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工程管理专业英语

作者:徐勇戈
出版社:西安交通大学出版社出版时间:2010-03-01
开本: 16开 页数: 262 页
本类榜单:外语销量榜
中 图 价:¥19.4(6.5折) 定价  ¥29.8 登录后可看到会员价
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工程管理专业英语 版权信息

工程管理专业英语 本书特色

《工程管理专业英语》:普通高等教育工程管理专业规划教材。

工程管理专业英语 目录

Chapter 1 The Owner's Perspective1.1 The Project Life Cycle1.2 Major Types of Construction1.3 Selection of Professional ServicesStudy and PracticesChapter 2 Organizing for Project Management2.1 What is Project Management2.2 Professional Construction Management2.3 Leadership and Motivation for the Project Team2.4 Perceptions of Owners and ContractorsStudy and PracticesChapter 3 Labor, Material and Equipment Utilization3.1 Factors Affecting Job-Site Productivity3.2 Material Procurement and Delivery3.3 Construction EquipmentStudy and PracticesChapter 4 Economic Evaluation of Facility Investments4.1 Basic Concepts of Economic Evaluation4.2 Investment Profit Measures4.3 Methods of Economic EvaluationStudy and PracticesChapter 5 Bidding and Tendering of Construction Projects5. 1 Bidding Procedure of Construction Projects5.2 How to Bid on Projects in Competitive BiddingStudy and PracticesChapter 6 Contract Management of Construction Projects6.1 Types of Agreements6.2 The Parties of Contract6.3 Changes in ContractStudy and PracticesChapter 7 Legal Basis of International Projects7.1 Introduction of International Conditions of Contract7.2 Bonds and Insurance7.3 Claims and Disputes Study and PracticesChapter 8 Construction Planning8.1 Basic Concepts in the Development of Construction Plans8.2 Defining Work Tasks8.3 Defining Precedence Relationships Among ActivitiesStudy and PracticesChapter 9 Time Control for Construction Projects9.1 The Critical Path Method9.2 Activity Float and Schedules9.3 Presenting Project Schedules9.4 Scheduling with Uncertain DurationsStudy and PracticesChapter 10 Cost Control for Construction Projects10.1 Strategy of Cost Control10.2 Schedule and Budget Updates10.3 Relating Cost and Schedule InformationStudy and PracticesChapter 11 Quality Control and Safety During Construction11.1 Quality and Safety Concerns in Construction11.2 Total Quality Control11.3 Quality Control by Statistical Methods11.4 SafetyStudy and PracticesChapter 12 Organization and Use of Project Information12.1 Types of Project Information12.2 Computerized Organization and Use of Information12.3 Relational Model of Databases12.4 Information Transfer and FlowStudy and PracticesAppendix 1 GlossaryAppendix 2 Translation for Specialty EnglishAppendix 3 Project Management World Wide Web Sites
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工程管理专业英语 节选

《工程管理专业英语》素材取自国外近年来年工程管理各个领域的经典教材、著作、论文及计算机网络信息,内容涉及工程管理各领域当前的状况和*新进展。《工程管理专业英语》内容新颖、覆盖面广、系统性强、可读性好,是学习工程管理专业英语的实用教材。《工程管理专业英语》既可作为高等院校的工程管理、造价管理及相关专业的教材,也可作为成人教育、网络教育的相关专业教材,还可作为工程管理专业人士及其他有兴趣人员的学习参考读物。

工程管理专业英语 相关资料

插图:A common trend in industrial construction, particularly for large projects, is to engage the services of a design/construct firm. By integrating design and construction management in a single organization, many of the conflicts between designers and constructors might be avoided. In particular, designs will beclosely scrutinized for their constructibility. However, an owner engaging a design/construct firm must insure that the quality of the constructed facility is not sacrificed by the desire to reduce the time or the cost for completing the project. Also, it is difficult to make use of competitive bidding in this type of design/construct process. As a result, owners must be relatively sophisticated in negotiating realistic and cost-effective construction contracts.One of the most obvious advantages of the integrated design/construct process is the use of phased construction for a large project. In this process, the project is divided up into several phases, each of which can be designed and constructed in a staggered manner. After the completion of the design of the first phase, construction can begin without waiting for the completion of the design of the second phase, etc. If proper coordination is exercised, the total project duration can be greatly reduced. Another advantage is to exploit the possibility of using the turnkey approach whereby an owner can delegate all responsibility to the design/construct firm which will deliver to the owner a completed facility that meets the performance specifications at the specified price7.Professional Construction ManagersIn recent years, a new breed of construction managers (CM) offers professional services from the inception to the completion of a construction project. These construction managers mostly come from the ranks o~ A/E firms or general contractors who may or may not retain dual roles in the service of the owners.

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