专业英语复习材料.doc

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1、Chapter 1 The Construction IndustryIntroduction 导语Types of industry 建筑业的类型Industry Sectors 建筑业的部门Residential Sector居住型建筑Commercial building sector 商业性建筑Infrastructures and heavy highway sector 大型高速公路Industrial sector 工业型建筑R&DTrends in the industry 行业发展趋势Construction ethicsDemographicOpportunitiesCon

2、clusion Words and expressions To Form by assembling parts 由零部件组合在一起Corporate personality公司特质forge partnership建立合作关系Intertwine 缠绕Skyscraper摩天大楼Spur推动Landowner地主Wind and Seismic load风能和地震荷载tunnel between France and England 英法海底隧道Underwater Represent占据Profile情况Professionalism职业化Undergraduate大学本科在读学生AIC

3、 美国建造师协会CMAA美国建造师管理协会Initiate举办Awe-inspiring 令人惊叹的Cyclical nature周期性Mom and pop business 夫妻作坊式的小公司Government funding 政府融资Customer-oriented顾客导向Learning curve学习曲线Merger, consolidation and conglomeration合并、巩固、融合和重组Contractor承包商Specialty trade专业分包Subcontractor specialization专业分包Condominiums 单元楼Apartment

4、 complexes 综合楼Privately funded 私人融资Pre-manufactured 预制房Pre-manufactured components 预制构件Chapter 2 Project ParticipantsIntroductionOwners Public owners Private ownersDesign Professionals Architects 建筑师 Engineers 工程师Construction Professionals 建造方 Constructors 建造师 Specialty contractors 专业分包商 The trades

5、技术工人 Material suppliers 材料供应商 Equipment suppliers 设备供应商Other participantsOrganization of companiesConclusionWords and expressions RefineryGraphic form 图表形式Backhoe除根机Trustee受托商人Have a direct stake in有直接关系Litigation 起诉Tight financial control严格的财务控制Municipality市政府Back the project 支持项目Figure into考虑Claim

6、 索赔Issue(payment) 花费Private oversight board 私营董事会Be well versed in 擅长于Developer 开发商Oversee 监管Facility manager 设备经理consultant 顾问Financial backer 出资人Ad hoc 临时仲裁Project guidepost 项目导向标Follow-up Lead designer 首席设计师Coexist 共存Architectural engineering firms=A/E firms 建筑工程公司Headquarter 总部Convenient access

7、and welcoming entrance 便捷通道Interstate highway 内部高速Artistic/technical realm 艺术/技术领域Apprentice 学徒Licensed practitioner 有执照的从业者Partnership 合伙人Alternative 可选择的Drafter/CAD operator 绘图员Specification writers技术说明书编写人员Interior designer内部设计人员Landscape architects 景观设计师Structural engineer 结构工程师Mechanical engine

8、er 机械工程师Electrical engineer 电汽工程师Civil engineer 土木工程师Surveyors测量员Construction profession 建筑方专业人员Constructor 建造师Strike out坚持Career path 职业道路Estimator 估价师Scheduler 进度计划人员Purchasing agent 采购代理Specialty contractor 专业分包商Trade Piledriver 打桩工Ironworker钢筋工Cement mason混凝土工Sheetmetal worker 金属管道Plaster 泥瓦匠plu

9、mber 水管工Electrician 电工Bricklayer 砌砖工Glazier 玻璃工Roofer 装顶工carpenter 木工Chapter 3 Organizing and leading the construction project SyllabusIntroductionOrganizing and managing 组织和管理 Levels of specialization and authority 专业化水平和极限 Decision making 决策者 Organazatingal structure 组织结构模式 Quality management 质量管理

10、Legal forms of the organization 组织和法律形式 Sole proprietorship 单一所有制 Partnership 合伙制 Corporation gong 公司制Leadership Flexibility Morale building Oder and discipline Mentoring CommunicationConclusion Words and expressions Overwhelming and Overbearing emphasis 压倒一切的重要性Dedication 贡献Perpetuate 保持Be fragment

11、ed with 由.组成Well thought out 慎重的Fluctuating demand 波动需求Aggressive 激进的Organizing and managing Compartmentalization 分区分工Authority Centralize集权的Decentralize 分权的Shift 轮班Bulk of decision-making power 大批的决策Nimble 灵活Bureaucratic 官僚化Relish 喜爱Methodical and consistent manner 系统化和一致的方式Work breakdown structure

12、 工作分节结构Workflow 工作流程Allocation of authority and responsibility 权利和职责的分配Organization chart 组织结构/架构Generalist 直线制Departmental 部门制Matrix 矩阵制Line authority 直线权利Staff authority 协助权利Reside 居住性建筑Span of control 管理幅度Hierarchy 阶层Interdisciplinary 跨学科Gangplank 跳板One-boss tenet 个人领导Respectful相互尊重的Collateral 担保

13、Legal entity 法人实体Default 有过时的Dissolve 解散Predetermined 事先约定Terminate 终止Provision 规定Limited partner 有限合伙人Charter 营业执照Share 股票Par value 票面价值Book value 账面价值Net worth/value 净值Dividend 股息Predetermined expiration 事先约定的到期日Sole proprietorship 个人独资企业Leadership Flexibility灵活性Morale building 激励士气Order and disci

14、pline 次序和规律Goals and accountability 目标和责任感Mentoring 指导Communication 沟通Chapter 4 Project Delivery Method Syllabus IntroductionManaging Project risks Lessons from historyAssessing Project risksGeneral riskProject-specific riskOther risksMinimizing RiskChoosing the right delivery methodMonitoring the e

15、ntire processpartneringDelivery Methods 承发包模式Traditional 传统模式Design/buildConstruction project management 项目管理模式Contract Types Single fixed price 固定价格合同Unit price contract 单价合同Cost plus a fee 成本加酬金Words and expressions Known quantity 熟知的人或事Predominant 主宰Conduct 引导Rest on 被.人所承担Insulate 与.相分离Nonperfor

16、ming subs 不履约的分包商Vagary 反复无常Borne承担Presumably可能的In somebodys man以某人的名誉InteractionWork against 对.不利Constructability 可施工性OverlapAutonomous 自发的Tradeoffs 折中Potential cost saving 潜在节约下来的成本Fast track 加速施工Design/Build Joint venture 联营体Firm price固定价格Sacrifice 牺牲Marginally 边缘地Rhythm 节奏Critique 批评Catch-up 追赶I

17、ncentive clause 激励性的条款Construction project management 建设前期PreconstructionSophisticated ownerTier 关系Financial penalties 经济损失Mega 巨大的A lump sum arrangement 固定的总价合同Contract types 合同形式1、Construction is big business in the United State. According to the Bureau of Labor Statistics, the industry employs ne

18、arly 6 million people and represents 5 percent of the work force, making it the nations largest single employer. The total value of construction in 2000 was $815 billion, which represent 8.1 percent of the gross domestic product (GDP)在美国，建造业是一个很大的产业。根据劳动统计局（的相关数据），该行业雇佣了将近6百万人，占总劳动力的5%，成为美国最大的单一雇主。2

19、000年，建造业的总产值达到8150亿美元，占国民生产总值的8.1%。2、The risk factor is much higher in construction than it is in other industries because outside factors such as government funding, demographics, and market trends largely determine demand. Another reason for this high risk lies in the unpredictable nature of the w

20、ork itself. Since construction takes place outside. It depends on weather conditions.由于诸如政府融资、人口、市场趋势等的外在因素很大程度上决定了其需求量，所以建造业所面临的风险要比其他行业高得多。导致高风险的另一个原因在于工作本身的不可预见性。（而且）因为建造业多在户外操作，所以还得看天气条件。3、Therefore, they are often the people who determine when construction projects are necessary. Changing techn

21、ologies, market competition, management innovation. Organizational growth, and the natural aging of facilities all are factors that create the need for project.因此设施经理通常是那些决定项目何时开工的人。不断变化的技术条件、市场竞争、管理创新、组织成长，以及设施（本身）的自然老化等都是项目需求的创造条件.4、A concern of every organization is the number of people that any

22、one manager has control over. This is called span of control. Narrowing ones span of control creates additional hierarchy. A narrower span of control provides more supervision and control, but also tends to create more departmentalization (specialization).每个组织都会涉及到的一个问题是每个管理者管理的人数，这就叫做管理控制幅度。缩小管理控制幅

23、度会增加额外的组织阶层。一个小的管理控制幅度可以提供更大程度的监督和控制，而且也可以提高部门化（专门化）的水平5、Before this team is put together, however, an owner should decide how the members will interact with both the owner organization and each other. This approach is called the project delivery method: a particular combination of professionals and

24、 contract arrangement that assigns responsibilities and risk in a certain way. The three most common delivery methods are traditional, design/build, and construction management.在组成这个团队之前，不管怎样，业主应该先决定成员要如何与业主组织和其他人之间进行交流，而这种交流方式被叫做承发包模式：由专业人员和协定合同（规定着各个人员的职责以及项目风险说明）的特殊结合。其中三种最常见的承发包模式分别是传统模式、设计建造模式以

25、及项目管理模式。6、The contract type, like the delivery method, is an important choice for the owner because it addresses project risk. Here we discuss three basic types of contracts: single fixed price, unit price, and cost plus a fee. 合同类型（的选择），同（选择）承发包模式一样，对业主来说都是很重要的决定。因为这关系到项目风险。在本书中，我们就以下三种合同类型进行讨论：固定价格合同、单价合同、成本加酬金合同。