国际建设工程风险分析外文翻译文献

-1-国际建设工程风险分析外文翻译文献国际建设工程风险分析外文翻译文献(文档含英文原文和中文翻译)外文：RiskanalysisofinternationalconstructionprojectThisanalysisusedacasestudymethodologytoanalyzetheissuessurroundingthepartialcollapseoftheroofofabuildinghousingtheheadquartersoftheStandardsAssociationofZimbabwe(SAZ).Inparticular,itexaminedthepriorrolesplayedbytheteamofconstructionprofessionals.TheanalysisrevealedthattheSAZ’straditionalconstructionprojectwasgenerallycharacterizedbyhighrisk.Therewasaclearindicationofthefailureofacontractorandarchitectsinpreventingand/ormitigatingpotentialconstructionproblemsasallegedbytheplaintiff.Itwasreasonabletoconcludethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itappearedjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Theriskanalysisfacilitated,throughitsmulti-dimensionalapproachtoacriticalexaminationofaconstructionproblem,theidentificationofaneffectiveriskmanagementstrategyforfutureconstructionprjectandriskThestructuraldesignofthereinforcedconcreteelementswasdonebyconsultingengineersKnightPiesold(KP).QuantitysurveyingserviceswereprovidedbyHawkins,Leshnick&Bath(HLB).ThecontractwasawardedtoCentralAfricanBuildingCorporation(CABCO)whowasalsoresponsiblefortheprovisionofaspecialistroofstructureusingpatented“gangnail”rooftrusses.ThebuildingconstructionproceededtocompletionandwashandedovertotheownersonSept.12,1991.TheSAZtookeffectiveoccupationoftheheadquartersbuildingwithoutacertificateofoccupation.Also,thedefectsliabilityperiodwasonlythreemonths.Theroofstructurewasinplace10yearsAtfirsttheSAZdecidedtogotoarbitration,butthisfailedtoyieldanimmediatesolution.TheSAZthendecidedtoproceedtolitigateincourtandtobringanegligenceclaimagainstCABCO.Thepreparationforarbitrationwasreusedforlitigation.TheSAZ’squantifiedlossesstoodatapproximately$6millioninZimbabwedollars(US$1.2m).Afterallpartieshadexaminedthefactsandevidencebeforethem,itbecameclearthattherewasagreatprobabilitythatthecourtsmightrulethatboththearchitectsandthecontractorwereliable.Itwasatthisstagethatthedefendants’lawyersrequestedthatthematterbesettledoutofcourt.Theplaintiffagreedtothissuxaminedthepriorrolesplayedbytheprojectmanagementfunctionandconstructionprofessionalsinpreventing/mitigatingpotentialconstructionproblems.Itfurtherassessedtheextenttowhichtheemployer/clientandpartiestoaconstructioncontractareabletorecoverdamagesunderthatcontract.Themainobjectiveofthiscriticalanalysiswastoidentifyaneffectiveriskmanagementstrategyforfutureconstructionprojects.Theimportanceofthisstudyisitsmultidimensionalexaminationapproach.Experiencesuggebemisleading.Allconstructionprojectsareprototypestosomeextentandimplychange.Changeintheconstructionindustryitselfsuggeststhatpastexperienceisunlikelytobesufficientonitsown.Astructuredapproachisrequired.Suchastructurecannotandmustnotreplacetheexperienceandexpertiseoftheparticipant.Rather,itbringsadditionalbenefitsthatassisttoclarifyobjectives,identifythenatureoftheuncertainties,introduceseffectivecommunicationsystems,improvesdecision-making,introduceseffectiveriskcontrolmeasures,protectstheprojectobjectivesandprovidesknowledgeoftheriskhistory.Constructionprofessionalsneedtoknowhowtobalancethecontingenciesofriskwiththeirspecificcontractual,financial,operationalandorganizationalrequirements.Manyconstructionprofessionalslookatrisksindividuallywithamyopiclensanddonotrealizethepotentialimpactthatotherassociatedrisksmayhaveontheirbusinessoperations.Usingaholisticriskmanagementapproachwillenableafirmtoidentifyalloftheorganization’sbusinessrisks.Thiswillincreasetheprobabilityofriskmitigation,withtheultimategoaloftotalriskelimination.Recommendedkeyconstructionandriskmanagementstrategiesforfutureconstructionprojectshavebeenconsideredandtheirexplanationfollows.J.W.Hincheystatedthatthereisandcanbeno‘bestpractice’standardforriskallocationonahigh-profileprojectorforthatmatter,anyproject.Hesaid,instead,successfulriskmanagementisamind-setandaprocess.AccordingtoHinchey,theidealmind-setisforthepartiesandtheirrepresentativesto,first,beintentionalaboutidentifyingprojectrisksandthentoproceedtodevelopasystematicandcomprehensiveprocessforavoiding,mitigatanditslocation.Thisissaidtobenecessarynotonlytoallowalternativeresponsestobeexplored.Butalsotoensurethattherightquestionsareaskedandthemajorrisksidentified.Headsofsourcesofriskaresaidtobeaconvenientwayofprovidingastructureforidentifyingriskstocompletionofaparticipant’spartoftheproject.Effectiveriskmanagementissaidtorequireamulti-disciplinaryapproach.Inevitablyriskmanagementrequiresexaminationofengineering,legalandinsurancerelatedsolutions.Itisstatedthattheuseofanalyticaltechniquesbasedonastatisticalapproachcouldbeofenormoususeindecisionmaking.Manyofthesetechniquesaresaidtoberelevanttoestimationoftheconsequencesofriskevents,andnothowallocationofriskistobeachieved.Inaddition,atthepresentstageofthedevelopmentofriskmanagement,Atkinsonstatesthatitmustberecognizedthatmajordecisionswillbemadethatcannotbebasedsolelyonmathematicalanalysis.Thecomplexityofconstructionprojectsmeansthattheprojectdefinitionintermsofbothphysicalformandorganizationalstructurewillbebasedonconsiderationofonlyarelativelysmallnumberofrisks.Thisissaidtothenallowageneralstructuredapproachthatcanbeappliedtoanyconstructionprojecttoincreasetheawarenessofparticipants.Thenew,simplifiedConstructionDesignandManagementRegulations(CDMRegulations)whichcameintof1996,intoasingleregulatorypackage.ThenewCDMregulationsofferanopportunityforastepchangeinhealthandsafetyperformanceandareusedtoreemphasizethehealth,safetyandbroaderbusinessbenefitsofawell-managedandco-ordinatedapproachtothemanagementofhealthandsafetyinconstruction.Ibelievethatthedevelopmentoftheseskillsisimperativetoprovidetheclientwiththemosteffectiveservicesavailable,deliveringthebestvalueprojectpossible.ConstructionManagementatRisk(CMatRisk),similartoestablishedprivatesectormethodsofconstructioncontracting,isgainingpopularityinthepublicsector.Itisaprocessthatallowsaclienttoselectaconstructionmanager(CM)basedonqualifications;maketheCMamemberofacollaborativeprojectteam;centralizeresponsibilityforconstructionunderasinglecontract;obtainabondedguaranteedmaximumprice;produceamoremanageable,predictableproject;savetimeandmoney;andreduceriskfortheclient,thearchitectandtheCM.CMatRisk,amoreprofessionalapproachtoconstruction,istakingitsplacealongwithdesign-build,bridgingandthemoretraditionalprocessofdesign-bid-buildasanestablishedmethodofprojectdelivery.TheAEcanreviewtogettheprojec.Competitioninthecommunityismoreequitable:allsubcontractorshaveafairshotatthework.AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility.AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility.Itwasreasonabletoassumethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itdidappearjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Inmanyprojectsclientsdonotunderstandtheimportanceoftheirroleinfacilitatingcooperationandcoordination;thedesirecompense.Theydonotwantsurprises,andaremorelikelytoengageinlitigationwhenthingsgowrong.译文：国际建设工程风险分析索赔看来是合乎情理的。风险分析，通过多方位方法分析建设问题的决定性查问，使有效风险管理策略对失败建设问题的鉴定容易。越强调服务的重点，委托方的要求越来越高，挑剔越来越多，并不太愿意接受没有赔偿的风险。委托方不想要惊喜，并且当事情出现问题更可能去诉讼。关键词：仲裁，索赔，建设，合同，诉讼，工程和风险加强的混凝土构件的结构设计由KP咨询工程师设计。工料测量服务由HLB提供。该合同授予非洲中心建筑公司（CABCO），该公司也负责提供采用专利的“四人帮钉”屋架屋顶结构。建筑建设完工后，于1991年9月12日移交给业主。津巴布韦标准协会总部实际接受了对没有占有证书的总部房屋的占有。另外，不合格责任期只有3个月。屋顶结构在1999年12月局部坍塌前已经用了10年。该房屋并不在保险范围内，哈拉雷城市，一个政府自治区,10年之后下发了占有证书,并且是在部分屋顶坍塌之后。起初津巴布韦标准协会总部决定去仲裁,但未能产生一个即时的解决办法。津巴布韦标准协会总部然后决定在法庭上进行对簿，并且因为非洲中心建筑公司的疏忽向非洲中心建筑公司索赔。准备为仲裁再次诉讼。津巴布韦标准协会总部的量化损失大约为600万津巴布韦币（折合120万美元）。所有当事人都已检查进行了评估。这种重要的分析的主要目的是确定一种未来建设工程风险管理的有效策略。这项研究的重要性在于它多方面的审查方式。经验表明，一个工程的参与者以自己的经验为基础也能够很好的识别出风险。仅采用建立在过去的经验和判断的基础上的风险管理方法，可以很好地并合理地在稳定的低风险环境中工作。在有变化的地方这是不可能有效的。这是因为需要改变以往的经验推断，这可能会产生误导。所有建设工程都在一定程度上暗示原型和改变。建筑行业本身的变化表明，过去的经验是不可能自行足够的。一个结构化的方法是必需的。这种结构不能，并且绝对不能取代参与者的经验和专业知识。相反，它带来额外的好处，帮助澄清了目标，确定了不确定性的性质，介绍了有效的沟通制度，提高了决策，介绍了有效的风险控制措施，保障了项目目标和提供了风险教训知识。建筑专业人员需要知道如何用他们具体的合同，财务，业务和组织需求平衡不可预见的风险。许多建筑专业人士鼠目寸光的看个人的风险，并且没有意识到其他相关的风险可能对他们的业务产生潜在影响。用全面的风险管理方法，能使一个公司确定该组织的业务的所有风险。用总风险排除的最大目标，会增加减轻风险的概率。为未来的建筑工程推荐的关键建设风险策略已经被考虑，并且它们的解释如下。HincheyJ.W.声称在一个高利润的工程中不可能存在风险分配问题的最佳实践标准，任何工程都是这样的。他说，相反的，成功的风险管理是一种心态也是一个过程。根据Hinchey，对一个特定的项目，理想的心态的当事人及其代表者，首先在有意的关于工程项目风险识别中，然后是在发展系统和理解的过程中，通过合同避免，缓解，管理和最终分配这些风险的最佳方式。据说这个过程需要以一种科学形式开始并且以一种艺术形式结束。根据D.Atkinson，无