工程管理英语论文.docx

1、工程管理英语论文工程管理英语论文 工程管理专业英语Working Title: Contract management of construction project Class: Name: Number: Working titleA critical analysis of contract management of construction project.Purpose of studyContract management is an important part of project management, engineering project management thro

2、ugh the whole process, not only determine the price of the project construction period, objectives, the quality objectives, obligations and responsibilities, and contract management is other project management system of work instructions, and the engineering project management played the overall con

3、trol function. In the fierce market competition, the construction enterprise in order to be able to win the bid to get at the low success, however low quoted price behind success is the management level of the enterprise competition. At the same time due to construction enterprise as a contractor of

4、ten and in a relatively passive position in the whole process of construction of the project are often natural conditions and social factors, such as the unforeseen factors, lead to risk all may happen at any time, it is for the existence of the objective factors and uncertainty, construction enterp

5、rises must improve the level of management, enhance the contract management consciousness. No contract management is no management goal, no management goal will not project management system forming, of course, will be difficult to achieve .The project management profit objectives, and even cause pr

6、oject paralyzed, unable to operate.Contract management is serviced for the goal of the project and the general target of the enterprise, to ensure to achieve them. Specifically, contract management includes:(1) The whole project in the planned cost (investment), to complete the project within a pred

7、etermined range, meet the quality and function of predetermined requirements, implementation of the three objectives of the project.(2)使项目的实施过程顺利，合同争执较少，合同各方面能互相协调，都能够圆满地履行合同责任。(2) The implementation of the project smoothly, the contract dispute is less, the contract can coordinate with each other,

8、are able to perform the contract responsibility successfully.(3)保证整个工程合同的签订和实施过程符合法律的要求。(3) To ensure that the entire project contract signing and implementation process meets the requirements of the law.(4)一个成功的合同管理，还要在工程结束时使双方都感到满意，最终业主按计划获得一个合格的工程，达到投资目的，对工程、对承包商、对双方的合作感到满意；承包商不但获得合理的价格和利润，还赢得了信誉

9、，建立双方友好合作关系。这是企业经营管理和发展战略对合同管理的要求。(4) A successful contract management, but also at the end of the work that was satisfactory to both parties, the owners get a qualified project, achieve the investment objective, on the project, the contractor, feel the cooperation of both sides satisfied; the contr

10、actor not only obtain the reasonable price and profit, but also won a reputation, to establish the friendly and cooperative relations. This is the requirements what the enterprise management and the development strategy need the contract management to do.AimTo use the theory to ensure the project ca

11、n be carried out smoothlyObjectives1) Objective Macroscopically, the objective of the contractmanagement is to strengthen supervision and management of construction activities, maintain the market order，guaranteequalityandsafetyof the project，simulative constructionindustry healthdevelops, To provid

12、e a legal basis for everypartofa project，at the same time, willdefinitelyprovideuseful helptoconstructionindustrytotakeanactiveroleintheinternational standardizationactivities。 (1)Standardize the market main body,market price and market transaction (2) Improvementofmodernenterprise system (3) Improv

13、ethecontract performanceratio (4) Tryingtoexpandinto international markets.2) TasksThe maintask of constructioncontract managementis implemented to promote the project legal person responsibility system, bidding system, project supervisionsystem and contract managementsystem,and coordinate therelati

14、onship between four system” the specification of variouscontract style andformat,that between themain body of theconstruction market tradingactivities bycontract. (1) Ensure to development construction (2) Standardizethe procedures and mainbody (3) Improve the level of contract management (4) Avoidi

15、llegaland criminal.Hypothesis key questionThe owner-contractor agreement formalizes the contract. It generally includes a description of the project and contract sum. Other clauses pertaining to alternates accepted, completion date, bonus and penalty clauses, and any other items that should be ampli

16、fied are included. Therefore, the contract is the core of the project management, contract management throughout the whole process of project implementation, control and ensure the implementation of the whole project .In modern project, if has no contract sense then has no established aim, if has no

17、 contract management then it is difficult to form a system, it will not be able to achieve the objectives of the project. (1)Problemaboutbreachofcontract. Aclear contractcan reduce or evenavoid defaults. A contract is imbalance,starting from thecontract signingand contains adefault.The ownerspurpose

18、 istoget theproject according to the quality ofproducts. Therefore, the owner should forecast default of contract, so as to avoid one-sided contract terms and othercauses of contractdefault,to the owner causeirreparable damage. The way of solving the defaultproblem isaddedstraintermsof the contract,

19、cantake preventivemeasures and inspirethe contractortoperform the contract. (2)Problemaboutcontract form. Contract form in the tenderingdocument is very important.Common phenomenon isthat the budgetpriceexceeds thebudget price; contract priceexceeds the budgetprice,settlement priceoverthe contract p

20、rice.UnderthemodeofBOQ valuation,if BOQis not accurateor flawis more, then it mayappear the phenomenon that contractsmore opening. How to control theopening ofthe contract?For small-scale projects and short duration projects can adopt thefixed price contract.(3)Materialbargaining problem. Materials

21、and equipmentbargaining rangeshould beas few as possible, should be limited toa higher gradeon the market,pricebiddinglarge,and is not easy todetermine thematerials andequipment.Material and equipment bargaining rangeinfluencethe size of the opening ofthe contract.For the majority ofordinarymaterial

22、s prices should be in thebiddingbythe competition among the biddersto confirm,but notconfirmedin the course of performanceorsettlement.When biddingand engineeringmaterials price differentialsinriskcategory,the owner shall undertake therisks of price decline, the contractor shall bear the riskof risi

23、ng prices.The owners negotiate a pricetoo much,not onlyincreasing the materialequipmentbargaining workload,andincrease thedifficulty of cost control.Whenthe two sideson the materialaspects ofbargainingdispute,it will affect theproject schedule andproject quality.Of course,as far as possible toreduce

24、material and equipmentbargaining rangedoesnt meancompletely abolishedbargaining of material and equipment. (4)Project risk. Risk prediction, and risk managementshould be an importantpart. Due to the level of project risk management lagand peoplesawareness of risk is weak,risk management ispart of th

25、e projectmanagement what is extremelyweak,mustpay high attention to it.With theformal implementation ofproject quantity list valuationstandard, aconsistent with theprojectinsurance and engineeringsecurity management of international insurance industryand surveyorsindustry has be imperative. In addit

26、ion,contract management ofconstruction project should beconfirmed, identification,risk degreeofrisk managementand to determine therisk countermeasure,thus carries on the risk management of theproject effectively. Outline methodologyThe basic principles ofcontract management of construction project.(

27、1)The contractmanagement should bebased on laws,contract management can beconducted and mustbeundertaken with the respect of the law that can ensurethe fundamental interests of the owners and promoteconstruction. There are two kinds oflaw is closely related tothe contract management of construction

28、project,one kind isthe civil and commerciallawincludinglaw and contract law,one is theeconomic lawincludes the constructionmethod andthe Bidding Law. Contract managementpersonnel should befamiliar with theselawsandbe able to skillfullyuse,toensure the legitimacyof the terms of the contract,in order

29、toguarantee the validity of theclause. The interests of owners is therights and interests ofthe law of owners,if the terms of the contractis invaliddue to illegal,the fundamental interests of ownerisno guarantee.(2)The contract managementshould be based onthe actual situationof construction projecta

30、s the starting pointand the breakthrough point to ensure the construction quality, the progress,thecostof three goals successfullycompleted and put into use. Contract management should makescientific contract managementplan according to the actual way of the construction project,developed by the str

31、ongerthe terms of the contract, and thegoal of the projectoperationin terms of quality,schedule,costshould beallprojectmanagementincludes contract management,theprogram,any contractorany terms of the contractshall bereflect and carry out theabove objectives,only n this way,contract managementwill play a importantrolein contract management of construction. (3)The contract managementshould be based on prevention,reduceor even avoid thedisputesand claims. Preventionis one of the effectivemethods to control risk.The owner shouldconsidervariousrisksin the process of project management