6.建筑行业实践者的建议
来自迪拜市政当局和Abu Dhabi 部门的建筑专家和实践者都被邀请去提供一些关于怎样减少或阻止索赔事件以及怎样处理这些索赔事件的建议，一旦它们发生。下面是一些关于怎样去减少或阻止建筑项目索赔事件的经验法则：
1.给设计组提供合理的时间，保证它们设计出没有或只有很小误
差的清晰完整的合同文件。
2.建立高效高质的监管技术和机构，保证整个过程的错误、不巧
当以及误差最小化。
3.拥有清晰的书面合同，毫无含糊其词。
4.在签约前，认真地阅读几次合同，弄清楚任何不清楚的条款。
5.在投标仪式时，由第三方诵读合同文件。
6.借鉴曾被成功地用于在过去的工程项目上的特殊的缔约规定和
实践。在ASCE小册里，可以找到有用的信息，指导避免和解决
施工期间的争论。
7.通过风险共享哲理，在合作者之间建立信任，发展合作关系和
解决问题的态度。这常被称为伙伴关系。
8.在项目的不同阶段，实施不同的施工能力。
9.建立处理棘手行程安排要求的战略方案。
10.在临时做出改变之前，已有鉴定好的变化条令。
11.及时地维持合理的工作记录，包括时间日期、日常记录、报告、
图片、劳工记录、天气以及天气对进度、施工过程以及指令场
所等的影响。
7.总结
这篇研究文献能够被用于鉴定在UAE国家施工过程中的几个问题领域。应该采取措施阐明任何可能在这些普通问题领域发生的问题或冲突。这些普通问题领域之一便是“更改令”索赔，根据本文，这是最频繁的索赔类型，因此需要特殊的考虑。“超时工作”索赔位居第二，“合同含糊”索赔是位居最后。从这篇文章中，我们可以得出结论，当由于“物主延期”引起的索赔事件位居第二的同时，“更改令”索赔是最频繁的索赔事件，“计划错误”索赔事件位居最后，表明“计划错误”索赔事件是最不频繁的索赔事件。
研究结果表明应该给予处理更改令、争论、改变、超时工作以及延期的合同条款特殊的考虑。处理建筑索赔事件最好的办法就是减少或完全地避免它们。减少曾遭遇的索赔事件有几个基本的原则，能够被采取使风险最小化以及处理上述原因的主要及必须措施包括：1.给设计组提供合理的时间，保证它们设计出没有或只有很小误差的清晰完整的合同文件。2.借鉴曾被成功地用于在过去的工程项目上的特殊的缔约规定和实践，制定清晰的书面合同，毫无含糊其词。3. 通过风险共享哲理，在合作者之间建立信任，发展合作关系和解决问题的态度。这常被称为伙伴关系。
因此，期望研究发现能够通过避免主要索赔事件的原因，将
帮助所有的当事人减少合同责任，在项目施工中，延期和超出花费最小化。这些建议也表明，争议之后，合理的管理远比寻找建筑索赔顾问有利有益，后者常常太晚，代价也太昂贵。
致谢：
作者十分感谢阿拉伯联合酋长国大学的研究机构以及非常感激他们提供的支持，作者也很感谢门为这次研究提供有用信息的迪拜市政当局和Abu Dhabi 部门。
参考文献：
An Analysis of Working Capital Management Results Across Industries Greg Filbeck. Schweser Study Program Thomas M. Krueger. University of Wisconsin-La Crosse Abstract Firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. We provide insights into the performance of surveyed firms across key components of working capital management by using the CFO magazine’s annual Working Capital Management Survey. We discover that significant differences exist between industries in working capital measures across time. In addition. we discover that these measures for working capital change significantly within industries across time. Introduction The importance of efficient working capital management is indisputable. Working capital is the difference between resources in cash or readily convertible into cash (Current Assets) and organizational commitments for which cash will soon be required (Current Liabilities). The objective of working capital management is to maintain the optimum balance of each of the working capital components. Business viability relies on the ability to effectively manage receivables. inventory. and payables. Firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. Much managerial effort is expended in bringing non-optimal levels of current assets and liabilities back toward optimal levels. An optimal level would be one in which a balance is achieved between risk and efficiency. A recent example of business attempting to maximize working capital management is the recurrent attention being given to the application of Six Sigma? methodology. Six Sigma? methodologies help companies measure and ensure quality in all areas of the enterprise. When used to identify and rectify discrepancies. inefficiencies and erroneous transactions in the financial supply chain. Six Sigma? reduces Days Sales Outstanding (DSO). accelerates the payment cycle. improves customer satisfaction and reduces the necessary amount and cost of working capital needs. There appear to be many success stories. including Jennifer Towne’s (2002) report of a 15 percent decrease in days that sales are outstanding. resulting in an increased cash flow of approximately $2 million at Thibodaux Regional Medical Center. Furthermore. bad debts declined from $3.4 million to $600.000. However. Waxer’s (2003) study of multiple firms employing Six Sigma? finds that it is really a “get rich slow” technique with a rate of return hovering in the 1.2 – 4.5 percent range. Even in a business using Six Sigma? methodology. an “optimal” level of working capital management needs to be identified. Even in a business using Six Sigma? methodology. an “optimal” level of working capital management needs to be identified. Industry factors may impact firm
PA VEMENT PROBLEMS CAUSED BY COLLAPSIBLE SUBGRADES By Sandra L. Houston,1 Associate Member, ASCE (Reviewed by the Highway Division) ABSTRACT: Problem subgrade materials consisting of collapsible soils are com- mon in arid environments, which have climatic conditions and depositional and weathering processes favorable to their formation. Included herein is a discussion of predictive techniques that use commonly available laboratory equipment and testing methods for obtaining reliable estimates of the volume change for these problem soils. A method for predicting relevant stresses and corresponding collapse strains for typical pavement subgrades is presented. Relatively simple methods of evaluating potential volume change, based on results of familiar laboratory tests, are used. INTRODUCTION When a soil is given free access to water, it may decrease in volume, increase in volume, or do nothing. A soil that increases in volume is called a swelling or expansive soil, and a soil that decreases in volume is called a collapsible soil. The amount of volume change that occurs depends on the soil type and structure, the initial soil density, the imposed stress state, and the degree and extent of wetting. Subgrade materials comprised of soils that change volume upon wetting have caused distress to highways since the be- ginning of the professional practice and have cost many millions of dollars in roadway repairs. The prediction of the volume changes that may occur in the field is the first step in making an economic decision for dealing with these problem subgrade materials. Each project will have different design considerations, economic con- straints, and risk factors that will have to be taken into account. However, with a reliable method for making volume change predictions, the best design relative to the subgrade soils becomes a matter of economic comparison, and a much more rational design approach may be made. For example, typical techniques for dealing with expansive clays include: (1) In situ treatments with substances such as lime, cement, or fly-ash; (2) seepage barriers and/ or drainage systems; or (3) a computing of the serviceability loss and a mod- ification of the design to "accept" the anticipated expansion. In order to make the most economical decision, the amount of volume change (especially non- uniform volume change) must be accurately estimated, and the degree of road roughness evaluated from these data. Similarly, alternative design techniques are available for any roadway problem. The emphasis here will be placed on presenting economical and simple methods for: (1) Determining whether the subgrade materials are collapsible; and (2) estimating the amount of volume change that is likely to occur in the 'Asst. Prof., Ctr. for Advanced Res. in Transp., Arizona State Univ., Tempe, AZ 85287. Note. Discussion open until April 1, 1989. To extend the closing date one month,
武大城乡规划历年考研试题分类整理（2001-2012） 规划前沿问题 1. 怎样加强人居环境特色的可持续性规划？（问答03） 2. 结合你所熟悉的城市，指出其城市建设存在的问题，如何更好地处理城市建设与可持续发展之间的关系。（论述03） 3. 谈谈经济全球化将给我国城市规划带来哪些影响？（论述04） 4. 提出中国社会持续存在的社会分化而形成的城市空间分异现象的看法。（论述07） 5. 论述城市环境容量与城市发展的关系。（论述08） 6. 中国城市发展和西方发展模式的比较。（论述08） 7. 西方国家城市蔓延的基本特征是什么？中国当代城市扩展与西方城市蔓延有何类似与不同？（论述11）中外城市建设史 中建史 1.画出元大都、明清北京城平面布局图，指出其布局特点及对当代城市建设的影响。（问答03） 2.中国古代城市规划思想最早形成于何时，其主要规划思想是什么？（简答04） 3.中国古代的城市中居住区称“________”。（填空05） 4.《周礼.考工记》关于城市规划的理论是什么？并根据其思想绘制草图并进行说明。（简答05） 5.《考工记》记载：___________说明道路宽度有等级。(06) 6.简述荆州古城位置变化的历史。（简答06） 7.以北京为例论述中国古代城市的规划布局艺术与规划思想。（论述06） 8.简述《周礼.考工记》的城市规划思想对中国古代城市型制的影响。（简答07） 9.南朝都城________位于今天的_______。（填空07） 10.中国古代城市中居住地段称为__，宋代建造房屋供外国人居住的地段称为_。 11.平江，是历史上______时期，_______城的名称。（填空08） 12.清代平遥及太谷城市___的中心，清代景德镇是___中心城市。（填空08） 13.绘制历史中西安附近都城位置变迁图，并简述都城与环境的关系及各都城之间的位置关系。（简答08） 14.咸阳位于今天的_______市，是历史上______的都城。（填空09） 15.中国古代的城市居住区称______，宋代以后城市中的市有多种形式，西南地区称________。（填空09） 16.论述泉州宋元时期繁荣发展以及明代以后衰败的原因。（论述09） 17.南宋都城为______，也即是今天的______。（填空10） 18.简述中国古代城市中塔、阁楼在城市中的布局及其作用，举例并绘制简图说明。（简答10） 19.《考工记》记载：___________,说明周代王朝道路宽度是有分级制度的。（填空11） 20.汴梁是我国当今市（填空12）
期末论文 院系 专业班级 学号 学生姓名 成绩评定
管理原则 也许在那些关于管理者这门学科的书中有许多关于管理的定义。许多定义是相对扼要和简单化的。一位早期的学者将它定义为“清楚地知道你想让人们去做什么，然后看着他们以最好最廉价的方式去完成它”。管理实际上是一个非常复杂的过程——远远比那些定义让我们知道的要复杂得多。因此，我们要建立一种管理的定义，从而能更好地了解这过程的实质。 管理是在一定的环境条件下通过对人员技术和资金等资源的利用和协调去设立和完成某一个组织目标的过程。这个过程有若干个核心包括计划和决策，组织，人员，领导，管理和控制。所有从事于这些工作的负责人在更大或更小的程度上都依赖于他们所承担的特殊的责任。当谈论管理的定义时，我们不应该忽略管理的原则。 管理的最基本原则在文明诞生时就存在了。当人们第一次开始群居生活和首次提高他们的生活质量时它就存在了。2500年前，巴比伦国王尼布甲尼撒二世决定把他的沙漠王国变成绿洲去取悦他的妻子。在公元前6世纪，尼布甲尼撒二世耗尽了国家财政部的金钱，雇佣劳动者和技术人员利用有限的资源建造一个宫殿，建造了完善的管网系统，把当地河流的水输送到皇宫里。当工程完成后，他在平台上种植漂亮稀有的花草树木。巴比伦的空中花园改变了这座城市。 尼布甲尼撒二世制定了一个目标。他要把沙漠中的主要城市变成绿洲。他利用和协调人员，技术和金钱去完成这一目标。他从王室金库中获得的资金去雇佣民工和技师并从附近地区购买材料。他在这种只能提供原始水管装置，建筑技术以及只能从茫茫沙漠中取得有限的材料的环境下完成了目标。最终，每个人在这个工程商所付出的努力创造了世界七大奇观之一。 2500年前，人们完成某项巨大的任务所运用的管理过程与如今运用的基本原理相似，管理者在执行这个过程是将它分成了5个部分。 这篇文章的主旨在于表达有关管理过程的一些观点和如何将它运用到我们所面临的不同的情况中去。你们所要学习的管理原则是指指导管理者的宗旨，原则或者是组织规范。他们会提供一个行动框架，为了有效的使用他们，一个人必须培养和使用技能的决策。理智决策是识别某个问题或机会，找到可行的方法去处理它并选择最好的方法的过程。因此，决策是最重要的管理活动。管理者必须决定去实施管理的每个功能以及每种情况所需要采取的相应的原则。 在这一点上，我们对于管理必须有两点最基本的理解。首先，在特定的环境下运用各种资源设立完成目标。第二，为了确保组织的成功，组织者必须满足他的技术要求，行政要求和责任制度。尽管这听起来很简单，但这两个原则却经过了几个世纪的发展才形成的。之后将要提到的所有原则都是随着时间的推移从各种来源中汲取的。一些原则来源于各人的直觉，然而其他的则反映了组织中那些成功企业家，著名商业巨子或者是富有创新精神的工作者的经验。直到十九世纪，直觉和经验仍是管理原则的基本来源 尽管本能和直觉曾经是商业管理的基础，但现在创业者创立新的企业经常以他们的直觉进行管理。在十九世纪70年代至80年代的电脑产业中，对技术很精通，但对管理知之甚少的企业家成立了数以百计的硬件和软件公司，一些存活下来，更多的则不是。许多公司开始发展得好是得益于创
Study on Project Cost Control of Construction Enterprises By: R. Max Wideman Abstract With the increasing maturity of construction market, the competition between construction enterprises is becoming fierce. The project profit is gradually decreasing. It demands that all construction enterprises enhance their cost control, lower costs, improve management efficiency and gain maximal profits. This paper analyses the existing problems on project cost control of Chinese construction enterprises, and proposes some suggestions to improve project cost control system. Key Words ：Construction enterprises, Project management, Cost control After joining the WTO, with Chinese construction market becoming integrated, the competition among architectural enterprises is turning more intense. Construction enterprises must continually enhance the overall competitiveness if they want to develop further at home and abroad construction market. Construction Enterprises basically adopt the "project management-centered" model, therefore, it is particularly important to strengthen project cost control. 1.The Current Domestic Project Cost Classification and Control Methods Cost refers to the consumption from producing and selling of certain products, with the performance of various monetary standing for materialized labor and labor-consuming. Direct and indirect costs constitute the total cost, also known as production cost or manufacturing cost. Enterprise product cost is the comprehensive indicator to measure enterprise quality of all aspects. It is not only the fund compensation scale, but also the basis to examine the implementation of cost plan. Besides, it can provide reference for product pricing According to the above-mentioned definition and current domestic cost classification, construction project cost can be divided into direct costs and indirect costs. Direct costs include material cost, personnel cost, construction machinery cost, material transportation cost, temporarily facility cost, engineering cost and other direct cost. Indirect costs mainly result from project management and company's cost-sharing, covering project operating costs (covering the commission of foreign projects), project's management costs (including exchange losses of
姓名： 学号： 10447425 X X 大学 毕业设计（论文）外文翻译 （2014届） 外文题目Developments in excavation bracing systems 译文题目开挖工程支撑体系的发展 外文出处Tunnelling and Underground Space Technology 31 (2012) 107–116 学生XXX 学院XXXX 专业班级XXXXX 校内指导教师XXX 专业技术职务XXXXX 校外指导老师专业技术职务 二○一三年十二月
开挖工程支撑体系的发展 1.引言 几乎所有土木工程建设项目（如建筑物，道路，隧道，桥梁，污水处理厂，管道，下水道）都涉及泥土挖掘的一些工程量。往往由于由相邻的结构，特性线，或使用权空间的限制，必须要一个土地固定系统，以允许土壤被挖掘到所需的深度。历史上，许多挖掘支撑系统已经开发出来。其中，现在比较常见的几种方法是：板桩，钻孔桩墙，泥浆墙。 土地固定系统的选择是由技术性能要求和施工可行性（例如手段，方法）决定的，包括执行的可靠性，而成本考虑了这些之后，其他问题也得到解决。通常环境后果（用于处理废泥浆和钻井液如监管要求）也非常被关注（邱阳、1998）。 土地固定系统通常是建设项目的较大的一个组成部分。如果不能按时完成项目，将极大地影响总成本。通常首先建造支撑，在许多情况下，临时支撑系统是用于支持在挖掘以允许进行不断施工，直到永久系统被构造。临时系统可以被去除或留在原处。 打桩时，因撞击或振动它们可能会被赶入到位。在一般情况下，振动是最昂贵的方法，但只适合于松散颗粒材料，土壤中具有较高电阻（例如，通过鹅卵石）的不能使用。采用打入桩系统通常是中间的成本和适合于软沉积物（包括粘性和非粘性），只要该矿床是免费的鹅卵石或更大的岩石。 通常，垂直元素（例如桩）的前安装挖掘工程和水平元件（如内部支撑或绑回）被安装为挖掘工程的进行下去，从而限制了跨距长度，以便减少在垂直开发弯矩元素。在填充情况下，桩可先设置，从在斜坡的底部其嵌入悬挑起来，安装作为填充进步水平元素（如搭背或土钉）。如果滞后是用来保持垂直元素之间的土壤中，它被安装为挖掘工程的进行下去，或之前以填补位置。 吉尔- 马丁等人（2010）提供了一个数值计算程序，以获取圆形桩承受轴向载荷和统一标志（如悬臂桩）的单轴弯矩的最佳纵筋。他们开发的两种优化流程：用一个或两个直径为纵向钢筋。优化增强模式允许大量减少的设计要求钢筋的用量，这些减少纵向钢筋可达到50％相对传统的，均匀分布的加固方案。 加固桩集中纵向钢筋最佳的位置在受拉区。除了节约钢筋，所述非对称加强钢筋图案提高抗弯刚度，通过增加转动惯量的转化部分的时刻。这种增加的刚性可能会在一段时间内增加的变形与蠕变相关的费用。评估相对于传统的非对称加强桩的优点，对称，钢筋桩被服务的条件下全面测试来完成的，这种试验是为了验证结构的可行性和取得的变形的原位测量。 基于现场试验中，用于优化的加强图案的优点浇铸钻出孔（CIDH）在巴塞罗那的
A FIELD STUDY:SMALL MANUFACTURING COMPANIES In this section, the implementation of the proposed Integrated ABC-EVA System at two small manufacturing companies is presented. The managers of the companies wished for their company names to remain anonymous. T herefore, they will be referred to as “Company X” and “Company Y” from here on. Prior to the field study, both companies were using traditional costing systems. The overhead was allocated to product lines based on direct labor hours. In both companies, managers felt that their traditional costing systems were not able to provide reliable cost information. 1 Company X Company X, located in Pittsburgh, Pennsylvania, was a small manufacturing company with approximately 30 employees. Company X’s main products l ines were Overlays、Membranes、Laser、Roll Labels and N’Caps. In the mid 1990’s, a group of investors purchased the company from the previous owner-manager who had retired. At the time of the study, the company was managed by its former vice-president, who was supported by a three-person management group. Investors were primarily concerned with financial performance rather than daily decision-making. The management group was very eager to participate in the field study for two reasons. First, the management was under pressure from their new investors who were not satisfied with the current return from existing product lines; Second, management was trying to identify the most lucrative product line in order to initiate a marketing campaign with the biggest impact on overall profits. 2 Company Y Company Y, also located in Pittsburgh, Pennsylvania, was owned and managed by three owner-managers who bought the company from a large corporation in the mid 1990’s, Company Y employed approximately 40 people. The majority of this compa ny’s business was in the area of manufacturing electrical devices and their main product lines were Motors and Motor Parts、Breakers、and Control Parts. Company Y sold its products in the domestic market as well as abroad. A portion of the company’s output was sold directly to end-users, while the remainder was sold with the help of independent distributors. The management of Company Y was
中英文资料对照外文翻译 Design phase of the project cost management Abstract Project cost management is the basic contents to determine reasonable and effective control of the project cost. Described the current stage of the project cost management situation on the strengthening of the various stages of construction cost management of the importance of and raised a number of key initiatives. Keywords：cost of the construction project cost management status investment decision phase of the design phase of the implementation phase of the cost management in a market economy, Even under the WTO and China's accession to the world community, China's construction industry how to effectively control construction cost of the construction and management of an important component part. However, the current budget for the construction projects - estimate, budget, Super budget accounts for the "super three" is still widespread and that eventually led to a serious loss of control of project investment. Project cost management is the basic contents to determine reasonable and effective control of the project cost. As the project cost to the project runs through the entire process, stage by stage can be divided into Investment Decision stage, the design and implementation phases. The so-called Project Cost effective control is the optimization of the construction plans and design programs on the basis of in the building process at all stages, use of certain methods and measures to reduce the cost of the projects have a reasonable control on the scope and cost of the approved limits.
（ 二 〇 一 二 年 六 月 外文文献及翻译 题 目： About Buiding on the Structure Design 学生姓名： 学 院：土木工程学院 系 别：建筑工程系 专 业：土木工程(建筑工程方向) 班 级：土木08-4班 指导教师：
英文原文： Building construction concrete crack of prevention and processing Abstract The crack problem of concrete is a widespread existence but again difficult in solve of engineering actual problem, this text carried on a study analysis to a little bit familiar crack problem in the concrete engineering, and aim at concrete the circumstance put forward some prevention, processing measure. Keyword:Concrete crack prevention processing Foreword Concrete's ising 1 kind is anticipate by the freestone bone, cement, water and other mixture but formation of the in addition material of quality brittleness not and all material.Because the concrete construction transform with oneself, control etc. a series problem, harden model of in the concrete existence numerous tiny hole, spirit cave and tiny crack, is exactly because these beginning start blemish of existence just make the concrete present one some not and all the characteristic of quality.The tiny crack is a kind of harmless crack and accept concrete heavy, defend Shen and a little bit other use function not a creation to endanger.But after the concrete be subjected to lotus carry, difference in temperature etc. function, tiny crack would continuously of expand with connect, end formation we can see without the
The Contractor's Role in Building Cost Reduction After Design Author：Waddle,Todd W. Nationality：UK Derivation：Cost Engineering; Feb2008, Vol. 50 Issue 2, p14-21 It has become evident from recent news articles that inflationary pressures and increased construction activity are causing many building projects to come in well over owner's budgets. This trend has increased dramatically over the past few years, as much of the construction industry has been impacted by an unprecedented increase in the cost of construction. The historical rate of increase in construction cost has been under five percent per year, as reported by the Engineering News Record. Over the last few years, the industry has seen a significant increase from historical escalation rates, up to 10-15 percent per year in many regions of the US. These increases have been caused by a variety of factors, including the following. ? Shortage of steel resulting from rapid growth in China. ? Demand for materials in the US resulting from increased hur ricane damage. ? Rising oil prices leading to higher manufacturing and transportation cost. ? Rising labor cost because of increased construction activity . To be successful in having over budget projects awarded, the building contractor has had to take a proactive role in working with owners and design teams to reduce project cost to amounts that owners are able to award. This cost reduction is normally accomplished through the following methods. ? value engineering; ? scope reduction; Value Engineering Value engineering (VE) has been defined as a systematic method to improve the value of goods and services by using an examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be increased by either improving the function or reducing the cost.