工程管理专业英语翻译

Chapter 2 Organizing for Project Management 2.1What is Project Management?

The management of construction projects knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will differ, the management of such projects has mush in common with the management of similar types of projects in other specialty or technology domains such as aerospace，pharmaceutical and energy developments.[1]

Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project [2]. A project organization will generally be terminated when the mission is accomplished. According to the Project Management Institute, the discipline of project management can be defined as follows [3]:

Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction.

By contrast, the general management of business and industrial corporations assumes a broader outlook with greater continuity of operations[4].Nevertheless, there are sufficient similarities as well as difference between the two so that modern management techniques developed for general management may be adapted for project management.

The basic ingredients for a project management framework may be represented schematically in Figue2-1. A working knowledge of general management and familiarity with the special knowledge domain related to the project are indispensable. Supporting disciplines such as computer science and decision science may also play an important role. In fact, modern management practices and various special knowledge domains have absorbed various techniques or tools which were once identified only with the supporting discipline [5]. For example, computer-based information systems and decision support systems are nom common-place tools for general management. Similarly, many operations research techniques such as linear programming and network analysis are now widely used in many knowledge or application domains[6]. Hence, the representation in Figure 2-1 reflects only the sources from which the project management framework evolves.

Figure 2-1 Basic Ingredients in Project Management Specifically, project management in construction encomprasses a set of objectives which may be accomplished by implementing a series of operations subject to resource constraints [7].There are

Potential conflicts between the stated objectives with regard to scope, cost, time and quality, and the constraints imposed on human, material and financial resources. These conflicts should be resolved at the onset of a project by making the necessary tradeoffs or creating new alternatives.

Subsequently, the function of project management for construction generally include the following

1.Specification of project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants.

2.Maximization of efficient resource utilization through procurement of labor,

materials and equipment according to the prescribed schedule and plan[8].

3.Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process [9].

4.Development of effective communication and mechanisms for resolving conflicts among the various participants.

The Project management Institute focuses on nine distinct areas requiring project management knowledge and attention:

1.Project integration management to ensure that the various project elements are

effectively coordinated.

2. Project scope management to ensure that all the work required(and only the required work ) is included.

3. Project time management to provide an effective project schedule .

4. Project cost management to identify needed resources and maintain budget control .

5. Project quality management tu ensure functional requirements are met .

6. Project human resource management to development and effectively employ project personnel .

7. Project communications management to ensure effective internal and external communications .

8. Project risk management to analyze and mitigate potential risks .

9. Project procurement management to obtain necessary resources from external sources .

These nine areas form the basis of the Project Management Institute’s certification program for project managers in any industry .

Words

domain 领域aerospace 航天

pharmaceutical 医药的distinguish 区别，区分

mission-oriented 以目标（任务）为导向的predetermined 预定的

continuity 连续的ingredient 组成部分，成分

indispensable 不可或缺的framework 框架，构架

discipline 纪律scope 范围

common-place 常见的linear programming 线性规划

onset 开始trade off 均衡，权衡

schedule 进度delineation 叙述，说明

maximization 最大化utilization 使用

communication 沟通integration 综合，整合

certification 认证

Notes

[1] in common with 指“有共同之处”。In other specialty technology domains意为“在其他的专业或技术领域”。全句可译为：尽管相关的

技术、组织机构或流程会有所不同，但建设项目同其他一些如航天、医药和能源等专业的项目在管理上仍然有共同之处。

[2] 全句可译为：一般而言，项目的以目标为导向特征是项目管理与一般的企业管理的主要不同。

[3] the Project Management Institute (PMI)指“美国项目管理协会”。

[4] by contrast 指“与此形成对照”。全句可译为：与此形成对照，一般的工商企业管理更广泛地着眼于业务的更佳连贯性和连续性。

[5]special knowledge domains意为：“专业知识领域”。

[6]linear programming指：“线性关系”。network analysis指：“网络分析”。

[7]which may be...为定语从句，修饰前面的objectives，可译为：“通过实施给定资源约束下的一系列运作才能实现”。

[8]全句可译为：根据规定的进度和规划，通过对劳动力，材料和设备的采购使资源的有效利用最大化。

[9]全句可译为：在项目全过程中，通过对计划，设计，估算，合同和施工的适当协调控制来实施各项运作。