工程管理專業(yè)英語

前言

　　《工程管理專業(yè)英語》一書的編寫目的在于為高等院校工程管理專業(yè)的學(xué)生提供一本既能夠掌握工程管理專業(yè)英語術(shù)語，又能夠培養(yǎng)和提高閱讀及翻譯專業(yè)英語文獻(xiàn)的能力，并了解國(guó)外工程管理領(lǐng)域最新發(fā)展動(dòng)態(tài)和前沿知識(shí)的，融實(shí)用性和前瞻性于一體的教學(xué)用書。通過使用本教材，在提高讀者英語文獻(xiàn)閱讀和翻譯能力的同時(shí)，為其日后以英語為工具進(jìn)行工程管理方面的學(xué)術(shù)交流和理論研究奠定堅(jiān)實(shí)的基礎(chǔ)。本教材的編寫經(jīng)過精心的設(shè)計(jì)，在內(nèi)容編排上緊扣工程管理專業(yè)的最新進(jìn)展和前沿知識(shí)領(lǐng)域，并汲取了各兄弟院校同類教材的優(yōu)點(diǎn)。書中涵蓋了包括項(xiàng)目管理組織、工程項(xiàng)目經(jīng)濟(jì)評(píng)價(jià)、建設(shè)項(xiàng)目融資、工程項(xiàng)目招投標(biāo)與合同管理、進(jìn)度控制、成本控制、質(zhì)量與安全控制以及工程項(xiàng)目信息管理等內(nèi)容在內(nèi)的工程項(xiàng)目管理領(lǐng)域的理論體系和知識(shí)精粹。此外，鑒于英語口語的重要性，本教材專門安排了專業(yè)英語口語對(duì)話練習(xí)，目的在于為提高學(xué)生口語會(huì)話能力，適應(yīng)日益頻繁的工程管理國(guó)際交流提供一種語言環(huán)境。教材附錄I的詞匯表則包括了工程管理領(lǐng)域內(nèi)常用的專業(yè)詞匯和習(xí)慣表達(dá)。同時(shí)，為了提高學(xué)生的文獻(xiàn)翻譯能力，本書在附錄Ⅱ安排了專業(yè)英語翻譯的內(nèi)容，使學(xué)生能夠清楚專業(yè)英語的特點(diǎn)和翻譯技巧，從而更好地完成專業(yè)英語的學(xué)習(xí)。

內(nèi)容概要

　　《工程管理專業(yè)英語》旨在通過對(duì)于工程管理各方面的詳細(xì)講解，讓學(xué)生了解工程管理的內(nèi)容及過程。全書共分為12章，每章都包括與本章節(jié)內(nèi)容相關(guān)的注釋。同時(shí)，課文后還附有英譯漢、漢譯英及對(duì)話練習(xí)等以加強(qiáng)學(xué)生對(duì)本章內(nèi)容的了解及掌握?！豆こ坦芾韺I(yè)英語》后還附有課文詞匯表以方便學(xué)生使用。另外，作者還給出了工程管理莢語的翻譯技巧講解，這對(duì)于學(xué)生在進(jìn)行實(shí)踐操作時(shí)也是很有幫助的。

書籍目錄

Chapter 1 The OwnerS PerspectiveChapter 2 Organizing for Project ManagementChapter 3 Labor，Material and Equipment UtilizationChapter 4 Economic Evaluation of Facility InvestmentsChapter 5 Bidding and Tendering of Construction ProjectChapter 6 Contract Management of Construction ProjectChapter 7 Legal Basis of International ProjectChapter 8 Construction PlanningChapter 9 Scheduling Procedures and TechniquesChapter 10 Cost Control for Construction PorjectChapter 11 Quality Control and Safety During ConstructionChapter 12 Organization and Use of Project InformationAppendix Ⅰ 詞匯表Appendix Ⅱ 工程管理專業(yè)英語翻譯技巧Appendix Ⅲ 項(xiàng)目管理國(guó)際網(wǎng)站

章節(jié)摘錄

　　In the United States， for example， the U. S. Army Corps of Engineers has in-house capabilities to deal with planning， budgeting， design， construction and operation of waterway and flood control structures. Other public agencies， such as state transportation departments， are also deeply involved in all phases of a construction project. In the private sector， many large firms such as DuPont， Exxon， and IBM are adequately staffed to carry out most activities for plant expansion. All these owners， both public and private， use outside agents to a greater or lesser degree when it becomes more advantageous to do so.　　The project life cycle may be viewed as a process through which a project is implemented from cradle to grave. This process is often very complex；however， it can be decomposed into several stages as indicated by the general outline in Figure 1.1. The solutions at various stages are then integrated to obtain the final outcome. Although each stage requires different expertise， it usually includes both technical and managerial activities in the knowledge domain of the specialist. The owner may choose to decompose the entire process into more or less stages based on the size and nature of the project， and thus obtain the most efficient result in implementation. Very often， the owner retains direct control of work in the planning and programming stages， but increasingly outside planners and financial experts are used as consultants because of the complexities of projects. Since operation and maintenance of a facility will go on long after the completion and acceptance of a project， it is usually treated as a separate problem except in the consideration of the life cycle cost of a facility. All stages from conceptual planning and feasibility studies to the acceptance of a facility for occupancy may be broadly lumped together and referred to as the Design/Construct process， while the procurement and construction alone are traditionally regarded as the province of the construction industry.

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