工程管理专业英语4 PROJECT DELIVERY METHODS及翻译Word格式文档下载.docx

工程管理专业英语4 PROJECT DELIVERY METHODS及翻译Word格式文档下载.docx

《工程管理专业英语4 PROJECT DELIVERY METHODS及翻译Word格式文档下载.docx》由会员分享，可在线阅读，更多相关《工程管理专业英语4 PROJECT DELIVERY METHODS及翻译Word格式文档下载.docx（31页珍藏版）》请在冰豆网上搜索。

ASSESSINGPROJECTRISKS

GeneralRisks

Project-SpecificRisks

OtherRisks

MINIMIZINGRISK

ChoosingtheRightDeliveryMethod

ChoosingaContractType

MonitoringtheEntireProcess

Partnering

DELIVERYMETHODS

Traditional

Design/Build

ConstructionProjectManagement

CONTRACTTYPES

SingleFixedPrice

UnitPriceContract

CostPlusaFee

CONTRACTCHANGES

CONCLUSION

STUDENTLEARNINGOBJETIVES

Inthischapteryouwilllearnthefollowing:

1.Theprincipalchallengesthatsuccessfulprojectsovercome

2.Thefourmajorcategoriesofprojectrisk

3.Thethreeprimarydeliverymethodarrangements,withtheiradvantagesanddisadvantages

4.Thethreemajortypesofcontracts

INTRODUCTION

Anowner'

sprimarygoalinchoosingadeliverymethodistoensurethatitwillmeettheprojectobjectivesandatthesametimeallowtheprojecttobedeliveredontimeandwithinbudget.Inarisk-free,predictableworld.thiswouldbearelativelysimpletask.Theworld.however.isfullofunpredictableforcesandundesirableoutcomes.Asaconsequence,anownermustmonitortheprocesstopreventunpleasantoutcomesalongtheway.

Constructionprojectshavemanyuniquecharacteristics.Creatingalargefacilitytakesalongtimeandusuallyinvolvesalargecapitalinvestment.Costoverruns,delays,andotherproblemstendtobeproportionallymonumental.Theprocessofbuildingiscomplicatedbythelargenumberofcomponentsthatareprovidedbydifferentsuppliers.Furthermore,theprocessonlyoccursonce.Evenifanownerbuildsrepeatedly,thenatureoftheproductandthepartiesinvolvedinbuildingdependontime.siteconditions.userneeds,andeconomichealth.Comparedwithprofessionalsinotherindustries,designersandconstructorshavelessopportunitytotransferlessonslearnedfromprojecttoproject.Allofthesefactorscombinetocreateuniqueness.whichcarrieswithitheightenedrisk.

Abuildingnotdeliveredontimeusuallycostsmorethanplanned,andalatedeliverycanhavecascadingeffectsthroughoutanowner'

sorganization.Forexample,amicrocomputerchipmanufacturermayneedanewfacilitytomanufacturethelatestversionofachip.Ifthefacilityislate,themanufacturermaymissthemarketandallowacompetitortogetitschiponlinesooner.Thiswillaffecttheentireorganizationandmaycauseseriouseconomicsetbacks.Anowner'

sprimarygoalistoavoidsuchpitfalls.

Onemethodtoavoidthesepitfallsistoputtogetherateamofpeoplewhoseskillsmatchthetypeofprojectenvisionedandwhohaveaprovenrecordofdeliveringsuchprojects.Beforethisteamisputtogether,however,anownershoulddecidehowthememberswillinteractwithboththeownerorganizationandeachother.Thisapproachiscalledtheprojectdeliveryme加Ddjaparticularcombinationofprofessionalsandcontractarrangementsthatassignsresponsibilitiesandriskinacertainway.Thethreemostcommondeliverymethodsaretraditional,design/build,andconstructionmanagement.Withineachofthesemethodsthereisachoiceofcontractarrangements,andeachhasitsownsetofrisksandcapabilities.Earlyon,theownermustdecidewhichtypewillbestsuitthespecificcircumstancesofthespecificproject.

LessonsfromHistory

Anownermaychooseaparticulardeliverymethodafterstudyingwhyconstructionprojectsthroughouthistoryhavefailed.Thetaskisnotasdauntingasitmayseem.Anumberofrecurringproblemsaccountsforthevastmajoritvofconstructionprojectfailures.Herearethemostcommon:

SeparatedFunctions

Thetwoprimaryprofessionalsontheprojectarethedesignerandtheconstructor.Theircommunicationduringtheentireprojectlifecycleiskeytoprojectsuccess.Projectstendtobelarge,complexundertakings,andeachisunique.Theactionsofoneprofessionalcanhaveamajorimpactontheconcernsoftheother.

Forexample,adesignchangeafterconstructionhasstartedcanadverselyaffectconstructionsequencing,thuscausingconsiderableincreasesincostduetolostefficiency.Earlyinformationaboutthesechangesgivesconstructionpersonneltimetoanticipatehowtointegratethemintotheoverallschedule.Thelongerthedesignerwaitstoinformthecontractorofthechange,themoremoneywillbespentmakingthechange.Conversely,ifacontractormakesafieldchangeanddoesnotincludethedesignerinthedecisionloop,designelementscouldbeadverselyaffectedandthebuildingmaynotfunctionaswellasintended.Inbothcases.consultationbetweenpartiesisimportanttomaintainquality,budget,andschedule.

ScopeCreep

Thescopeofworkonaprojectcanbcdefinedastheproductofthequantityoftheworkandthecharacterofthework.Forinstance,imaginethat10,000squarefeetof5/8inchgypsumwallboarddefinestheworkofadrywallsubcontractor.lfthequantityincreasesto11.000squarefeetorthethicknessto3/4inch.thenthescopeofworkincreases.Scopeofworkistheprimarydeterminantofcostsonaproject.Ifscopeincreases.costsalsoincrease.

Maintainingthescopeofworkasbudgetedonaprojectcanbeadifficultaspectofmanagingtheprojectsinceitisoftenbeyondthecontrolofanyonememberoftheprojectteam.Manyfactorscancausescopetoincrease.Today'

slargeprojectsofteninvolvecomplexandhighlypoliticalorganizations.Getting100percentconsensusofwhatconstitutestheentireprojectcanbetime-consuming.Mostprojectshavetighttimelinesandoftendonottakeintoaccountthetimeneededforup-frontconsensus.Therefore,projectsoftengoforwardwithouttotalconsensus.Thisusuallycreatesabacklashsoruewherefurtherintotheproject.Oftentheonlywaytoresolveitistoincorporatemorescope.

ScopemayalsogrowwhenacriticaluserisleftoutduringtheearlyneedsanalysisstageandmustbeaccOJ11modatedlaterintheprocess.Sometimesthisuserwasnotavailableduringtheplanningstagesorbecamecriticalbecauseofanewinfluxofmoneyorotherrequirements.Thechangemaybenecessary,andthejoboftheprojectteamistominimizeitsimpactonmoneyandtime.

Anothercauseofscopegrowthismiscommunicationamongtheuser.thedesigner.and/ortheconstructor.Incomplexprojects,atremendousamountofinformationmovesamongthedifferentorganizations.ControllingthisinformationflowandensuringthateachpartyknowsandunderstandscriticaJinformationaremajorconsiderationswhenchoosingdeliverymethods.Itisthetaskoftheprojectteamtoclearlyidentifythescopeofworkthatwasbudgetedintheprojectandnoteanytimethatscopechanges.

ProjectAcceleration

Buyersofconstructionservicesprefertohaveprojectsdeliveredquickly.Finishingearlylowerssomecosts,putsthebuildingintoservicesooner.andcancutinterestcostsonconstructionloansconsiderably.Earlycompletionalsohasapsychologicalimpact,makingowners,designers,andconstructorsalikehappy.Thereisenthusiasmwhenclosingoutthejob.Changesareeasiertosettle,inspectorsarelessrigid,andingeneralotheraspectsofbringingintheprojectflowsmoother.

Thereare,however,realrisksassociacedwithgoingtoofast.Thebiggestisthattheprojectteamwillproceedintoconstructionwithouthavingthoroughlyconsideredalltheelementsofthedesign.Asaconsequence,theendproductmaynotservetheneedsoftheoxvneraswellasitcouldhavewithmoreplanning.Anothermajorriskistheproblemofincompletedocuments.Aconstructionteamfacedwiththissituationcanbewellintoconstructiononlytofindthatthedrawingsarenotdetailedenoughtoaccuratelycalculatetherealcosts.Itisalsopossiblethatconstructionmayhavetobestoppedorslowedtofixdesignproblems,wastingratherthansavingtime.

PoorWorkingRelationships

Itisdifficultenoughforcompaniesthatperformthesametasksyearafteryeartobuildeffectiveorganizations.Theuniquecharacterofconstructionmakesthetaskdoublydifficult.Theprojectteamhiredandassembledbytheownerwillprobablybetogetheronlyforoneproject.Theresimplyisn'

tenoughtimetoworkoutalltherelationshipsnecessarytoperformdifficultinterconnectedwork.Personalworkstylesaswellascorporateculturescanbeverydifferentfromoneanother.Personalchemistrybetweenindividualsplaysanimportantrole,andgoodworkingrelationshipsatthepersonallevelareoftenamatterofluck.

Itisalsotruethatcontractforms.whichareusedinconstruction.canworkagainstgoodteamwork.Aconstructioncontracthasbeencalledanexerciseinriskallocation.Ifonepartyorteammemberattemptstounfairlyorunrealisticallyputmostoftheriskonanotherparty,thentheeffectonteamperformancecanbedramatic.Mostprofessionalsinconstructionhaveheardhorrorstoriesinwhichprojectparticipantscommunicatedonlythroughformalmeans,usingmemosor（evenworse）lawyers.Establishinggood,informalrapportwithotherprojectparticipantsisoneofthemosteffectivewaysofensuringthatvitalinformationwillbeexchangedearlyandoften.

Theseexamplesarecertainlynottheonlylessonsthatcanbelearnedfromthehistoryofconstructionfailures,buttheyareamongthemostimportant.Througboutthischapterwediscusswaystomitigatethesepitfallsthroughorganizationoftheteam.contractchoice,partneringsessions.anddeliverymethods.

ASSESSINGPROJECTRISKS

Selectingadeliverymethodandacontracttypeinvolvessequentialdecisionmakinginwhichtheowner.usuallywithprofessionaladviceandsometimesafterthede