工程管理专业英语全文翻译

Unit1theowner’sperspective第1单元业主观点1.2MajorTypesofConstruction1.2大建筑类型Sincemostownersaregenerallyinterestedinacquiringonlyaspecifictypeofconstructedfacility,theyshouldbeawareofthecommonindustrialpracticesforthetypeofconstructionpertinenttothem[1].Likewise,theconstructionindustryisaconglomerationofquitediversesegmentsandproducts.Someownersmayprocureaconstructedfacilityonlyonceinalongwhileandtendtolookforshorttermadvantages.However,manyownersrequireperiodicacquisitionofnewfacilitiesand/orrehabilitationofexistingfacilities.Itistotheiradvantagetokeeptheconstructionindustryhealthyandproductive.Collectively,theownershavemorepowertoinfluencetheconstructionindustrythantheyrealizebecause,bytheirindividualactions,theycanprovideincentivesforinnovation,efficiencyandqualityinconstruction[2].Itistotheinterestofallpartiesthattheownerstakeanactiveinterestintheconstructionandexercisebeneficialinfluenceontheperformanceoftheindustry.因为大多数业主通常只对取得特定类型建筑设施感兴趣，所以他们应该了解与他们关于建筑类型常见工业实践[1]。一样，建筑行业是一个相当多样化部门和产品集团。一些业主可能会长时间采购建筑设施一次，并倾向于寻找短期优势。然而，许多业主需要定时收购新设施和/或修复现有设施。保持建筑业健康和生产力是有利。总来说，业主对施工行业影响力比他们意识到要大，因为他们能够经过个人行动来提供创新，效率和施工质量激励[2]。全部各方利益，业主主动兴趣，对行业表现有利影响。Inplanningforvarioustypesofconstruction,themethodsofprocuringprofessionalservices,awardingconstructioncontracts,andfinancingtheconstructedfacilitycanbequitedifferent.Forthepurposeofdiscussion,thebroadspectrumofconstructedfacilitiesmaybeclassifiedintofourmajorcategories,eachwithitsowncharacteristics.在规划各类施工时，采购专业服务，授予施工协议，建设设施融资方式可能有很大不一样。为了讨论目标，广泛建筑设施能够分为四个主要类别，每个类别都有自己特点。ResidentialHousingConstruction住宅建设Residentialhousingconstructionincludessingle-familyhouses,multi-familydwellings,andhigh-riseapartments[3].Duringthedevelopmentandconstructionofsuchprojects,thedevelopersorsponsorswhoarefamiliarwiththeconstructionindustryusuallyserveassurrogateownersandtakecharge,makingnecessarycontractualagreementsfordesignandconstruction,andarrangingthefinancingandsaleofthecompletedstructures[4].Residentialhousingdesignsareusuallyperformedbyarchitectsandengineers,andtheconstructionexecutedbybuilderswhohiresubcontractorsforthestructural,mechanical,electricalandotherspecialtywork.Anexceptiontothispatternisforsingle-familyhousesasisshowninFigure1-2,whichmaybedesignedbythebuildersaswell.Theresidentialhousingmarketisheavilyaffectedbygeneraleconomicconditions,taxlaws,andthemonetaryandfiscalpoliciesofthegovernment.Often,aslightincreaseintotaldemandwillcauseasubstantialinvestmentinconstruction,sincemanyhousingprojectscanbestartedatdifferentlocationsbydifferentindividualsanddevelopersatthesametime[5].Becauseoftherelativeeaseofentry,atleastatthelowerendosthemarket,manynewbuildersareattractedtotheresidentialhousingconstruction.Hence,thismarketishighlycompetitive,withpotentiallyhighrisksaswellashighrewards.住宅建设包含单户住房，多户住宅和高层公寓[3]。在开发和建设这些项目时，熟悉建筑行业开发商或赞助商通常作为代理业主，负责设计和建造必要协议协议，并安排完成建筑物融资和销售[4]。住宅设计通常由建筑师和工程师进行，建筑师由结构，机械，电气和其余专业工作分包商执行施工。这种模式一个例外是单户住宅，如图1-2所表示，也能够由建设者设计。住房市场受到通常经济情况，税法以及政府货币和财政政策严重影响。通常，总需求略有增加将对建设进行大量投资，因为许多住房项目能够在不一样地点由不一样个人和开发商同时开启[5]。因为入口相对轻易，最少在市场上较低端，许多新建筑商被吸引到住宅房屋建设中。所以，这个市场竞争激烈，风险高，回报率高。Institutionalandcommercialbuildingconstructionencomprassesagreatvarietyofprojecttypesandsizes,suchasschoolsanduniversities,medicalclinicsandhospitals,recreationalfacilitiesandsportsstadiums,retailchainstoresandlargeshoppingcenters,warehouseandlightmanufacturingplants,andskyscrapersforofficesandhotels,asisshowninFigure1-3[6].Theownersofsuchbuildingsmayormaynotbefamiliarwithconstructionindustrypractices,buttheyusuallyareabletoselectcompetentprofessionalconsultantsandarrangethefinancingoftheconstructedfacilitiesthemselves.Specialtyarchitectsandengineersareoftenengagedfordesigningaspecifictypeofbuilding,whilethebuildersorgeneralcontractorsundertakingsuchprojectsmayalsobespecializedinonlythattypeofbuilding.机构和商业建筑施工包含各种各样项目类型和规模，如学校和大学，医疗诊所和医院，娱乐设施和体育场馆，零售连锁店和大型购物中心，仓库和轻工厂，以及办公室摩天大楼和酒店，如图1-3所表示[6]。这些建筑物业主可能对建筑行业做法有所了解，也可能不熟悉，但他们通常能够选择合格专业顾问，并安排自己设施融资。专业建筑师和工程师经常参加设计特定类型建筑物，而进行这些项目标建筑商或总承包商也可能仅专门从事这种类型建筑物。Becauseofthehighercostsandgreatersophisticationofinstitutionalandcommercialbuildingsincomparisonwithresidentialhousing,thismarketsegmentissharedbyfewercompetitors[7].Sincetheconstructionofsomeofthesebuildingsisalongprocesswhichoncestartedwilltakesometimetoproceeduntilcompletion,thedemandislesssensitivetogeneraleconomicconditionsthanthatforspeculativehousing.Consequently,theownersmayconfrontanoligopolyofgeneralcontractorswhocompeteinthesamemarket.Inanoligopolysituation,onlyalimitednumberofcompetitorsexist,andafirm’spriceforservicesmaybebasedinpartonpartonitscompetitivestrategiesinthelocalmarket.因为与住宅相比，机构和商业建筑成本较高，复杂程度更高，这一市场细分受竞争对手影响较小[7]。因为一些这些建筑物建设是一个漫长过程，一旦开始，将需要一些时间才能完成，所以对总体经济情况要求比投机性住房要低。所以，业主可能面对在同一市场上竞争总承包商寡头垄断。在寡头垄断情况下，只有有限数量竞争对手存在，企业服务价格可能部分取决于其在当地市场竞争战略。SpecializedIndustrialConstruction专业工业建筑Specializedindustrialconstructionusuallyinvolvesverylargescaleprojects,withahighdegreeoftechnologicalcomplexity,suchasoilrefineries,steelmills,chemicalprocessingplantsandcoal-firedornuclearpowerplants,asisshowninFigure1-4[8].Theownersusuallyaredeeplyinvolvedinthedevelopmentofaproject,andprefertoworkwithdesigners-builderssuchthatthetotaltimeforthecompletionoftheprojectcanbeshortened.Theyalsowanttopickateamofdesignersandbuilderswithwhomtheownerhasdevelopedgoodworkingrelationsovertheyears.专题工业建设通常包括非常大规模项目，如炼油厂，炼钢厂，化工厂，燃煤或核电厂等技术复杂程度高，如图1-4所表示[8]。业主通常深深地参加项目标开发，更愿意与设计师建设者合作，缩短项目完工时间。他们还想选择一些设计师和建筑师，多年来，业主与他们建立了良好工作关系Althoughtheinitiationofsuchprojectsisalsoaffectedbythestateoftheeconomy,longrangedemandforecastingisthemostimportantfactorsincesuchprojectsarecapitalintensiveandrequireconsiderableamountofplanningandconstructiontime这么项目标开启也受到经济情况影响，长久需求预测是最主要原因，因为这些项目是资本密集型，需要大量规划和施工时间GovernmentalregulationsuchastherulingsoftheEnvironmentalProtectionAgencyandtheNuclearRegulatoryCommissionintheUnitedStatescanalsoprofoundlyinfluencedecisionsontheseprojects.美国环境保护局和核管理委员会裁决等政府法规也能够深刻影响这些项目标决议。InfrastructureandHeavyConstruction基础设施和重型建筑Infrastructureandheavyconstructionincludesprojectssuchashighways,masstransitsystems,tunnels,bridges,pipelines,drainagesystemsandsewagetreatmentplants,asisshowninFigure1-5.Mostoftheseprojectsarepubliclyownedandthereforefinancedeitherthroughbondsortaxes.Thiscategoryofconstructionischaracterizedbyahighdegreeofmechanization,whichhasgraduallyreplacedsomelaborintensiveoperations.基础设施和重型建筑包含公路，公共交通系统，隧道，桥梁，管道，排水系统和污水处理厂等项目，如图1-5所表示。这些项目大部分是公有，所以经过债券或税收来资助。这类建设特点是机械化程度高，逐步取代了一些劳动密集型行业。Theengineersandbuildersengagedininfrastructureconstructionareusuallyhighlyspecializedsinceeachsegmentofthemarketrequiresdifferenttypesofskills[10].However,demandsfordifferentsegmentsofinfrastructureandheavyconstructionmayshiftwithsaturationinsomesegments.Forexample,astheavailablehighwayconstructionprojectsaredeclining,someheavyconstructioncontractorsquicklymovetheirworkforceandequipmentintothefieldofminingwherejobsareavailable.从事基础设施建设工程师和建设者通常是高度专业化，因为市场每个部分都需要不一样类型技能[10]。然而，对不一样部门基础设施和重型施工需求可能会伴随部分地域饱和而改变。比如，伴随可用公路建设项目正在下降，一些重型施工承包商快速将其劳动力和设备转移到有工作矿业领域。Unit2Organizing

for

Project

Management第2单元组织项目管理

Section

1What

is

Project

Management?第1节什么是项目管理？Themanagementofconstructionprojectsknowledgeofmodernmanagementaswellasanunderstandingofthedesignandconstructionprocess.Constructionprojectshaveaspecificsetofobjectivesandconstraintssuchasarequiredtimeframeforcompletion.Whiletherelevanttechnology,institutionalarrangementsorprocesseswilldiffer,themanagementofsuchprojectshasmushincommonwiththemanagementofsimilartypesofprojectsinotherspecialtyortechnologydomainssuchasaerospace，pharmaceuticalandenergydevelopments.施工项目管理当代管理知识，了解设计施工过程。建设项目有一套详细目标和制约原因，如完成所需时间框架。即使相关技术，制度安排或过程将有所不一样，但这些项目标管理与其余专业或技术领域（如航空航天，制药和能源开发）类似项目标管理情况相同。Generally,projectmanagementisdistinguishedfromthegeneralmanagementofcorporationsbythemission-orientednatureofaproject.Aprojectorganizationwillgenerallybeterminatedwhenthemissionisaccomplished.AccordingtotheProjectManagementInstitute,thedisciplineofprojectmanagementcanbedefinedasfollows通常来说，项目管理与项目总体管理区分于项目标任务性质。任务完成后，项目组织通常会被终止。据项目管理研究所介绍，项目管理学科能够定义以下Projectmanagementistheartofdirectingandcoordinatinghumanandmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscope,cost,time,qualityandparticipationsatisfaction.项目管理是经过使用当代管理技术实现项目范围，成本，时间，质量和参加满意度预定目标，在项目整个生命周期内指导和协调人力和物力资源艺术。Bycontrast,thegeneralmanagementofbusinessandindustrialcorporationsassumesabroaderoutlookwithgreatercontinuityofoperations[4].Nevertheless,therearesufficientsimilaritiesaswellasdifferencebetweenthetwosothatmodernmanagementtechniquesdevelopedforgeneralmanagementmaybeadaptedforprojectmanagement.相比之下，商业和工业企业总体管理具备更宽广前景，具备更大运行连续性[4]。然而，二者之间存在足够相同性和差异性，所以为通常管理开发当代管理技术可能会适应项目管理。ThebasicingredientsforaprojectmanagementframeworkmayberepresentedschematicallyinFigue2-1.Aworkingknowledgeofgeneralmanagementandfamiliaritywiththespecialknowledgedomainrelatedtotheprojectareindispensable.Supportingdisciplinessuchascomputerscienceanddecisionsciencemayalsoplayanimportantrole.Infact,modernmanagementpracticesandvariousspecialknowledgedomainshaveabsorbedvarioustechniquesortoolswhichwereonceidentifiedonlywiththesupportingdisciplineForexample,computer-basedinformationsystemsanddecisionsupportsystemsarenomcommon-placetoolsforgeneralmanagement.Similarly,manyoperationsresearchtechniquessuchaslinearprogrammingandnetworkanalysisarenowwidelyusedinmanyknowledgeorapplicationdomains[6].Hence,therepresentationinFigure2-1reflectsonlythesourcesfromwhichtheprojectmanagementframeworkevolves.项目管理框架基本要素能够在图2-1中示意性地表示。通常管理工作知识和熟悉与项目相关专门知识领域是不可或缺。支持计算机科学和决议科学等学科也可能发挥主要作用。实际上，当代管理实践和各种特殊知识领域已经吸收了一些曾经被认定为辅助学科技术或工具。比如，基于计算机信息系统和决议支持系统是普通管理惯用工具。类似地，许多操作研究技术如线性规划和网络分析现在已被广泛应用于许多知识或应用领域[6]。所以，图2-1中代表只反应了项目管理框架发展起源。Specifically,projectmanagementinconstructionencomprassesasetofobjectiveswhichmaybeaccomplishedbyimplementingaseriesofoperationssubjecttoresourceconstraintsTherearePotentialconflictsbetweenthestatedobjectiveswithregardtoscope,cost,timeandquality,andtheconstraintsimposedonhuman,materialandfinancialresources.Theseconflictsshouldberesolvedattheonsetofaprojectbymakingthenecessarytradeoffsorcreatingnewalternatives.详细来说，项目管理在建设中将会实现一系列目标，这些目标能够经过实施资源约束一系列操作来实现。在范围，成本，时间和质量以及对人类限制之间存在潜在冲突。物质和财力。这些冲突应在项目开始时经过作出必要权衡或创造新代替方案来处理。Subsequently,thefunctionofprojectmanagementforconstructiongenerallyincludethefollowing其后，施工项目管理功效通常包含以下内容1.Specificationofprojectobjectivesandplansincludingdelineationofscope,budgeting,scheduling,settingperformancerequirements,andselectingprojectparticipants.2.Maximizationofefficientresourceutilizationthroughprocurementoflabor,materialsandequipmentaccordingtotheprescribedscheduleandplan[8].3.Implementationofvariousoperationsthroughpropercoordinationandcontrolofplanning,design,estimating,contractingandconstructionintheentireprocess[9].4.Developmentofeffectivecommunicationandmechanismsforresolvingconflictsamongthevariousparticipants.1.项目目标和计划规范，包含范围划分，预算编制，时间安排，设定绩效要求以及选择项目参加者。2.依照要求时间表和计划，经过采购劳动力，材料和设备来最大程度地提升资源利用效率3.经过对整个过程中规划，设计，估量，承包和施工进行适当协调和控制，实施各种业务4.开展有效沟通和处理各参加者之间冲突机制。TheProjectmanagementInstitutefocusesonninedistinctareasrequiringprojectmanagementknowledgeandattention:1.Projectintegrationmanagementtoensurethatthevariousprojectelementsareeffectivelycoordinated.2.Projectscopemanagementtoensurethatalltheworkrequired(andonlytherequiredwork)isincluded.3.Projecttimemanagementtoprovideaneffectiveprojectschedule.4.Projectcostmanagementtoidentifyneededresourcesandmaintainbudgetcontrol.5.Projectqualitymanagementtuensurefunctionalrequirementsaremet.6.Projecthumanresourcemanagementtodevelopmentandeffectivelyemployprojectpersonnel.7.Projectcommunicationsmanagementtoensureeffectiveinternalandexternalcommunications.8.Projectriskmanagementtoanalyzeandmitigatepotentialrisks.9.Projectprocurementmanagementtoobtainnecessaryresourcesfromexternalsources.项目管理研究所重点关注需要项目管理知识和注意力九个不一样领域：1.项目整合管理，确保各项目要素得到有效协调。2.项目范围管理，以确保所需全部工作（仅需要工作）。3.项目时间管理提供有效项目进度。4.项目成本管理，以确定所需资源并维持预算控制。5.项目质量管理确保功效要求得到满足。6.开展人力资源管理，有效聘用项目人员。7.项目沟通管理，以确保有效内部和外部沟通。8.项目风险管理，分析和减轻潜在风险。9.从外部起源取得必要资源项目采购管理。ThesenineareasformthebasisoftheProjectManagementInstitute’scertificationprogramforprojectmanagersinanyindustry.这九个领域是项目管理研究所对任何行业项目经理认证计划基础。Unit5BiddingandTenderingofConstructionProjects第5单元建设项目招投标Section1BiddingProcedureofConstructionProjects建设项目招标程序TheimplementingagenciesofborrowingcountriescanuseavarietyofprocurementmethodsonWorldBank-financedprojects.(在世界银行贷款项目中借款国执行机构能够利用各种采购方法。)Themethodselecteddependsonanumberoffactorsincludingthetypeofgoodsorservicesbeingprocured,thevalueofthegoodsorservicesbeingprocured,thepotentialinterestofforeignbiddersandeventhecostoftheprocurementprocessitself.(方法选择取决于很多原因，包含商品或服务采购类型，商品或服务价值外购，外国竞标者潜在利益乃至整个采购过程本身成本)Theoverallobjectiveoftheguidelineshowtoselectprocurementmethodsistoallowborrowingcountriestobuyhighqualitygoodsandservicesaseconomicallyaspossible.(怎样选择采购方式总体目标指导是允许借款国家尽可能经济地购置高质量商品和服务)IntheWorldBank’sexperience,thisobjectiveisbestachievedthroughtransparent,formalcompetitivebidding.(在世界银行经验，这个目标实现最好方法是经过透明，正式竞标。)Fortheprocurementofequipmentandcivilworks,InternationalCompetitiveBidding(ICB)istheprocurementmethodtheWorldBankencourageitsborrowerstouseinthemajorityofcases(对设备及土建工程采购，在大多数情况下世界银行激励借款人使用国际竞争性招标（ICB）采购方法。).UnderICB,costistheprimaryfactorindeterminingawinningbid.（在国际上，成本是决定中标主要原因。）OthermethodsforprocuringgoodsandcivilworksincludeLimitedInternationalBidding,NationalCompetitiveBidding,InternationalShopping,andDirectContracting.(采购产品和土建工程其余方法包含有限国际招标，国内竞争性招标，国际购物，并直接承包)ThissectionoutlinesthebiddingprocessofInternationalCompetitiveBidding.(本节概述了国际竞争性招标投标过程。)通知给全部合格潜在投标人，并为他们提供对所需货物和工程进行投标平等机会。)Notification（公布招标公告）Timelynotificationofbiddingopportunitiesisessentialincompetitivebidding.ForprojectswhichincludeprocurementonthebasisofICB,theBorrowerisrequiredtoprepareandsubmittotheBankadraftGeneralProcurementNotice.TheBankwillarrangeforitspublicationinDevelopmentBusiness(UNDB).TheNoticeshallcontaininformationconcerningtheBorrower(orprospectiveBorrower),amountandpurposeoftheloan,scopeofprocurementunderICB,andthenameandaddressoftheBorrower’sagencyresponsibleforprocurementandtheaddressoftheWebsitewherespecificprocurementnoticeswillbeposted.Ifknown,thescheduleddateforavailabilityofprequalificationorbiddingdocumentsshouldbeindicated.TheBorrowershallmaintainalistofresponsestothenotice.ProcurementNoticeshallbeupdatedannuallyforalloutstandingprocurement.及时通知投标机会，是招标中必不可少。包含对招标采购基础上项目，借款人需准备和提交银行汇票总采购公告。银行将其公布在发展商业出版物（报）。该通知应包含关于借款人（或潜在借款人）信息，贷款金额和用途，在招标采购范围名称和地址，以及借款人负责采购机构和网站地址发表详细采购通告。假如已知，预定资格预审文件或招标文件可用性日期应注明。借款人应保留一份回应通知。视情况而定所确定资格预审文件或招标文件不得早于发表总采购通知之日八周后发放。通常采购通知应为每年全部优异采购更新。PrequalificationofBidders（资格预审）Thisalsoensuresthatinvitationstobidareextendedonlytothosewhohaveadequatecapabilitiesandresources.Prequalificationmayalsobeusefultodetermineeligibilityforpreferencefordomesticcontractorswherethisisallowed.Prequalificationshallbebasedentirelyuponthecapabilityandresourcesofprospectivebidderstoperformtheparticularcontractsatisfactorily,takingintoaccounttheir(i)experienceandpastperformanceonsimilarcontracts,(ii)capabilitieswithrespecttopersonnel,equipment,andconstructionormanufacturingfacilities,and(iii)financialposition.(资格预审是通惯用于大型或复杂工作，或在任何准备详细报价高成本可能会妨碍竞争其余情况下，如定制设备，工业设备，专业服务，和协议要在交钥匙工程，设计和建造，或协议管理。这也确保投标邀请函只延伸到那些有足够能力和资源人。资格预审也可能有利于确定被允许资格国内承包商偏好。令人满意地推行协议而言，考虑到他们（i）对类似协议经验和过去表现，（ii）能力方面人员，设备，施工或制造设施，及（iii）财务情况，资格预审将完全取决于潜在买家能力和资源)Borrowersshallinformallapplicantsoftheresultsofprequalification.Assoonasprequalificationiscompleted,thebiddingdocumentsshallbemadeavailabletothequalifiedprospectivebidders.Forprequalificationforgroupsofcontractstobeawardedoveraperiodoftime,alimitforthenumberortotalvalueofawardstobeanyonebiddermaybemadeonthebasisofthebidder’sresources.Thelistofprequalifiedfirmsinsuchinstancesshallbeupdatedperiodically.Verificationoftheinformationprovidedinthesubmissionforprequalificationshallbeconfirmedatthetimeofawardofcontract,andawardmaybedeniedtoabidderthatisjudgedtonolongerhavethecapabilityorresourcestosuccessfullyperformthecontract.(借款人应通知全部申请人资格预审结果。当资格预审结束后，招标文件应被提供给合格潜在投标人。在协议被授予一段时间内对组织预审，对号码或奖项总价值限制任何一个投标人能够对投标人资源基础。在这么情况下，对经过资格预审企业名单将定时更新。在提交资格预审信息提供验证应在授予协议时确认，并能够奖励判断不再否定有能力和资源来完成协议一个投标人。)PreparationoftheBiddingDocuments（编制招标文件）ThebiddingdocumentsshallfurnishallinformationnecessaryforaprospectivebiddertoprepareabidforthegoodsandworkstobeThebasisforbidevaluationandselectionofthelowestevaluatedbidshallbeclearlyoutlinedintheinstructionstobiddersand/orthespecifications.Ifafeeischargedforthebiddingdocuments,itshallbereasonableandreflectonlythecostoftheirprintinganddeliverytoprospectivebidders,andshallnotbesohighastodiscouragequalifiedbidders.(招标文件应该提供给投标人准备投标货物和提供工作所需全部信息。即使招标文件详细程度和复杂程度会随招标包和协议大小和性质不一样而不一样，但它们应包含：投标邀请、投标人须知、投标书格式、协议格式、协议条款，包含通用条款和专用条款、技术规格和图纸，关于技术参数（包含地质和环境资料），货物清单和工程量清单，交货时间或完工时间表，必要附件比如各种确保金格式。投标评价最低评价与选择基础应清楚地概述投标者和/或规格说明。假如一个费用是对招标文件收费，则应该合理反应印刷成本和交付潜在投标人，且不得过高以至于妨碍合格投标人。)definethetests,standards,andmethodsthatwillbeemployedtojudgetheconformityofequipmentasdelivered,orworksasperformed,withthespecifications.Drawingsshallbeconsistentwiththetextofthespecifications,andanorderofprecedencebetweentwoshallbespecified.(投标文件措辞应该允许和激励国际竞争，并清楚地阐述需要进行工作，工作地点，应提供货物，交货或安装地点，交付或完成时间表，最低性能要求，及保修和维护要求，以及其余相关条款和条件。另外，在适当投标文件，应该明确测试标准和将判断设备合格交付，或是执行与规格方法。图纸应与该规范文本相一致，并应指定两个优先级次序。)Thebiddingdocumentsshallspecifyanyfactors,inadditiontoprice,whichwillbetakenintoaccountinevaluatingbids,andhowsuchfactorswillbequantifiedorotherwiseevaluating.Ifbidsbasedonalternativedesigns,materials,completionschedules,paymentterms,etc.,arepermitted,conditionsfortheiracceptabilityandthemethodoftheirevaluationshallbeexpresslystated.Anyadditionalinformation,clarification,correctionoferrorsormodificationsofbiddingdocumentsshallbesenttoeachrecipientoftheoriginalbiddingdocumentsinsufficienttimebeforethedeadlineforreceiptofbidstoenablebidderstotakeappropriateactions.Ifnecessary,thedeadlineshallbeextended.TheBankshallreceiveacopy(inhardcopyformatorsentelectronically)andbeconsultedforissuinga“noobjection”whenthecontactissubjecttopriorreview.(投标文件应该指定除了价格任何原因，这将在评标中考虑，以及怎样将被量化或评价。假如招标基于代替设计是被允许，则投标材料，完成时间，付款条件等，应为他们接收条件及其明文要求评价方法。任何额外信息、澄清、误差纠正或对招标文件修改都应在投标截止期前足够时间内发送给每一个原招标文件接收人，方便投标人能够采取适当行动。假如有必要，能够延长投标截止日期。银行应得到一份附件（硬拷贝格式或发送电子）和咨询公布经事先审查“无异议”接触。)SpecificProcurementNotices(invitationtobid)（详细采购通知/招标）Theinternationalcommunityshallalsobenotifiedinatimelymanneroftheopportunitiestobidforspecificcontracts.SuchinvitationsshallalsobetransmittedtothosewhohaveexpressedinterestinbiddinginresponsetotheGeneralProcurementNotice.PublicationoftheinvitationsintheDevelopmentBusinessisalsoencouraged.Borrowersarealsostronglyencouragedtotransmitsuchinvitationstoembassiesandtraderepresentativesofcountriesoflikelysuppliersandcontractors.Additionally,forlarge,specializedorimportantcontracts,BorrowersshalladvertisetheinvitationsinDevelopmentBusinessand/orwell-knowntechnicalmagazines,newspapersandtradepublicationsofwideinternationalcirculation.Notificationshallbegiveninsufficienttimetoenableprospectivebidderstoobtainprequalificationorbiddingdocumentsandprepareandsubmittheirresponses.(国际社会也应及时通知有机会为协议去投标人。为此，资格预审文件或投标邀请应作为特定采购公告及时发表，最少应发表在借款人国内广泛发行一个报纸上（假如可能，也应发表在官方公报上）。这么邀请也应发送给那些已表示响应对总采购公告招标感兴趣人。公众创新发展业务邀请也是被激励公布。借款者也被强烈激励发送这么邀请到代表国家贸易大使馆以及可能供给商和承包商。另外，大型、专业或主要协议，借款人应在发展业务和/或著名技术杂志广告，报纸和广泛国际流通贸易出版物上发出邀请。通知应留出足够时间使潜在投标人取得资格预审文件或准备和提交他们实质性回应投标文件。)Borrowersshallprovidereasonableaccesstoprojectsitesfirvisitsbyprospectivebidders.Forworksorcomplexsupplycontracts,particularlyforthoserequiringrefurbishingexistingworkorequipment,apre-bidconferencemaybearrangedwherebypotentialbiddersmaymeetwiththeBorrowerrepresentativestoseekclarifications.Thedeadlineandplaceforreceiptofbidsshallbespecifiedintheinvitationtobid.(经过潜在投标人，借款人应提供合理进入项目现场，对于工程或设备供给协议，尤其是那些需要翻新现有工作或设备。标前会纪要英送给全部潜在投标人，并抄送世行一份（使用书面文件或电子文件方式）。接收投标书截止时间和地点应在指定招标中明确。)TimeforPreparationofBids（投标准备时间）ThetimeallowedforthepreparationandsubmissionofbidsshallbedeterminedwithdueconsiderationoftheparticularcircumstancesoftheWherelargeworksorcomplexitemsofequipmentandinvolved,thisperiodshallgenerallybenotlessthantwelveweekstoenableprospectivebidderstoconductinvestigationsbeforesubmittingtheirbids.Insuchcases,theBorrowerisencouragedtoconvenepre-bidconferencesandarrangesitevisits.Biddersshallbepermittedtosubmitbidsbymailorbyhand.(允许投标准备时间应与工程项目标详细情况适当考虑协议规模和复杂度。通常来说，国际竞争性投标（ICB）应给出自投标邀请之日或开始出售招标文件之日（以较迟者为准）起不少于六周时间。在大型工程或设备复杂项目和参加，这个时间通常应大于十二周，使潜在投标人提交投标书之前进行调查。在这种情况下，激励借款人召开标前会议，安排现场考查。应允许投标人邮寄或亲自递交标书。)OpeningofBids（开标）Thetimeforthebidopeningshallbethesameasforthedeadlineforreceiptofbidsorpromptlythereafter,andshallbeannounced,togetherwiththeplaceforbidopening,intheinvitationtobid.Theborrowershallopenallbidsatthestipulatedtimeandplace.Bidsshallbeopenedinpublic;thatis,biddersortheirrepresentativesshallbeallowedtobepresent.Thenameofthebidderandtotalamountofeachbid,andofanyalternativebidsiftheyhavebeenrequestedorpermitted,shallbereadaloudandrecordedwhenopenedandacopyofthisrecordshallbepromptlysenttotheBank.Bidsreceivedafterthetimestipulated,aswellasthosenotopenedandreadoutatbidopening,shallnotbeconsidered.(招标开标时间应该同接收投标书截止时间或今后立刻，并连同开标地点给予公告。借款人应在要求时间和地点打开全部投标。开标应该在公共，即投标人或其代表应被允许出席情况下。投标人名字和每份标书总金额，及其余任何出价，假如他们被要求或允许统计打开时，不得大声朗诵，该统计副本应及时送到银行。在要求时间之后收到投标，以及那些没有打开并读取开标，不应考虑。)EvaluationofBids（评标）substantiallyresponsive,thatis,itcontainsmaterialdeviationsfromorreservationstotheterms,conditionsandspecificationsinthebiddingdocuments,itshallnotbeconsideredfurther.Thebiddershallnotbepermittedtocorrectorwithdrawmaterialdeviationsorreservationsoncebidshavebeenopened.(首先，借款人应审查投标文件，以确定投标是否（i）满足要求资格要求，（ii）要求。假如投标实质上不响应，即它包含材料与招标文件有偏差，它将不予考虑。投标人不得纠正或撤回实质性报价或撤回已开出一次出价。)Thenextstepistoapplytheevaluationcriteriaspecifiedinthebiddingdocumentsandadjusteachbidasappropriateusingtheevaluationcriteria.Onlythecriteriaspecifiedinthebiddocumentcanbeapplied.Nonewcriteriamustbeintroducedatevaluation,andthecriteriamustbeappliedwhereverappropriate.Specifiedcriteriacannotbewaivedduringevaluation.(下一步适适用于招标文件要求评价标准和适当调整每个投标评价标准。只有在招标文件中要求评标方法才能够应用。若没有新标准则必须在评价前向众人介绍，而且该标准是在任何地方都适用。指定标准不能在评价时放弃。）TheBorrowershallprepareadetailedreportontheevaluationandcomparisonofbidssettingforththespecificreasonsonwhichtherecommendationisbasedfortheawardofthecontract.（借款人应准备一份详细关于评价和比较投标详细原因汇报，并提议授予协议。）PostQualificationofBidders（发中标函）thebiddingdocuments,andifthebidderdoesnotmeetthem,thebidshallberejected.Insuchanevent,theBorrowershallmakeasimilardeterminationforthenextlowestevaluatedbidder.(假如未对投标人进行资格预审，借款人应确定最低评标价投标投标人是否有能力和资源按其投标所报条件有效推行协议。此标准应满足在招标文件中要求，假如投标人未达成他们投标将被拒绝。在这种情况下，借款人应为未来评价最低投标者做一个类似测定。)AwardofContractorRejectionofAllBids（协议授予与全部废标）responsibilitiesforworknotstipulatedinthebiddingdocumentsorotherwisetomodifythebidasoriginallysubmitted.(借款人应在投标使用期内将协议授予有能力和资源标准投标人，而且投标已被确定为（i）实质上响应招标文件要求，而且（ii）提供最低评标价。作为奖励情况下投标人不得要求，进行不在招标文件工作或修改原提交投标书要求职责。)BiddingdocumentsusuallyprovidethatBorrowersmayrejectallbids.Rejectionofallbidsisjustifiedwhenthereislackofeffectivecompetition,orbidsarenotsubstantiallyresponsive.Ifallbidsarerejected,theBorrowershallreviewthecausesjustifyingtherejectionandconsidermakingrevisionstotheconditionofcontract,designandspecifications,scopeofthecontract,oracombinationofthese,beforeinvitingnewbids.Allbidsshallnotberejectedifnewbidsinvitedonthesamebiddingandcontractdocumentsaresolelyforthepurposeofobtaininglowerprices.TheBank’spriorconcurrenceshallbeobtainedbeforerejectingallbids,solicitingnewbidsorenteringintonegotiationswiththelowestevaluatedbidder.(投标文件通常提供借款人能够拒绝全部投标。正当地拒绝全部缺乏有效竞争，实质上不响应招标投标。假如全部投标被否决，借款人应审查原因为排斥和考虑修改协议条件，设计和规格，协议范围，或这些组合，然后邀请新报价。全部投标，不得在同一新招标投标和协议文件完全是为了取得较低价格目标。银行同意前不得拒绝全部投标取得，取得新出价或进入与评价最低投标者谈判。)Unit3前三段Unit

6

Contract

Management

of

Construction

Projects第6单元建设项目协议管理Section2changesincontract第2节协议变更6• Itisstandardpracticethataconstructioncontractgivestheownertherighttomakechangesintheworkwithinthegeneralscopeofthecontractduringtheconstructionperiod.dependi