工程管理专业英语
- ISBN:9787560534534
- 装帧:暂无
- 册数:暂无
- 重量:暂无
- 开本:16开
- 页数:262 页
- 出版时间:2010-03-01
- 条形码:9787560534534 ; 978-7-5605-3453-4
本书特色
《工程管理专业英语》:普通高等教育工程管理专业规划教材。
目录
节选
《工程管理专业英语》素材取自国外近年来年工程管理各个领域的经典教材、著作、论文及计算机网络信息,内容涉及工程管理各领域当前的状况和*新进展。《工程管理专业英语》内容新颖、覆盖面广、系统性强、可读性好,是学习工程管理专业英语的实用教材。《工程管理专业英语》既可作为高等院校的工程管理、造价管理及相关专业的教材,也可作为成人教育、网络教育的相关专业教材,还可作为工程管理专业人士及其他有兴趣人员的学习参考读物。
相关资料
插图:A common trend in industrial construction, particularly for large projects, is to engage the services of a design/construct firm. By integrating design and construction management in a single organization, many of the conflicts between designers and constructors might be avoided. In particular, designs will beclosely scrutinized for their constructibility. However, an owner engaging a design/construct firm must insure that the quality of the constructed facility is not sacrificed by the desire to reduce the time or the cost for completing the project. Also, it is difficult to make use of competitive bidding in this type of design/construct process. As a result, owners must be relatively sophisticated in negotiating realistic and cost-effective construction contracts.One of the most obvious advantages of the integrated design/construct process is the use of phased construction for a large project. In this process, the project is divided up into several phases, each of which can be designed and constructed in a staggered manner. After the completion of the design of the first phase, construction can begin without waiting for the completion of the design of the second phase, etc. If proper coordination is exercised, the total project duration can be greatly reduced. Another advantage is to exploit the possibility of using the turnkey approach whereby an owner can delegate all responsibility to the design/construct firm which will deliver to the owner a completed facility that meets the performance specifications at the specified price7.Professional Construction ManagersIn recent years, a new breed of construction managers (CM) offers professional services from the inception to the completion of a construction project. These construction managers mostly come from the ranks o~ A/E firms or general contractors who may or may not retain dual roles in the service of the owners.
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