施工组织规划项目施工英语

(完整版)工程英语词汇一、基础工程词汇1. 工程：Engineering2. 项目：Project3. 设计：Design4. 施工：Construction5. 监理：Supervision6. 材料：Material7. 结构：Structure8. 质量：Quality9. 安全：Safety10. 进度：Schedule二、土木工程词汇1. 土壤：Soil2. 基础：Foundation3. 桥梁：Bridge4. 隧道：Tunnel5. 路面：Pavement6. 水利：Hydraulic Engineering7. 港口：Harbor8. 道路：Road9. 铁路：Railway10. 地铁：Subway三、建筑工程词汇1. 建筑物：Building2. 楼层：Floor3. 墙体：Wall4. 屋顶：Roof5. 窗户：Window6. 门：Door7. 楼梯：Stairs8. 幕墙： Curtain Wall9. 装修：Decoration10. 室内设计：Interior Design四、电气工程词汇1. 电路：Circuit2. 电线：Wire3. 开关：Switch4. 插座：Outlet5. 发电机：Generator6. 变压器：Transformer7. 电动机：Motor8. 电池：Battery9. 照明：Illumination10. 控制系统：Control System五、机械工程词汇1. 机械：Machine2. 零件：Part3. 轴承：Bearing4. 齿轮：Gear5. 润滑：Lubrication6. 紧固件：Fastener7. 焊接：Welding8. 冲压：Stamping9. 加工：Machining10. 装配：Assembly六、环境工程词汇1. 环境：Environment2. 污染：Pollution3. 废水：Wastewater4. 废气：Waste Gas5. 噪音：Noise6. 固体废物：Solid Waste7. 污染治理：Pollution Control8. 节能：Energy Saving9. 环保：Environmental Protection10. 可持续发展：Sustainable Development七、信息技术工程词汇1. 信息技术：Information Technology (IT)2. 网络：Network3. 服务器：Server4. 数据库：Database5. 编程：Programming6. 软件开发：Software Development7. 硬件：Hardware8. 云计算：Cloud Computing9. 大数据：Big Data八、化学工程词汇1. 化学反应：Chemical Reaction2. 流体力学：Fluid Mechanics3. 热力学：Thermodynamics4. 分离过程：Separation Process5. 反应器：Reactor6. 材料 science：Material Science7. 质量传递：Mass Transfer8. 能量传递：Energy Transfer9. 过程控制：Process Control10. 安全工程：Safety Engineering九、航空航天工程词汇1. 航空：Aeronautics2. 航天：Astronautics3. 飞行器：Aircraft4. 发射：Launch5. 航天器：Spacecraft6. 导航：Navigation7. 飞行控制系统：Flight Control System8. 火箭：Rocket9. 卫星：Satellite10. 航天站：Space Station十、生物医学工程词汇1. 生物医学：Biomedical2. 生物材料：Biomaterial3. 医疗设备：Medical Device4. 生物力学：Biomechanics5. 细胞工程：Cell Engineering6. 基因工程：Genetic Engineering7. 仿生学：Bionics8. 生物传感器：Biosensor9. 医学影像：Medical Imaging10. 组织工程：Tissue Engineering十一、项目管理词汇1. 项目管理：Project Management2. 项目经理：Project Manager3. 项目规划：Project Planning4. 项目预算：Project Budget5. 项目进度：Project Schedule6. 风险管理：Risk Management7. 质量管理：Quality Management8. 成本控制：Cost Control9. 团队协作：Team Collaboration10. 项目交付：Project Delivery十二、建筑信息模型(BIM)词汇1. 建筑信息模型：Building Information Modeling (BIM)2. 三维模型：3D Model3. 四维建模：4D Modeling（时间维度）4. 五维建模：5D Modeling（成本维度）5. BIM软件：BIM Software6. 模型协调：Model Coordination7. 数字化施工：Digital Construction8. BIM协作：BIM Collaboration9. 可视化：Visualization10. 仿真分析：Simulation Analysis十三、绿色建筑与可持续性词汇1. 绿色建筑：Green Building2. 可持续性：Sustainability3. 节能：Energy Efficiency4. 碳排放：Carbon Emission5. 绿色认证：Green Certification6. 生态设计：Esign7. 资源循环：Resource Recycling8. 生物多样性：Biodiversity9. 低影响开发：Low Impact Development (LID)10. 环境生命周期评估：Environmental Life Cycle Assessment十四、电子工程与自动化词汇1. 电子工程：Electronics Engineering2. 电路板：Circuit Board3. 集成电路：Integrated Circuit (IC)4. 传感器：Sensor5. 自动化：Automation6. 控制系统：Control System7. 技术：Robotics8. 伺服电机：Servo Motor9. 可编程逻辑控制器：Programmable Logic Controller (PLC)10. 工业互联网：Industrial Internet of Things (IIoT)十五、地质工程与矿业词汇1. 地质工程：Geological Engineering2. 地层：Stratum3. 岩土工程：Geotechnical Engineering4. 钻探：Drilling5. 矿业：Mining6. 采掘：Excavation7. 岩石力学：Rock Mechanics8. 地下水：Groundwater9. 防滑坡：Landslide Prevention10. 矿物加工：Mineral Processing。

Management of the ProjectOrganization and Management PlanThis document describes the SNAP project organization and management plan. The proposed key management structures are either in place or are to be implemented during this phase as appropriate. The approach that SNAP is implementing is an adaptation of the successful BaBAR experiment, the Solenoidal Tracker at RHIC (STAR) detector project directed by LBNL, and the High Energy Solar Spectroscopic Imager (HESSI) project directed by UCB/SSL. The desired approach and configuration of projects as described in DOE Order 4700.1 and the Project Management Institute (PMI) Standards Committee A Guide to the Project Management Body of Knowledge (BMBOK) form the organization and execution background for the SNAP project. The goal is an efficient, focused, flexibly staffed project that will allow scientists to have overall technical control while utilizing the talents of technical managers and their supporting organizations to ensure proper scope execution within cost and schedule. Deliverables and reviews for the conceptual design phase are in accordance with the recently approved DOE Order 413 and forms the basis for the proposed work during the conceptual design phase.OrganizationOrganization ChartThe SNAP Project Organization Structure is shown in Figure 1 below. This configuration covers the research and development activities, the construction activities and the operations portion of the project. Clearly, the organization should be viewed in a dynamic context where major activities and emphasis will shift during the course of the project.Element Function and ResponsibilityThe functions and responsibilities of each of the elements shown in the Organization Chart are given in the following subsections.DOE and NSF OrganizationThe SNAP project is seen as a joint DOE/HEP, NSF/MPS, and French (CNRS/IN2P3, CNES) project. It is anticipated that these organizations will work together with the SNAP Project Office to organize an International Finance Committee that will be responsible for establishing overall programmatic and financial guidance for the project. There are several recent examples of major U.S. experiments with DOE and NSF participation with successful joint agency authority which we model here.The International Finance Committee (IFC) will include representatives of each of the U.S. and foreign funding agencies or of the collaborating institutions if duly empowered. The role of the IFC includes approval of modifications to the structures and tasks proposed to the project as a whole. It also includes monitoring common funds and general financial and manpower support, and endorsement of the annual budgets for construction, maintenance and operation of the satellite. The Principal Investigator reports regularly to the IFC on administrative, financial and technical matters.The Project DirectorateThe body responsible for scientific, technical, scope, schedule and cost execution of the project is the Project Directorate. The Project Directorate consists of the Principal Investigator / Project Scientist, the Co-Principal Investigator / Project Director, and the Project Manager. To assist the Project Directorate in this regard it has the services of the Project Office, the Systems Engineering Office, and the Safety, Quality, and Reliability Office. Serving in both advisory and control capacities to the Project Directorate are the Collaboration Executive Board, the Project Technical Committee, and the Project Advisory Council.Principal Investigator / Project ScientistThe Principal Investigator / Project Scientist has principal responsibility for the project with regardto its scientific mission and execution. He is directly responsible to ensure that as specifications and requirements are developed and that the scientific goals are not compromised. The Project Scientist serves as the Principal Investigator (PI). He is the spokesperson for the project and oversees the R&D,scientific planning and subsequent operations efforts. He is directly responsible to the DOE, NSF and the International Finance Committee.The PI is the executive head of the Collaboration Executive Board. The PI will be in frequentcontact with the other members of the Board and obtain from the Board advice on all major collaboration issues. On financial matters, the PI authority will be consistent with the requirements of the funding agencies represented in the International Finance Committee. The PI is responsible for keeping the International Finance Committee informed about the status of the project.Figure 1. SNAP Project Interim OrganizationThe Project Director / Co-Principal InvestigatorThe Project Director / Co-Principal Investigator has responsibility for the direction of all SNAP activities. He has full responsibility and authority for all phases of the project. The Project Director coordinates the R&D, design, construction and deployment of the satellite and subsequent operations efforts through systems managers. The Project Director is the Co-Principal Investigator for the project. He assumes the role of the PI whenever the PI is unavailable. He is also a member of the Collaboration Executive Board, and leads the Technical Board.The Project ManagerThe SNAP Project Manager (PM) is responsible to the PI and co-PI for the execution of the project within the schedule, cost and resource constraints available. The PM with support from the Project Engineer, the project office (PO), the Systems Engineering Office (SEO) and the Safety, Quality and Reliability Office (SQRO) will establish tasks, work statements, Memoranda of Understanding (MOU), deliverables, schedules, and changes to those elements.The PM is responsible for day-to-day project management which includes: project status; risk management; documentation; cost and schedule tracking; major make or buy decisions; subcontract management and procurement; MOU facilitator; coordination with team members; and focal point of communication for project construction.The PM will be responsible for establishing a baseline project plan. This plan will establish the schedule, cost phasing, and resource needs to carry out the SNAP project consistent with experiment science requirements. This proposal is the first step in defining the project plan. The complete project plan requires the approval of the Project Scientist, Project Director, and the International Finance Committee, before being accepted as the baseline.The Project EngineerThe SNAP Project Engineer (PE) is responsible to the Project Manager and Project Director for the construction of the project and the organization and management of the engineering resources. The Project Engineer is responsible for the development of cost and schedule, optimization of the project through the Systems Engineering Office (SEO) and will establish specifications, requirements, interfaces, work statements, and is responsible for overseeing configuration tracking.The PE will be responsible for executing the baseline project plan, maintaining oversight over interfaces, and integration.Collaboration Executive BoardThe SNAP Collaboration Executive Board (CEB) is comprised of a lead scientist from each of the collaborating research institutions. The Collaboration Board along with the Project Scientist and Director establishes scientific goals and objectives of the SNAP project Cost. It advises the Principal Investigator on all scientific, collaboration and collaborating institution matters of the project. It will develop a policy for membership and for publication. The Board will decide on controversial issues within the collaboration by consensus or by voting.The Project Scientist and the Project Director are members of the Board with the Project Scientist as chair. Official Board meetings will be held on an as needed basis and no less frequently than twice a year. Teleconferencing will be used to resolve urgent issues and minimize travel expenses. The CEB will appoint (with concurrence from the International Finance Committee) an External Project Advisory Council to monitor and review the execution of the SNAP project.External Project Advisory CouncilThe External Project Advisory Council (PAC) will be comprised of several external outstandingindividuals from the US, Europe, and elsewhere with expertise in the various facets of the SNAP project. PAC members will be appointed with input and approval of the International Finance Committee to minimum two-year terms. Expertise will be sought in the relevant areas of science, engineering, space flight, operations, education and outreach, and management. Each of these areas will be represented by at least one individual.The PAC will meet with the SNAP collaboration to review performance and progress of the SNAP project. These reviews will be held in the form of short briefings given by members of the SNAP science, engineering and management teams. The CEB is responsible for organizing briefings to the PAC. The PAC will provide the Collaboration CEB and the Program Directorate with a summary report on their recommendations, suggested plan of action, and observations.Project Technical BoardThe SNAP Project Technical Board (PTB) is responsible for working with and advising the Project Directorate with respect to the execution of the project as a whole. Its membership consists of the Project Manager and Engineer, leads from the Systems Engineering Office, the Project Office, the Safety, Quality, and Reliability Office, the individual systems managers and additional members as determined appropriate by the Project Directorate. The PTB is chaired by the Project Director.The PTB shall meet on a regular basis to discuss technical, cost and schedule issues and will form the basis of the Change Control Board (CCB). Its main goal is to help ensure that all systems of the project are being adequately integrated and executed toward the scientific and technical goals of the project within the constraints of budget and schedule.Safety, Reliability and Quality OfficeThe Safety, Reliability, and Quality Office (SRQ) has primary responsibility to the Project Directorate in ensuring that all aspects of the project are conducted to the appropriate levels of safety, reliability, and quality.The SRQ will aid the Project Directorate in the definition of the system safety implementation plan (SSIP) by developing and maintaining a detailed system description and by supporting safety working group meetings. SRQ will document in a safety data package all identified hazards to instrumentation and personnel, hazardous procedures, and the methods used to control them. The instrument design will incorporate safety features such as encapsulation of high voltages and cryogenic surfaces (as required). All work will be done in accordance with the requirements of DOE and Laboratory Health and Safety standards, as well as applicable NASA and flight safety standards.Based on the project quality guidelines most of the instrument and mission level systems will undergo extensive failure modes and effects analysis (FMEA). The SRQ will perform these FMEA in concert with the spacecraft and systems engineers to determine vulnerability. The SRQ will work with the systems managers and engineers to ensure that as the design is developed, cost-effective easily serviceable units are developed for use during assembly, integration and testing. Any part that is replaced as the result of an alert of failure during testing will undergo a new round of testing before integration.The SRQ will establish the requirements for quality and reliability within the project, and ensure, under the Project Directorate, that all policies, procedures and design approaches are consistent with mission goals and agency requirements.Systems Engineering OfficeThe Systems Engineering Office (SEO) is charged with developing and maintaining the system hardware and software requirements and specifications. The SEO reports directly to the Project Engineer within the SNAP Project Directorate. The SEO has responsibility for system level issues. Early in the project the SEO will be primarily concerned with top level requirements flow-down so that design and planning decisions are made with overall systems considerations in mind. The other key role that the SEO has is in the development of interfaces between the various systems. As such, the SEO will be working continuously with system managers to ensure that interfaces are properly defined and that technical issues affecting more than one system are resolved efficiently and effectively.Requirements, specifications, and Interface Control Documents (ICD) will be entered intoconfiguration management by the end of the definition and R&D phase. Systems management will be performed through regular reviews of the design activity. All drawings will receive SEO approval prior to initial release to manufacturing and procurement and all Engineering Change Orders (ECOs) will require SEO sign-off. ECOs that do not affect form, fit, or function may be given a preliminary release by the subsystem manager with a courtesy copy to the SEO. Other ECOs will require SEO approval prior to release.Project OfficeThe Project Office is responsible for monitoring the technical scope, cost and schedule performance of all portions of the SNAP project and providing timely reports to the International Finance Committee. The Project Office will maintain the SNAP master resource-loaded schedule with a software package (most likely Primavera) capable of determining and monitoring the progress of the project and reporting the status of the project to the International Finance Committee and sponsoring entities in a complete manner.SNAP Systems and Subsystems ManagementAs can be seen in the organization chart in figure 1, the SNAP project is divided into its principal systems and subsystems beneath the Project Directorate. Each major system has a designated System Manager who is responsible for the successful development and completion with compliance to system and scientific requirements of the system within budget and schedule constraints. The primary SNAP systems are identified on the Organization Chart as well as their attendant subsystems. The system managers report to the SNAP Project Director and subsystem mangers report to their respective System Manager. Their primary responsibility is to develop the subsystem shown within the cost, schedule, and resources available consistent with the overall project plan. The subsystem managers work as a team with the System Manager. The System Mangers work as a team with the Project Directorate and SEO to ensure that subsystem interfaces are defined and developed that meet project requirements.As previously stated the Project Technical Committee is comprised of system managers, representatives from the SEO, and SQR, and the Project Directorate. This board will convene on a regular basis (in person, or by teleconference or video-conference) to discuss project progress. The Project Director chairs the technical board and will run meetings and set the agenda.Management ProcessesThe Project Director (PD) is responsible to the Principal Investigator, the International Finance Committee, the DOE, and the NSF for day-to-day operations including performance, schedule, and budget tracking. The PD, with the support of the SNAP project office, will assure that clear channels exist for official communication including establishment of tasks, interfaces, requirements, work statements, deliverables, schedules, and changes to those elements. Working level communication, on the other hand, is encouraged among all participants to assure that technical information is freely and efficiently disseminated and thoroughly discussed. The management approach is designed to communicate clearly to all team members the tasks to be done, the requirements for those tasks, and the schedule and resources available, and to track progress so that problems can be identified and resolved at the earliest possible time.A Work Breakdown Structure (WBS) is the key planning and control document. The WBS is designed to implement the project as defined in project documents. This includes the top-level requirements document from which the lower-level requirements documents are derived by the flow-down process, and the contract requirements, which include the budget and schedule. The detailed work of the SNAP project will be planned in the form of a resource-loaded schedule using the WBS as the basis of the individual tasks. The order of tasks, the relationships between the tasks, and the schedule boundary conditions will be incorporated into the schedule. The groups that will actually perform the tasks provide estimates of time and other resources. This increases their commitment to meeting the schedule and budget and serves as a basis for internal monitoring.Tracking progress will be accomplished primarily by review of the schedule, particularly the near-term milestones. Any task that is falling behind schedule, is consuming more resources than planned, or is encountering unforeseen difficulties becomes the focus of corrective action. The process of evaluatingprogress is constant: estimating what remains to be done, iterating the schedule, budget, and requirements to maintain an optimum balance, and communicating the results to all concerned. Project management software will be used to assimilate, analyze, display, and maintain the key schedule and resource information. Primavera and MSProject have been successfully used on recent projects to maintain schedules, analyze alternative resource-loaded plans, and maintain cost-to-complete estimates. It is anticipated a combined use of Primavera and Excel will provide the basis for the resource loaded schedule and monitoring. The Project Technical Board (PTB) will convene weekly to discuss the current project, plans and issues. The PTB also forms the basis of the Change Control Board.Financial and schedule control will be exercised via review of monthly earned-value and financial reports detailing all SNAP. The amount of labor charged will be regulated by the PM, before the monthly reports are compiled, by monitoring the actual effort applied as it occurs and comparing it to the plan. In addition, the PM will review a detailed breakdown of all expenses contained in the monthly financial report. Financial control of consultants will be accomplished by means of the subcontract and continuous review of technical and financial progress.Design, development, technical, and engineering progress will be measured by the schedule milestones, design reviews, testing, informal reviews, and day-to-day communication. System managers report to the PM and keep him informed of progress, problems and potential solutions, operational needs, and weekly status. The single point of contact model is used for aspects of subcontract activity including all official communications. However, day-to-day working-level direct communication on technical matters among the parties directly involved is encouraged.Change OrdersChanges to baseline technical, schedule, and cost specifications are inevitable. These changes will follow a change control process overseen by the PM. A technical board composed of all system managers, the SEO, the SQR, and others designated by the PM will function as the Change Control Board (CCB). The PD chairs the technical board and the CCB. The PI is a member of the technical board and the CCB to ensure that the scientific requirements of the project are met.Table 1: Approval levels for changes to SNAP technical, cost, schedule parameters.SNAP System Managers SNAP ProjectManagerDOE/NSFChange in the technical capability of SNAP WBS Level 2 element X XAddition or deletion of a WBS Level 2 element X XRevision of estimated cost of SNAP WBS Level 2 Element X XRevision of estimated cost of SNAP WBS Level 3 Element X XChange in overall estimated cost of the SNAP project, including allocated contingency X X XChanges to the SNAP Level 2 milestones X XSlippage of SNAP project Level 1milestone by 3 months or moreX X XProposed changes will require different levels of approval based on severity and impact on the project. At the lowest level, involving a relatively small redistribution of funds within a given subsystem, only approval of the subsystem manager is required. At a much higher level, involving a major change in scope or scientific goals, the change must be brought to the Change Control Board (CCB) and approved by the Collaboration Board and the PI. The PD must be informed of all changes at any level. System managers will bring changes in cost and/or schedule to the CCB. Changes in scientific scope will first be brought to the CCB and in turn taken to the Collaboration Board by the PI for approval. Table 1 belowshows a list of changes that may be requested, and for each type, the level of approval that must be obtained. This is based on the successful STAR Detector Project completed recently. Specific trigger thresholds for levels of the CCB involvement will be established while detailed cost estimating proceeds.Requirements and Specifications Development and ControlA top-level project scientific requirements document will be developed during the initial phase of the program by the science team and the Collaboration Executive Board. Systems requirements and definition is the responsibility of the Project Engineer and the SEO. The SEO will lead the definition of lower level system and subsystem requirements using a documented flow down process. All hardware and software elements of the SNAP system will be defined in these specifications. At the appropriate point in the program, the specifications will be placed under configuration control, after which changes are made by means of formally controlled Engineering Change Orders (ECO) which assure proper review by all affected project elements. Updated documentation will be made available to all affected parties and a straightforward system of verification of the latest current version of any project document is continuously maintained and is readily accessible by all. The SRQ has responsibility for planning and oversight of the configuration control process in order to ensure efficient and successful implementation.Manage and Conduct Systems EngineeringThe SNAP Project Engineer and the SEO has primary responsibility for all systems level issues. It is critical in this process to view all elements of the SNAP project as a single entity and properly allocate requirements and design approaches across the entire system. As part of the Phase A study, the Project Engineer will develop a Systems Engineering Management Plan that will serve as the framework and control for all subsequent work and trades. The evaluation criteria for examining the trades will be developed during this same phase, very early in the design process. Additionally, the SEO will be primarily concerned about the development and analysis top-level requirements and their flow-down. Systems models will be developed and the initial trade studies will be performed. System operation will be considered so that design decisions are made with the end user in mind. The other key role that the SEO has is in the development of interfaces between subsystems. As such, the SEO will be working continuously with system and subsystem managers to ensure that interfaces are properly defined and that technical issues affecting more than one system are resolved efficiently and effectively. An important product of the initial phase (Phase A) is the establishment of initial system architecture and initial subsystem interface definition.Manage, Control, and Allocate ContingencyContingency requirements are developed as part of the risk assessment and cost estimating cycle. These form part of the initial risk assessment. Development of an overall contingency consistent with DOE and NSF guidelines is part of this estimation process and within the total, contingency is reserved for the various systems and subsystems based on their perceived risk. During the preliminary phase of the project, a contingency depletion schedule will be established. Schedule and budget depletion will have established time-phased benchmarks. The amount of reserve needed depends on the level of maturity and heritage of the particular item. An existing subsystem requires less reserve than one in the early stages of development. As the subsystem develops, the reserves may be expended to resolve problems, meet unanticipated needs, or simply to accommodate the as-built actual parameter.Contingency is controlled in the central project office and any call by a system or subsystem on contingency must be made through the CCB. This permits the PD and PM to have the ability to manage the technical progress, resources and funds by the effective management of contingency. The management of resources by the PM will balance the reserve available against its use as appropriate to preserve performance, budget, and schedule.Manage Collaboration AgreementsMemoranda of Understanding (MOU) will be written between the members of the SNAP collaboration. These agreements will cover the cost, schedule, and technical scope of elements to beprovided by respective collaborators. The MOUs specify inter-institutional conduct within the collaboration as well as the scope of efforts, the resources, and the schedule for the respective collaborators. The MOUs will be reviewed along with progress each year as part of the yearly financial planning cycle.The members of the SNAP collaboration will subcontract to UCB or LBNL. The subcontract will be established by means of a proposal that contains a statement of work, technical requirements, specification where appropriate, schedule, and cost of elements to be provided. A subcontract manager from the SNAP project office will monitor progress and be the point of contact for contractual matters between the project office and collaboration institutions. The subcontract manager reports to the PM.Progress ReportsMonthly financial and project (earned-value) reports will be submitted to the DOE, NSF and the Joint Oversight Group. Technical progress reports will be submitted to summarize progress, concerns, problems, changes, and plans for the next period. In addition, frequent contact with the DOE and NSF technical monitor would be standard practice.Risk ManagementThe basic approach to risk management is to minimize risks by using proven designs, existing hardware, and conventional fabrication methods to the maximum extent possible. However, it is not possible that in a project the size and scope of SNAP that all elements of it can be of a fully developed technology and maturity. Nor is it possible that, at this stage of a project, all of the risks are even known. Consequently, the allocation of contingency to cover both known and unknown risks is very important and should not be compromised. It is to be anticipated that unexpected events or developments during the various phases of the project will influence the resources, cost and schedule of the final configuration. It is in recognition of the inherent uncertainty within the general scope of project execution and more specifically R&D projects that will drive the adoption of an aggressive, global and proven approach to the management of risk.The approach that would be followed is in recognition that risk may impact any or all of the dependent project variables (scope, schedule, and cost). Typically, there are two general types of risks, insurable (those that can only result in a loss) and leveraged (those with a positive outcome will benefit the project). Developing contingencies for all the dependent project variables provides for the mitigation of risk.The first step in the management of risk is its assessment. This is done initially in conjunction with the estimation and determination of the work to be done. Each element used in costing is assessed and scored as to its stage of development and potential impact on the project. Specifically, each element is rated for design/approach maturity, complexity, dependency, technical development, cost uncertainty, and potential schedule variance.The data thus obtained are then scored following procedures adapted from previous large H.E.P. project and NASA approaches. Calculations are then done on the assessed risk score to determine an appropriate level of cost and schedule contingency. In parallel, possible scope contingencies are identified with decision points established where technical trade-off choices must be made.Once the project is underway, issues identified with risk to the project are monitored and contingency is allocated where necessary. In addition, reliability assessments and trade-off studies directed by the SRQ also seek to minimize incidental as well as project risk. It should be stressed that risk management is not merely the initial allocation of funding contingency to various tasks and subtasks. Complete risk management is an ongoing effort throughout the life of the project and involves the development of not only funding contingency, but schedule and technical contingencies as well.。

施工组织计划英语Construction Organization Plan (COP) is a detailed and comprehensive document that outlines the planning and execution of a construction project. The main purpose of COP is to ensure that the construction work is carried out smoothly, safely, and efficiently with minimal disruption to the surrounding environment. A well-prepared COP can help to reduce risks, control costs, and deliver the project on time.Step 1: Site inspection and evaluationThe first step in preparing a COP is to conduct a thorough site inspection and evaluation. The purpose of this inspection is to identify any potential hazards or obstacles that may affect the construction work. The evaluation should cover factors such as soil conditions, existing structures, terrain, access routes, drainage systems, and utilities.Step 2: Identify the project teamOnce the site evaluation is complete, the next step is to identify the project team. This team will be responsible for developing the COP and ensuring that it is implemented correctly. The project team should be composed of individuals with relevant expertise and experience. The team should include a project manager, construction manager, engineers, safety officers, and other key personnel.Step 3: Develop the COPThe next step is to develop the COP. The COP should include detailed information on the project scope, schedule, budget, construction methods, quality control, safety procedures, and risk management. The COP should also outline the roles andresponsibilities of the project team and any subcontractors involved in the construction work.Step 4: Consult with stakeholdersIt is important to consult with relevant stakeholders when developing the COP. This includes local authorities, regulators, and the community. Consultation with stakeholders can help to identify any concerns, issues or impacts relatedto the construction work. This information can then be incorporated into the COP to ensure that the project iscarried out in a socially responsible and sustainable manner.Step 5: Review and adjust the COPOnce the COP is complete, it should be reviewed and adjustedas necessary. The objective of this review is to ensure that the COP is comprehensive and effective. The review should consider factors such as changes in the project scope, site conditions, or regulations. Adjustments to the COP may be required to ensure that the project is carried out safely, efficiently, and meets the required quality standards.In conclusion, the Construction Organization Plan is a critical component of any construction project. It enablesthe project team to plan and execute the construction work in a safe, efficient, and sustainable manner. The COP should be developed using a structured approach that involves athorough site evaluation, the identification of key personnel, consultation with stakeholders, and regular review and adjustment.。

.ysd15#12使用道具中级加为好友只看该作者发表于 2007-5-24 08:47 资料个人空间个人短信会员 )工程项目管理常用英语(原创状态 process package 工艺包离线 process design 工艺设计process release工艺发表 initial process release工艺预发表 scope of work ; project scope ;工作范围项目任务范围 work package 工作包 work item 工作项 line item任务单项 breakdown structure分解结构 work breakdown structure[WBS]工作分解结构 organizational breakdown structure[OBS] 组织分解机构project summary work breakdown structure[PSWBS] 项目大项工作分解结构工程公司标准工作分解结;承包商标准工作分解结构 contractor's standard work breakdown structure[CSWBS] 构 responsibility assignment matrix[RAM] 责任分工矩阵 risk风险 risk analysis 风险分析 risk memorandum 风险备忘录home office公司本部 home office service 公司本部服务 utility 公用工程plan计划 project plan项目计划 (project)engineering plan 设计计划(项目)(project)procurement plan 采购计划(项目) (project)construction plan (项目)施工计划 (project)start-up plan (开车计划项目) patent专利 patent right专利权 proprietary technology 产权技术 licensed technology 专利技术 know-how 技术诀窍专有技术; license许可证 licensor 专利商;许可方 licensee 受让方受许可放; royalty )(技术转让费提成费; license fee许可证费..know-how fee 专有技术费 discipline专业 process design ; process engineering 工艺 systems engineering 系统 equipment engineering 设备 plant layout engineering 布置 piping design管道设计 piping mechanical engineering 管道机械instruments engineering 仪表 electrical engineering 电气architectural engineering 建筑 civil engineering 土建start-up 开车 commissioning试车 start-up ; test run ; initial operations投料试车 performance test run ; performance guarantee tests 生产考核性能考核, client acceptance用户验收and ; terms of payment ; conditions payment 支付条件;付款条件 termsofconditions of paymentadvance payment ; down payment 预付款 progress payment 按实物进度付款 schedule payment 按日工程进度付款 retention money ;扣留款保留金 final payment 最终付款 code ; number 编码代码; group code组码 standard classification of account 记帐码标准分类记帐码;numbers[SCAN];account codes ; code of accountsvariable code ; optional variable code 可编码 genericactivity type(numbers)[GAT] 通用型活动码 contingency 不可预见费issue ; release发表 bill of exchange ; draft 汇票 bill for negotiation议付汇票 owner 业主 client客户用户; design ; engineering ;设计工程设计 engineeringphase 设计阶段 process design phase 工艺设计阶段 basicengineering phase基础工程设计阶段 analytical engineering phase 分析设计阶段planning engineering phase平面设计阶段 detailed engineering phase ; final engineering详细工程设计阶段..phase ; production engineering phasemeeting会议 kick-off meeting开工会议 proposal kick-off meeting 报价开工会议 clientkick-off meeting 用户开工会议 project kick-off meeting 项目开工会议project kick-off meeting设计开工会议 construction mobilization meeting 施工动员会议review meeting 审核会 contract承包合同; effective date of the contract 合同生效日期termination of contract 合同终止 frustration of contract 合同失效lump-sum contract[L-S] 总价合同 (fixed) unit price contract单价合同固定)( (cost) reimbursable contract ; cost-plus 成本加抽筋合同偿付合同;(fee) contract [C-P]cost plus fixed fee contract [CPFF]成本加固定酬金合同 cost plus fluctuating fee contract ; cost plus 成本加浮动酬金合同sliding scale fee contract(target) cost plus fee contract , with bonus or 目标成本加奖罚合同penaltyconditionsreimbursable guaranteed ;限定最高成本加抽筋合同限定最高价偿付合同maximum price contract [RGMP] ; guarantee maximum cost plus fee contractcontractor 承包商 subcontractor 分包商joint venture [JV] 合营企业 delivery交货 delivery date ; date of delivery 交货日期 lead time交货周期 delivery to job-site 交货到现场 delivery note 交货单 delivery order 提货单 bill of lading 提单delivery terms 交货条件 free on board [FOB]离岸价) free on rail [FOR] ; free on truck [FOT] 价敞车上交货价);(铁路交货() cost and freight [CFR] or [C&F]价成本加运费( cost insurance and freight ; cost insurance freight 到岸价[CIF]) free alongside ship [FAS] 价(船边交货) free carrier [FCA] (货交承运人价) ex works [EXW](工厂交货价..estimate ' cost estimate 费用估算估算; types of estimate估算方法类别) detailed estimate ; defined estimate(发详细估算definitive estimate ; (发) defined equipment 设备详细估算(发);确切估算estimateequipment estimate 设备估算 analysis estimate 分析估算proposal estimate 报价估算 control estimate控制估算 interim control estimate ; initial control 初期控制估算estimate [ICE]initial approved cost [IAC] 批准的控制估算 check estimate核定估算 first check estimate [FCE] 首次核定估算production check estimate [PCE] 二次核定估算 man-hour estimate 人工时估算 certificate证明书证书; certificate of origin产地证明书 mechanical completion certificate机械竣工证书 client acceptance certificate (of 合同项目验收证书用户验收证书;plant)material 材料 equipment设备 bulk materials ; commodities 散装材料 materialclass材料分类 material take-off [MTO] 材料统计 bill of materials[BOM] ;材料清单材料表 material management 材料管理material control 材料控制 schedule;进度计划进度;进度表 progress ; physical progress 实物进度进度进展;; scheduling ; time scheduling编制进度计划 starter schedule ; early work schedule 初期工作进度计划(项目) project master schedule ; master project schedule 项目主进度计划 detailedschedule 详细进度表详细进度计划; network (diagram) 计划)网络(进度);网络(图milestone network 里程碑网络图 detailed network详细网络图 critical path method [CPM] 关键线路法 critical activity ;关键活动关键工序 activity 活动工序;loat 工序时差;浮动时间 milestone里程碑..schedule control ; progress control 进度控制 progress curve ; S curve曲线进度曲线;S resource loading curve ; Bell curve 资源负荷曲线ahead of schedule 进度提前 schedule delay 进度拖延default违约 default notice 违约通知 penalty clause 违约)罚款条款( liquidated damages 违约罚金 freight [Frt.] ; carriage 运费 freight paid ; carriage free ; carriage paid 运费付讫freight be to collected ; collect 运费待收;货到收运费 freight ; freightpayable at destinationfreight prepaid ; advance(d) freight 运费预付 freight forward ; carriage forward 运费未付;货到付运费 freight indemnity 运费担保函freight note运费单 forwarding agent承运商;运输商..ysd15#22使用道具中级加为好友只看该作者发表于 2007-5-24 08:48 资料个人空间个人短信会员 procurement 采购purchasing 采买状态 expediting 催交离线inspection检验 traffic ; transport 运输 bill of entry 报关单report报告 monthly cost and progress report 费用和进展月报告 (job) monthly progress report(项目)进展月报 engineering monthly progress report 设计进展月报project cost summary report项目费用汇总报告 project operation cost status report 项目实施费用状态报告schedule report 进度报告 control index控制索引 performance report 执行效果报告 productivity report 劳动生产率报告 exception report异常报告 material exception report [MER] ; equipment & 材料异常报告materials exception reportprocurement status report 采购状态报告 material status report材料状态报告 purchase order and requisition status report 请购单和订单状态报告 vendor drawing status report ; vendor data 供货厂商图纸状态报告schedulingstatus reportinspection report 检验报告 close-out report)完工报告(项目 bid ; quotation ; proposal ; tender ; offer 投标报价; inquiry review committee [IRC] 讯价文件评审委员会 bid strategy meeting报价策略会议 proposal manager报价经理 proposal ; quotation ; bid ;tender ;offer 投标书;标书;建议书 bid evaluation报价评审标书评审; bid tabulation form ; tabulation of bids 报价评选表标书评选表; negotiation谈判 vendor coordination meeting [VCM] ; 协调会议厂商协调会议;coordinationmeetingcommitment订货合约;定约成交; telex order ; notification of commitment ;订货电传订货通知purchase order [PO](订单即定单;);采买订单订货合同..contract award合同签约签订合同; inquiry ; invitation to bid 招标询价;pre-qualification资格预审 qualified bidders list ; qualified vendors ;合格投标商表合格供货商表listinquiry(package) ; request for quotation(package) ;招标文件询价书[RFQ];request for proposal [RFP] ; invitation to bid [ITB]requisition (package) ; requisition documents ;请购单请购文件purchasing specification [PS] ;采购说明书采购规格书 instructions to bidders [ITB] ;报价须知投标者须知 change变更 client change ;contract change ;合同变更用户变更 pending clientchange 待定的用户变更 approved client change认可的用户变更 client change notice [CCB] ; 单(通知)(用户变更通知)单;合同变更contract change order [CCO]project change ; internal change 内部变更项目变更; projectchange notice 单通知))单;内部变更(项目变更(通知[PCN] ;internal change order [ICO]change request ; deviation notice [DN] 偏差通知单变更申请单; quality质量 quality policy 质量方针 quality management 质量管理quality planning 质量策划 quality control [QC] 质量控制quality assurance [QA] 质量保证 quality system 质量体系quality improvement 质量改进 quality manual 质量手册quality plan 质量计划 drawing图纸 process flow diagram [PFD] 工艺流程图 processcontrol diagram [PCD]工艺控制图 piping and instrument diagram [PID] [P&ID] 管道仪表流程图plot plan装置布置图 piping planning (drawing) 管道平面设计图 piping layoutdrawing 管道平面布置图 isometric drawing;管道空视图管段图[AFD] Design Approved for issued 批准用于详细工程设计图纸drawingdrawings issued Approved for construction [AFC] 图纸批准用于施工)advanced certified final drawings [ACF] ; 纸供货厂商先期确认图(advanced certifiedvendors' drawings ; preliminary vendor drawings [PD]) certified final drawings [CF] ; certified(供货厂商最终确认图纸..vendor drawings[CD]diagram ; chart 图表 histogram直方图 bar ; bar-chart ; Gantt chart 横道图 schedule trenddisplay chart 进度趋势展示图 cost trend display chart 费用趋势展示图project工程项目项目; project execution 项目实施费用状态报告 projectphase项目实施阶段 initial phase of project execution 项目初始阶段construction phase 施工阶段 start-up phase开车阶段 project duration's 项目建设周期 projectmanagement 项目管理 project control 项目控制 projectteam 项目组 task force专责项目组 project manager [PM]项目经理 project engineering manager [PEM] 项目设计经理project procurement manager [PPM] 项目采购经理 project constructionmanager [PCM] 项目施工经理 project process manager 项目工艺经理project controls manager项目控制经理 project scheduling engineer ; project scheduler 项目进度计划工程师 project estimator项目估算师 project cost control engineer ; project cost 项目费用控制工程师engineerproject material control engineer 项目材料控制工程师 projectfinancial manager 项目财务经理 project quality manager 项目质量经理project start-up manager 项目开车经理 project safety engineer 项目安全工程师project secretary项目秘书 project controlling ; tools for project control 项目控制手段 control baseline ; ;实物进度基准控制基准;执行效果测量基准performancemeasurement baseline ; progress baselinedeviation ; variance 差异偏差; performance ;效绩性能执行效果; tracking ; follow up 跟踪 monitoring监控 trending ; trend projection ;趋势分析趋势预测 projected deviations 偏差预测值 projection ; forecasting预测..corrective action ; corrective measures 纠正措施integrated project control 项目综合控制 earned value concept [EVC] 赢得值原理 budgeted cost for work scheduled [BCWS] 计划工作量的预算费用budgeted cost for work performed [BCWP] 已完工作量的预算费用 actual cost for work performed [ACWP] 已完工作量的实耗费用 cost variance [CV] 费用差异schedule variance [SV] 进度差异 cost index [CI] 费用指数schedule index [SI]进度指数 cost performance index [CPI] 费用执行效果指数 schedule performance index [SPI] 进度执行效果指数 at completion variance [ACV] 竣工差异 budgeted cost at completion [BAC] 竣工预算费用estimated cost at completion [EAC] 竣工预测费用 cost成本费用; total installed cost [TIC]建设总费用 material cost ; direct material cost直接材料费用材料费用; equipment cost ; purchased cost of equipment 设备购买费用设备费用;of cost ; purchased 散装材料购买费用 bulk materials cost ;散装材料费用bulk materials ; commodities cost; related freight 运费和保险费等) cost of material (直接)材料相关费用(insurance , etc.construction cost施工费用 labor cost ; erection labor cost ; 施工劳力费用施工人工费用;construction force costlabor cost associated with equipment 设备安装人工费用labor cost associated with bulk 散装材料施工人工费用materialsstandard man-hours ; 标准工时定额施工人工时估算定额;人工时估算定额;standard labor man-hours ; standard construction man-hours ; standard hourslabor productivity ; productivity ;劳动生产率系数劳动生产率factor ; productivity ratioadjusted man-hours 修正的人工事估算值 man-hour rate人工时单价cost of construction supervision ; cost of 施工监督和管理费用施工监督费用;construction management and supervision ; field administration and direct supervision costcost of construction indirect施工间接费用 subcontract cost ; field 现场施工分包合同费用;分包合同费用subcontract costhome office cost ; cost of home office 费用服务公司本部()servers..overhead ; home office overheads 公司管理费non-payroll ; home-office expenses 非工资费用 commissioningactivities cost 试车费用 start-up cost 投料试车费用 othercosts其他费用 profit ; expected profit ;预期利润利润 servicegains服务酬金 internal transfer 内部费用转换 anticipated approvedcost 认可的预计费用 cost control;成本控制费用控制 budget ; project control budget );项目控制预算预算(值)under-run ; cost under-run 值费用结余值);(预算结余() over-run ; cost over-run值);费用超支(预算超支(值 construction施工 construction craft 施工工种 precommissioning试车准备 mechanical completion [MC] 机械竣工 batterylimit [BL]界区 process battery limit ; inside battery limit [ISBL] 工艺界区offsite battery limit [OSBL] 辅助设施界区界外设施区; process section ;process unit工艺装置 offsite section ; offsite unit ; offsite ;通用设施辅助设施界外设施;facilities ; general facilitiesguarantee ; warranty ;担保保证 performance guarantees性能保证 absolute guarantees 绝对保证 penaltiableguarantees 违约罚款保证 workmanship guarantees工作质量保证 mechanical guarantees ; mechanical warranties 机械担保机械保证;) bond 书;担保(保函 bid bond投标保函 performance bond ; );为履约出具的银行保证书(履约保函;履约担保书performance bank guaranteeadvance payment bond ; ;为预付款出具的银行保证书预付款保函bankguarantee for advance paymentsurety bond保险公司出具的保函保证书; bank guarantee ; letter of guarantee [L/G] ;银行保证书信用保证书 letter of comfort 安慰信 secrecy agreement保密协议 insurance ; assurance 保险 insurance policy 保险单 insurance certificate 保险证书 insurance premium保险费..bonded goods 保税货物 bonded warehouse 保税仓库letter of credit [L/C] 信用证 irrevocable L/C 不可撤销信用证revocable L/C可撤销信用证 sight credit ; sight L/C 即期信用证 termcredit ; term L/C 远期信用证 confirmed L/C 保兑信用证transferable L/C 可转让信用证 stand-by L/C 备用信用证drawing on L/Cs 信用证提款 CREDIT信贷 SUPPLIER'S CREDIT [S/C] 卖方信贷 buyer's credit [B/C] 买方信贷 line of credit 信贷额度 project finance 工程项目筹资项目融资; loan贷款 demand loan即期贷款 claim ; claim indemnity 索赔 training 培训tax(es) ;税金税 income taxes 所得税 duties关税 tax avoidance 合法避税 procedure程序 project coordination procedure 项目协调程序 project execution procedure 项目实施程序 project engineering procedure 项目设计程序 project procurement procedure 项目采购程序project inspection procedure 项目检验程序 project control procedure 项目控制程序 change control procedure 变更控制程序 budget change procedure预算变更程序 project commissioning procedure ; project ;项目开车程序项目试车程序start-up procedure ; project test run procedurechemical cleaning procedure化学清洗程序 performance test run procedure ; 生产考核程序性能考核程序;performance guarantee test procedureplant acceptance procedure 装置验收程序 data数据 supporting data设计条件条件数据; resultant feedback of data 返回的设计条件;返回的条件数据letter of intent意向书...。