专业英语3-造价PPT课件

1、2 Project Participants3.1IntroductionThe life of a facility goes through many phases. It starts out as an idea. The idea is combined with money, and a project is born. The project is developed as drawings and specifications. It is then built. When it is complete, it is turned over to the owners as a

2、 finished facility and is occupied, maintained, and repaired as it ages and eventually dies. A facility can last for hundreds of years, but the period in which it is actually designed and built is very small. Figure5.1 illustrates a design/build/use/dispose scenario for a shopping mall.Chapter3- Pro

3、ject chronology 1CHENLI At some point in its lifetime a facility is likely to be renovated, either to renew obsolete systems or change its use. For example, during the late 1800s many New England mill buildings were constructed to house a growing manufacturing industry. As the economy changed from m

4、anufacturing to service, these buildings outlived their usefulness. Many were bought by developers for reuse as housing. Because of the span of the structural elements required for a mill operation, they made attractive residential units; and since often they were located along a river (a transporta

5、tion advantage for moving materials), the site was also desirable. Chapter3- Project chronology2CHENLITo be use as housing, however, the interior of the buildings had to be entirely gutted. New systems had to be installed, the faade had to be repaired and windows replaced, and the roofing system had

6、 to be renewed. Although it was not new construction, the facility now began a new life span.Chapter3- Project chronology3CHENLI 3.2 Initiation of the ProjectAll construction activity is the result of basic economic demand. Individual consumers have ongoing needs for homes, stores, roads, manufactur

7、ing plants, and similar facilities that provide food, shelter, and other goods and services to meet the needs of daily life.Chapter3- Project chronology4CHENLI Specific construction projects arise because corporations or government bodies recognize the need for facilities to serve this demand and ac

8、t to create them. Construction activity tends to foster further construction activity. For example, a large automobile manufacturing corporation may decide to build a facility to assemble cars in a region that will provide good transportation options. Chapter3- Project chronology5CHENLI Home builder

9、s recognize that this region is likely to grow in population and that the workers needed for the manufacturing plant will be shopping for shelter here. At the same time, grocery chains, department stores, gas stations, and other retail businesses recognize that consumers will need services once they

10、 move in. Government agencies recognize that there will be a need for new schools, new roads, and new utilities.Chapter3- Project chronology6CHENLIRecognizing needs is the first step, but there must be a way to move from recognition to reality. The answer lies in the economic structure of the countr

11、y. Private corporations are constantly searching for new opportunities to invest profits from previous business venture-opportunities that in turn result in expansion of business activity. Demographic and market analyses are used to forecast future growth areas in the country. Opportunities, once id

12、entified, are financed and then projects initiated. Since almost all business activity needs a facility from which to operate, construction is a direct result of the increased business activity.Chapter3- Project chronology7CHENLI As businesses increase, populations grow to work in them. Because thes

13、e people must travel to work, roads and other transportation modes become necessary. As houses are built, sewage, water, and other utility infrastructure accompany them. Schools, libraries, and other public facilities are also needed. These facilities are funded with public money that comes mostly f

14、rom taxes paid by the businesses that move in and the workers who built homes.Chapter3- Project chronology8CHENLI 3.3 Feasibility AnalysisBefore deciding to invest in a specific area, an investor wants to be reasonably sure that he or she will see an adequate return on the specific product or servic

15、es produced for that environment. Therefore, before any serious money is committed, analysis is usually performed to examine the proposed investment form several standpoints.Chapter3- Project chronology9CHENLI First, there must be a demand for the specific service or product. An example is single-fa

16、mily homes. Generally, in times of expanding business activity, there is also an increase in the demand for single-family homes. However, if the area in question was recently in economic recession, it may have an oversupply of existing housing and therefore little demand for new homes. Any developer

17、 will examine not only the issue of overall economic activity but also the specific type of project and specific environmental factors to ensure that homes built will sell.Chapter3- Project chronology10CHENLI Second, the cost of actual construction must be taken into account. In time of economic exp

18、ansion, costs also increase. The price of materials such as lumber or brick may increase because the local supplier has trouble keeping enough to meet an increased demand. The supplier may have to buy from other geographic areas where prices are higher. This cost is passed on to the builder. economi

19、c expansion经济膨胀geographic 地理学上的地区Chapter3- Project chronology11CHENLI There may also be a shortage on skilled labor, which means importing labor or using less-skilled labor. Either way, both costs and risk to the project increase. Such factors could make it too costly to construct a facility and sti

20、ll realize a reasonable return on investment. skilled labor技工Chapter3- Project chronology12CHENLI Third, the cost of money itself can be a key factor. Most construction projects use borrowed money. If interest rates are high, then the cost of servicing the investors debt may make the return on inves

21、tment too low. The investors may elect to put their money into another type of investment. borrowed money借入资本return on investment 投资报酬率，投资利润率Chapter3- Project chronology13CHENLI Finally, the timing of the project can be very important. Construction projects often involve long periods of time between

22、 conception and completion. During this interim period, which can sometimes be several years, the anticipated markets can change radically. Sometimes, if the investor is lucky, this change can be for the better; but just as likely it can be for the worse. Radically根本上，彻底地interim临时的，暂时的for the better

23、好转for the worse恶化Chapter3- Project chronology14CHENLIDuring the early analysis stage, the owner often consults with architects and construction professionals. Architects provide early advice, and construction professionals offer cost and constructability advice. Their advice helps an owner make a mo

24、re informed decision about the feasibility of a specific project. Cost is of particular concern since most projects fail from an economic standpoint. Once this elements-market need, cost of construction, financing costs, and time to market-have been analyzed, a decision will be made to go forward or

25、 to cancel the construction of the project. Constructability施工能力informed decision 知情决策financing costs财务费用time to market上市时间Chapter3- Project chronology15CHENLI Until construction actually begins, a project may have many go/ no go decision points. The decision on feasibility is one of the first major

26、 ones- the time when many, if not most, projects do not go forward. Many are analyzed and found to fall short when the rate of return is calculated. Investors simply move on to more lucrative projects. decision points决策点fall short 不符合标准Lucrative有利可图的，赚钱的Chapter3- Project chronology16CHENLI 3.4 Finan

27、cing If the project gets past the first hurdle of profitability for the investor, the owner must next line up financial backing for some of the work. Although investors walk into projects with some money, most are unable to fund 100 percent of the work. Commonly, the initial investor acquires outsid

28、e funds to supplement his or her own. A developer might borrow from banks or an insurance company or invite outside investors to share in future profits. hurdle栏杆，障碍supplement补充Chapter3- Project chronology17CHENLI A corporation wishing to build a factory could borrow from a bank or sell additional s

29、tocks or bonds. Whatever the source of additional funds, other individuals or firms decide to lend or invest funds based on their own expectation of return on investment. They, too, must be satisfied that the project will return their initial investment plus support a reasonable rate of return on th

30、eir money. What might look like a significant opportunity to a developer may seem too risky in the eyes of a banker. If the developer and the lender are not of like mind, then the project is in danger of being canceled. in the eyes of 在看来Chapter3- Project chronology18CHENLI 3.5 Design of the Project

31、If the owner decides to proceed at this point, he or she typically hires a design professional. If the owner elects to proceed using construction management modes, then he or she now chooses a construction professional as well. The construction professional provides cost, schedule, and construction

32、advice throughout the design process. Proceed继续进行construction management modes施工管理模式Chapter3- Project chronology19CHENLI Design is usually divided into distinct stages so that the owner can review the process at milestone points along the way. For convenience, the discussion of the design stages wil

33、l be based on building construction. Milestone里程碑For convenience为了方便起见Chapter3- Project chronology20CHENLI 3.5.1Programming规划设计规划设计 A program is a written statement of the requirement of the building. It is the basis of the design. The program describes the spaces needed, the services required in th

34、ose spaces and the relationships 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 by a professional hired especially for his or her expertise in programming. Whatever the means, the key to the program is extensive involvem

35、ent of the user because this is where unique and specific requirements are written down. written statement 书面声明Chapter3- Project chronology21CHENLI The nature of the programming process depends on two things: the sophistication of the owner and the complexity of the proposed facility. Owners vary co

36、nsiderably in their degree of understanding about the building process. Those who rarely build are not very knowledgeable and need a great deal of assistance as the program is developed. The professional hired for this task needs to educate the owner about the importance of certain information and m

37、ust ensure that all that information is gathered and incorporated into the program. Proposed被提议的knowledgeable知识渊博的Chapter3- Project chronology22CHENLI Regardless of the owners level of sophistication, however, the complexity of the project itself can determine how the programming needs to be accompl

38、ished. With very complex projects, it is necessary to devote more time and resources to programming to ensure that an accurate depiction 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 comp

39、lete the program. Depiction描写，叙述Chapter3- Project chronology23CHENLI If a construction professional has been engaged, he or she is providing early cost estimates, early schedules, and advice on constructability. At this stage the owner uses order of magnitude or square foot estimates to further chec

40、k the financial feasibility of the project. order of magnitude 数量级square foot 平方英尺financial feasibility 财务可行性Chapter3- Project chronology24CHENLI Costs are also considered at this stage in relationship to the schedule. Since borrowed money is frequently used to pay for construction, interest costs b

41、ecome a factor throughout the process. Participants are aware of the daily cost of interest that accumulates relentlessly. Delays of any sort add to the burden of this cost, requiring all project participants to expedite their work as much as possible while maintaining a necessary level of design qu

42、ality. interest costs 利息费用relentlessly无情地，残酷地Chapter3- Project chronology25CHENLI When programming is complete, the owner has information about the needed size of the project in relation to the requirements of the users; the mechanical, electrical, and plumbing systems; vertical and horizontal circu

43、lation; and public areas. Usually, an estimate and schedule are produced to give the owner preliminary information that can be checked against the initial projections. Using the information gained at this stage, the owner may choose to proceed or to cancel the project. vertical and horizontal circul

44、ation水平垂直流通public areas公共区域check against 检查，核对Chapter3- Project chronology26CHENLI 3.5.2Schematic Design 方案设计方案设计 Once the program is complete and the owner has decided to proceed, the designer begins actual design of the project. The process begins with the schematic design-the stage in which the d

45、esigner defines the buildings characteristics in number of ways.Chapter3- Project chronology27CHENLI Before schematic design begins, the owner selects a site for the buildings. Site investigations done by the owner give the designer information about soil conditions and makeup that in large part det

46、ermine the type of foundation and structure possible for the particular site. The architect develops preliminary floor plans that reflect the relationships of the various functional areas to one another. Siting and location of the building are determined as well as its visual form. Preliminary decis

47、ions regarding structural, environmental, and other systems are made and outline specifications developed. Site investigations 现场调查soil conditions and makeup 土质和组成floor plans 楼面布置图Siting选址outline specifications 简要规范Chapter3- Project chronology28CHENLI During this stage several options are often purs

48、ued. Sometimes the owner does not see all of these options. The architects design team generates many alternatives and rejects many before they are developed into materials presented to the owner. This typical part of the design process helps the architect find the best design solution among many po

49、ssible alternatives. Usually, two or three alternatives survive the process, which are presented to the owner for consideration.Chapter3- Project chronology29CHENLI If the construction professionals continue their involvement during this stage, they may develop early conceptual estimates for the own

50、er. Their advice regarding construction feasibility of the proposed design options helps identify material that may be difficult to obtain in the current marketplace and items that will need to be purchased early because of the lead time needed for fabrication and delivery. conceptual estimates 概念性估

51、价lead time 提前期Chapter3- Project chronology30CHENLI When the schematic design is complete, the owner is again faced with the decision to proceed further or to cancel the project. At this time, all information developed to date- market information, financing costs, construction costs, and design-are f

52、actored into the decision. If all elements still indicate a favorable project from an investment standpoint and if the architects design meets the owners program and aesthetic criteria, then the project proceeds to the next stage of design. factored作为因素考虑Chapter3- Project chronology31CHENLI 3.5.3Des

53、ign Development设计深化设计深化 When the project team enters design development, it pursues a single design concept. The purpose of this stage is to refine the design and obtain detailed information from the users about their requirements. design concept设计理念refine 优化Chapter3- Project chronology32CHENLI Duri

54、ng this phase, the owner, the architect, and (if applicable) the construction professional finalize the design of the major building systems-for example, structural, plumbing, elevator, roofing, mechanical, exterior faade, electrical. Specialty consultants are often asked to design these systems and

55、 are usually coordinated by the architect, who ensures that their work is consistent with the intent of the design. Applicable合适的be consistent with 与一致Chapter3- Project chronology33CHENLI Location of mechanical ductwork, the type of heating and cooling systems, the size and type of elevator systems:

56、 all must be carefully coordinated with how the occupants expect to use the space and what the architect visually intends. Conversations with users during this phase center around how many type of computer workstations are needed in the offices, what special services are needed for specific equipmen

57、t, and so on. Occupant居住者，购买者，租赁者visually外表上center around 以为中心workstation工作站special services 特殊服务Chapter3- Project chronology34CHENLI As in all the other phases of project development, cost estimates are refigured. The estimates done at this point are probably the most important of the job because t

58、here is now sufficient information to generate real numbers from real subcontractors. These estimates are the first market test of the design. As a result, they give the owner a greater degree of certainty about the final cost of the project. Once again, he or she is faced with deciding whether to g

59、o forward or to abandon the project. refigure重新描述cost estimates 成本估算Chapter3- Project chronology35CHENLI The likelihood that it will be canceled diminishes as the process goes forward. If the early phases were sufficiently thorough, the gross costs and scope of the project should be known. Barring a

60、 significant change in the owners needs or changes in the conditions of the job, information should build upon itself and become increasingly refined. There should be no surprises big enough to cause the project to be abandoned. gross costs 总造价Barring除非build upon 依赖，建立于Chapter3- Project chronology36