毕业设计某钢制罐项目可行性doc

附录3：外文文献中文译文1、什么是项目管理?建设项目管理要求现代管理的知识以及对涉及和建设过程的理解。建设项目有一套特殊的目标和约束，例如一个必需的完成时间限制。当相关的技术，制度安排或过程是不同时，这类项目的管理与相似类型的项目管理有共同点，在其他特殊或技术部门中例如航空，药物和能源发展。总体而言，项目管理是不同于由方向性的公司综合管理的。一个项目组织任务完成时将终止。根据项目管理机构，项目管理的原则能定义为以下几点：项目管理是指挥和协调人力和资源在项目管理中，使用现代管理技巧达到成本、进度、质量都能达到预先决定的目标。相反,项目的一般管理和公司承担一个更加宽广的外型的，以操作更加巨大的连续性。然而,有充足的相似性并且区别在二之间，以便现代管理技巧被开发的一般管理能适应的项目管理。其基本的成份为项目管理框架。一般管理及熟悉相关的专门知识领域的项目都是必不可少的.计算机科学等学科的支撑和科学决策也发挥了重要作用.事实上,各专门知识和现代管理方法,吸纳各领域的技术或工具一度只认定辅助学科.例如,计算机信息系统和决策支持系统,现共发生一般管理工具.同样,许多技术,如运筹学的线性规划、网络分析正广泛应用于许多知识或应用领域.因此,代表性人物2-1只反映了项目管理,从源头演化框架。近年来,主要发展管理接受不同程度地反映了以下内容:(1)管理过程的方法；(2)管理科学与决策支持的态度；(3)人力资源开发行为科学方法；(4)持续竞争优势。这四个途径互补现行做法,对项目管理工作提供了有益的基础.管理方式强调过程管理系统的研究,确定管理职能的组织,然后审核每个细节.人们普遍认为就功能规划,组织和控制.特尼特是一个主要通过分析管理按照职能划分,一个框架可以构建新的经营活动都纳入其中,可放置.因此,经理人的工作是相互关联的过程作为协调职能,这既不是一成不变,也不是完全随机预设,而是动态的演变过程.特尼特是另一个管理原则,可以得出一个知识分子从分析管理职能.除以经理职位成为功能部件,根据各自职能原则可以开采.因此,管理职能变为有组织的层次结构,可为提高经营效率。2、制造公司.基础管理职能由所有经理,不论企业或活动层次.最后,发展成果管理哲学在帮助建立关系经理的人力和物力.结果如下既定的经营哲学,帮助经理获得的支持下属实现组织目标.科学的管理方法和决策支持有助于发展一套量化办法旨在援助，管理者在作出决定的复杂关系和生产作业.在决策支持系统,重点放在管理者提供有关资料.在管理科学、重视给予明确的目标和制约因素,数学分析模型,并构建解决复杂问题的清单,材料和生产控制等.其中一个重要议题是科学管理的兴趣利润最大化、或在没有一个可行的模式运行整个系统它的最优化的运行组件.优化或次优化往往达到使用技巧运筹学、线性规划等,二次规划、图论、排队论、蒙特卡罗模拟.除了增加使用电脑的陪同发展尖端的数学模型和信息系统,管理科学与决策支持系统中发挥了重要作用,在仔细研究投入和关系问题并通过促进目标的制定和绩效衡量.人工智能也开始应用提供决策支持系统,解决结构不良的问题是管理.3、战略规划和工程计划建设工程规划塑造一个组织的战略计划,这是受市场需求和资源的制约.相关方案拟订过程的规划和可行性研究集各种项目的优先次序及何时启动迎接该组织的总体目标.但是,一旦做出这个决定是为了启动项目可支配市场的压力,及时完成了年初设施.各类建设受市场压力开始时间是最明显的工业设施建设.工业产品的需求可能是短命的,如果公司没有击中市场第一未必其产品需求.竞争激烈的国内和国际市场,工业建筑潮流走向生命周期短的项目,尤其是在技术密集产业.为了争取时间,部分业主愿意放弃彻底规划和可行性研究等项目进行了不足项目范围定义.总是,后来改变项目范围将增加建筑成本;但是早些时候设施营运收益增加建造成本往往辩解.一般来说,如果业主能获得合理的利润,完成了经营机制该项目被认为是成功的,即使是远高于建造成本估计基于一个范围界定不够.这种态度可能是因为大部份的不确定性固有建设项目.很难说利润可能会更高,如果能降低建筑成本增加项目期限.但是,一些项目,特别是一些核能电厂,显然是不成功的,放弃之前完工,他们必须灭亡至少部分归因于缺乏规划和可行性研究穷人.船东或基金赞助的态度是关键因素影响了工程造价,因为任何决定在开始阶段,项目生命周期的影响已远远高于在稍后阶段,图表如图2-3所示.另外,设计和施工的决定将影响持续经营成本,同时在很多情况下,该设施的收入超过一辈子.因此,车主应该得到足够的专门人才规划和可行性研究.许多业主不保持一个内部工程建设管理的能力,他们应考虑建立一个持续与外界顾问来迅速回应请求.即使是那些拥有维护工程建设师,许多治疗师可偿还这些独立组织.这种安排应不妨碍其合法使用虚假的经济的确可以报销费用等类别相当昂贵的整体组织。4、建筑管理专业施工管理是指一个专业团队组成一个专业的项目管理施工经理和其他与会者将工程规划任务的落实,以综合方式设计和建造.团队成员之间的契约关系,旨在尽量减少对抗的关系,并有助于在更大反应管理组.建筑专业经理是一家专业会计师专业施工管理,包括:同一个老板和/电子公司从一开始就提出建议和改进设计,建造技术,附表和经济建设.如果有适当的替代设计和施工建议,并分析了替代效应的项目费用和日程.监察项目的发展,使这些指标都没有超过的知识所有者..协调采购材料和设备,以及所有建筑承包商,并按月付给承包商,变动为符合设计要求和检验要求.负责其他相关服务项目的要求业主.5、项目团队领导和激励项目经理,在广义上来说,人是最重要的一个项目的成败.项目经理负责规划、组织和控制项目.反过来项目经理接到来自权威组织的管理,调动必要的资源完成计划.项目经理必须能够施加影响人际关系为了带领工程队.项目经理常增益支持他/她的团队通过结合以下方面:因官方身份正式授权即有权发出命令，奖励和/或处罚的权力导致他/她的身份,直接或间接估价机构免除处罚或奖励.电力专家当项目经理被视为具有特殊知识或技能的人才.具有吸引力,因为电力项目经理或其他具有个性特征来说服别人.在矩阵组织职能部门的成员可能习惯了单一报导的层次结构线、但项目经理负责协调小组的活动,成员来自个职能部门.矩阵组织结构的功能是负责优先、协调、管理和执行项目的最后决策.因此,有潜力的项目小组和职能部门之间的冲突.项目经理的责任和权力必须得到化解各种矛盾,使项目既定的政策和质量标准不会受影响.抗衡时,更根本的问题自然发达,他们必须提请高水平的管理和尽快解决。一般来说,项目经理的权威必须清楚记载以及界定，尤其是在矩阵组织功能分区经理常常保留一定的人事权,暂时指派一个项目.应当遵守下列原则:衔接项目经理部门经理及其功能应尽量简化.项目经理要达到控制这些要素的项目经理部的功能可能重叠.项目经理应该鼓励解决问题,而非团队成员的角色来自各职能部门。外文文献原稿1WhatisProjectManagement?Themanagementofconstructionprojectsrequiresknowledgeofmodernmanagementaswellasanunderstandingofthedesignandconstructionprocess.Constructionprojectshaveaspecificsetofobjectivesandconstraintssuchasarequiredtimeframeforcompletion.Whiletherelevanttechnology,institutionalarrangementsorprocesseswilldiffer,themanagementofsuchprojectshasmuchincommonwiththemanagementofsimilartypesofprojectsinotherspecialtyortechnologydomainssuchasaerospace,pharmaceuticalandenergydevelopments.Generally,projectmanagementisdistinguishedfromthegeneralmanagementofcorporationsbythemission-orientednatureofaproject.Aprojectorganizationwillgenerallybeterminatedwhenthemissionisaccomplished.AccordingtotheProjectManagementInstitute,thedisciplineofprojectmanagementcanbedefinedasProjectmanagementistheartofdirectingandcoordinatinghumanandmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscope,cost,time,qualityandparticipationsatisfaction.Bycontrast,thegeneralmanagementofbusinessandindustrialcorporationsassumesabroaderoutlookwithgreatercontinuityofoperations.Nevertheless,therearesufficientsimilaritiesaswellasdifferencesbetweenthetwosothatmodernmanagementtechniquesdevelopedforgeneralmanagementmaybeadaptedforprojectmanagement.ThebasicingredientsforaprojectmanagementframeworkHYPERLINK"/pmbook/02_Organizing_For_Project_Management.html""/pmbook/02_Organizing_For_Project_Management.html"[2]mayberepresentedschematicallyinFigure2-1.Aworkingknowledgeofgeneralmanagementandfamiliaritywiththespecialknowledgedomainrelatedtotheprojectareindispensable.Supportingdisciplinessuchascomputerscienceanddecisionsciencemayalsoplayanimportantrole.Infact,modernmanagementpracticesandvariousspecialknowledgedomainshaveabsorbedvarioustechniquesortoolswhichwereonceidentifiedonlywiththesupportingdisciplines.Forexample,computer-basedinformationsystemsanddecisionsupportsystemsarenowcommon-placetoolsforgeneralmanagement.Similarly,manyoperationsresearchtechniquessuchaslinearprogrammingandnetworkanalysisarenowwidelyusedinmanyknowledgeorapplicationdomains.Hence,therepresentationinFigure2-1reflectsonlythesourcesfromwhichtheprojectmanagementframeworkevo2TrendsinModernManagementInrecentyears,majordevelopmentsinmanagementreflecttheacceptancetovariousdegreesofthefollowingelements:(1)themanagementprocessapproach,(2)themanagementscienceanddecisionsupportapproach,(3)thebehavioralscienceapproachforhumanresourcedevelopment,and(4)sustainablecompetitiveadvantage.Thesefourapproachescomplementeachotherincurrentpractice,andprovideausefulgroundworkforprojectmanagement.Themanagementprocessapproachemphasizesthesystematicstudyofmanagementbyidentifyingmanagementfunctionsinanorganizationandthenexaminingeachindetail.Thereisgeneralagreementregardingthefunctionsofplanning,organizingandcontrolling.Amajortenetisthatbyanalyzingmanagementalongfunctionallines,aframeworkcanbeconstructedintowhichallnewmanagementactivitiescanbeplaced.Thus,themanager'sjobisregardedascoordinatingaprocessofinterrelatedfunctions,whichareneithertotallyrandomnorrigidlypredetermined,butaredynamicastheprocessevolves.Anothertenetisthatmanagementprinciplescanbederivedfromanintellectualanalysisofmanagementfunctions.Bydividingthemanager'sjobintofunctionalcomponents,principlesbaseduponeachfunctioncanbeextracted.Hence,managementfunctionscanbeorganizedintoahierarchicalstructuredesignedtoimproveoperationalefficiency,suchastheexampleoftheorganizationforamanufacturingcompanyshowninFigure2-2.Thebasicmanagementfunctionsareperformedbyallmanagers,regardlessofenterprise,activityorhierarchicallevels.Finally,thedevelopmentofamanagementphilosophyresultsinhelpingthemanagertoestablishrelationshipsbetweenhumanandmaterialresources.Theoutcomeoffollowinganestablishedphilosophyofoperationhelpsthemanagerwinthesupportofthesubordinatesinachievingorganizationalobjectives.Themanagementscienceanddecisionsupportapproachcontributestothedevelopmentofabodyofquantitativemethodsdesignedtoaidmanagersinmakingcomplexdecisionsrelatedtooperationsandproduction.Indecisionsupportsystems,emphasisisplacedonprovidingmanagerswithrelevantinformation.Inmanagementscience,agreatdealofattentionisgiventodefiningobjectivesandconstraints,andtoconstructingmathematicalanalysismodelsinsolvingcomplexproblemsofinventory,materialsandproductioncontrol,amongothers.Atopicofmajorinterestinmanagementscienceisthemaximizationofprofit,orintheabsenceofaworkablemodelfortheoperationoftheentiresystem,thesuboptimizationoftheoperationsofitscomponents.Theoptimizationorsuboptimizationisoftenachievedbytheuseofoperationsresearchtechniques,suchaslinearprogramming,quadraticprogramming,graphtheory,queuingtheoryandMonteCarlosimulation.Inadditiontotheincreasinguseofcomputersaccompaniedbythedevelopmentofsophisticatedmathematicalmodelsandinformationsystems,managementscienceanddecisionsupportsystemshaveplayedanimportantrolebylookingmorecarefullyatprobleminputsandrelationshipsandbypromotinggoalformulationandmeasurementofperformance.Artificialintelligencehasalsobeguntobeappliedtoprovidedecisionsupportsystemsforsolvingill-structuredproblemsinmanagement.3StrategicPlanningandProjectProgrammingTheprogrammingofcapitalprojectsisshapedbythestrategicplanofanorganization,whichisinfluencedbymarketdemandsandresourcesconstraints.Theprogrammingprocessassociatedwithplanningandfeasibilitystudiessetstheprioritiesandtimingforinitiatingvariousprojectstomeettheoverallobjectivesoftheorganizations.However,oncethisdecisionismadetoinitiateaproject,marketpressuremaydictateearlyandtimelycompletionofthefacility.Amongvarioustypesofconstruction,theinfluenceofmarketpressureonthetimingofinitiatingafacilityismostobviousinindustrialconstruction.HYPERLINK"/pmbook/02_Organizing_For_Project_Management.html""/pmbook/02_Organizing_For_Project_Management.html"[3]Demandforanindustrialproductmaybeshort-lived,andifacompanydoesnothitthemarketfirst,theremaynotbedemandforitsproductlater.Withintensivecompetitionfornationalandinternationalmarkets,thetrendofindustrialconstructionmovestowardshorterprojectlifecycles,particularlyintechnologyintensiveindustries.Inordertogaintime,someownersarewillingtoforegothoroughplanningandfeasibilitystudysoastoproceedonaprojectwithinadequatedefinitionoftheprojectscope.Invariably,subsequentchangesinprojectscopewillincreaseconstructioncosts;however,profitsderivedfromearlierfacilityoperationoftenjustifytheincreaseinconstructioncosts.Generally,iftheownercanderivereasonableprofitsfromtheoperationofacompletedfacility,theprojectisconsideredasuccessevenifconstructioncostsfarexceedtheestimatebasedonaninadequatescopedefinition.Thisattitudemaybeattributedinlargeparttotheuncertaintiesinherentinconstructionprojects.Itisdifficulttoarguethatprofitsmightbeevenhigherifconstructioncostscouldbereducedwithoutincreasingtheprojectduration.However,someprojects,notablysomenuclearpowerplants,areclearlyunsuccessfulandabandonedbeforecompletion,andtheirdemisemustbeattributedatleastinparttoinadequateplanningandpoorfeasibilitystudies.Theownerorfacilitysponsorholdsthekeytoinfluencetheconstructioncostsofaprojectbecauseanydecisionmadeatthebeginningstageofaprojectlifecyclehasfargreaterinfluencethanthosemadeatlaterstages,asshownschematicallyinFigure2-3.Moreover,thedesignandconstructiondecisionswillinfluencethecontinuingoperatingcostsand,inmanycases,therevenuesoverthefacilitylifetime.Therefore,anownershouldobtaintheexpertiseofprofessionalstoprovideadequateplanningandfeasibilitystudies.Manyownersdonotmaintainanin-houseengineeringandconstructionmanagementcapability,andtheyshouldconsidertheestablishmentofanongoingrelationshipwithoutsideconsultantsinordertorespondquicklytorequests.Evenamongthoseownerswhomaintainengineeringandconstructiondivisions,manytreatthesedivisionsasreimbursable,independentorganizations.Suchanarrangementshouldnotdiscouragetheirlegitimateuseasfalseeconomiesinreimbursablecostsfromsuchdivisionscanindeedbeverycostlytotheoverallorganization4ProfessionalConstructionManagementProfessionalconstructionmanagementreferstoaprojectmanagementteamconsistingofaprofessionalconstructionmanagerandotherparticipantswhowillcarryoutthetasksofprojectplanning,designandconstructioninanintegratedmanner.Contractualrelationshipsamongmembersoftheteamareintendedtominimizeadversarialrelationshipsandcontributetogreaterresponsewithinthemanagementgroup.Aprofessionalconstructionmanagerisafirmspecializedinthepracticeofprofessionalconstructionmanagementwhichincludes:WorkwithownerandtheA/Efirmsfromthebeginningandmakerecommendationsondesignimprovements,constructiontechnology,schedulesandconstructioneconomy.Proposedesignandconstructionalternativesifappropriate,andanalyzetheeffectsofthealternativesontheprojectcostandschedule.Monitorsubsequentdevelopmentoftheprojectinorderthatthesetargetsarenotexceededwithouttheknowledgeoftheowner.Coordinateprocurementofmaterialandequipmentandtheworkofallconstructioncontractors,andmonthlypaymentstocontractors,changes,claimsandinspectionforconformingdesignrequirements.Performotherprojectrelatedservicesasrequiredbyowners.5LeadershipandMotivationfortheProjectTeamTheprojectmanager,inthebroadestsenseoftheterm,isthemostimportantpersonforthesuccessorfailureofaproject.Theprojectmanagerisresponsibleforplanning,organizingandcontrollingtheproject.Inturn,theprojectmanagerreceivesauthorityfromthemanagementoftheorganizationtomobilizethenecessaryresourcestocompleteaproject.Theprojectmanagermustbeabletoexertinterpersonalinfluenceinordertoleadtheprojectteam.Theprojectmanageroftengainsthesupportofhis/herteamthroughacombinationofthefollowing:Formalauthorityresultingfromanofficialcapacitywhichisempoweredtoissueorders.Rewardand/orpenaltypowerresultingfromhis/hercapacitytodispensedirectlyorindirectlyvaluedorganizationrewardsorpenalties.Expertpowerwhentheprojectmanagerisperceivedaspossessingspecialknowledgeorexpertiseforthejob.Attractivepowerbecausethepr