目录

  • 1 建筑业 The Construction Industry
    • 1.1 本章纲要 Chapter Outline
    • 1.2 建筑业本质与特征 Industry essence and characteristics
    • 1.3 建筑业的分类 Industry sectors
    • 1.4 建筑业发展趋势 Trends in the industry
    • 1.5 建筑业道德规范 Construction ethics
  • 2 工程项目参与人 Project participants
    • 2.1 本章纲要 Chapter Outline
    • 2.2 业主方 Owners
    • 2.3 设计方 Design professionals
    • 2.4 建造方 Construction professionals
    • 2.5 其他参与方 Other participants
    • 2.6 参与方协同工具  BIM
    • 2.7 各方冲突管理 Conflict management
  • 3 项目的组织领导 Organizing and Leading project
    • 3.1 本章纲要 Chapter outline
    • 3.2 项目以及项目管理定义 Definition of project & PM
    • 3.3 项目管理相关术语 Basic PM terms
    • 3.4 项目领导艺术 Leadership
    • 3.5 项目沟通 Communication
    • 3.6 项目团队组建 Team assembling and building
    • 3.7 项目组织结构 Organizational structure
    • 3.8 合法的所有制形式 Legal forms of business ownership
  • 4 工程项目交付方式 Project Delivery Method
    • 4.1 本章纲要 Chapter Outline
    • 4.2 项目交付导言 Introduction
    • 4.3 项目交付方式类型 Project delivery method
    • 4.4 项目中的合同 Contract
    • 4.5 项目风险 Project risks
  • 5 项目生命周期 Project Chronology
    • 5.1 本章纲要 Chapter Outline
    • 5.2 项目发起、可行性、融资分析Initiation;Feasibility analysis;Financing
    • 5.3 项目设计、采购、建造Design, Procurment, Construction
    • 5.4 项目交付、运营、报废Turnover,Operation,Disposal
    • 5.5 项目管理生命周期 PM life cycle
  • 6 设计中建造相关服务 Construction Services during Design
    • 6.1 本章纲要 Chapter Outline
    • 6.2 建造相关服务引入背景Introduction
    • 6.3 服务之“可行性与可建造性分析”Feasibility ,Constructability analysis
    • 6.4 服务之“价值工程” Value engieering
    • 6.5 服务之“”建造干扰缓解” Construction mitigations
  • 7 项目投标与招标 Bidding and procurement
    • 7.1 本章纲要 Chapter Outline
    • 7.2 投标 Bidding
    • 7.3 工作分包 Work packages
    • 7.4 招标采购 Procurement
    • 7.5 招投标以及合同文档 Construction documents
  • 8 工程建造与收尾 Construction and Closeout
    • 8.1 本章纲要 Chapter Outline
    • 8.2 建造内容 Construction Activities
    • 8.3 建造效率 Construction productivity
    • 8.4 工程收尾 Construction Closeout
  • 9 项目成本估算 Estimating Project Costs
    • 9.1 本章纲要 Chapter Outline
    • 9.2 成本估算导言 Introduction
    • 9.3 成本估算类型 Types of estimates
    • 9.4 成本估算因素与常见问题 Estimate considerations and common problems
  • 10 项目进度计划 Project Scheduling
    • 10.1 本章纲要 Chapter outline
    • 10.2 进度计划的内涵  Essence of schedule
    • 10.3 进度计划编制流程  Scheduling Process
    • 10.4 进度计划编制方法 Scheduling Methods
  • 11 项目CTQ控制 Controlling Project Cost,Time and Quality
    • 11.1 本章纲要 Chapter Outline
    • 11.2 控制系统介绍 Project control system
    • 11.3 质量控制 Quality control
    • 11.4 成本、进度基线计划 Cost time Baselines
    • 11.5 成本、进度绩效模型 Cost and schedule performance models
    • 11.6 成本、进度联合的挣值分析 Earned Value Analysis
  • 12 现场以及远程管理 Job site and remote adminstrative management
    • 12.1 本章纲要 Chapter Outline
    • 12.2 现场管理Job site administrative management
    • 12.3 远程电子化管理 Remote electronic management
  • 13 工程安全与健康管理 Construction Safety and Health
    • 13.1 本章纲要 Chapter Outline
    • 13.2 工程安全与健康管理 Construction Safety and Health
    • 13.3 事故预防与处理 Accident Prevention and Programs
项目设计、采购、建造Design, Procurment, Construction

★Design of the project

If the owner decides to proceed at this point, he or she typically hires a design professional. If the owner chooses a construction management mode, he will now choose a construction professional as well. The construction professional provides cost, schedule, and construction advice through the design process. Design is usually divided into 4 distinct stages.

1.Programming(规划 )

A program is a written statement of the requirements of the building. It is the basis of the design. The program describes the space needed. The services required in those spaces, and the relationship of the functions to be performed in the building. It can be written by the owner or user of the building,  by the architect or a programming professional. The key to program is extensive involvement (广泛参与)of the user.

The nature of the programming process depends on two things: the sophistication of the owner and the complexity of the proposed facility. Those who rarely build are not very knowledgeable and need a great deal of assistance as the program is developed. Of course the professional hired to take care of this task needs to educate the owner about the importance of information and must ensure that all information is gathered and incorporated into the program. The complexity of the project itself can also determine how the programming needs to be accomplished. With very complex projects,it is necessary to devote more time and resources to programming to ensure that an accurate description of the needs and functions of the facility are incorporated. In such cases, a professional who specializes in that particular type of facility may be hired to complete the program.

2.Schematic design(初步设计)

Once the program is complete and the owner has decides to proceed, the designer begins actual design of the project. The process begins with schematic design—the stage in which the designer defines the building's characteristics in a number of ways. When the schematic design begins, the owner selects a site for the building. Site investigation done by the owner gives the designer information about soil conditions and makeup which in large part determine the type of foundation and structure for the particular site. Sitting and location(坐姿和位置) of the building are determined as well as its visual form.

During this stage several options are often pursued. The architect's design team generates many alternatives and rejects many before they are developed into materials presented to the owner. Usually two or three alternatives survive the process, which are presented to the owner for consideration. If the architect's design meets the owner's program and aesthetic criteria, then the project proceeds to the next stage of design.

3.Design development(技术设计)

In this stage, a single design concept isselected. The purpose of this stage is to refine the design and obtain detailed information from the user about their requirements. During this phase the owner,the architect, and the the construction professional finalize the design of the major building systems- for example the structural, plumbing, elevator,roofing(顶棚). Specialty consultants(专业咨询人员)are often asked to design these systems and are usually coordinated by the architect, who ensures that their work is compatible(兼容)and consistent(一致) with the intent(目的、意图) of the design.

4.Construction documents design(施工图设计)

At this last stage of design, the architect creates the final working construction documents used to bid the job for construction and to build the job in the filed. These documents are particularly important because they represent the work as it will be actually constructed. They should meet the program criteria(标准)determined during the programming stage, if there is any inconsistency, problems are likely to arise during construction that could cost the owner money and time.




★Procurement

Procurement is defined as the overall process of finding and purchasing the materials called for the contract and hiring the best subcontractors to build the project. The construction documents, specifications and drawings must be accurate and must be clearly communicate to bidders the scope of work. This can be done in several ways, the owner, with the architect's assistance, requires bids from a list of qualified contractors. Contractors and their subcontractors(分包商) prepare their best estimate of the project's cost. This cost is submitted(提交) to the owner and the architect within a specific amount of time. After evaluating competing bids, the owner enters into a contract for construction. In the construction management mode, the documents are divided into bid packages, for  example, the structural, mechanical, electrical, and plumbing work. Both the architect and the construction manager help the owner evaluate these bids.

Procurement deals with the entire cycle of material handling—from purchasing, shop drawing approval, fabrication(制造), delivery(交付), installation(安装), testing(测试), and then turning over the completed project to the owner. If procurement is treated only as a purchasing function, the construction manager may have problems down the road.The control of material purchasing, delivery, and storage(存储) on the site can have a large effect on overall production on the job. A missing widget(小部件) can delay a major installation, and the early arrival of ductwork(管道系统) can cause storage problems at the site.


★Construction

Once the procurement process has been complete, construction of the project can begin. The main element involved inconstruction is the task of managing and coordinating the field operations. This means scheduling the crews in the proper sequence, choosing the most efficient and safe construction techniques and methods.

A parallel work(平行工作) is the contract administration. This job (the paper work of the project) requires more than simple keeping record. It involves controlling changes to the scope of the project, accounting for payments and other costs to ensure adequate financial control, maintaining work schedules, keeping track of all contract documents, and monitoring quality-control tasks.

建造——一项创造性的活动

纪录片——大国建造


Reviewing questions(复习思考):

 Assume  your  firm has been hired to provide design service for a residential project.   Discuss the specific tasks you can envision your firm conducting during each design stage.