in cities of the Developing World. Bongaarts (2002) believes that the demand for feeding this extra population, will be a g reat challenge: ‘The ability of agriculturists to meet this challenge remains uncertain’. He goes on to say that, ‘. . . the technological optimists are probably correct in claiming that the overall food production can be increased substantially over the next few decades’. This agricultural expansion will be costly. The expansion will probably take place on soils of poor quality, located in places less favourable for irrigation, than existing intensively farmed land. Water – as we read constantly in our daily newspapers – is in increasingly short supply, while its demand grows not only for purposes of irrigation.翻译三CLIMATE CHANGEMost weeks we read in the press, that climate change is upon us and that matters can only get worse. The re is even a ‘suspicion abroad’ that conditions are worse than we think. Recently, official pronouncements reported in the press added to the concern: they have led to headlines such as: ‘End of the World is nigh –it’s official’; ‘Human race is killing the planet says Meacher’; and ‘Risk to the environment poses the same dangers as terror, wa rns Blair’ (The Guardian, March 2003). Scientists are, however, more circumspect. As Pearce pointed out as far back as 1989, ‘. . . there is uncertainty about the nature and effect of these changes to climate. For example, there is uncertainty about the exact trace gas emissions which will enter the atmosphere and the precise fuel mix which will be used in the future. There is also uncertainty about the nature and extent of the ecological changes which will be brought about by pollution; in particular, there is uncertainty about the ways in which the climate will respond, either at a global or in a regional context. There is also uncertainty about environmental thresholds–that is, points at which an environmental catastrophe occurs or where particular processes cannot be reversed. Above all, there is great uncertainty about the ways in which man will respond to any changes to the environment that may occur. Human response to a real or perceived environmental threat may be part of a natural adaptation process and include responses at a personal, institutional or governmental level. The response may range from the small-scale installation in the home of more thermal insulation to a process of mass migration from areas of drought or flooding’. More recently, Schneider (2002) also stressed the uncertainty surrounding the whole vexed question of climate change:‘Uncertainties so infuse the issue of climate change that it is impossible to rule out either mild or catastrophic outcomes’. Temperatures in 2100 may increase by 1.4 degrees Celsius or by 5.8 degrees. The first would mean relatively easy adaptable change: the larger figure would induce very damaging changes. The most creditable international assessment body in this field, The Intergovernmental Panel on Climate Change (IPCC) endorse this range of possibilities so that we could be lucky and see a mild effect or unlucky and get catastrophic outcomes. Since a large body of the scientific community believe that climate change in part is due to human activities, a reasonable behaviour would be for humankind to take preventative measures. As Schneider (2002) points out, ‘It is precisely because the responsible scientific community cannot rule out such catastrophic outcomes at a high level of confidence that climate mitigation policies are seriously proposed.’ U ntil the Scientific community, acting on its research findings, advises otherwise, it would seem prudent to propose development strategies, which reduce, as far as possible, the pressures on a fragile global environment. Here it is intended to continue to advocate ‘the precautionary pri nciple’ as a guide for environmental design: this principle is fundamental to the theory of sustainable development, which advocates a cautious approach to the use of environmental resources, particularly those which result in the pollution of the atmosphere with greenhouse gases.SUSTAINABLE DEVELOPMENTThere seems to be widespread agreement that solving global problems means the adoption of policies and programmes that lead to sustainable development. Sustainable development, however, has many different meanings (Pearce, 1989). The shades of meaning given to sustainable development closely mirror –or perhaps match – the writer’s intellectual or emotional position along the spectrum of green philosophy. There is also a great danger that the concept will become meaningless, or simply be used as another wordy panacea instead of action for dealing with the environmental ills that befall the planet. The pursuit of a sustainable future for the human race in an environment of quality will require the design of effective policies and programmes which directly address the related problems of unsustainable activities and environmental degradation; they must also be politically acceptable in the jurisdiction where they are proposed. If these policies and programmes are grouped beneath the generic term ‘sustainable development’, then that term must have a generally accepted meaning which does not reduce it to an anodyne instrument for political obfuscation. A generally accepted definition of sustainable development, and a good point to begin an exploration of this concept, is taken from the Brundtland Report:‘Sustainable development is development that meets the needs of the present generation without compromising the ability of future generations to meet their own needs’ (World Commission on Environment and Development, 1987). This definition contains three key ideas: development, needs, and future generations. According to Blowers (1993), development should not be confused with growth. Growth is a physical or quantitative expansion of the economic system, while development is a qualitative concept: it is concerned with cultural, social and economic progress. The term ‘needs’ introduces the ideas of distribution of resources: ‘meeting the basic needs of all and extending to all the opportunity to satisfy their aspirations for a better life’ (World Commission on Environment and Development, 1987). These are fine sentiments, but in reality the world’s poor are unable to achieve their basic needs of life, while the more affluent effectively pursue their aspirations, many luxuries being defined by such groups as needs. There will naturally be environmental costs if the standards of the wealthy are maintained while at the same time meeting the basic needs of the poor. These environmental costs, furthermore, will increase dramatically if the living conditions in developing countries improve, let alone if the aspiration is to bring those conditions in line with the more affluent developed world. A choice may be inevitable: meeting needs therefore is a political, moral and ethical issue. It concerns the redistribution of resources both within and between nations.翻译四SUSTAINABLE DEVELOPMENT: OFFICIAL RESPONSESSustainable development was placed on the political agenda in 1987 with the publication of Our Common Future: The Brundtland Report (World Commission on Environment and Development, 1987). In Britain, the Government commissioned a report by Pearce et al. (1989) called Blueprint for a Green Economy. Pearce suggested ways in which the constraints could be introduced into the economic system of the United Kingdom. Later, the Government published a White Paper called This Common Inheritance, B ritain’s Environmental Strategy(Department of the Environment, 1990). While full of fine sentiment, the White Paper paid little attention to the argument developed in the Pearce Report. Consequently, no new lead was given in this policy area. The environmental movement was given a European dimension when the European Commission published its Green Paper on the Urban Environment (Commission for the Economic Communities, 1990). The early 1990s in Britain saw the publication of a number of official documents addressing environmental issues. Development Plans: A Good Practice Guide (Department of the Environment, 1992a) has a section on Environmental Issues which attempts to show how concerns about environmental issues can be reflected in a Development Plan. It discusses: ‘achieving a balance between economic growth, technological development and environmental considerations’. It does not attempt to define the point of balance, nor does it enter the thorny argument about development versus growth. The section on energy goes a little further, incorporating some of the ideas on energy-efficient urban form that appear in Energy Conscious Planning (Owens, 1991), a report prepared for the Council for the Protection of Rural England, 1992 saw the publication of Planning Pollution and Waste Management, which formed the basis of planning guidance (Department of the Environment, 1992b), while in 1993 Reducing Transport Emissions Through Planning was published: this was a document prepared jointly by the Department of the Environment and the Department of Transport (1993a). The document states that: In recognition of the problem of global warming the UK Government has signed the Climate Change Convention. This calls for measures to reduce CO2 emissions to 1990 levels by 2000. If the transport sector is to contribute to this reduction, there are three mechanisms through which this could be achieved:(1) Through reductions in overall travel demand;(2) Through encouraging the use of more emissions-efficient modes of travel; and(3) Through changes in the emissions efficiency of transport.Item (1) is simply advocating more energy-efficient urban form, and item (3) is also without political pain –it is the straightforward suggestion to improve transport technology. Item (2) was – and still remains – the area with the greatest potential for short-term reduction in CO2 emissions.This course of action, however, causes the most difficulty for a conservative Government with a prejudice in favour of the road lobby and a propensity to support a roads solution to transport problems.Favoring public transport rather than support for the building of more roads has proved equally problematic for the present Labour Government. Item (2) in essencemeans the development of an efficient, cheap and effective integrated public transport system. The development of such a public transport system means the transfer of resources from the car user to those who use public transport. The transfer of resources may take two forms. First, it may mean higher costs for the motorist in terms of petrol prices, road taxes and road pricing: this will make motoring more costly. Second, the transfer of resources takes the more direct form of the development of costly public transport infrastructure at the expense of road improvements. Competition between our political parties means that no Government, of whatever political persuasion, can afford to alienate too many voters. Most of us living in Britain own a car: we use it daily and with it we conduct a long and tender love affair. How many voters in ‘Middle England’ will gladly accept the undoubted pain accompanying any restriction in car use? One simple and effective way in which the car user in this country was asked to pay for the environmental damage caused by too much petrol consumption was through the mechanism of the ‘price accelerator’: this was introduced by the last Conservative Government in the mid-1990s as a clever procedure to increase the price of petrol annually at each budget by an amount in excess of inflation. The Labour Government of 1997 accepted the ‘accelerator’, but as a policy it floundered with the threatened‘petrol strike’ and the blockading of petrol stations in 1999. The Conservative opposition Party denounced the ‘accelerator policy’of the Government, despite having introduced it during their period in office. The public anger about petrol prices threatened the Gove rnment’s commanding lead in the polls, which caused a re-think of a perfectly reasonable, environmentally friendly, petrol- taxing policy. The Labour Government’s declared moratorium on road building soon after coming to power in 1997 has taken a setback with recent announcements for further motorway-widening and other major road-building projects. For those who believe that it is impossible to build your way out of the present traffic chaos these announcements, along with transport plans, appear to weaken the resolve to tackle the apparently intractable problem of strategic transport. The introduction of road pricing in London however – and its apparent success – has made it more likely that this innovation will be introduced more widely throughout the country. A Framework for Local Sustainability (1993) was a response by UK local government to the UK Government’s first strategy for sustainable development. The report was prepared by the Local Government Management Board setting a framework for considering Local Agenda 21 for the United Kingdom: it built upon Agenda 21 signed by 178 nations (including the UK) at the United Nations Conference on Environmental Development, Rio de Janeiro in 1992. It is closer to the Brundtland report than earlier documents originating in the UK, discussing equity in these terms: ‘Fairness to people now living must accompany sustainabi lity’s concern for fairness to future generations’.翻译五POLITICS AND SUSTAINABLE DEVELOPMENTThe meaning of ‘sustainable development’ is largely determined by an individual’s ideological viewpoint. The present Labour Government in this country – and its Conservative predecessor, along with many major parties in Europe, on discovering the environment as a political issue –would consider itself steward rather than master. This vi ew of man’s relationship to the environment and the difficulties the world community faces is shared by the United Nations, the European Union and most of the scientific community, including many in the city planning and design professions. The stewardship perspective is the one that, in the main, has been presented so far in this chapter. It represents the views of those who believe that environmental problems can be solved within the present political and economic system. It is not the only viewpoint. Dobson (1990) distinguishes two diametrically opposed views on sustainability and the environment. The establishment viewpoint he l abels ‘green’ with a lower-case‘g’, while those who believe that sustainability depends on the system being fundamentally changed he describes as ‘Green’ with a capital ‘G’. The literature on the topic however, would indicate a spectrum of greens rather than a strict dichotomy: the ideology of all those shades along the spectrum of greenness is determined by their attitude to the environment. The ‘Green’ ideology or ‘ecologism’ takes The Limit s to Growth (Meadows, 1972) as an axiom: ‘Greens will ad mit that the report’s estimates as to the likely life expectancy of various resources are over-pessimistic and they will agree that the Club of Rome’s worl d computer models were crude, but they will subsc ribe to the report’s conclusion that the days of uncontrolled growth . . . are numbered’ (Dobson, 1991). Green ideology also questions the current dominant paradigm with its foundation in The Enlightenment, science, technology and the objective of rational analysis (Capra, 1985). The Gree n’s world view removes man from centre stage: Green politics explicitly seeks to decentre the human being, question mechanistic science and its technological consequences, to refuse to believe that the world was made for human beings –and it does this because it has been led to wonder whether dominant post-industrial ism’s project of material affluence is either desirable or sustainable. (Dobson, 1990) Ecologism goes beyond human- instrumental or paternalistic care for the natural world, and argues that the environment has an independent value that should guarantee its existence. Green ideology puts forward the idea that a new paradigm is necessary for solving the problems now faced by mankind. Such a paradigm should be based upon holism –a systems view of the world –and interconnectedness rather than the present mechanistic and reductionist view of nature. Two most interesting books – Greening Cities, edited by Roelofs (1996) and Design for Sustainability by Birkeland et al. (2002) – move the tone and content of the discussion of design for sustainable development along the spectrum of greens from the paler tints associated with the establishment view towards the full-bodied saturated hue of Green associated with ‘Eco-f eminism’: ‘Feminist theory delves into the reasons for this marginalisation of people and nature in environmental design. Feminists . . . have explained how physical and social space is shaped by dichotomies in Western thought. Mind, reason, spirit order, public and permanence have been。

中国建筑从古到今的发展变化英语作文English: From ancient times to the present, Chinese architecture has undergone significant development and changes. In ancient times, Chinese architecture displayed intricate wooden structures with curved roof lines and elaborate decorations, reflecting the deep-rooted cultural and philosophical beliefs of the society. The architectural style also incorporated elements such as courtyard layouts, traditional colors, and carefully crafted gardens, creating harmonious living spaces that connected people with nature. However, with the influence of Western architecture and modernization in the 20th century, Chinese architecture started to embrace new materials and techniques, leading to the rise of skyscrapers, modern urban planning, and a blend of traditional and contemporary styles. Today, Chinese architecture is a dynamic fusion of the old and the new, showcasing a diverse range of designs that cater to different needs and preferences, while still maintaining a strong connection to the country's rich cultural heritage.中文翻译: 从古至今，中国建筑经历了重大的发展和变化。

建筑专业英语作文模板英文回答：In the realm of architecture, the impact of technology has been profound and multifaceted. From the inception of a design to its eventual construction and lifecycle management, technological advancements have revolutionized every aspect of the profession.Firstly, technology has transformed the design process. Computer-aided design (CAD) software allows architects to create detailed and precise digital models of their designs. These models can be manipulated, analyzed, and shared with clients and collaborators with unprecedented ease. Additionally, building information modeling (BIM)integrates various aspects of a design, such as structural elements, mechanical systems, and energy efficiency, into a single virtual model. This holistic approach facilitates collaboration among different disciplines and enables architects to optimize design decisions early on.Moreover, technology has greatly enhanced construction methods. Prefabrication, where building components are assembled off-site and then transported to the construction site, reduces onsite labor, improves quality control, and accelerates project timelines. Additionally, robotic technology is being increasingly used for tasks such as welding, bricklaying, and painting, further enhancing efficiency and precision.Furthermore, technology has revolutionized project management and maintenance. Building management systems (BMS) provide real-time monitoring and control of abuilding's environmental conditions, energy consumption, and security systems. Predictive analytics algorithms can identify potential issues and recommend preventive maintenance strategies, reducing downtime and extending a building's lifespan.In the realm of sustainability, technology plays a crucial role. Energy-efficient lighting systems, renewable energy sources, and intelligent control systems cansignificantly reduce a building's carbon footprint. Building simulation software allows architects to model and optimize a design's environmental performance, ensuring compliance with increasingly stringent energy regulations.However, the impact of technology on architecture is not without its challenges. The increasing reliance on digital tools can create a disconnect between the physical and virtual realms of design. It is essential forarchitects to maintain a balance between technological innovation and the fundamental principles of architecture, such as human experience, contextual sensitivity, and aesthetic considerations.In conclusion, technology has dramatically transformed the profession of architecture, from design to construction to project management. While it offers immenseopportunities for innovation and efficiency, architects must carefully navigate the challenges it presents to ensure that technological advancements serve the ultimate goal of creating meaningful and sustainable built environments.中文回答：技术对建筑的影响。

土建求职信英语作文带翻译Dear Hiring Manager,I am writing to express my interest in the position of a Civil Engineer at your esteemed company. With a Bachelor's degree in Civil Engineering and four years of experience in the industry, I believe that I am a suitable candidate for the role.During my time working as a Civil Engineer, I have developed a strong foundation in structural design, project management, and site supervision. I have successfully completed various projects, including residential buildings, commercial complexes, and infrastructure developments. My attention to detail, problem-solving skills, and ability to work under pressure have been instrumental in delivering projects on time and within budget.I am proficient in using various engineering software such as AutoCAD, Revit, and STAAD Pro, which have helped me in designing and analyzing structures efficiently. I am also well-versed in building codes, regulations, and industry standards, ensuring that all projects adhere to the necessary guidelines.Furthermore, I have excellent communication and interpersonal skills, which have enabled me to work effectively with team members, clients, and stakeholders. I am a quick learner and always eager to take on new challenges to further enhance my skills and knowledge in the field of civil engineering.I am thrilled at the prospect of contributing my expertise to your company and being part of a dynamic team of professionals. I amconfident that my experience and qualifications make me a strong candidate for the position of a Civil Engineer at your organization. Thank you for considering my application. I look forward to the opportunity to discuss how my skills and experiences align withthe goals of your company.Sincerely,[Your Name]尊敬的招聘经理，我写信是为了表达我对贵公司土木工程师职位的兴趣。

英语原文A Unified Approach to Project ManagementThomas Froese* and Sheryl Staub-French**Dept. of Civil Engineering, Univ. of British Columbia, Vancouver, BC, Canada, V6T 1Z4. e-mail: 1tfroese@civil.ubc.ca, 2sherylsf@civil.ubc.caAbstractIn current project management practice, the overall task of designing, managing, and constructing a building is carried out by organizing the work into many distinct tasks assigned to many different groups. Most project effort is then directed towards carrying out these tasks in the most effective manner possible, while relatively little effort (concentrated within a few critical positions) is focused on managing the interdependencies between tasks and effectively combining these results to yield the overall result. We propose a unified approach to project management that brings an integrative view to the forefront, centered on the notion of defining multiple views of the project and the interrelationships that exist between the views. This integrated representation acts as a model or prototype of the physical facility, allowing more experimentation and optimization and providing a unifying focus for the ongoing work. The representational framework, proposed methodology, and accompanying IT issues for this approach to project management are discussed.MotivationMuch of our previous research has been in the area of information technologies (IT) applied to the task of project management (PM) in the field of architecture, engineering, construction, and facilities management (AEC/FM). Within this field of research and development (R&D), a major theme has been the integration of information resources and tools throughout the AEC/FM project lifecycle. Great progress has been made in the concepts, technologies, and tools to support this integration. As of yet, however, the results have had minimal impact on practice in the industry. This situation begs the question of why this active area of R&D has not had greater impact. One significant problem seems to be that the resulting technologies and tools do not fit particularly well with current project management practices. More specifically, the new tools assume and require a level of integration and coordination among project participants that is seldom found in practice. Clearly, the technologies require further development towards tools that better suit current practice. Yet it may be useful to also consider current project management practices to see if changes could be introduced that would allow projects to better exploit the advances that have been made in IT.From this initial perspective of IT, we have begun to explore potential weakness and opportunities for improvement in current project management practices. In the process, the perspective has broadened to identify several issues that are not specifically IT related. These are not new concepts, but a collection of several current trends in AEC/FM and relevant ideas from other industries. In this paper, we consider several of these views on weakness in current project management practices and opportunities for improvements. We then synthesize these into a proposed framework for a unified approach to project management in AEC/FM.Perspectives on Weaknesses and Opportunities for Project ManagementComplexity and Interdependencies in AEC/FM projects. AEC/FM projects are often described as large and increasingly complex. A greater understanding of the nature of this complexity can point to the areas where the need for improved management is greatest.Studies have identified the following characteristics as generally common to anytype of complex system11:plex systems are comprised of a multiplicity of things; they have a large number of entitiesor parts. Generally, the more parts a system contains, the more complex it is.plex systems contain a dense web of causal connections among their components. The partsaffect each other in many ways.plex systems exhibit interdependence of their components. The behavior of parts isdependant upon other parts. If the system is broken apart, the components no longer function 1Paraphrased from Homer-Dixon 2001, pp.110-114.(like the parts of the human body).plex systems are open to their outside environments. They are not selfcontained, but areaffected by outside events.plex systems normally show a high degree of synergy among their components: the wholeis more than the sum of its parts.plex systems exhibit non-linear behavior. A change in the system can produce an effect thatis not proportional to its size: small changes can produce large effects, and large changes can produce small effects.To some extent, all of these features can be observed in AEC/FM projects. AEC/FM projects are made up of components such as the physical elements in a building, thedesign or construction activities, the people and resources utilized, etc. In many cases, the individual components are not complex. Yet the number of components that make up the project is vast, and the causal connections between these components are numerous. For example, a change in the intended use of some space in a building could affect the heating and cooling requirements for that space, which could affect the design of parts of the mechanical system, which could alter the elements of the electrical system, which could change a purchase order for material supplies, which could delay a material delivery, which could influence the construction schedule, which could reduce the productivity of a work crew, which could increase a work package cost, which could affect a sub-contractor’s financing, and so on.AEC/FM projects, then, are justifiably described as complex, largely because of the quantity and interdependence of the components that make up the project.Explicit recognition of interdependency in project management approaches.One of the fundamental mechanisms that the AEC/FM industry has developed for dealing with complexity is the approach of dividing project work into well-defined work tasks and assigning each work task to a specialist group. These tasks are then carried out, to a large extent, as if they are fairly independent from each other. To be sure, each participant has some notion that their work must follow certain work and must precede other work, and that certain actions or outcomes of their work will influence others. By and large, however, participants focus primarily on their individual tasks, with any concerns about these interdependencies addressed in a very ad hoc and reactive way. Most participants try to optimize their own work while the few people responsible for managing the project as a whole have little opportunity to optimize the entire system.Clearly, it is beneficial to organize work in such a way as to minimize interdependency among work tasks. However, we contend that a weakness of current project management practice is that it tends to treat typical AEC/FM work tasks as being far more independent than they actually are. Instead, project management approaches should strive to make the interdependencies between work tasks more explicit. This does not increase interdependence and complexity, but it does make the existing interdependency and complexity more visible, and therefore more manageable. In summary, AEC/FM projects are complex because of the quantity and interdependency of their components, and project management techniques should strive to make these interdependencies explicit.Information, Information Management, and Information Technology. All design and management tasks on AEC/FM projects are fundamentally information processing tasks: they take existing project information as input and produce new project information as output. Even construction tasks, which deal with the processing of physical resources, require information as a significant resource. Yet the information resources and information flows are rarely considered and managed explicitly, and are instead treated as implicit in assigned work tasks and physical project components. This makes the management of this important resource haphazard, and makes the application of appropriate information technology more difficult.Information Management. We suggest the following general approach to information management (IM) on AEC/FM projects. The IM should adopt a processbased approach, organizing the project into its work tasks. The IM approach should then consider three main issues: 1) the information requirements for each task, 2) the communication requirements between tasks, and 3) the integration across tasks and communications. For each task, the IM should evaluate what the information input requirements are, what IT tools should be used for supporting the task, and what the information outputs are. For communications, the IM should evaluate what information flows must exist between tasks (including their required characteristics such as sender, receiver, mode, content, etc.), and what information and communication technologies are used for these communications. For the integrative analysis, the IM should examine the integration across all tasks and communication flows (i.e., adopt a holistic view and common IT platforms, rather than addressing each task or communication flow in isolation). This includes integration across organizational boundaries and integration with existing (and future)technologies.Disparate views of a project.As stated previously, all design and management tasks work with information rather than physical resources. This information all describes or models the physical construction project, and thus it can be said that all designers and managers work with information models of the project. However, each task often works with its own unique view, perspective, or type of information model. This wide range of disparate views adds to the fragmentation of these tasks. There is very little of a common, shared vision of the project across all participants—at least until the physical structure begins to emerge, which provides a unifying common perspective for all participants.A unified IT view. One of the opportunities of emerging IT is the ability to create building information models: semantically rich information models of construction projects that include both 3D geometric information (3D CAD) along with nongeometric information (everything from material properties to construction costs and schedules). These models support a wide range of advanced analytical and predictive software tools, including virtual project representations such as photo-realistic 3D renderings and walk-throughs, and they support extensive information sharing and software interoperability throughout the lifecycle of the project (as exemplified by the Industry Foundation Classes, IFCs, see International Alliance, 2002 and BLIS, 2002). This technology does not require that all project information be combined into a single model, but it allows linkages and interoperability between the various bodies of project information.This technology offers opportunities to create a more unified approach to project management in two ways. First, by linking together disparate views of project information and supporting software interoperability, it provides a technical platform for achieving a more integrated approach to project management. Second, the “virtual building” created by these technologies has the potential of acting as a common focal point, or unifying view, for all project participants, particularly during pre-construction design and management phases, much in the way that the physical structure does during the construction phase.Lean Construction and Workflows. There is currently a great deal of attention being paid to the area of lean construction, which spans a wide range of issues that relate to the management of AEC/FM projects (Lean Construction Institute, 2002). Among these issues is the concept that when a project is made up of many interdependent tasks, a focus on optimizing each task independently leads to sub-optimization of the overall project. Therefore, project management practices should ensure that tasks are managed with careful consideration of their role within the overall project workflows; they should not be treated as isolated, independent activities.Software Engineering and the Unified Modeling Language. Although project management has a much longer (and perhaps more successful) history within the field of AEC/FM than in the field of software engineering, there are some valuable lessons that AEC/FM can learn from developments in the software industry, particularly related to integrated information structures for managing projects.Much of the software engineering community has consolidated around the Unified Modeling Language (UML) (Object Management Group, 2002), a standard language for representing the components involved in the design and implementation of software projects. The UML provides a much more uniform and integrated (if less comprehensive) view of project requirements, processes, and elements, than comparable representations within AEC/FM (i.e., project plans and specifications, construction schedules, etc.).Furthermore, UML-based software development methodologies have emerged (e.g., the Unified Process, Kendall, 2002) that tightly integrate the various project workflows with the various project artifacts (deliverables) throughout each phase of the project lifecycle. These methodologies also accentuate the cyclical and repetitive nature of the related work tasks that are carried out within workflows as they move through the phases of the project lifecycle. Unlike approaches that treat each activity as an independent, one-time task, this reinforces attempts to continually improve performance in this work. While these techniques are not directly applicable to the AEC/FM industry, some of the approaches and best practices are quite relevant.A Unified Approach to Project ManagementWe have argued that existing project management practices underemphasize the interrelationships between individual work tasks and other project components. This leaves the interdependencies under-recognized and under-managed, and promotes a “one-time event” thinking that hinders the quest for ongoing performance improvements. We have begun to conceptualize a unified approach to project management that addresses some of the weaknesses and opportunities identified above.The basic approach is to adopt a framework that: 1) explicitly represents the various views that are critical for managing projects, and 2) explicitly represents the interconnections between these views.Examples of project views include the physical view (“what”), the process view (“how, who, when”), the cost view (“how much”), etc. (Russell and Froese, 1997). If the total collection of project information is thought of as a multi-dimensional information space, then the views define the dimensions. For each view, the overall project can be broken down into smallerelements. The simplest representation of a view would be a list or hierarchical breakdown structure of the elements that make up the view (e.g., a work breakdown structure, WBS). More complex representations would capture additional relationships between the elements, such as a CPM network or an IFC model.Primary Views. There are many views that can be useful for managing projects. To act as a unifying management tool, however, these views should be shared with all participants, and this places a practical limit on the maximum number of views, since it would become too complex to require all participants to work with numerous, interconnected views. We propose that the following three views to be used as the primary project coordination mechanism for all participants:•The project lifecycle dimension: The first primary view is time-based, organizing the project into well-defined project phases, which are further refined into iterations. These phases are arranged in sequential chronological order, constituting a logical time-view. This dimension can also provide an absolute time-view by defining the calendar dates for activities that take place within the phases. Unlike current project management practices where project phases are treated “loosely”, the phases and iterations have formal management roles. All work requirements, assignments, outputs, etc. are defined relative to a specific project phase, and phases have formal progress review procedures. This approach to phases can be seen, for example, in the Process Protocol approach (Process Protocol, 2003) and in the previouslymentioned Unified Process (Kendall, 2002).•The workflow dimension: The second primary view is process-based. It organizes the work into the various work disciplines required to complete the project. This is somewhat like the normal division of work into work packages, but rather than describing the tasks as discrete work packages, the work is organized as ongoing workflows, which can be further broken down into sequences or networks of sub tasks. Thus tasks are more explicitly placed in the context of the overall workflows than is common practice today.•The product/deliverable dimension: The third primary view organizes the outputs or deliverables of work. This view combines two important main elements, the information that describes the construction product (facility) being created, and the physical product itself.During the early phases of the project, the deliverables of design and management tasks are information about the physical facility. The collective sum of all of this information can be thought of as the building information model or virtual building (whether or not an integrated IT environment is used). During later phases, this information drives the physical deliverables of the construction work: the creation of the physical components themselves. This view emphasizes a continuum that flows from the virtual facility to the physical one.As a highly simplified example, an AEC project might be organized into the following primary views:Project Lifecycle Dimension:⏹Inception Phase⏹Design Phase⏹Construction Phase⏹Operation PhaseWorkflow Dimension:⏹Architectural workflow⏹Structural workflow⏹Building Services workflow⏹Cost workflowProduct/Deliverable Dimension:⏹IFC Product Model⏹Project Documents⏹Building Superstructure⏹Building Systems and FinishesIntegrating and Representing the Primary Views. Given these three primary dimensions, the work can be further organized by expressing the interrelationships between the dimensions:●Workflows vs. project lifecycle: Placing workflows and their constituent tasks within projectlifecycle phases creates a schedule view of the project, showing what should happen when.This can include both the logical schedule (sequencing) and absolute schedule (calendar dates). It can also show that most workflows span multiple phases/iterations, and can indicate the amount of effort expended on each workflow over time, which emphasizes the “ongoing processes” nature of the work.●Product/deliverables vs. project lifecycle: Similarly, the various project deliverables can bemapped to the project phases/iterations. The deliverables are generally cumulative, thus this shows how the total project output (the collective body of project information and the physical structure) develops over time.●Product/deliverables vs. workflows: The assignment of project deliverables to workflows andtasks shows how work processes collaborate to produce the required deliverables.The definition of the three primary views and the interrelationships between them defines a three-dimensional space, as illustrated in Figure 1. Key to the applicability of this approach is the ability to represent the primary views and their interrelationships in a simple, intuitive manner that all project participants can work with. It would be ideal if this could be achieved in a single, three-dimensions format, but it seems unlikely that such a representation is possible (even the simplified representation in figure 1 shows the relationships of each pair of dimensions rather than the relationships between all three dimensions simultaneously). Therefore, it may be necessary to represent the primary dimensions as a set of two-dimensional matrices. Each of these matrices may be quite simple and intuitive. For example, the matrix of workflows vs. project lifecycle forms a Gantt chart (bar chart schedule). What is essential (and what would differentiate this approach from current practice) is that the collection of two-dimensional matrices is interrelated and kept synchronized, which would require an effective underlying project management tool.Figure 1: Schematic of the dimensions in a unified approach to project management. Additional Views. We have suggested that the three primary views seem to be appropriate for the overall project organization and the coordination of all participants. However, those responsible for managing the project can add several more interrelated views. This would provide a very powerful representation of the project from all of the perspectives that are important for achieving project objectives, along with explicit representations of the interrelationships that exist between these views. Examples of the additional views include the following:●Organization View: An organizational view identifies the project participants; can link participantsto workflows/tasks, deliverables, etc.●Cost View: This view identifies the various cost schedules (estimates, costcontrol accounts, etc.)that are important to the project. Costs can be related to workflows/tasks, deliverables, organizational units, etc.●Risk View: As part of a risk management approach, significant risks can be identified andassociated with specific workflows/tasks, deliverables, organizational units, cost items, etc.●Quality View: Quality management programs may identify quality metrics, inspection tasks andresults, etc., associated with the workflow/tasks and deliverables.●Requirements View: Software engineering methods formally capture system requirements usingconstructs such as use cases. On AEC/FM projects, requirements would typically be less structured, but it may be possible to define a view that explicitly represents the project requirements in a way that helps●As-Built View: As construction work proceeds, the actual results of the work, in terms of finalconstruction results, actual cost and productivity data, etc., can be captured in an as-built view.●Other Views: A view can be created for any other area of interest on a project where a set of itemscan meaningfully be identified that relate to other defined view, such as a contractual view, safety view, environmental impact/sustainability view, punch list/defect view, maintenance view, etc.The possibility of defining a large number of views does not imply that a significant amount of additional management work is required. Rather, it suggests that when issues are already being addressed with some form of explicit management effort, that a representation structure can be used that can capture the relationships with other management issues.In many cases, the relationships between any two views may form a narrowly banded matrix: each item in one view would be associated with a small number of items in the other view. This may lead to interesting possibilities, such as the ability to partially automate the creation of one view from another (e.g., automatic generation of approximate lists of construction activities and estimate items from a building product mo del), or the ability to recognize “exceptions”, cases where relationships deserve extra management attention because they lie outside of the typical band of inter-relationships. Changing the Project Mindset.The unified approach to project management involves not only a change to the representational structures as outlined above, but this also a change in the way participants think of the underlying project mechanism and their role in it. Currently, projects are regarded as custom, unique endeavors and project tasks as a collection of one-off activities. The thought process is to find a satisfactory solution to the project requirements rather than to find “the best” solution. In part, this is because there is no room for trial-and-error exploration. Full-scale models are impossible and small-scale physical models are of limited use.In the unified approach to project management, the integrated project representations acts as project prototypes or models that can play the same centralrole in construction as prototypes do in manufacturing. They provide integrated, computer-based collections of all known project information. They may contain geometric information to allow tools like 3D visualization, but they also contain nongeometric design and management information, such as material properties, supplier information, cost and schedule data, organizational information, etc. Thus, the perspective is changed to be more like that of manufacturing: a prototyping process followed by an ongoing production process. Design and planning tasks first work towards the creation of prototypes or models. In these models, alternatives are developed and explored, new issues are identified and resolved, and interactions and interfaces are hammered out. Once all concerns are satisfied, the prototype is used to organize the production process. Every participant views their role as carrying out their tasks by drawing information from the project model, placing their results back into the project model, and using the model to explore the interaction of their work with others and to support communications. In this way, the overall concerns of the project are more prominent to all and are easier to identify and explore—we believe this will produce better solutions.Working with the Unified Approach to Project Management.As shown, the unified approach to project management is based on defining formalized views of project information along with the interrelationships between the views. This section will discuss how this approach might be carried out by comparing it with best practices in how project scheduling is carried out. If good scheduling and schedule control practices are used on an AEC/FM project, the project will benefit from good work coordination; there will be more certainty about the timing of events; it will be easier to measure progress; and productivity, cost, and project duration will be improved. Similarly, good practices using the unified approach will improve the project outcomes through more effective planning, particularly with respect to the interdependencies between project views. The process would be approximately as follows:●The project management team would define the project views to be used on the project.●Project planning would be carried out much as on a typical project, except that the results would berepresented using the defined project views. This would result in lists or breakdown structures for the project phases, workflows/tasks,deliverables, etc. This would be analogous to a typical project scheduling process, where the results are represented in a CPM network.●The key inter-relationships between the views would be defined. This would be analogous to theway that precedence relationships are captured in a schedule, or the way that a schedule can bemapped to cost accounts, resource plans, or to a building information model (as in the case of 4D CAD). Other than the precedence relationships, this type of mapping is not typically done in current project management practices, so it represents some additional work for project planners.However, it need not be done at a very detailed level, and the use of hierarchical relationships and effective planning tools may minimize the effort required for this task.●The execution of the resulting plan (e.g., initiating work tasks), project controland feedback(collecting progress information and monitoring results), and replanning activities all take place using the representational framework. Work tasks themselves remain essentially unchanged, but because the planning and management system explicitly captures the interrelationships, the causal links between actions will be better recognized and understood, and the potential negative impacts of any action will be identified earlier and mitigated or avoided more easily. For example, in the case of the change in the intended use of some space in a building mentioned previously, the threads of the causal impacts of this change may be more easily traced through the design,construction, procurement, time, and financial aspects of the project—appropriate adjustments can be made in advance, rather than allowing the impact to propagate as a series of unanticipated, reactionary actions.●As with scheduling, detail is important, but not all detail is required in advance. Planning for eachview might be carried out at a summary level initially, with greater detail added over time, culminating in something like detailed, rolling two-week look-ahead unified plans.●In scheduling, basic schedule representations such as bar charts are widely used as coordinationmechanisms for all participants, while more advanced analysis like resource leveling is carried out by project management specialists only. Similarly, the many potential applications of the unified approach fall into three general categories: 1) the use of the primary views as a broadly-applicable coordination mechanism shared by all participants, 2) the use of multiple views to capture all of the detailed information relevant to one participant carrying out one particular task, and 3) the use of detailed information in multiple views to carry out some specialized project analysis.We have discussed the unified approach to project management in terms of a representational framework and general methodology for project planning and management. However, the organizational context for the approach should also be addressed. This would include issues such as how the project team is organized (ideally, all key team members would be involved early in the process); who carries out which portions of the unified plans, when, and in how much detail; how incentives are structured to encourage effective use of the unified approach, etc. The approach is also quite dependant on a set of appropriate IT tools to support the process, as discussed in the following section.IT Tools to Support the Unified Approach to Project Management. A practical minimum requirement for applying the unified approach to project management is some type of IT platform that allows the views to be represented, inter-related, accessed, and utilized in an efficient manner by all project participants. Such asystem would be similar in many ways to various systems in common use today—project scheduling software, project management systems such as Prolog Manager from Meridian Project Systems, and web-based project collaboration systems such as Buzzsaw from Autodesk—yet none of these existing systems capture all of the multidimensional and integrated nature of the proposed approach.The unified approach would be an excellent complement to IT systems that use integrated product and process models, such as those based on the IFC’s, but these are not a necessary requirement for using the approach. Finally, while the minimum requirements for an IT platform would be the support of information entry and access (e.g., database-type functionality), it would also be possible to operationalize the integrated models. This could provide simulation, analysis, and visualization, e.g., as is done for certain views by scheduling software, 4D CAD systems (Fischer and Lam, 2002) or organizational simulation (Levitt, 2003). The representation of work activities in the system could also tie into workflow management systems to partially automate the management of the project activity. Thus, the problem of fit between project management practices and emerging IT technologies would be addressed in two ways. First, it creates explicit linkages between the project management framework and integrated IT systems. Second, and perhaps more importantly, it strongly emphasizes the integration and collaboration of all project activities, which is a basic requirement of highly integrated and interoperable IT approaches.ConclusionsIn summary, we have presented several perspectives of project management practices that suggest weakness with current practice and opportunities for improvement. We have synthesized these into a unified approach to project management, which is based on an explicit representation of multiple project。

介绍建筑作文英语带翻译Title: Introduction to Architecture。

Architecture is a captivating blend of art, science,and culture. It is the art and science of designing and constructing buildings, structures, and spaces that notonly serve functional purposes but also evoke emotions and reflect the values of a society. In this essay, we will delve into the fascinating world of architecture, exploring its history, principles, and significance.建筑是艺术、科学和文化的迷人融合。

它是设计和建造建筑物、结构和空间的艺术和科学，不仅服务于功能目的，还能唤起情感并反映社会的价值观。

在这篇文章中，我们将深入探讨建筑这个迷人的世界，探索其历史、原则和意义。

History of Architecture。

Architecture has been an integral part of human civilization since ancient times. From the majesticpyramids of Egypt to the awe-inspiring temples of Greece, each period in history has left its mark on the built environment. The evolution of architectural styles reflects changes in societal needs, beliefs, and technological advancements. For example, the Gothic architecture of the Middle Ages emphasized verticality and light, symbolizing spiritual aspirations, while the modernist movement of the 20th century embraced simplicity and functionality.建筑从古代起就是人类文明的一个不可或缺的部分。