Risk Analysis of the International Construction Project
By: Paul Stanford Kupakuwana
Cost Engineering Vol. 51/No. 9 September 2009
ABSTRACT
This analysis used a case study methodology to analyse the issues surrounding the partial collapse of the roof of a building housing the headquarters of the Standards Association of Zimbabwe (SAZ). In particular, it examined the prior roles played by the team of construction professionals. The analysis revealed that the SAZ’s traditional construction project was generally characterized by high risk. There was a clear indication of the failure of a contractor and architects in preventing and/or mitigating potential construction problems as alleged by the plaintiff. It was reasonable to conclude that between them the defects should have been detected earlier and rectified in good time before the partial roof failure. It appeared justified for the plaintiff to have brought a negligence claim against both the contractor and the architects. The risk analysis facilitated, through its multi-dimensional approach to a critical examination of a construction problem, the identification of an effective risk management strategy for future construction projects. It further served to emphasize the point that clients are becoming more demanding, more discerning, and less willing to accept risk without recompense. Clients do not want surprise, and are more likely to engage in litigation when things go wrong.
KEY WORDS:Arbitration, claims, construction, contracts, litigation, project and risk The structural design of the reinforced concrete elements was done by consulting engineers Knight Piesold (KP). Quantity surveying services were provided by Hawkins, Leshnick & Bath (HLB). The contract was awarded to Central African Building Corporation (CABCO) who was also responsible for the provision of a specialist roof structure using patented “gang nail” roof trusses. The building construction proceeded to completion and was handed over to the owners on Sept. 12,
1991. The SAZ took effective occupation of the headquarters building without a certificate of occupation. Also, the defects liability period was only three months .
The roof structure was in place 10 years before partial failure in December 1999. The building insurance coverage did not cover enough, the City of Harare, a government municipality, issued the certificate of occupation 10 years after occupation, and after partial collapse of the roof .
At first the SAZ decided to go to arbitration, but this failed to yield an immediate solution. The SAZ then decided to proceed to litigate in court and to bring a negligence claim against CABCO. The preparation for arbitration was reused for litigation. The SAZ’s quantified losses stood at approximately $ 6 million in Zimbabwe dollars (US $1.2m) .
After all parties had examined the facts and evidence before them, it became clear that there was a great probability that the courts might rule that both the architects and the contractor were liable. It was at this stage that the defendants’ lawyers requested that the matter be settled out of court. The plaintiff agreed to this suggestion, with the terms of the settlement kept confidential .
The aim of this critical analysis was to analyse the issues surrounding the partial collapse of the roof of the building housing the HQ of Standard Association of Zimbabwe. It examined the prior roles played by the project management function and construction professionals in preventing/mitigating potential construction problems. It further assessed the extent to which the employer/client and parties to a construction contract are able to recover damages under that contract. The main objective of this critical analysis was to identify an effective risk management strategy for future construction projects. The importance of this study is its multidimensional examination approach.
Experience suggests that participants in a project are well able to identify risks based on their own experience. The adoption of a risk management approach, based solely in past experience and dependant on judgement, may work reasonably well in a stable low risk environment. It is unlikely to be effective where there is a change. This is because change requires the extrapolation of past experience, which could be
misleading. All construction projects are prototypes to some extent and imply change. Change in the construction industry itself suggests that past experience is unlikely to be sufficient on its own. A structured approach is required. Such a structure can not and must not replace the experience and expertise of the participant. Rather, it brings additional benefits that assist to clarify objectives, identify the nature of the uncertainties, introduces effective communication systems, improves decision-making, introduces effective risk control measures, protects the project objectives and provides knowledge of the risk history .
Construction professionals need to know how to balance the contingencies of risk with their specific contractual, financial, operational and organizational requirements. Many construction professionals look at risks in dividually with a myopic lens and do not realize the potential impact that other associated risks may have on their business operations. Using a holistic risk management approach will enable a firm to identify all of the organization’s business risks. This will increase the probability of risk mitigation, with the ultimate goal of total risk elimination .
Recommended key construction and risk management strategies for future construction projects have been considered and their explanation follows. J.W. Hinchey stated that there is and can be no ‘best practice’ standard for risk allocation on a high-profile project or for that matter, any project. He said, instead, successful risk management is a mind-set and a process. According to Hinchey, the ideal mind-set is for the parties and their representatives to, first, be intentional about identifying project risks and then to proceed to develop a systematic and comprehensive process for avoiding, mitigating, managing and finally allocating, by contract, those risks in optimum ways for the particular project. This process is said to necessarily begin as a science and ends as an art .
According to D. Atkinson, whether contractor, consultant or promoter, the right team needs to be assembled with the relevant multi-disciplinary experience of that particular type of project and its location. This is said to be necessary not only to allow alternative responses to be explored. But also to ensure that the right questions are asked and the major risks identified. Heads of sources of risk are said to be a
convenient way of providing a structure for identifying risks to completion of a participant’s part of the project. Effective risk management is said to require a multi-disciplinary approach. Inevitably risk management requires examination of engineering, legal and insurance related solutions .
It is stated that the use of analytical techniques based on a statistical approach could be of enormous use in decision making . Many of these techniques are said to be relevant to estimation of the consequences of risk events, and not how allocation of risk is to be achieved. In addition, at the present stage of the development of risk management, Atkinson states that it must be recognized that major decisions will be made that can not be based solely on mathematical analysis. The complexity of construction projects means that the project definition in terms of both physical form and organizational structure will be based on consideration of only a relatively small number of risks . This is said to then allow a general structured approach that can be applied to any construction project to increase the awareness of participants .
The new, simplified Construction Design and Management Regulations (CDM Regulations) which came in to force in the UK in April 2007, revised and brought together the existing CDM 1994 and the Construction Health Safety and Welfare (CHSW) Regulations 1996, into a single regulatory package.
The new CDM regulations offer an opportunity for a step change in health and safety performance and are used to reemphasize the health, safety and broader business benefits of a well-managed and co-ordinated approach to the management of health and safety in construction. I believe that the development of these skills is imperative to provide the client with the most effective services available, delivering the best value project possible.
Construction Management at Risk (CM at Risk), similar to established private sector methods of construction contracting, is gaining popularity in the public sector. It is a process that allows a client to select a construction manager (CM) based on qualifications; make the CM a member of a collaborative project team; centralize responsibility for construction under a single contract; obtain a bonded guaranteed
maximum price; produce a more manageable, predictable project; save time and money; and reduce risk for the client, the architect and the CM.
CM at Risk, a more professional approach to construction, is taking its place along with design-build, bridging and the more traditional process of design-bid-build as an established method of project delivery.
The AE can review the CM’s approach to the work, making helpful recommendations. The CM is allowed to take bids or proposals from subcontractors during completion of contract documents, prior to the guaranteed maximum price (GMP), which reduces the CM’s risk and provides useful input to design. The procedure is more methodical, manageable, predictable and less risky for all.
The procurement of construction is also more business-like. Each trade contractor has a fair shot at being the low bidder without fear of bid shopping. Each must deliver the best to get the projec. Competition in the community is more equitable: all subcontractors have a fair shot at the work .
A contingency within the GMP covers unexpected but justifiable costs, and a contingency above the GMP allows for client changes. As long as the subcontractors are within the GMP they are reimbursed to the CM, so the CM represents the client in negotiating inevitable changes with subcontractors.
There can be similar problems where each party in a project is separately insured. For this reason a move towards project insurance is recommended. The traditional approach reinforces adversarial attitudes, and even provides incentives for people to overlook or conceal risks in an attempt to avoid or transfer responsibility.
A contingency within the GMP covers unexpected but justifiable costs, and a contingency above the GMP allows for client changes. As long as the subcontractors are within the GMP they are reimbursed to the CM, so the CM represents the client in negotiating inevitable changes with subcontractors.
There can be similar problems where each party in a project is separately insured. For this reason a move towards project insurance is recommended. The traditional approach reinforces adversarial attitudes, and even provides incentives for people to overlook or conceal risks in an attempt to avoid or transfer responsibility.
It was reasonable to assume that between them the defects should have been detected earlier and rectified in good time before the partial roof failure. It did appear justified for the plaintiff to have brought a negligence claim against both the contractor and the architects.
In many projects clients do not understand the importance of their role in facilitating cooperation and coordination; the design is prepared without discussion between designers, manufacturers, suppliers and contractors. This means that the designer can not take advantage of suppliers’ or contractors’ knowledge of build ability or maintenance requirements and the impact these have on sustainability, the total cost of ownership or health and safety .
This risk analysis was able to facilitate, through its multi-dimensional approach to a critical examination of a construction problem, the identification of an effective risk management strategy for future construction projects. This work also served to emphasize the point that clients are becoming more demanding, more discerning, and less willing to accept risk without recompense. They do not want surprises, and are more likely to engage in litigation when things go wrong.
Inventory management Inventory Control On the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion. The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility. Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored: First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments . Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field of
土木工程毕业设计外文文献翻译修订版 IBMT standardization office【IBMT5AB-IBMT08-IBMT2C-ZZT18】
外文文献翻译 Reinforced Concrete （来自《土木工程英语》） Concrete and reinforced concrete are used as building materials in every country. In many, including the United States and Canada, reinforced concrete is a dominant structural material in engineered construction. The universal nature of reinforced concrete construction stems from the wide availability of reinforcing bars and the constituents of concrete, gravel, sand, and cement, the relatively simple skills required in concrete construction, and the economy of reinforced concrete compared to other forms of construction. Concrete and reinforced concrete are used in bridges, buildings of all sorts underground structures, water tanks, television towers, offshore oil exploration and production structures, dams, and even in ships. Reinforced concrete structures may be cast-in-place concrete, constructed in their final location, or they may be precast concrete produced in a factory and erected at the construction site. Concrete structures may be severe and functional in design, or the shape and layout and be whimsical and artistic. Few other building materials off the architect and engineer such versatility and scope. Concrete is strong in compression but weak in tension. As a result, cracks develop whenever loads, or restrained shrinkage of temperature changes, give rise to tensile stresses in excess of the tensile strength of the concrete. In
外文文献： Project Cost Control: The Way it Works By R. Max Wideman In a recent consulting assignment we realized that there was some lack of understanding of thewholesystem of project cost control, how it is setup and applied. So we decided to write up adescription ofhow it works. Project cost control is not that difficult to follow in theory. First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyzethe findings, forecast the end results and compare those with the reference baselines. If the end resultsare not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycleat suitable intervals. If the end results get really out of line with the baseline plan, you may have tochange the plan. More likely, there will be (or have been) scope changes that change the referencebaselines which means that every time that happens you have to change the baseline plan anyway. But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projectsthat fail to contain costs. It also involves a significant amount of work, as we shall see, and we might aswell start at the beginning. So let us follow the thread of project cost control through the entire projectlife span. And, while we are at it, we will take the opportunity to point out the proper places for several significantdocuments. These include the Business Case, the Request for (a capital) Appropriation (for execution),Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget orCost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability toeffectively control project costs. Footnote I am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting mywork on this topic. The Business Case and Application for (execution) Funding It is important to note that project cost control is most effective when the executive managementresponsible has a good understanding of how projects should unfold through the project life span. Thismeans that they exercise their responsibilities at the key decision points
毕业设计（论文） 外文文献译文及原文 学生：李树森 学号：201006090217 院（系）：电气与信息工程学院 专业：网络工程 指导教师：王立梅 2014年06月10日
JSP的技术发展历史 作者：Kathy Sierra and Bert Bates 来源：Servlet&JSP Java Server Pages(JSP)是一种基于web的脚本编程技术，类似于网景公司的服务器端Java脚本语言—— server-side JavaScript(SSJS)和微软的Active Server Pages(ASP)。与SSJS和ASP相比，JSP具有更好的可扩展性，并且它不专属于任何一家厂商或某一特定的Web服务器。尽管JSP规范是由Sun 公司制定的，但任何厂商都可以在自己的系统上实现JSP。 在Sun正式发布JSP之后，这种新的Web应用开发技术很快引起了人们的关注。JSP为创建高度动态的Web应用提供了一个独特的开发环境。按照Sun的说法，JSP能够适应市场上包括Apache WebServer、IIS4.0在内的85%的服务器产品。 本文将介绍JSP相关的知识，以及JavaBean的相关内容，当然都是比较粗略的介绍其中的基本内容，仅仅起到抛砖引玉的作用，如果读者需要更详细的信息，请参考相应的JSP的书籍。 1.1 概述 JSP(Java Server Pages)是由Sun Microsystems公司倡导、许多公司参与一起建立的一种动态网页技术标准，其在动态网页的建设中有其强大而特别的功能。JSP与Microsoft的ASP技术非常相似。两者都提供在HTML代码中混合某种程序代码、由语言引擎解释执行程序代码的能力。下面我们简单的对它进行介绍。 JSP页面最终会转换成servlet。因而，从根本上，JSP页面能够执行的任何任务都可以用servlet 来完成。然而，这种底层的等同性并不意味着servlet和JSP页面对于所有的情况都等同适用。问题不在于技术的能力，而是二者在便利性、生产率和可维护性上的不同。毕竟，在特定平台上能够用Java 编程语言完成的事情，同样可以用汇编语言来完成，但是选择哪种语言依旧十分重要。 和单独使用servlet相比，JSP提供下述好处： JSP中HTML的编写与维护更为简单。JSP中可以使用常规的HTML：没有额外的反斜杠，没有额外的双引号，也没有暗含的Java语法。 能够使用标准的网站开发工具。即使是那些对JSP一无所知的HTML工具，我们也可以使用，因为它们会忽略JSP标签。 可以对开发团队进行划分。Java程序员可以致力于动态代码。Web开发人员可以将经理集中在表示层上。对于大型的项目，这种划分极为重要。依据开发团队的大小，及项目的复杂程度，可以对静态HTML和动态内容进行弱分离和强分离。 此处的讨论并不是说人们应该放弃使用servlet而仅仅使用JSP。事实上，几乎所有的项目都会同时用到这两种技术。在某些项目中，更适宜选用servlet，而针对项目中的某些请求，我们可能会在MVC构架下组合使用这两项技术。我们总是希望用适当的工具完成相对应的工作，仅仅是servlet并不一定能够胜任所有工作。 1.2 JSP的由来 Sun公司的JSP技术，使Web页面开发人员可以使用HTML或者XML标识来设计和格式化最终
随着我国经济的发展,建筑行业已经朝着多元化方向发展,建筑行业在我国经济发展中起着非常重要的作用。而建筑工程管理工作直接关系到工程的质量、成本管理、人员的安全、企业的经营效益,甚至关系到企业的生死存亡,但是我国建筑工程管理在现阶段存在许多的不足:管理体制不健全。我国大部分的建筑工程为了节约人员开支,减少了建筑工程管理机构的人员数量和质量。管理制度深入性不足。建筑行业的相关管理制度都是由一些著名的建筑行业专家等共同研究制定的,但是在各建筑单位中就只是一张纸,他们也都只是为了应付上级的检查,并不能应用到建筑工程管理上。 在我国建筑工程管理工作中,难以全面确立我国建筑工程管理思路体系,主要是因为我国缺乏管理理论和经验。建立建筑工程管理思路体系是专业性较强的问题,其实施必须由资深的建筑学科专家和具有丰富工作经验的管理人员来组织,只有这样才能实现。国外建筑行业无论是技术还是理论都比较先进,因此我国在建筑工程管理思路体系的建立过程中,必须借鉴国外的先进理念,另外,还必须吸取先进的建筑工程管理方法,并对各方面的资料加以综合和整体。总之,要想确保我国建筑工程管理工作的有序进行,必须以健全的工程管理思路体系作为建筑工程总体管理水平提升的基本保障。加强施工质量管理,建立合理可行的质量保证体系,将工程的质量工作落到实处。工程施工企业要根据质量保证体系,形成行之有效的质量保证系统,树立质量方针,从而让其更加有指令性、系统性及可操作
性。要将人、材料和机械各个要素有效结合起来。 首先,人是质量控制的核心,要把人作为控制的推动力,充分调动人的积极性,树立工程质量第一的观念。其次,施工材料作为建筑产品的主体,对材料质量的控制是工程质量控制的关键。最后,工程施工的机械是进行施工机械化的主要标志,对现代化项目施工起到不可缺少的作用,它直接影响了施工项目的进度和质量,所以,选好用好工程机械设备非常重要。所以,应该根据工程项目的具体特点,综合考虑各种环境因素,实施有效的施工现场控制,为保证施工质量及安全创造良好的外部条件。 现阶段建筑工程管理越来越受到人们的重视,项目成本管理是工程管理不可或缺的内容。工程管理本质特征可以由项目成本管理体现出来。首先,建立项目成本管理责任制。项目管理人员的成本责任,不同于工作责任,工作责任完成不等于成本责任完成。在完成工作责任的同时,还应考虑成本责任的实施,进一步明确成本管理责任,使每个管理者都有成本管理意识,做到精打细算。其次,对施工队实行分包成本控制。项目部与施工队之间建立特定劳务合同关系,项目部有权对施工队的进度、质量、安全和现场管理标准进行监督管理,同时按合同支付劳务费用。再次,施工队成本的控制,由施工队自身管理,项目部不应该过多干预。 为了保证政府监督工作的有效性和权威性,应该提高监督队伍的整体素质。因此,加强建筑工程质量监督机构的质量管理的学习,从而使得监督队伍的业务素质得以提高。另外,质量监督手段也要不断进行完善,增加检测设备,使得监督工作具有较大科技的含量,实现监督工作的现代化。从建设市场的整体来看,市场运行的规则不够完善。执法不严,违法不究的现象常常会出现。工程质量受到危害在很大程度上都是由于建设市场的混乱所造成的。因此,政府必须建立健全的运行规则,保证这些规则能够真正落实处。
英语毕业论文引用和参考文献格式 英语专业毕业论文引用和参考文献格式采用APA格式及规范。 一、文中夹注格式 英语学位论文引用别人的观点、方法、言论必须注明出处，注明出处时使用括号夹注的方法（一般不使用脚注或者尾注），且一般应在正文后面的参考文献中列出。关于夹注，采用APA格式。 （一）引用整篇文献的观点 引用整篇文献（即全书或全文）观点时有两种情况： 1.作者的姓氏在正文中没有出现，如：CharlotteandEmilyBrontewerepolaropposites,notonlyintheirpersonalitiesbutinthe irsourcesofinspirationforwriting(Taylor,1990). 2.作者的姓氏已在正文同一句中出现，如：TaylorclaimsthatCharlotteandEmilyBrontewerepolaropposites,notonlyintheirperso nalitiesbutintheirsourcesofinspirationforwriting(1990). 3.如果作者的姓氏和文献出版年份均已在正文同一句中出现，按APA的规范不需使用括号夹注，如： Ina1990article,TaylorclaimsthatCharlotteandEmilyBrontewerepolaropposites,noto nlyintheirpersonalitiesbutintheirsourcesofinspirationforwriting. 4.在英文撰写的论文中引用中文着作或者期刊，括号夹注中只需用汉语拼音标明作者的姓氏，不得使用汉字，如：(Zhang,2005) （二）引用文献中具体观点或文字 引用文献中某一具体观点或文字时必须注明该观点或者该段文字出现的页码出版年份，没有页码是文献引用不规范的表现。 1.引用一位作者的文献 （1）引用内容在一页内，如： EmilyBronte“expressedincreasinghostilityfortheworldofhumanrelationships,whet hersexualorsocial”(Taylor,1988：11). （2）引用内容在多页上，如： Newmark(1988：39-40)notesthreecharacteristicallyexpressivetext-types:(a)seriousimaginativel iterature注意在这些例子中引文超过一页时的页码标记方法：APA的规范是(1988,。 假若作者的姓氏已在正文同一句中出现，则不需要在括号夹注中重复，如：TaylorwritesthatEmilyBronte“expressedincreasinghostilityfortheworldofhumanre lationships,whethersexualorsocial”(1988：11).
The significance of control construction costs manages on entire process First, The necessary of control construction costs manages on entire process Talk about the management and the control on construction costs, that the field we are just accustomed to is thought of is a project advance in final account. Indeed , right away at present system and reality,what the job of that the management and the control on construction costs is advance in final account. Be that in advance, the people who work on final account according that already be ascertaied of the working drawing to calculate project amounts，apply a quota mechanically, the meter mechanically fetching cost, or designing that according to the drawing sheet and construction organization after construction is over as well as the scene construction visa takes notes weaves the final account being completed. This is necessary , useful no doubt. But we must see that when pre-final accounts personnel weave working drawing budget or the final account being completed, the construction plan and the design paper already determined. But construction being to take according to picture as principle, so then in advance, job done by final account personnel is only the change secretly scheming against cost produced by design alteration and prevents upvaluation from calculating boldly. But suppose the project is unreasonable on economy, there is a fault in decision-making; suppose designing a scheme feasible or be not optimum on the technology; the final account
毕业论文外文文献 Photography Pen Film director and critic Alexander Astruc's comments in today, wrote a famous: "Following a variety of other arts, especially painting, novel, film is rapidly becoming a tool to express ideas. It swept the market, a mall next to the theater's entertainment products. It is a well preserved image of the times methods. Now is gradually becoming a language, that is, the artist can use it to express themselves through a means of thinking, no matter how abstract this idea, or that it is also used as a kind of artists like prose or fiction a form to express their themes. So, I put this new era for film today called "photo pen" era, that era of writing, the use of the camera …… "Silent film attempts to use symbolic links to all the concept and meaning of the expression. We know, Lenovo exist in the image itself, naturally present in the film development process, there is the role of performance in each posture and expression, present in every word of in; also present in the camera movement, this movement linked to a piece of things, to link people and things …… "Obviously, that is, screenwriter making his own films. Or even say that there is no longer what the movie writer. Because, in such films, the playwright and director, there is nothing between significant
C++ [1] Gordon Hogenson. C++/Cli The Visual C++ Language For .Net [M]. Wiley India Pvt. Ltd., 2007. [2] Motor Industry Software Reliability Association. MISRA-C: 2004: guidelines for the use of the C language in critical systems.[M]. MIRA, 2008. [3] Jeff Cogswell, John Paul Mueller. C++ All-In-One Desk Reference For Dummies [M]. Wiley publishing.Inc 2009. [4] Stephen R. Davis. C++ for Dummies [M]. wiley publishing.Inc 2008. [5] Harvey Dietel, Paul Deitel. C: How to Program [M]. Pearson Education,Inc 2010. [6] Bruce Eckel. Thinking in C++[M]. Prentice Hall, 2000. [7] Herbert Schildt. C++: a beginner's guide Beginner's Guides[M]. McGraw-Hill Professional, 2003. [8] Mark Lee. C++ Programming for the Absolute Beginner For the Absolute Beginner[M]. Course Technology, 2009. MIS参考文献 [9] Kenneth C. Laudon, Jane P. Laudon . Management Information Systems: Managing the Digital Firm[M]. Publisher Prentice Hall, 2007. [10] Raymond McLeod, George P. Schell. Management information systems[M]. Pearson/Prentice Hall, 2007. [11] James A. O'Brien, George M. Marakas. Management Information Systems[M]. McGraw-Hill/Irwin, 2008.
工程造价专业外文文献翻译中英文对照 Document serial number【KK89K-LLS98YT-SS8CB-SSUT-SST108】
外文文献： Project Cost Control: The Way it Works By R. Max Wideman In a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory. First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway. But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span. And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include the Business Case, the Request for (a capital) Appropriation (for execution), Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget or Cost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability to effectively control project costs. Footnote I am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic. The Business Case and Application for (execution) Funding It is important to note that project cost control is most effective when the executive management responsible has a good understanding of how projects should unfold through the project life span. This means that they exercise their responsibilities at the key decision points
编号： 毕业设计(论文)外文翻译 （原文） 院（系）：应用科技学院 专业：机械设计制造及其自动化 学生姓名：邓瑜 学号：0501120501 指导教师单位：应用科技学院 姓名：黄小能 职称： 2009年 5 月20 日
The Injection Molding The Introduction of Molds The mold is at the core of a plastic manufacturing process because its cavity gives a part its shape. This makes the mold at least as critical-and many cases more so-for the quality of the end product as, for example, the plasticiting unit or other components of the processing equipment. Mold Material Depending on the processing parameters for the various processing methods as well as the length of the production run, the number of finished products to be produced, molds for plastics processing must satisfy a great variety of requirements. It is therefore not surprising that molds can be made from a very broad spectrum of materials, including-from a technical standpoint-such exotic materials as paper matched and plaster. However, because most processes require high pressures, often combined with high temperatures, metals still represent by far the most important material group, with steel being the predominant metal. It is interesting in this regard that, in many cases, the selection of the mold material is not only a question of material properties and an optimum price-to-performance ratio but also that the methods used to produce the mold, and thus the entire design, can be influenced. A typical example can be seen in the choice between cast metal molds, with their very different cooling systems, compared to machined molds. In addition, the production technique can also have an effect; for instance, it is often reported that, for the sake of simplicity, a prototype mold is frequently machined from solid stock with the aid of the latest technology such as computer-aided (CAD) and computer-integrated manufacturing (CIM). In contrast to the previously used methods based on the use of patterns, the use of CAD and CAM often represents the more economical solution today, not only because this production capability is available pin-house but also because with any other technique an order would have to be placed with an outside supplier. Overall, although high-grade materials are often used, as a rule standard materials are used in mold making. New, state-of-the art (high-performance) materials, such as ceramics, for instance, are almost completely absent. This may be related to the fact that their desirable characteristics, such as constant properties up to very high temperatures, are not required on molds, whereas their negative characteristics, e. g. low tensile strength and poor thermal conductivity, have a clearly related to ceramics, such as sintered material, is found in mild making only to a limited degree. This refers less to the modern materials and components