工程施工组织设计外文翻译

题目：君山二期工程施工组织设计

一、外文原文：

1. Design project management

1.1 Choosing the planning practice

Choosing a suitable planning practice is extremely important. Introducing a pre-qualification process provides essential insights about efficiency, specialist knowledge and quality: three to five applicants receive preliminary design documents and the building programme. Then interviews are held, reference evidence examined and the practices visited on the spot. But the key features are planning quality, knowledge of materials, degree of detail, and CAD and office equipment. The ability to coordinate building and technical planning is particularly relevant.

1.2 Design and authorization planning

Coordination and control of the planning process and content are particularly important in this planning phase. In no circumstances should planning in China be left to the design institute alone. Regular planning and coordination meetings examine the planning process in its entirety to ensure that guidelines and standards are being met. It is important to coordinate routing and to check for collision points.

1.3 Working plans

Regular coordination, control and support are also required at the final planning stage. Coordinating building and technical workers within the planning team is often a weak point as well. Important details and technical specifications have to be demanded. It is not usual in China to present details on a scale of 1:20 to 1:5, and these planning features have to be insisted on; a great deal of convincing argument will be needed.

1.4 Invitation to tender and tender awards

Tender documents drawn up to Chinese standards are less detailed than comparable Western tender documents. Considerable importance should be attached to detailed working drawings. Drawings should be ranked before tender documents. It is not permissible to insist on specific product makes. Materials must be described neutrally

in terms of product. This means that the building firm is able to use inferior materials without the client's agreement. This often results in buildings with serious deficiencies in quality and execution. To avoid these negative consequences, architects try to go beyond the standard guidelines to prevent the use of inferior quality materials. Also, Chinese planning and industrial standards are antiquated and do not yet meet national or international standards.

As a rule, five to ten firms (general contractors or firms offering individual services) are invited to tender. Often foreign firms with branches in China are invited as well. Bids from such firms come out well above those of their Chinese competitors.

After the bids have been evaluated, negotiations are conducted with the most reasonable bidders. Awards are decided on the basis of reference projects, quality of execution and evaluations of special proposals. Because the subsoil is so poor, the use of deep foundations on alluvial land is widespread. To gain time, the underground engineering work can be put out to earlier tender and award to specialist building

firms.

1.5 Building and completion phase

The legislation requires using local site supervision and a quantity surveyor (see Chapter B 2.2). Site supervision requirements are not the same as the standard German site supervision requirements laid down in HOAI, Phase 8. Chinese site supervision practices offer the following service pattern under the headings "quality monitoring" and "safety management":

- examining the working plans

- quality control for building materials

- quality control for building plant and equipment

- building site safety

- checking current building progress

- examining the qualifications of the building site personnel

- demanding and examining inventory documents

Only building sites that also convey an impression of an orderly approach can produce quality and work effectively. This includes cleanliness and safety. Chinese building sites need pioneering work in this field. It does not make any sense to compel the contractor to adopt a particular working programme that runs counter to his own ideas. It is in fact advisable to make concessions in order to make best use of the available production and fitting methods. Quality control starts even in the planning phase. In the actual building phase, care should be taken to ensure that the required materials are really used, and that product-specific fitting requirements are met.

The contractor can make alternative proposals to the tender standards. These are examined and approved on the basis of specimens and references. It has turned out to be worthwhile to build specimen rooms before the actual building phase starts, to test the guidelines for details and materials and introduce improvements to materials and details in good time. It is essential to check and approve the quality of finish in the form of mock-ups before production begins for facades, roof areas and other critical

parts of the building.

1.6 Documentation

The quality control process ends with the correction of faults and the start-up phase. Buildings are officially accepted in China at the point of final acceptance. The quality bureau, the fire prevention department and the environmental health office have to approve in order to ensure successful acceptance. The as-complete plans should be drawn up by the planning practice, as the building firm usually delivers these too late, and in poor quality.

1.7 Communication

It is a characteristic feature of Chinese building projects that a large number of participants have to work together, under pressure from deadlines and cost factors, on the basis of differing information from various locations. This creates the necessity for a "digital platform" that gives those involved in the project access to up-to-date documents and the ability to communicate with the same aims in mind and to keep up with the work as it needs to be done. But the project management team should have access to central scheduling and work monitoring, including reporting. These systems link those involved in the project, control the workflow, and distribute news, documents and information.

2 Planning and building costs

2.1 Quantity surveying

Chinese quantity surveyors provide the same services as their English model. Quantity surveying is the generic term for cost planning and cost control. Quantity surveying includes tender award and contract management, both of which are part of the cost control process. The quantity surveyor is commissioned by the client directly and assists with planning and controlling project investment. He represents the client's financial interests throughout the entire course of the project. During the realization phase the quantity surveyor evaluates the level of work completed so that part payments and supplementary demands can be fixed, assists in warding off complaints, or evaluates and negotiates with the company over justifiable additional demands.

Effective cost control is carried out within the project management framework. All the costings are noted in a cost monitoring system. Cost monitoring is not a passive system. Precise project control means that cost changes can be identified even in the initial phase. Causes and effects of measures affecting costs are conveyed to the project management team at an early stage so that counter-measures can be introduced where necessary.

Cost reduction opportunities are largely exhausted by the end of the planning phase.

The diagram makes it clear that realization decisions made in the early planning phases crucially influence fixing the cost framework. The importance of control increases when planning is concluded and during the realization phase.

Despite the overwhelming volume of investment by Western standards, professional cost and schedule control rarely occurs in China. Moreover, clients who are commercially successful and put a great deal of money into building projects often have no knowledge of how to implement and control planning and building work, and often rely on their experience in other industries. Even though the predominant Chinese enterprise culture is not comparable with the Western world, professional project management will be indispensable in future if building investment is to accomplish its aims.

二、外文译文：

1.1选择一个切实可行的规划方式

选择一个切实可行的规划方式是很重要的。采用一种资格预审的方式能够给工作效率、专业知识和产品质量提供必要的洞察力：三到五个投标人能够获得项目的初步设计文件和项目规划方案。接着进行面谈，以实证考察和现场勘探表现为依据。但是最关键的因素是单位的规划质量、具备的材料知识、注重细节的程度、以及计算机辅助设计和办公设备。毕竟协调建设和技术规划的能力相当密切的。

1.2设计和授权规划

协调和控制规划过程及内容在规划阶段当中是相当重要的。在中国，任何情况

下都不能把设计工作单独留给设计院。定期进行规划和开展协调会议以此检查整个规划过程，这样才能确保指导方针和标准真正能够起到作用。这对协调指定的工艺流程路线和检查出产生矛盾的点是很重要的。

1.3工作计划

在规划的最后阶段，仍然需要常规协调、控制管理、各种技术支持。协调建设过程进度和技术工人的工作往往是整个规划队伍里面的薄弱环节。对于比较重要的细节和技术规范都必须作出严格地要求。1:20到1:5这样的一个细节方面的比例在目前的中国是很少见的，我们必须坚持这样的规划特点，鼓励团队成员们积极进行这方面的讨论。

1.4邀请投标和投标奖励

在起草的投标文件方面，中国的文件详细程度远远比不上西方国家做得好。值得考虑的一个重要的方面是，应该对工作图纸的详细程度给于足够的关注。在投标之前，应该对工程图纸的详细好坏程度进行排名。不能允许一意孤行地坚持使用特殊产品的决定。在所有列入考虑的材料当中，都要对任何一种材料进行客观中立的描述。这就是说，在文件详细程度上做得不够的话，可能建设单位在没有经过业主的同意，就可以使用劣质材料进行建设。这往往会导致建筑物在质量和使用方面存在严重的缺陷。要避免这些不良影响，建筑师需要跳出标准的指导方针的限制，进行适当变通，以此来避免建设过程中使用劣等材料的行为。因为中国的很多建设规划和行业标准都显得滞后，跟不上国家标准更跟不上国际标准。

邀请投标和奖励的流程图

这方面有个规定，一般邀请五到十架建设单位（传统的承包商或者是能够提供独立完整建设服务的个体团队）进行投标。当然了，国外的建设公司在中国的分支机构也会得到邀请。通常这些国外公司的报价往往会高于国内的其他竞争者。在对所有的投标进行评估后，选出几个个最合理的投标者进行详细谈判。是否中标取决于他们对项目的质量评估和给出的特殊建议。因为建筑的基础很差，而在冲积土地上使用深基础是很普遍的。为了能够争取时间，地下工程部分可以让早期的且这方面的专家较多的建设单位进行建设。

1.5建设和竣工阶段

法律上规定，这两个阶段需要监理进行现场监督，也需要一定数量的测量人员（详见B章2.2节）。现场监督的标准不同于德国的所要求的，坐标符合HOAI、相位8。中国的现场监督活动要提供以下的服务模式，正如下列标题所说的“质量监控”和“安全管理”：

-检查工作计划

-建筑材料的质量控制

-建设生产厂房和设备的质量控制

-建设施工现场的安全工作

-检查控制当前的项目进度

-检查施工现场工作人员的从业资格

-严格按要求检查相关库存文件

施工现场只有建筑用地，这会给人传达一种思想：一个井然有序的方法能够生产出有质量保证的产品并且高效率工作。这也包括清洁和安全。中国的建筑行业领域需要先驱者为其注入新鲜血液。强迫承包商采用一种与自己意愿相违背的特殊方法是没有意义的。实际上，做出这方面的让步是及其明智的，这样能够使现有的生产作业方法和施工模式得到最充分的利用。项目的质量控制在规划阶段就应该开始了。在建设进行阶段，要小心谨慎细心把关，确保需要的建材是真材实料，需要的特殊部件能够合适的安装到位。

对于承包商来说，他们可以提出能够替代投标标准的建议。这些建议需要审核，在承包商提供的样本和参考资料的基础上决定是否批准。事实证明，在建设阶段进行之前很有必要设立一个样本养护室，以便更详细的测试材料的细部性能，在合适的时间提出改善材料的方法。在开始进行的建筑的外墙、屋顶和其他关键部位的施工前，对部件模型的质量进行检查和审核是很游戏要的。

1.6文件材料

随着故障的纠正和项目的正式投入使用，质量控制阶段也就结束了。在中国，建筑只有在最终验收完成后才能被人们所接受。为了顺利完成验收，质量监督局、消防中心和环保办公室都不得不批准。随着计划的实施，完整的规划书应该尽早起草并完善结束，不能指望施工单位，因为在这方面他们的动作是在是太慢了。

1.7交流

中国的项目建设有一大显著的特点：有很多的参与者在为同一个项目共同工作着，他们顶着工期进度和成本费用的压力，可是却接收着来自不同地区的不同信息。这就为数字交流平台的产生创造了条件，数字平台给所有的参与者提供了最新的文档材料信息，也让大家能够在上面自由交流，为了共同的目标做应该做的事。但是该项目的管理团队要接受统一调控和工作监督，包括所有的报告。这个系统把所有参与进项目的人都连接起来，控制着工作流程、及时发布新闻、文档

和信息。

2规划和建设成本

2.1工程造价估算

中国的造价师提供着与榜样（英国测算员）相同的服务。造价估算是成本计划和成本控制的专业术语。造价估算包括招标奖励和合同管理，这些都是成本费用的组成部分。造价员直接接受业主的委托并协助控制规划和项目投资。在整个项目建设过程中，造价员代表了业主的财务利益。在即将完工阶段，造价员需要评估项目的完成程度，这样方便控制部分付款和额外支出，使之稳定不增长。这也有助于避免争端，与有额外补偿要求的公司进行协商。有效的成本控制是建立在成本管理框架上的。所有的支出款项在成本控制系统里面都有记录。成本控制是一个主动过程。真正精确地项目控制，即使在项目的最初阶段就能够识别出后续将要发生变动的成本。影响成本的因素和措施尽早地传递到项目管理团队当中的话，有助于及时有效地采取相对应的措施。

随着规划阶段的结束，降低成本的机会也大大地减少了。通过图表，可以很清楚地看出在早期规划阶段做出的实践决定对固定成本框架起到了很大程度的影响。

随着规划阶段的结束和实施阶段的开始，成本控制变得越来越重要。尽管受到西方国家巨额投资标准的影响，但是我国的项目管理还是不重视成本和进度控制。更糟糕的是，在生意上取得成功的业主，他们把大量的资金投入到了项目当中，但是却不知道如何实施计划和管理建设工作，还天真的用他们在生意上的经验来处理问题。虽然主要的中国企业文化同西方国家没有可比性，但是在接下来的建设当中，我们若想要实现投资的真正价值，那么专业化的项目管理是必不可少的。