土木工程專業(yè)英語unit4課件(1)

1、 Unit 5 Construction Engineering 建筑工程Learning Guidance Master:The Three phases of Construction Engineering掌握：建筑工程的三個階段Teaching Important Point:The Three phases of Construction Engineering(建筑工程的三個階段)Teaching Diffcult Point: The planning phase(計(jì)劃階段) ； construction management phase(工程管理階段) ；cost manage

2、ment phase(成本管理階段)New Words and Phrases1. mobilization n. 調(diào)動，動員2. budget n. 預(yù)算3. coordinate vt. 協(xié)調(diào)，調(diào)節(jié)4. timing n. 時間安排，時間選擇5. encounter vt./ n. 遇到，遭遇6. expenditure n. 經(jīng)費(fèi)，花費(fèi)with:偶然遇到run into/come across面臨/面對(confront with/ meet with)7. transitory adj. 短暫的，暫時的(transient)8. allocate vt. 分配，分派(funds撥款)9

3、. annotate vt. 注解 10. abort vt. 取消（cancel/call off/abolish）11. overrun vt. 泛濫成災(zāi)，超出限度The field is overrun with weeds.這塊田里雜草叢生。Costs overran the budget by about 30%.開支超出預(yù)算將近30%。The warehouse is overrun with rats.那個倉庫里老鼠成災(zāi)。 tenant n. 房客，佃戶 en-suite aji.成套的，成組的（n.雙人間）paramount adj. 最高的，最重要的，至高無上的outpati

4、ent n. 門診病人 trim vt. 修剪，裝飾；n. 修剪；adj. 修長的，整齊的hazard n. 危險(xiǎn)，公害；vt. 嘗試著做；冒風(fēng)險(xiǎn)（） intimate adj. 親密的，私人的subcontract v/n. 轉(zhuǎn)包合同escalation n. 逐步上升，逐步擴(kuò)大（escalate：升級、惡化） outsourcing n. 業(yè)務(wù)外包 performance n. 工程進(jìn)度The threat of nuclear escalation remains.核升級的威脅仍舊存在。a sudden escalation of violence.暴力事件的突然惡化Phrases23.

5、 construction management 工程管理 24. cost management 成本管理25. consist of 組成 26. think of as 認(rèn)為是27. carry forth 推進(jìn)28. point out 指出29. tend to 傾向于30. at the expense of 由付費(fèi)，由負(fù)擔(dān)費(fèi)用,以.為代價(jià)31. at least 至少32. on the basis of 根據(jù),在的基礎(chǔ)上33. to a large extent 在很大程度上34. be known as 被認(rèn)為是，被稱為35. roll up to 到達(dá)，來到（arrive/

6、reach）Part Construction EngineeringIntroduction： Construction engineering is a specialized branch of civil engineering concerned with the planning, construction management, and cost management of construction operations for such projects as buildings, highways, dams, airports, and utility lines. 建筑工

7、程是土木工程專業(yè)的一個分支,涉及公路、房屋、大壩、機(jī)場和公共事業(yè)線等工程的計(jì)劃編制、工程管理和成本管理。 Planning consists of scheduling the work to be done and selecting the most suitable construction methods and equipment for the project. 計(jì)劃編制階段包括制定工程進(jìn)度表、選擇合適的建筑方法和機(jī)器設(shè)備。 Construction management requires the timely mobilization of all drawings, layou

8、ts, and materials on the job to prevent delays to the work. 工程管理階段要求對施工圖、平面布置圖和材料等進(jìn)行及時的調(diào)動。 Cost management consists of analyzing the construction cost to ensure that the project will be done with the estimated cost.成本管理階段是對建筑工程的成本進(jìn)行有效的分析以確保工程在預(yù)算范圍內(nèi)完成。 The Planning Phase Planning is the process of co

9、nsidering alternatives and methods to complete a task. 計(jì)劃是確定完成一項(xiàng)工作方案和方法的過程。 Also, planning can be thought of as determining “what” is going to be done, “how,” “where,” by “whom,” and “when.”同時，計(jì)劃可以被認(rèn)為是決定“做什么”、“怎樣做”、“在何地”、“由誰”、“在什么時間”完成。In construction projects, the “plans” and specifications for the

10、 project generally define both the end product and, often, the general time frame in which to complete the project. 在工程項(xiàng)目中，通常項(xiàng)目計(jì)劃和規(guī)范規(guī)定了項(xiàng)目的最終結(jié)果和完成項(xiàng)目的一般時間期限。Planning creates an orderly sequence of events, defines the principles to be followed in carrying forth the plan, and describes the ultimate disp

11、osition of the results。計(jì)劃確定了事件發(fā)生的先后次序，規(guī)定了向前執(zhí)行計(jì)劃所采取的原則，而且描述了結(jié)構(gòu)的最終狀態(tài)。It serves the manager by pointing out the things to be done, their sequence, how long each task should take, and who is responsible for(in charge of/take charge of) which tasks or actions.它為項(xiàng)目經(jīng)理指出了所需要完成的工作，工作的次序，以及每一項(xiàng)工作需要花費(fèi)的時間，某項(xiàng)工作和行

12、動由誰負(fù)責(zé)。Construction planning is a fundamental and challenging activity in the management of construction projects. 在工程項(xiàng)目管理和實(shí)施中，施工計(jì)劃是一項(xiàng)重要且富有挑戰(zhàn)性的活動。A good construction plan is the basis for developing the budget and schedule for work.一份良好的施工計(jì)劃是編制工程預(yù)算和確定工程進(jìn)度安排的基礎(chǔ)。13 Developing the construction plan is a

13、 critical task in the management of construction, even if the plan is not written or otherwise formally recorded. 在施工管理中，編制施工計(jì)劃是施工管理的一項(xiàng)關(guān)鍵工作，即使計(jì)劃不是書面形式或相反已經(jīng)形成正式記錄。 In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the rela

14、tionships between project participants and even which organizations to include in a project.除了施工計(jì)劃的技術(shù)因素之外，也有必要作出關(guān)于項(xiàng)目參與之間關(guān)系以及吸納哪些組織到項(xiàng)目中的組織性決策。14 Planning is the starting point of all management functions.計(jì)劃是一切管理職能的基礎(chǔ)。 Planning leads to organizing and staffing followed by directing, controlling and co

15、ordinating. 它引導(dǎo)人們進(jìn)行組織和人員分配，具有指導(dǎo)、控制和協(xié)調(diào)作用。A graphic schedule known as a program forms the basis for effective planning. 圖形計(jì)劃作為一種著名的計(jì)劃形式，是有效計(jì)劃的基礎(chǔ)。The program should include sufficient details to enable proper consideration to be given to the timing a duration of operations, type and quantity of materia

16、ls and equipment, delivery dates and manpower requirements.這種計(jì)劃應(yīng)該包括足夠的細(xì)節(jié)，能夠做出工序持續(xù)時間和時點(diǎn)，材料設(shè)備的數(shù)量和類型，交貨日期和勞動力需求的合適安排。The essential characteristics of a good program are:It must be suitable for use as a control tool against which progress can be measured;It must be sufficiently accurate to enable its us

17、e for forecasting requirements of material, manpower, machinery and money;It must provide for difficulties likely to be encountered in future in respect of quality, scope, process etc. and for taking remedial measures.一份有效計(jì)劃的必要特征是：必須適合作為一種控制工具，通過它可以測量進(jìn)度；必須足夠準(zhǔn)確，可以用來預(yù)測材料、勞動力、機(jī)械和資金的需求量；必須指出關(guān)于質(zhì)量、范圍和進(jìn)度等在

18、未來可能出現(xiàn)的困難，并且提出補(bǔ)救措施。The goal of planning is to minimize resource expenditures while satisfactorily completing a given task. Planning aims at producing an efficient use of equipment, materials, and labor, and ensuring coordinated effort. 計(jì)劃的目標(biāo)是達(dá)到資源消耗最小化，并同時圓滿地完成給定的工作，即要確保設(shè)備、材料和勞動力的高效使用及力量的協(xié)調(diào)。Effective

19、 planning requires continually checking on events so that the manager can make forecasts and revise plans to maintain the proper course toward the objective.有效的計(jì)劃要求不斷地檢查活動，以便項(xiàng)目經(jīng)理能預(yù)測和修訂計(jì)劃，維持適當(dāng)?shù)倪M(jìn)度以保證目標(biāo)的實(shí)現(xiàn)。The Construction Management PhaseThe most basic definition of a project is some form of human act

20、ivity that has a beginning, a productive middle phase and an end, creating something that has not previously existed.項(xiàng)目最基本的定義是指某種形式的人類活動具有初始階段，卓有成效的中間階段和結(jié)束階段，并創(chuàng)造出前所未有的新事物。 In the construction business, the project will create a building or a work of civil engineering construction. 在建筑業(yè)中，項(xiàng)目可以創(chuàng)造出一座建筑物

21、或一項(xiàng)土木工程作品。 The definition is important, because it emphasizes the transitory nature of the construction processconstruction companies arrive on site, build, and leave for the next project. 定義是很重要的，因?yàn)樗鼜?qiáng)調(diào)施工過程的短暫性-建筑公司到達(dá)現(xiàn)場，進(jìn)行建設(shè)，竣工并開始下一個新的目標(biāo)。 The project site may be far from the headquarters of the cons

22、truction company, and in the case of major international construction projects, it may well be in another country, operating in a social, economic and physical environment that is quite different from that within which the construction company is based. 在項(xiàng)目現(xiàn)場可能會遠(yuǎn)離建筑公司總部，而且對于一些大型的國際工程項(xiàng)目，它位于不同國家，在不同于建

23、筑公司本國社會的、經(jīng)濟(jì)的和自然環(huán)境中實(shí)施工程。 No other industry sets up a new factory, in a new place, for every product it produces. Few make their products in the open air, adjusting their manufacturing methods to the climate and season. 不像其他工業(yè)需要每到達(dá)一個新地方就會為它的每一款產(chǎn)品建造一個新的工廠，很少在露天的環(huán)境下生產(chǎn)產(chǎn)品，并針對氣候和季節(jié)調(diào)整他們的生產(chǎn)方法。Construction ma

24、nagement (CM) entails the planning, scheduling, evaluation, and controlling of construction tasks or activities to accomplish specific objectives by effectively allocating and utilizing appropriate labor, material, and time resources in a manner that minimizes costs and maximizes customer/owner sati

25、sfaction.為了實(shí)現(xiàn)特定的目標(biāo)，工程管理需要對施工工作或工序進(jìn)行計(jì)劃、進(jìn)度安排、評估和控制，在一定程度上，通過有效分配和利用適當(dāng)?shù)膭趧恿Α⒉牧虾蜁r間資源來最小化成本，最大化顧客業(yè)主的滿意度。Fig.5.1 illustrates what all clients from a construction company: a project completed on time, within budget, and to the required technical performance and quality standards. Fig. 5.1 Project objectives

26、 and their relationshipClients are increasingly demanding that all three of these aims are achieved, and are increasingly unwilling to accept the “management compromise”, which was common practice until quite recently. 實(shí)現(xiàn)所有這三個目標(biāo)，業(yè)主是非常費(fèi)力的，也會越來越多的不情愿的接受“管理折中”，這是最近以來的常見做法。 Quality is an especially impo

27、rtant requirement. If the construction contractors fail to manage the project effectively, the only “compromise” that they can make is to spend more of their own money to achieve the other two aims.質(zhì)量是一個特別重要的條件。如果建筑承包商不能有效地管理項(xiàng)目，他們可使用的唯一的“折中方案”會花費(fèi)他們更多的錢去完成其余兩個目標(biāo)。(1) Budget. All work should be carried

28、 out against budgets. For a small builder this is just a list of jobs annotated with their estimated labor and material costs. For lager projects built by some of the bigger contracting companies, budgets will exist not only for jobs, but also for each of the head office departments involved and for

29、 other elements of the project and its organization6. When actual costs exceed their budgets, the contractors profits are at risk. If the losses are very great, the contractors business is at risk. The project might even have to be aborted, or restarted with a fresh contractor.1) 預(yù)算：所有的工作應(yīng)該以預(yù)算為標(biāo)準(zhǔn)來實(shí)施

30、。對于一個小型的建造商，就是通過他們估算的勞動力和材料成本完成一系列規(guī)定的工作。對于大型項(xiàng)目，都是由一些比較大的承包公司來承擔(dān)。預(yù)算不僅包括這些工作，也包括每一個與此有關(guān)的總公司部門，以及項(xiàng)目的其他組成部分及相應(yīng)的機(jī)構(gòu)。當(dāng)實(shí)際成本超過預(yù)算時，承包商的利潤就瀕于危險(xiǎn)了。如果損失非常大的話，承包商的業(yè)務(wù)會處于危險(xiǎn)之中。甚至不得不放棄項(xiàng)目，或者重新雇用一個承包商。(2) Time. Time is often the most important objective of all. Time is an irreplaceable resource. A job that has missed it

31、s target date is late and that, unfortunately, is that. Costs tend to follow time and grow with time. A project that is finished late usually also overruns its budgets. So, controlling progress against the plan goes a long way towards controlling the costs of a project.2) 時間：時間通常是所有目標(biāo)中最重要的目標(biāo)。時間的作用是無

32、可替代的。如果一項(xiàng)工作滯后，那么意味著已經(jīng)錯過它的目標(biāo)日期。不幸的是，時間不可倒流。成本隨著時間而來，且隨著時間的增加成本也在不斷增加。一個項(xiàng)目如果竣工日期延長的話，通常同時帶來的是預(yù)算的超支。因此，控制進(jìn)度計(jì)劃有助于控制項(xiàng)目的成本。(3) Quality. The project should meet all specifications in respect of appearance, safety, reliability and performance.3）質(zhì)量：項(xiàng)目應(yīng)該滿足所有關(guān)于外觀、安全、可靠性、性能方面的技術(shù)規(guī)范要求。(4) Balancing the three prim

33、ary objectives. The three primary objectives are all interrelated. For example, time is usually related to costs. Project owners sometimes have to decide whether or not more emphasis should be given to one of the objectives, perhaps at the expense of the other two. A special word is needed in this c

34、ontext about quality. A good, generally accepted definition of the quality is that the object should be fit for its intended purpose. Of course every project must be fit for its intended purpose. So, “quality” as such is an objective that is not negotiable: it is an absolute requirement and cannot be part of an objectives balancing exercise.4）平衡三大主要目標(biāo)：三大主要目