建筑外文翻译讲解学习.docx

1、建筑外文翻译讲解学习外文文献：Risk Analysis of the International Construction ProjectBy: Paul Stanford KupakuwanaCost Engineering Vol. 51/No. 9 September 2009ABSTRACTThis analysis used a case study methodology to analyse the issues surrounding the partial collapse of the roof of a building housing the headquarters

2、 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 SAZs traditional construction project was generally characterized by high risk. There was a clear indication of the failure of

3、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

4、 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 construc

5、tion 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, constru

6、ction, contracts, litigation, project and riskThe 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

7、(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 c

8、ertificate 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 occupat

9、ion 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 wa

10、s reused for litigation. The SAZs 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 con

11、tractor 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 co

12、llapse 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/c

13、lient 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

14、.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 e

15、ffective 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 suff

16、icient 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 s

17、ystems, 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 organ

18、izational 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 organi

19、zations 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 t

20、here 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 in

21、tentional 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 e

22、nds 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 ex

23、plored. 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 participants part of the project. Effective risk management is said to require a mu

24、lti-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 r

25、elevant 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 mathematic

26、al 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

27、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 Welfar

28、e (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 h

29、ealth 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 c

30、onstruction 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

31、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 proc

32、ess of design-bid-build as an established method of project delivery.The AE can review the CMs 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), w

33、hich reduces the CMs 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. Com