工程造价 英语 短语翻译

外文文献：Project Cost Control: The Way it WorksBy R. Max WidemanIn a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory.First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span.And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include theBusiness Case, the Request for (a capital) Appropriation (for execution), Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget or Cost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability to effectively control project costs.FootnoteI am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic.The Business Case and Application for (execution) FundingIt is important to note that project cost control is most effective when the executive management responsible has a good understanding of how projects should unfold through the project life span. This means that they exercise their responsibilities at the key decision points between the major phases. They must also recognize the importance of project risk management for identifying and planning to head off at least the most obvious potential risk events.In the project's Concept Phase• EvEry projEct starts with somEonE idEntifying an opportunity or need. That is usually someone of importance or influence, if the project is to proceed, and that person often becomes the project's sponsor.• to dEtErminE thE suitability of thE potEntial projEct, most organizations call for the preparation of a "Business Case" and its"Order of Magnitude" cost to justify the value of the project so that it can be compared with all the other competing projects. This effort is conducted in the Concept Phase of the project and is done as a part of the organization's management of the entire project portfolio.• thE cost of thE work of preparing the Business Case is usually covered by corporate management overhead, but it may be carried forward as an accounting cost to the eventual project. No doubt because this will provide a tax benefit to the organization. The problem is, how do you then account for all the projects that are not so carried forward?• if thE businEss casE has sufficiEnt mErit, approval will bE givEn to proceed to a Development and Definition phase.In the project's Development or Definition Phase• thE objEctivE of t he Development Phase is to establish a good understanding of the work involved to produce the required product, estimate the cost and seek capital funding for the actual execution of the project.• in a formalizEd sEtting, EspEcially whErE big projEcts arE involved, this application for funding is often referred to as a Request for (a capital) Appropriation (RFA) or Capital Appropriation Request (CAR).• this rEquirEs thE collEction of morE dEtailEd rEquirEmEnts and data to establish what work needsto be done to produce the required product or "deliverable". From this information, a plan is prepared in sufficient detail to give adequate confidence in a dollar figure to be included in the request.• in a lEss formalizEd sEtting, EvEryonE just triEs to muddlE through.Work Packages and the WBSThe Project Management Plan, Project Brief or Project Charter• if thE dElivErablE consists of a numbEr of diffErEnt ElEmEnts, thEsE are identified and assembled into Work Packages (WPs) and presented in the form of a Work Breakdown Structure (WBS).• Each wp involvEs a sEt of activitiEs, thE "work" that is plannEd and scheduled as a part of the Project Management Plan. Note, however, that the planning will still be at a relatively high level,and more detailed planning will be necessary during execution if the project is given the go ahead.• this projEct managEmEnt plan, by thE way, should bEcomE thE "bible" for the execution phase of the project and is sometimes referred to as the "Project Brief" or the "Project Charter".• thE cost of doing thE various activitiEs is thEn EstimatEd and thEsE estimated costs are aggregated to determine the estimated cost of the WP. This approach is known as "detailed estimating" or "bottom up estimating". There are other approaches to estimating that we'll come to in a minute. Either way, the result is an estimated cost of the totalwork of the project.Note: that project risk management planning is an important part of this exercise. This should examine the project's assumptions and environmental conditions to identify any weaknesses in the plan thus far, and identify those potential risk events that warrant attention for mitigation. This might take the form of specific contingency planning, and/or the setting aside of prudent funding reserves.Request for capitalConverting the estimate• howEvEr, an EstimatE of thE work alonE is not sufficiEnt for a capital request. To arrive at a capital request some conversion is necessary, for example, by adding prudent allowances such as overheads, a contingency allowance to cover normal project risks and management reserves to cover unknowns and possible scope changes.• in addition, it may bE nEcEssary to convErt thE Estimating data into a financial accounting formatthat satisfies the corporate or sponsor's format for purposes of comparison with other projects and consequent funding approval.• in practicE all thE data for thE typE of "bottom up" approach just described may not be available.In this case alternative estimating approaches are adopted that provide various degrees of reliability in a "top down" fashion. Forexample:Order of Magnitude estimate – a "ball park" estimate, usually reserved for the concept phase onlyAnalogous estimate – an estimate based on previous similar projects Parametric estimate –an estimate based on statistical relationships in historical data• whichEvEr approach is adoptEd, hopEfully thE sum thus arrivEd at will be approved in full and proves to be satisfactory! This is the trigger to start the Execution Phase of the projectNote: Some managements will approve some lesser sum in the mistaken belief that this will help everyone to "sharpen their pencils" and "work smarter" for the benefit of the organization. This is a mistaken belief because management has failed to understand the nature of uncertainty and risk in project work. Consequently, the effect is more likely to result in "corner cutting" with an adverse effect on product quality, or reduced product scope or functionality. This often leads to a "game" in which estimates are inflated so that management can adjust them downwards. But to be fair, management is also well aware that if money is over allocated, it will get spent anyway. The smart thing for managements to do is to set aside contingent reserve funds, varying with the riskiness of the project, and keep that money under careful control.Ownership of approved capital• if sEnior managEmEnt approvEs thE rfa as prEsEntEd, thE sum in question becomes the responsibility of the designated project sponsor. However, if the approved capital request includes allowances such as a "Management Reserve", this may or may not be passed on to the project's sponsor, depending on the policies of the organization.• for thE approvEd rfa, thE projEct sponsor will, in turn, further delegate expenditure authority to the project's project manager and will likely not include any of the allowances. An exception might be the contingency allowances to cover the normal variations in work performance.• thE nEt sum thus arrivEd at constitutes the project manager's Approved Project Budget.Note: If management does not approve the RFA, you should not consider this a project failure. Either the goals, objectives, justification and planning need rethinking to increase the value of the project's deliverables, or senior management simply has higher priorities elsewhere for the available resources and funding.The Project's Execution PhaseThe project manager's Project Budget responsibility• oncE this approvEd projEct budgEt is rElEas ed to the project manager, a reverse process must take place to convert it into a working control document. That is, the money available must be divided amongstthe various WBS WPs that, by the way, have probably by now been upgraded! This results in a project execution Control Budget or Project Baseline Budget, or simply, the Project Budget. In some areas of project management application it is referred to as a Project Cost Plan.• on a largE projEct whErE diffErEnt corporatE production divisions are involved, there may be a further intermediate step of creating "Control Accounts" for the separate divisions, so that each division subdivides their allocated money into their own WBS WPs.• obsErvE that, sincE thE total projEct budgEt rEcEivEd formal approval from Executive Management, you, as project manager, must likewise seek and obtain from Executive Management, via the project's sponsor, formal approval for any changes to the total project budget. Often this is only justified and accepted on the basis of a requested Product Scope Change.• in such a casE thE projEct's sponsor will EithEr draw down on thE management reserve in his or her possession, or submit a supplementary RFA to upper management.• now that wE havE thE projEct budgEt monEy allocatEd to Work Packages we can further distribute it amongst the various activities of each WP so that we know how much money we have as a "Baseline" cost for each activity.• this providEs us with thE basE of rEfErEncE for thE cost controlfunction. Of course, depending on the circumstances the same thing may be done at the WP level but the ability to control is then at a higher and coarser level.Use of the Earned Value technique• if wE havE thE nEcEssary dEtails anothEr control tool that wE can adopt for monitoring ongoing work is the "Earned Value" (EV) technique. This is a considerable art and science that you must learn about from texts dedicated to the subject.• but EssEntially, you takE thE costs of thE schEdulE activitiEs and plot them as a cumulative total on the appropriate time base. Again you can do this at the activity level, WP level or the whole project level. The lower the level the more control information you have available but the more work you get involved in.The Cost Baseline• this plannEd reference S-curve is sometimes referred to as the "Cost Baseline", typically in EVparlance. That is, it is the "Budgeted Cost of Work Scheduled" (BCWS), or more simply the "Planned Value" (PV).• Observe that you need to modify this Cost Baseline every time there is an approved scope change that has cost and/or schedule implications and consequently changes the project's Approved Project Budget.• now, as thE work progrEssEs, you can plot thE "actual cost of workPerformed" (ACWP or simply "Actual Cost" - AC).• you can plot othEr things as wEll, sEE diagram rEfErrEd to abovE, and if you don't like what you see then you need to take "Corrective Action".CommentaryThis whole process is a cyclic, situational operation and is probably the source of the term "cycle" in the popularly misnamed "project life cycle".As an aside, the Earned Value pundits offer various other techniques within the EV process designed to aid in forecasting the final result, that is, the "Estimate At Completion" (EAC). EAC is what you should really be interested in because it is the only constant in a moving project. Therefore, these extended EV techniques must be considered in the same realm of accuracy as top-down estimating. They are useful, but only if you recognize the limitations and know what you are doing!But, as we said at the beginning, it is a lot more difficult to do in practice –and involves a significant amount of work. But, let's face it, that's what project managers are hired for, right?中文译文：项目成本控制：它的工作方式R.马克斯怀德曼我们在最近的咨询任务中意识到，对于整个项目成本控制体系是如何设置和应用的这个问题，我们仍有一些缺乏了解。

工程造价专业英语课后习题答案一、句子翻译1.in its specifics ,each structure is tailed to suit its environment ,arranged to perform its own particular function ,and designed to reflect personal tastes and preferences . 具体来说，每一个建筑物都要适应它周围的环境，发挥它特有的功能，反映设计者的品味和喜好。

2.To some degree ,each construction project is unique ,and no two jobs are ever quite alike .从某种程度上来说，每一个建筑项目都是独一无二的，并且没有两个相同的项目。

3.It is unlikely ,that field construction will ever be able to adapt itself completely to the standardized methods and product uniformity of assembly-line production .建筑不可能完全适应标准化的方法和装配线生产的产品。

4.The objective of this approach is to treat project planning ,design ,and construction as integrated tasks within a construction system.该团队的目标是使工程规划、设计、建设成为工程项目系统之内的整合性的工作。

5.Adherence to construction schedules and budget constraints is the CM’s prime responsibility .确保在进度和成本约束下完成工程是项目经理的主要责任。

工程造价的英语名词解释工程造价是指在建设工程过程中估算、核算和控制工程所需资金的过程。

在建设工程中，工程造价的确定对于项目的顺利进行和经济效益的实现起着至关重要的作用。

在实践中，有许多与工程造价相关的英语名词需要我们熟悉和理解，下面针对这些名词进行详细解释。

1. Cost estimation（成本估算）Cost estimation是评估建设工程所需要的资金量的过程。

它是在设计和策划阶段进行的，通过考虑项目需求、材料价格以及劳动力等因素来估算工程造价。

Cost estimation的准确性和合理性对于项目成功的实施至关重要。

2. Cost control（成本控制）Cost control是在工程施工过程中，对工程造价进行有效管理和监控的过程。

通过控制成本，将建设工程的实际花费与预算进行对比，并采取相应的措施来避免成本超支。

Cost control的目标是确保工程项目在预算范围内完成，从而实现经济效益最大化。

3. Bill of quantities (BOQ)（工料清单）Bill of quantities是在工程招标阶段提供的细致项目清单。

它列出了工程项目所需的所有材料、工人、设备、工艺等，并计算出相应的数量和价格。

BOQ是进行成本估算和投标的重要依据，对于承包商了解工程项目的需求和成本起着关键作用。

4. Unit price（单价）Unit price是指每个项目的单位成本。

它是通过将项目总成本除以数量得出的。

单位成本可以帮助评估不同项目之间的成本差异，并确定投资的合理性。

在工程造价中，了解不同项目的单位成本对于决策和预算非常重要。

5. Cost overrun（成本超支）Cost overrun是指工程项目实际成本超过了预算的情况。

成本超支可能是由于原材料价格波动、工程变更、时间延误等因素导致的。

当项目出现成本超支时，可能需要采取措施来调整预算或寻找解决方案，以确保项目的可持续性和成功实施。

常用工程造价专业英语词汇估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;初期控制估算：interim control estimate/initial control estimate批准的控制估算：initial approved cost核定估算：check estimate首次核定估算：first check estimate二次核定估算：production check estimate人工时估算：man hour estimate材料费用/直接材料费用：material cost/direct material cost设备费用/设备购买费用：equipment cost/purchased cost of equipment散装材料费用/散装材料购买费用：bulk material cost/purchased cost of bulk material施工费用：construction cost施工人工费用：labor cost/construction force cost设备安装人工费用：labor cost associated with equipment散装材料施工安装人工费用：labor cost associated with bulk materials人工时估算定额：standard manhours施工人工时估算定额：standard labor manhours标准工时定额：standard hours劳动生产率：labor productivity/productivity factor/productivity ratio 修正的人工时估算值：adjusted manhours人工时单价：manhours rate施工监督费用：cost of construction supervision施工间接费用：cost of contruction indirects分包合同费用/现场施工分包合同费用：subcontract cost/field subcontract cost公司本部费用：home office cost公司管理费用：overhead非工资费用：non payroll开车服务费用：cost of start-up services其他费用：other cost利润/预期利润：profit/expected profit服务酬金：service gains风险：risk风险分析：risk analysis风险备忘录：risk memorandum未可预见费：contingency基本未可预见费：average contingency最大风险未可预见费：maximum risk contingency用户变更/合同变更：cilent change/contract change认可的用户变更：approved client change待定的用户变更：pending client change项目变更：project change内部变更：internalchange批准的变更：authoried change强制性变更：mandatory change选择性变更：optional change内部费用转换：internal transfer认可的预计费用：anticipated approved cost涨价值：escalation项目费用汇总报告：project cost summary report项目实施费用状态报告：project operation cost status report 总价合同：lump sum contract偿付合同：reimbursible contract预算：budgetFinancial:财务completion:竣工final:决算accounts:审计and:和project:工程construction cost:造价audit:审计Financial completion final accounts audit财务竣工决算审计project construction cost audit工程造价审计.。

.The Cost of Building Structure1. IntroductionThe art of architectural design was characterized as one of dealingcomprehensively with a complex set of physical and nonphysical designdeterminants. Structural considerations were cast as important physicaldeterminants that should be dealt with in a hierarchical fashion if theyare to have a significant impact on spatial organization and environmentalcontrol design thinking.The economical aspect of building represents a nonphysical structuralconsideration that, in final analysis, must also be considered important.Cost considerations are in certain ways a constraint to creative design.But this need not be so. If something is known of the relationship betweenstructural and constructive design options and their cost of implementation, it is reasonable to believe that creativity can beenhanced. This has been confirmed by the authors' observation that mostenhanced. This has been confirmed by the authors' observation that mostcreative design innovations succeed under competitive bidding and notbecause of unusual owner affluence as the few publicized cases ofextravagance might lead one to believe. One could even say that a designerwho is truly creative will produce architectural excellence within theconstraints of economy. Especially today, we find that there is a needto recognize that elegance and economy can become synonymous concepts.Therefore, in this chapter we will set forth a brief explanation ofthe parameters of cost analysis and the means by which designers mayevaluate the overall economic implications of their structural andarchitectural design thinking.The cost of structure alone can be measured relative to the total costof building construction. Or, since the total construction cost is buta part of a total project cost, one could include additional considerationfor land(10～20percent),finance and interest(100～200percent),taxesand maintenance costs (on the order of20 percent).But a discussion ofthese so-called architectural costs is beyond the scope of this book, andwe will focus on the cost of construction only.文档资料Word.On the average, purely structural costs account for about 25 percentof total construction costs, This is so because it has been traditionalto discriminate between purely structural and other so-called architectural costs of construction. Thus, in tradition we find thatarchitectural costs have been taken to be those that are not necessaryfor the structural strength and physical integrity of a building design.“Essential services” forms a third construction costcategory andrefers to the provision of mechanical and electrical equipment and otherservice systems. On the average, these service costs account for some 15to 30 percent of the total construction cost, depending on the type ofbuilding. Mechanical and electrical refers to the cost ofproviding forair-conditioning equipment and he means on air distribution as well asother services, such as plumbing, communications, and electrical lightand power.The salient point is that this breakdown of costs suggests that, upto now, an average of about 45 to 60 percent of the total cost ofconstructing a typical design solution could be considered asarchitectural. But this picture is rapidly changing. With high interestcosts and a scarcity of capital, client groups are demanding leanerdesigns. Therefore, one may conclude that there are two approaches thedesigner may take towards influencing the construction cost of building.The first approach to cost efficiency is to consider that whereverarchitectural and structural solutions can be achieved simultaneously,a potential for economy is evident. Since current trends indicate areluctance to allocate large portions of a construction budget to purelyarchitectural costs, this approach seems a logical necessity. But, evenwhere money is available, any use of structure to play a basic architectural role will allow the nonstructural budget to be applied tofulfill other architectural needs that might normally have to be appliedto fulfill other architectural needs that might normally have to be cutback. The second approach achieves economy through an integration ofservice and structural subsystems to round out one's effort to producea total architectural solution to a building design problem. The final pricing of a project by the constructor or contractor usually文档资料Word.takes a different form. The costs are broken down into (1) cost ofmaterials brought to the site, (2)cost of labor involved in every phaseof the construction process, (3)cost of equipment purchased or rented forthe project, (4)cost of management and overhead, and(5) profit. Thearchitect or engineer seldom follows such an accurate path but shouldperhaps keep in mind how the actual cost of a structure is finally pricedand made up.Thus, the percent averages stated above are obviously crude, but theycan suffice to introduce the nature of the cost picture. The followingsections will discuss the range of these averages and then proceed to adiscussion of square footage costs and volume-based estimates for use inrough approximation of the cost of building a structural system.2. Percentage EstimatesThe type of building project may indicate the range of percentages thatcan be allocated to structural and other costs. As might be expected,highly decorative or symbolic buildings would normally demand the lowestpercentage of structural costs as compared to total construction cost.In this case the structural costs might drop to 10～15percentof the totalbuilding cost because more money is allocated to the so-called architectural costs. Once again this implies that the symbolic componentsare conceived independent of basic structural requirements. However,where structure and symbolism are more-or-less synthesized, as with achurch or Cathedral, the structural system cost can be expected to besomewhat higher, say, 15and20 percent (or more).At the other end of the cost scale are the very simple and nonsymbolicindustrial buildings, such as warehouses and garages. In these cases, thenonstructural systems, such as interior partition walls and ceilings, aswill as mechanical systems, are normally minimal, as is decoration, andtherefore the structural costs can account for60 to 70 percent, even 80percent of the total cost of construction.Buildings such as medium-rise office and apartmentbuildings(5～10stories)occupy the median position on a cost scale at about 25 percentfor structure. Low and short-span buildings for commerce and housing, say,of three or four stories and with spans of some 20 or 30 ft and simple文档资料Word.erection requirements, will yield structural costs of 15～20 percent oftotal building cost.Special-performance buildings, such as laboratories and hospitals,represent another category. They can require long spans and a more thanaverage portion of the total costs will be allocated to services (i.e.,30～50 percent), with about 20 percent going for the purelystructuralcosts. Tall office building (15 stories or more) and/or long-spanbuildings (say, 50 to 60 ft) can require a higher percentage for structuralcosts (about 30to 35percent of the total construction costs),with about30 to 40 percent allocated to services.In my case, these percentages are typical and can be considered as ameasure of average efficiency in design of buildings. For example, if alow, short-span and nonmonumental building were to be bid at 30 percentfor the structure alone, one could assume that the structural design maybe comparatively uneconomical. On the other hand, the architect shouldbe aware of the confusing fact that economical bids depend on the practicalability of both the designer and the contractor to interpret the designand construction requirements so that a low bid will ensue. Progress instructural design is often limited more by the designer's or contractor'slack of experience, imagination, and absence of communication than bythe idea of the design. If a contractor is uncertain, he will add coststo hedge the risk he will be taking. It is for this reason that both thearchitect and the engineer should be well-versed in the area ofconstruction potentials if innovative designs ate to be competitively bid.At the least the architect must be capable of working closely withimaginative structural engineers, contractors and even fabricatorswherever possible even if the architecture is very ordinary. Efficiencyalways requires knowledge and above all imagination, and these areessential when designs are unfamiliar.The foregoing percentages can be helpful in approximating totalconstruction costs if the assumption is made that structural design isat least of average (of typical) efficiency. For example, if a total officebuilding construction cost budget is ﹩5,000,000,and 25percent is the“standard” to be used for structure, a projected structural system文档资料Word.should cost no more than ﹩1,250,000.If a very efficientdesign wererealized, say, at 80 percent of what would be given by the “average”efficient design estimate stated above the savings,(20 percent),wouldthen be﹩250,000 or 5 percent of total construction costs ﹩5,000,000.Ifthe ﹩5,000,000 figure is committed, then the savings of ﹩250,000 couldbe applied to expand the budget for “other” costs.All this suggests that creative integration of structural (and mechanical and electrical) design with the totalarchitectural designconcept can result in either a reduction in purely construction designconcept can result in either a reduction in purely construction costs ormore architecture for the same cost. Thus, the degree of success possibledepends on knowledge, cleverness, and insightful collaboration of thedesigners and contractors.The above discussion is only meant to give the reader an overall perspective on total construction costs. The following sections will nowfurnish the means for estimating the cost of structure alone. Twoalternative means will be provided for making an approximate structuralcost estimate: one on a square foot of building basis, andanother onvolumes of structural materials used. Such costs can then be used to geta rough idea of total cost by referring to the “standards”for efficientdesign given above. At best, this will be a crude measure, but it is hopedthat the reader will find that it makes him somewhat familiar with thetype of real economic problems that responsible designers must deal with.At the least, this capability will be useful in comparing alternativesystems for the purpose of determining their relative cost efficiency.3. Square-foot EstimatingAs before, it is possible to empirically determine a “standard”per-square-foot cost factor based on the average of costs for similarconstruction at a given place and time. more-or-less efficient designsare possible, depending on the ability of the designer and contractor touse materials and labor efficiently, and vary from the average.The range of square-foot costs for “normal” structural systems is﹩10 to ﹩16 psf. For example, typical office buildings averagebetween﹩12 and ﹩16 psf, and apartment-type structures range from ﹩10 to ﹩文档资料Word.14.In each case, the lower part of the range refers to short spans andlow buildings, whereas the upper portion refers to longer spans andmoderately tall buildings.Ordinary industrial structures are simple and normallyproducesquare-foot costs ranging from ﹩10 to ﹩14,as with the moretypicalapartment building. Although the spans for industrial structures aregenerally longer than those for apartment buildings, and the loads heavier,they commonly have fewer complexities as well as fewer interior walls,partitions, ceiling requirements, and they are not tall. In other words,simplicity of design and erection can offset the additional cost forlonger span lengths and heavier loads in industrial buildings. Of course there are exceptions to these averages. The limits ofvariation depend on a system's complexity, span length over “normal”and special loading or foundation conditions. For example, the CrownZellerbach high-rise bank and office building in San Francisco isan exception, since its structural costs were unusually high. However,in this case, the use of 60 ft steel spans and free-standing columns atthe bottom, which carry the considerable earthquake loading, as well asthe special foundation associated with the poor San Francisco soilconditions, contributed to the exceptionally high costs. The design wasalso unusual for its time and a decision had been made to allow higherthan normal costs for all aspects of the building to achieve open spacesand for both function and symbolic reasons. Hence the proportion ofstructural to total cost probably remained similar to ordinary buildings.The effect of spans longer than normal can be further illustrated. The“usual” floor span range is as follows: for apartmentbuildings,16 to25 ft; for office buildings,20 to 30 ft; for industrial buildings,25 to30 ft loaded heavily at 200 to 300 psf; and garage-type structures span,50to 60 ft, carrying relatively light(50～75 psf) loads(i.e.,similar tothose for apartment and office structures).where these spans are doubled,the structural costs can be expected to rise about 20 to 30 percent.To increased loading in the case of industrial buildings offers anotherinsight into the dependency of cost estimates on “usual”standards. Ifthe loading in an industrial building were to be increased to 500psf(i.e.,文档资料Word.two or three times), the additional structural cost would be on the orderof another 20 to 30 percent.The reference in the above cases is for floor systems. For roofs usingefficient orthotropic (flat) systems, contemporary limits for economicaldesign appear to be on the order of 150 ft, whether of steel or prestressedconcrete. Although space- frames are often used for steel orprestressed concrete. Although space-frames are often used for steelspans over 150 ft the fabrication costs begin to raise considerably.At any rate, it should be recognized that very long-span subsystems arespecial cases and can in themselves have a great or small effect on isadded, structural costs for special buildings can vary greatly from designto design. The more special the form, themore that design knowledge andcreativity, as well as construction skill, will determine the potentialfor achieving cost efficiency.4. Volume-Based EstimatesWhen more accuracy is desired, estimates of costs can be based on thevolume of materials used to do a job. At first glance it might seem thatthe architect would be ill equipped to estimate the volume of materialrequired in construction with any accuracy, and much less speed. But itis possible, with a moderate learning effort, to achieve some capabilityfor making such estimates.Volume-based estimates are given by assigning in-place value to thepounds or tons of steel, or the cubic yards of reinforced or prestressedconcrete required to build a structural system. For such a preliminaryestimate, one does not need to itemize detailed costs. For example,in-place concrete costs include the cost of forming, falsework,reinforcing steel, labor, and overhead. Steel includes fabrication anderection of components.Costs of structural steel as measured by weight range from ﹩0.50 to﹩0.70 per pound in place for building construction. Forlow-risebuildings, one can use stock wide-flange structural members that requireminimum fabrication, and the cost could be as bow as ﹩0.50per pound.More complicated systems requiring much cutting andwelding(such as acomplicated steel truss or space-frame design) can go to ﹩0.70 per pound文档资料Word.and beyond. For standard tall building designs (say, exceeding 20stories),there would typically be about 20 to 30 pounds of steel/psf,which one should wish not to exceed. A design calling for under 20 psfwould require a great deal of ingenuity and the careful integration ofstructural and architectural components and would be a real accomplishment.Concrete costs are volumetric and should range from anin-place lowof ﹩150 per cu yd for very simple reinforced concrete work to ﹩300 percu yd for expensive small quantity precast and prestressed work. Thislarge range is due to the fact that the contributing variables are morecomplicated, depending upon the shape of the precise components, theerection problems, and the total quantity produced.Form work is generally the controlling factor for anycast-in-placeconcrete work. Therefore, to achieve a cost of ﹩150 per cuyd, only thesimplest of systems can be used, such as flat slabs that require littlecutting and much reuse of forms. Where any beams are introduced thatrequire special forms and difficulty in placement of concrete and steelbars, the range begins at ﹩180 per cu yd and goes up to ﹩300.Since, ina developed country, high labor costs account for high forming costs, thisresults in pressure to use the simplest and most repetitive of systemsto keep costs down. It become rewarding to consider the possibility ofmass-produced precast and prestressed components, which may bring asaving in costs and\or construction completion time. The latter resultsin savings due to lower construction financing costs for the contractorplus quicker earnings for the owner.To summarize, the range of cost per cubic yard of standard types ofpoured-in-place concrete work will average from $150 to $250, the minimumbeing for simple reinforced work and the maximum for moderatelycomplicated post tensioned work. This range is large and any estimate thatignores the effect of variables above will be commensurately inaccurate.5.SummaryThe estimate and economical design of structure building are importantand essential work, which should be valued by all architects and engineersand others. Better you do it, more profit you will receive from it!文档资料Word.建筑结构的成本1.前言众所周知，建筑物的结构设计是一个相当复杂的过程，其中既包含处理很多物质因素，又考虑诸多非物质方面的因素。

中英文对照外文翻译(文档含英文原文和中文翻译)The significance of control construction costs manages on entireprocessFirst, The necessary of control construction costs manages on entire process Talk about the management and the control on construction costs, that the field we are just accustomed to is thought of is a project advance in final account. Indeed , right away at present system and reality,what the job of that the management and the control on construction costs is advance in final account. Be that in advance, the people who work on final account according that already be ascertaied of the working drawing to calculate project amounts，apply a quota mechanically, the meter mechanically fetching cost, or designing that according to the drawing sheet and construction organization after construction is over as well as the scene construction visa takes notes weaves the final account being completed. This is necessary , useful no doubt. But we must see that when pre-final accounts personnel weave working drawing budget or the final account being completed, the construction plan and thedesign paper already determined. But construction being to take according to picture as principle, so then in advance, job done by final account personnel is only the change secretly scheming against cost produced by design alteration and prevents upvaluation from calculating boldly. But suppose the project is unreasonable on economy, there is a fault in decision-making; suppose designing a scheme feasible or be not optimum on the technology; the final account personnel can do nothing for sb then in advance. Job of final account personnel does accounts in advance only under just saying system currently in effect, after the event , can only reflect already complete project amounts inactively , can only reflect design and be under construction passively. This evidently is single-faceted , insufficient , we must carry out the entire proceeding supervisory control on the construction costs of building a project.Concrete conditions of union our country, cost of construction manages have problems as follows:1、Be not enough to take investment decision into the stage of construction costs seriously charge indeed.Investment decision is to produce the construction costs headstream, This one stage blow the expense at take up the total investment forehead about 0.5%～3%,but that can have an effect to raise the project benefit of investment. That the project carries out rational choice on construction is that resource carries out direct , the most important optimization deploy means on economy , project benefit of investment affects efficiency and beneficial result to entire national economy. The developed country charges attach importance to control on investment decision stage construction costs,and costs not stinting big capital of money making the studies on the stage of carrying out investment decision energetically, make relatively comparatively accurate construction costs , go along the controlFor a long time, there is the grave phenomenon investing in swelling in engineering construction of our country,bring the limit for a project feeling longer and longer, construction costs is higher and higher. The cause of that is short of the effective basis of the building of earlier stage ascertaining construction costs, only basis the already completed according to the expert , decision-makers draw lessons to estimate the project construction costs. Because a lot of factor effects, the“three surpass " phenomenon very common, there are main cause as follows:(1) personal factor brings about rough estimate lessening(2) equipment composes in reply material price's not working out according to market quotations.(3) construction units bring forward the too high for exceeding a design criterion 2、The design stage of construction costs is not under the control of strictThe design stage is the faucet in that project construction costs controls. After the investment decision is be made rationally , that is the process of plan the technology and organic together economly . Effective control the cost of construction requires strictly and all-round in the enginee designing . Engineering design of current our country also puts move bidding system , fair competition into practice , cost of construction looks on control engineering effective to design stage as one of thestandard choosing main part being hit by the bid unit , cost of construction carries out the administration controlling on the entire proceeding .Our country major part design that the unit carries out thorough analysis lack on construction project technology and economy , big multiple technologies make light of economy in design but at present , design that the personnel is responsible seemingly only to design project mass , are concerned with the construction costs height not very. Optimize a design plan to such an extent as having no way to pass, the first step designs , the rough estimate gets to the effect controlling general cost of construction's establishment. Mass and depth that engineering design pursues etc. is also insufficient , amounts project mistakes in amounts project detailed lists calculates , misses and not calculating, can't arouse increasing by estimating a project momentary, the mass making a tender work is difficult to ensure that , have no way to have an effect to control construction costs asa result also.3、Has not adopt the amounts project detailed list quoted price way being applied or used universally on the international all roundAdopt the amounts project detailed list quoted price way being put into use commonly on the international , is that our country construction costs system reforms and cause the inevitable trend reforming to bid system in invitation to bid tender.One of important act carrying out project public bidding system being to build socialist market economy and to perfect construction market operating mechanism in construction field. After the construction project tender is carried out all round in our country, the effect is obvious in the respect of shortening the mass building a time limit for a project , ensuring a project , reducing construction costs , boycotting an unhealthy tendency. Have ensured the invitation to bid people and bidder's lawful rights and interests also effectively. With the socialist market economy uninterrupted growth,the original tender stage puts the budget quota valuation pattern into practice already doing not adapting , adopt the amounts project detailed list quoted price way being put into use commonly on the international to carry out a tender is an inevitable trend. Ministry of Construction has issued amounts project detailed list valuation method , amounts project detailed list valuation has been in construction project tender job , person has provided project quantity from invitation to bid according to national unification project amounts calculation regulation , quoted price, and classics have judged the reason bidder autonomously trying the at a low price middle bid construction costs valuation pattern.That carrying out amounts project detailed list valuation method is one important measure of item of construction costs deepen the reform, is standard tender behavior effective measure. This method is beneficial to changing over taking that "amounts" ", "price" are "quota-consuming" as dominant static state managing a pattern , make project amounts in detailed list not enter competition, competition being confined to price only; Beneficial to rightness appraises enterprise strength; Project mass beneficial to ensuring that, reduces construction costs; May cut down the physical labour complicated and overloaded repeating the amounts calculating a project; Facilitate the tender quoted price job; Argue with the dispute back and forth in cutting down project settlement; Receive a track step by step with the convention "controllingamounts , guiding price , competing for a fee's on" the international, deepen the reformation that project valuation manages mainly according to the marketplace changes development, taking one's place on the international market for our country contracts business creates condition.4、The stage being under construction controls lack to construction costsWant to have strict control design alteration too in the stage being under construction. Guard the pass though that working drawing appears in joint trial or are able to have all sorts of problems, but call for to design a branch in the process of construction hard to avoid is strict out of the construction works complexity, the situation changing after avoiding doing first, is also that the weight avoiding break a rough estimate , effective control engineering of construction costs cost of construction plays with a link. At the same time, the sharpening contract manages , ensures equality and mutual benefit issuing contract of method and contracting method.5、The construction costs being completed settling a stage's controls a project inefficientlyThat the final account being completed is that entire construction costs is under the control of the most important one is encircled by construction works. How the final account being completed can reflect actual entire project cost of construction honestly , have also reflected the ability issuing contract of method and contracting method to construction costs administration , have finished handling a project in time the final account being completed must collect , arrange settling a data , pursuing , designing the certificate material changing notice , various warning including that the project is completed and so on being completed. These data collecting must pay attention to whose validity with obtaining evidence, specimen seal impression having designing personnel's signature and being related to if the design alteration advice note must be made known to lower levels by plain design organ. Scene inspection and control visa must label seal and the ratification going on a punitive expedition to such that designing a personnel etc. having construction site person in charge of first party. Great majority our country construction projects are completed in the project being under construction when the final account, during the period of the final account being completed contracting method , are are under construction contracting method calculating commonly much in the book being completed winding up an account , are issue contract of haggie just inexhaustible in devices and schemes , are dispute over trifles phenomenon is grave , project settlement drags repeatedly , some confirmation having drug once and , greatly, affecting engineering construction project sigmatism and building construction costs.A construction project includes the following procedure from brewing , planning , designing that to establishing completion and commissioning: Be that the project letter of advice stage , feasibility appraise the stage , design stage , the stage being under construction , acceptance check stage and the queen being completed estimate that.Correspondingly, the construction costs ascertaining that and the project construction phase job look at and appraise the stage adapting to , several being allotted in general for the following: The investment studying stage establishment inthe project letter of advice and feasibility is estimated, design stage establishment designs a rough estimate in the first step, budget designing that the stage weaves working drawing in working drawing, budget builds ampere of construction costs face to face with working drawing for basis tender project engineering contract, price is also that the form ascertains that with the business contract; Project amounts putting stage into practice being going to be completed according to contracting reality in project, takes contract price as basis , considers cost of construction rise aroused by inflation of prices at the same time , considers the project and cost being difficult to estimate that to designing middle but happening in putting stage reality into practice , the example is ascertained estimating price; All-in cost costing in the reality being completed checking and accepting a stage , assembling into engineering construction process middle all round, weaves the final account being completed , embodies the actual cost of construction that a construction project according to the facts."Four guess that two-valence "is interrelated , the former restricts the latter , the latter supplements the former.What is called, build the construction costs administration and control, it is the occurrence contracting the stage and construction in the investment decision stage , design stage , construction project putting stage into practice with construction construction costs to control within the cost of construction quota O. K. , correcting the deviation happening at any time, to ensure that the project manages the target realization , get fairly good benefit of investment and social benefits in an attempt being able to use manpower and material resources, financial resources rationally in building a project one by one.Second, the importance of the investment decision-making stage of project cost controlConstruction projects in the investment decision-making stage, the project of the techno-economic decision-making, as well as the cost of construction projects completed and put into production after the project cost-effective, have a decisive impact on the construction project cost control is an important stage. Project cost management as a decision-making stage in the feasibility study report shall be prepared, and economic evaluation of the proposed project, select the technically feasible and economically the construction of example programs and to optimize the construction program on the basis of the preparation of high-quality items investment is estimated that the project construction so that the real control of the project has played the role of total investment.The impact of the decision-making phase of the project cost are the main factors: a, the determine level of construction standards; b, the choice of built-up areas; c, building location (site) selection; d, project the economic scale; e, technology selection f, equipment selection .Such as the choice of built-up areas, there is a basic principle, that is close to raw materials, fuel and consumer principles. This project completed and put into production, you can avoid the raw materials, fuels, and finished the long-haul transport, reduce costs, lower costs; transportation distance may be shortened to reduce the flow of time, speed up cash flow and is conducive to business. If theproject's economic size, economies of scale, product standard is a reasonable means of production volume, a number of products under certain conditions, was "increasing returns" of economic phenomena, that is, with the expansion of production volume, unit cost reduction, revenue increase.Therefore, in order to phase in the investment decision-making control over project cost effective, we must do a good job in the following areas:(1) the implementation of construction project legal person responsibility system, the construction project from planning to implementation of the whole process of the use of funds and repayment responsibilities to people and projects at the same time establish a system of matching corporate oversight mechanisms, by the competent authorities and supervision of the industry sector establishment of a monitoring group to oversee the use of project funds.(2) to conduct market analysis and seeking truth from facts, to avoid the blindness of the project decision-making, reduce risk and lower investment, give full consideration to construction projects in the future competitiveness of the market so that more scientific book design and reliability(3) Capital financial capital must be committed to a formal document, investment funds must be put in place the parties, there must be a funding document to ensure that projects are implemented on schedule after approval. Conditions of the loans should be carefully analyzed and compared to minimize the interest burden and repayment pressure.(4) Strengthening of engineering geology, hydrogeology, as well as land, water, electricity, transport, environmental protection projects such as the work of the depth of the external conditions, so that there is sufficient basis to estimate the investment. At the same time, extensive research should be to compare similar projects, a serious functional analysis, comparison and choice of multi-program, a full-scale technical feasibility studies and economic evaluation, the finalization of technologically advanced, reliable, economical and rational project construction program in order to estimate more accurate and realistic estimate of the amount of investment in order to make the project cost from the start position in a more reasonable level.Third, the design phase of the importance of project cost controlMake investment decisions in the project, the project cost control is the key to the design. Design is in the technical and economic implementation of the proposed project to conduct a comprehensive arrangement, is also planning the construction process. Technologically advanced, economical and rational design can reduce the project construction period, savings investment, to improve efficiency. According to expert analysis, design fee generally equal to the construction of the project life-cycle cost of less than 1%, which costs less than 1% of project cost accounts for the impact of degrees above 75%. Because of the general construction projects, selection of materials and equipment accounted for more than 50% of the cost of the project, and in the design phase of architectural forms, structural type, the selection of equipment and materials have been identified in the construction of post-implementation phase, the impact of the project cost a small (10 % or less). This shows that the design quality is crucial to the entire projectThe same construction project, the same single unit of work can have different programs, which have different costs, it is therefore necessary to meet the function under the premise of doing a number of options, through technical comparison, economic analysis and efficiency evaluation, selection of technology selection into the application of economic and rational design, that is, the process of design optimization. Often used to optimize the design of the program, also known as the value of value engineering analysis, that is, as far as possible in meeting the functionality or improve the function of the premise, as far as possible to reduce costs.Occurred in the cost of all parts of the application of value engineering, construction investment will require a lot of people, financial, and material, and thus the value of engineering construction works great. For a rather mature and effective management methods, value engineering in a number of works have been widely used in construction.In the engineering design phase correctly handle the technical and economic relationship between the unity of opposites, we can control the key to investment, design and cost management must work closely with staff to make a lot of the technical and economic comparison, in the reduction and control of project efforts, engineering Cost management in the design process should be timely investment analysis on the comparison, the cost of information feedback and dynamic impact on the design, in order to ensure effective control over investment.At the design stage to project cost control should focus on the following aspects.(1) to promote the design and the design of the bidding campaign optimization design approachThe assessment team of experts using scientific methods, in accordance with applicable, economic, aesthetic principles, as well as technologically advanced, well-structured to meet the building energy saving and environmental requirements, a comprehensive assessment of the merits of design, selection of the best in determining the successful program. Estimates of selected investment program in general to be close to the scope of construction projects. The design of these two methods both contract design choice and competition, to ensure selection of the design of technologically advanced, innovative and unique, adaptable, and help control project cost. Design units should strive to improve their own quality, clever engineering design ideas, great care, in order to reduce the project cost more than their brains in order to improve design quality, and strive to put at the design stage in the approval of project cost control within the investment limits.(2) actively pursuing the design limitThe so-called cap design, is in accordance with the approved design of the book and investment is estimated that in the guarantee under the premise of the functional requirements. Preliminary design and budget control, in accordance with the approved budget for the preliminary design and total control of the construction design. Through the ceiling design, every professional, every designer has a target investment limit. During the design process, designers should be more into the program to compare and optimize the design, Not only to ensure that technically advanced and reasonable design, innovative aesthetics, but also the investment limit is not exceededthe target in order to put an end to the design of the project to raise the factor of safety and design standards, or only consider the feasibility of technical solutions, rather than the phenomenon of economic rationality to ensure effective cost control.(3) the implementation of the design of reward and punishment systemIn order to limit the design of the implementation into practice, the limit should be set up and sound system designed to reward and punishment. To limit the design is done well, cost savings and control of investment there is the effectiveness of the project legal person should be given appropriate incentives and design units. Design to limit the development of the internal design of assessment and incentive methods to limit attention to the design, made to save investment and effective cost control offices and the significant achievements of individuals, should be rewarding. Do not attach importance to limit the design, do not take measures to save the investment, resulting in more than a design limit investment offices and individuals should be given to economic penalties. Do reward and encourage designers to design deep potential economic importance to design the control of a reasonable project cost will be a major breakthrough.Fourth、the cost control of the implementation phase of construction project1, the bidding process stageThe implementation of construction project bidding is effective means of construction projects to control the implementation phase of the project cost. If we want To do a good job for bidding, the first we should make sure that qualification is clearance, and resolutely put an end to bribery, such as all the Phenomenon about destruction of all bidding discipline; Secondly, we should strengthen the bid management, to ensure the accuracy and confidentiality of bid preparation; Third, make sure the method of Evaluation and Calibration are Scientific .when select the successful projects as a standard we should concern about the reasonable, short period, reputable companies, construction considerations such as experience. when we evaluation, the first is technical standard assessment, the follow is business assessment,this can ensure open, fair and just.2, the construction phaseIn the construction phase construction ,the goles based on project budget or contract price of Civil works and installation works and project cost control of Civil works and installation works. At this stage the scope for savings has been small, but it is likely to lead to waste,this make us give them adequate attention for the control of project cost.(1) strengthen the technical and economic comparison of construction programConstruction is an important work of the design of constructing orgnization. Reasonable constructing program can shorten the period of constructing, ensure the quality of the project and enhance economic efficiency. Comparing and analysing the constructing program from technical and economic view and comparing the three techno-economic index of the quality, duration and cost through qualitative analysis and quantitative analysis can take good use of manpower, material and financial resources, achieving better economic benefits. Consequently, good construction management is an important way of all-round cost management.(2) a sound system design change Examination and approval systemIf design subject need to be change, we should take action as far as possible in advance, because the sooner the change, the smaller loss; Second, before each design ofchanges we must analysis the quality of project and cost, and this should receive the consent of the original design. If it breakthrough the total project cost estimates after the change, this must be approved by the review of the relevant departments, we should prevent these things happened such as increasing design elements ,improving the design standards, increasing the project cost.(3) check strictly with visa procedures of the project site we should Construct project management system , establish the specialized departments,and through the use of specialized management of professionals for the project, to avoid the phenomenon that project management staff just care visa only, take no concern about the economic accounts, resulting the serious consequences such as investment is out of control.For Seriously changes of visa procedures we should make the building side, supervision side, the construction site together representatives signed a manner to ensure that the authenticity of the visa, the rationality of the economy of changes and to avoid the disputes caused by the phenomenon of fraud.(4) do a good job in the completion of the audit settlement priceClearing refers to the completion of construction enterprises in accordance with the terms of the contract completed by the contractor within the engineering, land quality experience, and in accordance with the contract, the construction units to carry out the final project settlement price. Completion of the project audited settlement is approved in accordance with the construction of the project cost. Therefore, the completion of settlement of the audit is a very important work, should focus on the following:① check the accuracy of the project quantity.the check of project Quantity is the most important and most complicated, the most detailed work in process of the settle of completed project, this must be based on completion of the project plan, changed design and construction of the scene .it strictly in accordance with the provisions of the rules one by one in terms of project review to prevent the units of construction to increase the volume of inflated project cost in the settlement on completion of the project.② examine whether the additional apply is right . check the sub-projects listed in the price in line with the fixed unit price, check whether the name, specification, measurement units and the content consistent with the units of the valuation table; for the unit price of conversion, the first step is to check if the conversion price was fixed allowed, followed check if the conversion price is correct.③ check if the standards for the admission fee In line with the cost of the fixed and the cost of policies and regulations of the project during the construction.Fifth, the thinking and outlook of project cost management system From a long time, we generally ignore the the project cost control of preparatory work for the construction phase, and control projects often focus on the cost of the construction phase - the budget review working drawings and reasonable settlement。

常用建筑专业英语单词工程指挥部：construction headquarters 工程造价：construction cost工程预算：construction budget工程管理：engineering management工程监督：supervision of works工程量：quantities方案设计：schematic design最终验收：final acceptance包干合同：lump sum contract保用期：warranty period概算：approximate estimate地价：land cost报价：quoted price工人：worker工具：tool测量：survey地方规范：local regulation最小日照间距：minimum sunlighting spacing最小净空：minimum clearance混凝土：concrete钢筋：reinforcing bar rebar钢筋混凝土reinforced concrete钢筋混凝土工程reinforced concrete work钢筋混凝土基础reinforced concrete foundation 钢筋混凝土柱：reinforced concrete column钢筋混凝土桩：reinforced concrete pile钢筋混凝土过梁：reinforced concrete lintel钢筋笼：reinforcing cage混凝土保护层：concrete cover混凝土标号：grade of concrete剪力墙shear wall模板：formwork半地下室：semibasement变形缝：movement joint标准层：standard floor防潮层：damp-proof course不收缩混凝土：non-shrinking concrete拆除：dismantle沉降：settlement建筑专业词汇a. DESIGN BASIS 设计依据b. DESIGN STAGE 设计阶段c. CLIMATE CONDITION 气象条件d. GENERAL ROOM NAME 常用房间名称e. ROOFING & CEILING 屋面及天棚f. WALL(CLADDING) 墙体(外墙板)g. FLOOR & TRENCH 地面及地沟h. DOORS 、GLASS、WINDOWS & IRONMONGERY(HARDWARE)门、玻璃、窗及五金件I. STAIRCASE、LANDING & LIFT(ELEVATOR)楼梯、休息平台及电梯j. BUILDING MATERIAL WORDS AND PHRASES 建筑材料词汇及短语【 Bricks and Tiles 砖和瓦】【Lime, Sand and Stone 灰、砂和石】【Cement, Mortar and Concrete 水泥、砂浆和混凝土】【Facing And Plastering Materials 饰面及粉刷材料】【Asphalt (Bitumen) and Asbestos 沥青和石棉】【Timber 木材】【Metallic Materials 金属材料】【Non-Ferrous Metal 有色金属】【Anti-Corrosion Materials 防腐蚀材料】【Building Hardware 建筑五金】【Paint 油漆】k. OTHER ARCHITECTURAL TERMS 其它建筑术语【Discipline 专业】【Conventional Terms 一般通用名词】【Architectural Physics 建筑物理】【Name Of Professional role 职务名称】【Drafting 制图】a. DESIGN BASIS 设计依据计划建议书 planning proposals设计任务书 design order标准规范standards and codes条件图 information drawing设计基础资料 basic data for design工艺流程图 process flowchart工程地质资料 engineering geological data原始资料 original data设计进度 schedule of designb. STAGE OF DESIGN 设计阶段方案 scheme, draft草图 sketch会谈纪要summary of discussion谈判 negotiation可行性研究 feasibility study初步设计 preliminary design基础设计 basic design详细设计 detail design询价图 enquiry drawing施工图 working drawing, construction drawing项目管理英文词汇ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准?C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面。

工程造价英语工程造价英语是指相关于工程造价方面的英语词汇和句子，主要涉及到工程项目的估算、预算、投标、合同、支付等方面。

在工程造价领域中，英语是必不可少的语言工具，因为许多国际工程项目都需要使用英语进行沟通和交流。

以下是一些常见的工程造价英语词汇和句子：1. Estimate - 估算2. Budget - 预算3. Bid - 投标4. Contract - 合同5. Payment - 支付6. Cost breakdown - 成本分析7. Quantity surveyor - 工料测量师8. Bill of quantities - 工程量清单9. Variation order - 变更单10. Cost control - 成本控制例句：1. We need to estimate the cost of this project before we can proceed.我们需要在继续进行之前估算一下这个项目的成本。

2. The budget for this project has been approved by the board.这个项目的预算已经被董事会批准了。

3. Several companies have submitted bids for the project.几家公司已经为这个项目提交了投标书。

4. The contract for the project has been signed and is now in effect.这个项目的合同已经签署并已生效。

5. Payment for the completed work will be made within 30 days.完成的工作的支付将在30天内完成。

6. We need to do a cost breakdown to see where we can save money.我们需要进行成本分析，看看哪里可以节省费用。

The Cost of Building Structure1. IntroductionThe art of architectural design was characterized as one of dealing comprehensively with a complex set of physical and nonphysical design determinants. Structural considerations were cast as important physical determinants that should be dealt with in a hierarchical fashion if they are to have a significant impact on spatial organization and environmental control design thinking.The economical aspect of building represents a nonphysical structural consideration that, in final analysis, must also be considered important. Cost considerations are in certain ways a constraint to creative design. But this need not be so. If something is known of the relationship between structural and constructive design options and their cost of implementation, it is reasonable to believe that creativity can be enhanced. This has been confirmed by the authors’observation that most enhanced. This has been confirmed by the authors’observation that most creative design innovations succeed under competitive bidding and not because of unusual owner affluence as the few publicized cases of extravagance might lead one to believe. One could even say that a designer who is truly creative will produce architectural excellence within the constraints of economy. Especially today, we find that there is a need to recognize that elegance and economy can become synonymous concepts.Therefore, in this chapter we will set forth a brief explanation of the parameters of cost analysis and the means by which designers may evaluate the overall economic implications of their structural and architectural design thinking.The cost of structure alone can be measured relative to the total cost of building construction. Or, since the total construction cost is but a part of a total project cost, one could include additional consideration for land10～20percent,finance and interest100～200 percent,taxes and maintenance costs on the order of20 percent.But a discussion of theseso-called architectural costs is beyond the scope of this book, and we will focus on the cost of construction only.On the average, purely structural costs account for about 25 percent of total construction costs, This is so because it has been traditional to discriminate between purely structural and other so-called architectural costs of construction. Thus, in tradition we find that architectural costs have been taken to be those that are not necessary for the structural strength and physical integrity of a building design.“Essential services” forms a third construction cost category and refers to the provision of mechanical and electrical equipment and other service systems. On the average, these service costs account for some 15 to 30 percent of the total construction cost, depending on the type of building. Mechanical and electrical refers to the cost of providing for air-conditioning equipment and he means on air distribution as well as other services, such as plumbing, communications, and electrical light and power.The salient point is that this breakdown of costs suggests that, up to now, an average of about 45 to 60 percent of the total cost of constructing a typical design solution could be considered as architectural. But this picture is rapidly changing. With high interest costs and a scarcity of capital, client groups are demanding leaner designs. Therefore, one may conclude that there are two approaches the designer may take towards influencing the construction cost of building.The first approach to cost efficiency is to consider that wherever architectural and structural solutions can be achieved simultaneously, a potential for economy is evident. Since current trends indicate a reluctance to allocate large portions of a construction budget to purely architectural costs, this approach seems a logical necessity. But, even where money is available, any use of structure to play a basic architectural role will allow the nonstructural budget to be applied to fulfill other architectural needs that might normally have to be applied to fulfill other architectural needs that might normally have to be cutback. The second approach achieves economy through an integration of service and structural subsystems to round out one’s effort to produce a total architectural solution to a building design problem.The final pricing of a project by the constructor or contractor usually takes a different form. The costs are broken down into 1 cost of materials brought to the site, 2cost of labor involved in every phase of the construction process, 3cost of equipment purchased or rented for the project, 4cost of management and overhead, and5 profit. The architect or engineer seldom follows such an accurate path but should perhaps keep in mind how the actual cost of a structure is finally priced and made up.Thus, the percent averages stated above are obviously crude, but they can suffice to introduce the nature of the cost picture. The following sections will discuss the range of these averages and then proceed to a discussion of square footage costs and volume-based estimates for use in rough approximation of the cost of building a structural system.2. Percentage EstimatesThe type of building project may indicate the range of percentages that can be allocated to structural and other costs. As might be expected, highly decorative or symbolic buildings would normally demand the lowest percentage of structural costs as compared to total construction cost. In this case the structural costs might drop to 10～15percent of the total building cost because more money is allocated to the so-called architectural costs. Once again this implies that the symbolic components are conceived independent of basic structural requirements. However, where structure and symbolism are more-or-less synthesized, as with a church or Cathedral, the structural system cost can be expected to be somewhat higher, say, 15and20 percent or more.At the other end of the cost scale are the very simple and nonsymbolic industrial buildings, such as warehouses and garages. In these cases, the nonstructural systems, such as interior partition walls and ceilings, as will as mechanical systems, are normally minimal, as is decoration,and therefore the structural costs can account for60 to 70 percent, even 80 percent of the total cost of construction.Buildings such as medium-rise office and apartment buildings5～10 storiesoccupy the median position on a cost scale at about 25 percent for structure. Low and short-span buildings for commerce and housing, say, of three or four stories and with spans of some 20 or 30 ft and simple erection requirements, will yield structural costs of 15～20 percent of total building cost.Special-performance buildings, such as laboratories and hospitals, represent another category. They can require long spans and a more than average portion of the total costs will be allocated to services i.e., 30～50 percent, with about 20 percent going for the purely structural costs. Tall office building 15 stories or more and/or long-span buildings say, 50 to 60 ft can require a higher percentage for structural costs about 30to 35percent of the total construction costs,with about 30 to 40 percent allocated to services.In my case, these percentages are typical and can be considered as a measure of average efficiency in design of buildings. For example, if a low, short-span and nonmonumental building were to be bid at 30 percent for the structure alone, one could assume that the structural design may be comparatively uneconomical. On the other hand, the architect should be aware of the confusing fact that economical bids depend on the practical ability of both the designer and the contractor to interpret the design and construction requirements so that a low bid will ensue. Progress in structural design is often limited more by the designer’s or contractor’slack of experience, imagination, and absence of communication than by the idea of the design. If a contractor is uncertain, he will add costs to hedge the risk he will be taking. It is for this reason that both the architect and the engineer should be well-versed in the area of construction potentials if innovative designs ate to be competitively bid. At the least the architect must be capable of working closely with imaginative structural engineers, contractors and even fabricators wherever possible even if the architecture is very ordinary.Efficiency always requires knowledge and above all imagination, and these are essential when designs are unfamiliar.The foregoing percentages can be helpful in approximating total construction costs if the assumption is made that structural design is at least of average of typical efficiency. For example, if a total office building construction cost budget is ﹩5,000,000,and 25 percent is the “standard” to be used for structure, a projected structural system should cost no more than ﹩1,250,000.If a very efficient design were realized, say, at 80 percent of what would be given by the “average”efficient design estimate stated above the savings,20 percent,would then be﹩250,000 or 5 percent of total construction costs ﹩5,000,000.If the ﹩5,000,000 figure is committed, then the savings of ﹩250,000 could be applied to expand the budget for “other” costs.All this suggests that creative integration of structural and mechanical and electrical design with the total architectural design concept can result in either a reduction in purely construction design concept can result in either a reduction in purely construction costs or more architecture for the same cost. Thus, the degree of success possible depends on knowledge, cleverness, and insightful collaboration of the designers and contractors.The above discussion is only meant to give the reader an overall perspective on total construction costs. The following sections will now furnish the means for estimating the cost of structure alone. Two alternative means will be provided for making an approximate structural cost estimate: one on a square foot of building basis, and another on volumes of structural materials used. Such costs can then be used to get a rough idea of total cost by referring to the “standards”for efficient design given above. At best, this will be a crude measure, but it is hoped that the reader will find that it makes him somewhat familiar with the type of real economic problems that responsible designers must deal with. At the least, this capability will be useful in comparing alternative systems for the purpose of determining their relative cost efficiency.3. Square-foot EstimatingAs before, it is possible to empirically determine a “standard”per-square-foot cost factor based on the average of costs for similar construction at a given place and time. more-or-less efficient designs are possible, depending on the ability of the designer and contractor to use materials and labor efficiently, and vary from the average.The range of square-foot costs for “normal” structural systems is ﹩10 to ﹩16 psf. For example, typical office buildings average between ﹩12 and ﹩16 psf, and apartment-type structures range from ﹩10 to ﹩14.In each case, the lower part of the range refers to short spans and low buildings, whereas the upper portion refers to longer spans and moderately tall buildings.Ordinary industrial structures are simple and normally produce square-foot costs ranging from ﹩10 to ﹩14,as with the more typical apartment building. Although the spans for industrial structures are generally longer than those for apartment buildings, and the loads heavier, they commonly have fewer complexities as well as fewer interior walls, partitions, ceiling requirements, and they are not tall. In other words, simplicity of design and erection can offset the additional cost for longer span lengths and heavier loads in industrial buildings.Of course there are exceptions to these averages. The limits of variation depend on a system’s complexity, span length over “normal”and special loading or foundation conditions. For example, the Crown Zellerbach high-rise bank and office building in San Francisco is an exception, since its structural costs were unusually high. However, in this case, the use of 60 ft steel spans and free-standing columns at the bottom, which carry the considerable earthquake loading, as well as the special foundation associated with the poor San Francisco soil conditions, contributed to the exceptionally high costs. The design was also unusual for its time and a decision had been made to allow higher than normal costs for all aspects of the building to achieve open spaces and for both function and symbolic reasons. Hence the proportion ofstructural to total cost probably remained similar to ordinary buildings.The effect of spans longer than normal can be further illustrated. The “usual”floor span range is as follows: for apartment buildings,16 to 25 ft; for office buildings,20 to 30 ft; for industrial buildings,25 to 30 ft loaded heavily at 200 to 300 psf; and garage-type structures span,50 to 60 ft, carrying relatively light50～75 psf loadsi.e., similar to those for apartment and office structures.where these spans are doubled, the structural costs can be expected to rise about 20 to 30 percent.To increased loading in the case of industrial buildings offers another insight into the dependency of cost estimates on “usual”standards. If the loading in an industrial building were to be increased to 500psfi.e., two or three times, the additional structural cost would be on the order of another 20 to 30 percent.The reference in the above cases is for floor systems. For roofs using efficient orthotropic flat systems, contemporary limits for economical design appear to be on the order of 150 ft, whether of steel or prestressed concrete. Although space- frames are often used for steel or prestressed concrete. Although space-frames are often used for steel spans over 150 ft the fabrication costs begin to raise considerably.At any rate, it should be recognized that very long-span subsystems are special cases and can in themselves have a great or small effect on is added, structural costs for special buildings can vary greatly from design to design. The more special the form, themore that design knowledge and creativity, as well as construction skill, will determine the potential for achieving cost efficiency.4. Volume-Based EstimatesWhen more accuracy is desired, estimates of costs can be based on the volume of materials used to do a job. At first glance it might seem that the architect would be ill equipped to estimate the volume of material required in construction with any accuracy, and much less speed. But itis possible, with a moderate learning effort, to achieve some capability for making such estimates.Volume-based estimates are given by assigning in-place value to the pounds or tons of steel, or the cubic yards of reinforced or prestressed concrete required to build a structural system. For such a preliminary estimate, one does not need to itemize detailed costs. For example, in-place concrete costs include the cost of forming, falsework, reinforcing steel, labor, and overhead. Steel includes fabrication and erection of components.Costs of structural steel as measured by weight range from ﹩0.50 to ﹩0.70 per pound in place for building construction. For low-rise buildings, one can use stock wide-flange structural members that require minimum fabrication, and the cost could be as bow as ﹩0.50 per pound. More complicated systems requiring much cutting and weldingsuch as a complicated steel truss or space-frame design can go to ﹩0.70 per pound and beyond. For standard tall building designs say, exceeding 20 stories,there would typically be about 20 to 30 pounds of steel/psf, which one should wish not to exceed. A design calling for under 20 psf would require a great deal of ingenuity and the careful integration of structural and architectural components and would be a real accomplishment.Concrete costs are volumetric and should range from an in-place low of ﹩150 per cu yd for very simple reinforced concrete work to ﹩300 per cu yd for expensive small quantity precast and prestressed work. This large range is due to the fact that the contributing variables are more complicated, depending upon the shape of the precise components, the erection problems, and the total quantity produced.Form work is generally the controlling factor for any cast-in-place concrete work. Therefore, to achieve a cost of ﹩150 per cu yd, only the simplest of systems can be used, such as flat slabs that require little cutting and much reuse of forms. Where any beams are introduced that require special forms and difficulty in placement of concrete and steelbars, the range begins at ﹩180 per cu yd and goes up to ﹩300.Since, in a developed country, high labor costs account for high forming costs, this results in pressure to use the simplest and most repetitive of systems to keep costs down. It become rewarding to consider the possibility of mass-produced precast and prestressed components, which may bring a saving in costs and\or construction completion time. The latter results in savings due to lower construction financing costs for the contractor plus quicker earnings for the owner.To summarize, the range of cost per cubic yard of standard types of poured-in-place concrete work will average from $150 to $250, the minimum being for simple reinforced work and the maximum for moderately complicated post tensioned work. This range is large and any estimate that ignores the effect of variables above will be commensurately inaccurate.5.SummaryThe estimate and economical design of structure building are important and essential work, which should be valued by all architects and engineers and others. Better you do it, more profit you will receive from it建筑结构的成本1.前言众所周知,建筑物的结构设计是一个相当复杂的过程,其中既包含处理很多物质因素,又考虑诸多非物质方面的因素.如果建筑物的结构形式对空间组织和美化环境的设计起这句举足轻重的影响,那么它就是一个相当重要的物理因素,就应当采用分阶段的设计方法.对建筑物的经济考虑是一个主要的非物质因素,在最终的设计中应予以重视.对一个具有创造性的设计而言,经济考虑从某方面来说往往是一种制约,但这也并非是绝对的.如果事先清楚结构设计及施工组织方案与实现他们的造价之间的关系,那么创造性是同样可以实现的.调查表明,大多具有创造性的设计是在有竞争性的投标中获得成功的,而不是因为业主非常富有.尽管后者被大肆炒作,却很少使人信服.因此也可以说,真正具有创造性的设计因该具有很强的经济性.特别是今天,人们应该逐渐认识到,高雅和经济其实是一个可以统一的概念.因此,本文列举一些造价分析参数的简单解释,以及设计人员在他们的结构设计中考虑经济因素是经常采用的一些设计中考虑经济因素是经常采用的一些设计手法.结构造价本身是通过其在建筑物总造价中所占的百分比来衡量的.或者说,由于工程只是一个项目总造价的一部分,因此还要考虑附加费用如地价10%~20%、筹资利息100%~200%、税金及维修费20%左右.不过上面这些因素都不在本文的讨论范围之内,文章将重点介绍工程造价.平均来说,单纯的结构造价大约占建筑物总造价25%.按照惯例,建筑无的结构造价和所谓的建筑造价是分开的.一般说来,所谓的建筑造价,往往是指那些与建筑的结构强度和物理完整性无关的因素.“基本服务设施费”组成了第三类工程费用,主要是指机械供给、电器设备以及其他一些服务体系等费用.一般说来,这部分费用大概占建筑物总费用的15%~30%,这主要取决于建筑无的类型.机械和电气费用,主要是指空调系统费用以及其他诸如管道系统、通讯、照明及动力设备等其他服务设施.在这一造价分类中非常显着的一点是,一个典型的建筑物设计方案的总体费用,应该有45%~60%分配给建筑因素.但现在这种状况正在迅速改变,因为高利率以及资金的缺乏,现在大多业主更倾向于节约型设计.因此,设计者应该考虑两条途径,他们可以直接影响建筑无的工程造价.第一个节约开支的途径可以这样来考虑,即凡是那些建筑问题和结构问题能够同时解决的地方往往有着很强的经济潜力.由于目前大多设计都不愿将建筑物费用一大部分用于纯粹建筑设计,这种方法就显得尤为重要,也会节省一部分非结构预算,这一经费可用于一些本会被削减掉的建筑需求.第二种节约开支的途径,则是设计人员在设计过程中综合考虑服务设施和结构体系,尽力提出一个能够解决房屋设计和施工难题的总建筑方案.承包商通常回用不同的方式做出工程项目的最终报价.他们往往将其分为场地材料费、每一个施工过程中的劳动力资源费、工程所需购买、租借的装备费、经营管理费以及利润.建筑师以及工程师很少考虑的像上面所述的那么精确,但是头脑中应该有一个清楚的概念,那就是一项结构工程的实际造价最终使用什么方法定价以及承包商又是怎样标价的.显然,上面讲到的百分比平均数有些粗略,但是它足以说明总体造价的组成情况了.下面的几部分将讨论这些平均数的范围,并进一步阐述在对建筑无的造价进行粗略、近似估计时用到的平方英尺以及单位体积造价.2.百分比估价建筑物的类型将决定结构费用以及其他费用所占的白分比范围.正如所希望的,装饰性或者标志性较强的建筑物的结构造价在总体造价中所占的比重相对较低.一般而言,结构造价所占的百分比可低至工程总造价的10%~15%,这是因为更多的钱被用到那些非结构费用上了.这又一次说明“装饰”部分是与基本的结构要求无关的.然而对于一些诸如教堂类的综合性标志建筑物,对其结构体系的造价相对较高,其百分比可达到15%~20%或者更高.与之相对的是一些诸如仓库或者车库之类简易的和非象征性的工业建筑物,对于这种建筑,由于内部隔墙、天花板、管道设备系统以及装修部分要求较低,其结构造价在工程总体造价中所占的比例往往能达到60%~70%,有时甚至可达80%.对于一些中等高度5~10层得多层办公楼或住宅楼,其结构造价在总体造价中所占的比例,大约维持在25%这一中间值；而对于一些低矮且跨据短的商业用房和住宅,大约3~4层高且跨度为20~30英尺以及简单的竖向要求,其结构造价将占总造价15%~20%.而一些特殊用途的建筑,如实验室和医院,则另当别论.他们需要较大的跨度以及不一般要求高的机械装备.这就导致总体造价得以大部分将被用于服务费用大约30%~50%,而单纯的结构造价约占20%.对于15层或者以上的高层办公楼以及大跨度约50~60英尺建筑物,其结构造价在总体造价中将占较高的百分比约30%~35%,而服务费用约占30%~40%.在任何情况下这些百分比数据都是具有典型性的,并可作为衡量建筑物设计平均效益的尺度.例如,如果一个较低的小跨度且不具备纪念价值的建筑物,仅仅结构造价投标就为30%的话,那么可以肯定这个结构设计是相当不经济的.另一方面,建筑师应该注意到的一个容易混淆的事实就是,经济投标往往取决于设计者和承包人的理解设计及施工要求的实际能力,能力强就能提供一个较低的投标.创造性设计受限往往是因为设计者或承包商在经验、想象力际交流方面的匮乏.如果承包者没有把握,那么它就会加大投资,以防可能遇到的意外风险.因此要使有创造性的设计在投标时具有竞争力,作为一名建筑师它应能够洞察工程潜力所在.至少建筑是应该尽可能地与想象力丰富的结构工程师、承包商甚至制造商惊醒密切配合.相反,即使对于最为普通的建筑设计,如果仅仅靠设计手册,是很难取得经济效益的.效率离不开专业知识,而最为重要的是想象力,这一点在面对一个不太熟悉的项目是尤为重要.如果建筑物结构设计至少具有中等或标准的效益时,前面所提到的百分比就对建筑物总造价估算有着很大的帮助.例如,如果一座办公楼总体造价500万美元,其中有25%时结构造价的标准,那么这一工程结构体系造价就不能超过125万美元.若设计很合理,比如时按上述的中等效益设计估算造价的80%时,那么就有25万美元,也就是5%的总体建筑费用被省下来.如果这500万资金已经到位,那么节省下的25万美元就可用于其他的经济开支.上面所有阐述表明,结构设计和建筑整体设计机械和电器的创造性结合的概念,将有助于减少单纯的结构造价,或在相同造价下提供更多的建筑费用.这样,设计成功的程度将取决于设计者的专业知识、灵活性以及设计者和承包人之间有洞察力的合作,上面讨论仅仅是提供一种建筑总体造价的全面视图,下面的部分将提供对建筑的结构造价进行估价的方法.有两种可供选择的方法将用来进行结构造价的近似估价：其一是根据单位平方英尺建筑面积,另一种则是根据所用的结构材料体积进行估价.参考上面所提到的有效设计的结构造价标准,最后的结构估价有助于对建筑的总体造价惊醒大概的了解.当然,这样得到的只是一个粗略的估价,但却会使设计负责人员对实际设计中经常要面对的经济问题有所了解.至少,这些将有助于对可供选择的结构体系的相对成本效益进行对比.3.平方英尺估算如前所述,在一个特定的时期和地区,是可以根据相似工程的平均造价,来经验地确定准平方英尺造价系数.设计者和承包人有效的利用材料和劳动力的能力不同,会导致不同平均水平的经济效率设计的.对于“标准”的结构体系而言,每平方英尺的造价为10~16美元,例如,典型的办公楼平均水平在12~16美元之间,而住宅型建筑的范围则是10~14美元.对以上两种情况,下限适用于短跨低矮的建筑,而上限则是用于较大跨度及中等高度的建筑.如同典型的住宅性建筑,普通工业建筑结构简单,通常每平方英尺的造价为10~14美元.尽管工业建筑的跨度很大,且荷载较重,但他们的布局简单,在内墙、隔墙以及天花板方面的要求较少,且一般不高.换句话说,设计和安装的简单化,可以弥补工业建筑因大跨度和重载所造成的额外造价.当然也存在着不同于平均水平的情况.变化的限度取决于体系的复杂程度、跨度超长的程度、特殊的荷载级地震条件等.例如,由于结构造价相当高,位于旧金山的Crown Zellerbach 银行和办公楼旧称得上是个例外.60英尺跨度的钢架以及底部用来承受地震荷载的自由支撑的柱子,连同旧金山糟糕的土壤状况,都造成了较高的造价.在那个时期,这样的设计是非同寻常的,正是因为其特殊的用途及标志性,它才被允许以建筑物个方面都高出同类建筑物的平均水平的造价进行建造.因此,其结构造价在总体造价中的比重接近也普通建筑物.现在将进一步叙述超长跨度的影响.正常跨度的范围规定为：住宅楼16~25英尺；办公楼20~30英尺；工业建筑为25~30英尺,且每平方英尺承重200~300磅；车库建筑为50~60英尺,且相对较轻.如果跨度增加一倍,结构造价将会提高大约20~30%.工业建筑中较大的荷载也无形中提高了建筑物的结构造价.如果一个工业建筑的荷载增加到每平方米500磅大约2~3倍的话,其结构造价也将提高20~30%.上面所述都是针对楼层系统而言的,对采用有效正交各向异性体系的公寓屋顶,不管是钢还是预应力混凝土的,其现代经济设计者的限值都是150英尺.尽管钢结构空间框架常大于150英尺,其制造费用也将大大增加.无论如何,长跨度体系都有其特殊性,它可能较多,也可能较少的影响总体建筑造价时,对于特殊的建筑物,其结构造价将随着设计的不同而明显地改变 .结构形式越特殊,由设计知识、设计的创造性以及施工技术所决定的造价节俭潜力就越大.4.体积度量估算初看起来,一个建筑师不善于精确地估计建筑过程中所用到的材料体积,并如果要得到更高的精度,可以通过工程中所用到的材料体积来估计造价.且进展会非常缓慢,但通过努力学习后,是可以实现这一估计的.体积量度估价,是通过制定结构系统中需要的以磅或吨记得钢材、立方体的钢筋或预应力混凝土的现场价格来实现的.对于这样一个初步估计,没有必要去详究它的详细造价.例如,混凝土的现浇造价将包括模板、脚手架、钢筋、劳动力等费用和间接费用.钢结构则包括构件制作及安装的费用.以重量计的建筑钢材的现场价格,从每磅0.50美元到0.70美元不等.对于低层建筑,可采用现成的宽翼缘型钢构件,只需要极少的加工,因而成本可降低至每磅0.50美元.而复杂的结构体系需要较多的切割和焊接如复杂的钢桁架或空间框架设计,因而其钢材现场价格可达0.7美元甚至更高.对于标准的高层建筑设计,每平方米大概将由20~30磅钢材,这是设计人员不希望超过的量值.而每平方米低于20磅的设计,则需要很强的创造力以及建筑物设计和结构设计上完美的结合,其可称得上是一个真正的成就.混凝土的价格是以体积计量的,其范围从简易的每立方码150美元的现浇钢筋混凝土工程,到非常昂贵的每立方码300美元的小批量所谓预制和预应力工程不等.出现如此大的价格范围.是因为影响因素较复杂,包括预制构件的形状、安装的难易其生产总量.模板通常是现场浇制混凝土构件的决定性因素,因此,为得到每立方码150美元的价格,需要采用最简单的体系方可,例如需要很少的模板加工量并可多次使用平板.一旦梁存在,就需要专门的模板,由于混凝土和钢筋的放置上的困难,价格范围每立方码180美元上升到每立方码300美元.在发达国家,由于较高的劳动力费用,导致较高的模板造价,这就迫使人们采用最简单的和大批量可重复使用的结构构件来实现造价的削减.但现场浇制价格开始接近每立方码240美元时,就应该考虑大批量生产的预制和预应力构件的使用,这样将会减少造价和缩短工期.后者将会因为时公开支费用的降低,是承包商快速赢利.总的来说,每平方码现场浇筑混凝土的标准价格将从150美元~250美元不等,其下限适用于简单混凝土工程,而上限则适用于中等复杂程度的后张预应力工程.这样一个价格范围相对较大,任何忽略了上述影响因素的估价,都将是不准确的.5.结论建筑物的成本估计及节约设计,是一项重要而又必须的工作,每一个建筑师和结构师及相关的建筑业者.都应给予充分的重视.这一工作做得越好,你得到的回报越多。

外文文献：Project Cost Control: The Way it WorksBy R. Max WidemanIn a recent consulting assignment we realized that there was some lack of understanding of the whole system of project cost control, how it is setup and applied. So we decided to write up a description of how it works. Project cost control is not that difficult to follow in theory.First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.But project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs. It also involves a significant amount of work, as we shall see, and we might as well start at the beginning. So let us follow the thread of project cost control through the entire project life span.And, while we are at it, we will take the opportunity to point out the proper places for several significant documents. These include the Business Case, the Request for (a capital) Appropriation (for execution), Work Packages and the Work Breakdown Structure, the Project Charter (or Brief), the Project Budget or Cost Plan, Earned Value and the Cost Baseline. All of these contribute to the organization's ability to effectively control project costs.FootnoteI am indebted to my friend Quentin Fleming, the guru of Earned Value, for checking and correcting my work on this topic.The Business Case and Application for (execution) FundingIt is important to note that project cost control is most effective when the executive management responsible has a good understanding of how projects should unfold through the project life span. This means that they exercise their responsibilities at the key decision points between the major phases. They must also recognize the importance of project risk management for identifying and planning to head off at least the most obvious potential risk events.In the project's Concept Phase• Every project starts with someone identifying an opportunity or need. That is usually someone of importance or influence, if the project is to proceed, and that person often becomes the project's sponsor.• To determine the suitability of the potential project, most organizations call for the preparation of a "Business Case" and its "Order of Magnitude" cost to justify the value of the project so that itcan be compared with all the other competing projects. This effort is conducted in the Concept Phase of the project and is done as a part of the organization's management of the entire project portfolio.• The cost of the work of preparing the Business Case is usually covered by corporate management overhead, but it may be carried forward as an accounting cost to the eventual project. No doubt because this will provide a tax benefit to the organization. The problem is, how do you then account for all the projects that are not so carried forward?• If the Business case has sufficient merit, approval will be given to proceed to a Development and Definition phase.In the project's Development or Definition Phase• The objective of the Development Phase is to establish a good understanding of the work involved to produce the required product, estimate the cost and seek capital funding for the actual execution of the project.• In a formalized setting, especially where big projects are involved, this application for funding is often referred to as a Request for (a capital)Appropriation (RFA) or Capital Appropriation Request (CAR).•This requires the collection of more detailed requirements and data to establish what work needsto be done to produce the required product or "deliverable". From this information, a plan is prepared in sufficient detail to give adequate confidence in a dollar figure to be included in the request.• In a less formalized setting, everyone just tries to muddle through.Work Packages and the WBSThe Project Management Plan, Project Brief or Project Charter•If the deliverable consists of a number of different elements, these are identified and assembled into Work Packages (WPs) and presented in the form of a Work Breakdown Structure (WBS).• Each WP involves a set of activities, the "work" that is planned and scheduled as a part of the Project Management Plan. Note, however, that the planning will still be at a relatively high level,and more detailed planning will be necessary during execution if the project is given the go ahead.• This Project Management Plan, by the way, should become the "bible" for the execution phase of the project and is sometimes referred to as the "Project Brief" or the "Project Charter".• The cost of doing the various activities is then estimated and these estimated costs are aggregated to determine the estimated cost of the WP. This approach is known as "detailed estimating" or "bottom up estimating". There are other approaches to estimating that we'll come to in a minute. Either way, the result is an estimated cost of the total work of the project.Note: that project risk management planning is an important part of this exercise. This should examine the project's assumptions and environmental conditions to identify any weaknesses in the plan thus far, and identify those potential risk events that warrant attention for mitigation. This might take the form of specific contingency planning, and/or the setting aside of prudent funding reserves.Request for capitalConverting the estimate•However, an estimate of the work alone is not sufficient for a capital request. To arrive at a capital request some conversion is necessary, for example, by adding prudent allowances such asoverheads, a contingency allowance to cover normal project risks and management reserves to cover unknowns and possible scope changes.•In addition, it may be necessary to convert the estimating data into a financial accounting formatthat satisfies the corporate or sponsor's format for purposes of comparison with other projects and consequent funding approval.• In practice all the data for the type of "bottom up" approach just described may not be available.In this case alternative estimating approaches are adopted that provide various degrees of reliability in a "top down" fashion. For example:Order of Magnitude estimate – a "ball park" estimate, usually reserved for the concept phase onlyAnalogous estimate – an estimate based on previous similar projectsParametric estimate –an estimate based on statistical relationships in historical data•Whichever approach is adopted, hopefully the sum thus arrived at will be approved in full and proves to be satisfactory! This is the trigger to start the Execution Phase of the projectNote: Some managements will approve some lesser sum in the mistaken belief that this will help everyone to "sharpen their pencils" and "work smarter" for the benefit of the organization. This is a mistaken belief because management has failed to understand the nature of uncertainty and risk in project work. Consequently, the effect is more likely to result in "corner cutting" with an adverse effect on product quality, or reduced product scope or functionality. This often leads to a "game" in which estimates are inflated so that management can adjust themdownwards. But to be fair, management is also well aware that if money is over allocated, it will get spent anyway. The smart thing for managements to do is to set aside contingent reserve funds, varying with the riskiness of the project, and keep that money under careful control.Ownership of approved capital•If senior management approves the RFA as presented, the sum in question becomes the responsibility of the designated project sponsor. However, if the approved capital request includes allowances such as a "Management Reserve", this may or may not be passed on to the project's sponsor, depending on the policies of the organization.• For the approved RFA, the project sponsor will, in turn, further delegate expenditure authority to the project's project manager and will likely not include any of the allowances. An exception might be the contingency allowances to cover the normal variations in work performance.• The net sum thus arrived at constitutes the project manager's Approved Project Budget.Note: If management does not approve the RFA, you should not consider this a project failure. Either the goals, objectives, justification and planning need rethinking to increase the value of the project's deliverables, or senior management simply has higher priorities elsewhere for the available resources and funding.The Project's Execution PhaseThe project manager's Project Budget responsibility•Once this Approved Project Budget is released to the project manager, a reverse process must take place to convert it into a working control document. That is, the money available must be divided amongst the various WBS WPs that, by the way, have probably by now been upgraded! This results in a project execution Control Budget or Project Baseline Budget, or simply, the Project Budget. In some areas of project management application it is referred to as a Project Cost Plan. •On a large project where different corporate production divisions are involved, there may be a further intermediate step of creating "Control Accounts" for theseparate divisions, so that each division subdivides their allocated money into their own WBS WPs.• Observe that, since the total Project Budget received formal approval from Executive Management, you, as project manager, must likewise seek and obtain from Executive Management, via the project's sponsor, formal approval for any changes to the total project budget. Often this is only justified and accepted on the basis of a requested Product Scope Change.• In such a case the project's sponsor will either draw down on the management reserve in his or her possession, or submit a supplementary RFA to upper management. • Now that we have the Project Budget money allocated to Work Packages we can further distribute it amongst the various activities of each WP so that we know how much money we have as a "Baseline" cost for each activity.• This provides us with the base of reference for the cost control function. Of course, depending on the circumstances the same thing may be done at the WP level but the ability to control is then at a higher and coarser level.Use of the Earned Value technique• If we have the necessary details another control tool that we can adopt for monitoring ongoing work is the "Earned Value" (EV) technique. This is a considerable art and science that you must learn about from texts dedicated to the subject. • But essentially, you take the costs of the schedule activities and plot them as a cumulative total on the appropriate time base. Again you can do this at the activity level, WP level or the whole project level. The lower the level the more control information you have available but the more work you get involved in. The Cost Baseline•This planned reference S-curve is sometimes referred to as the "Cost Baseline", typically in EVparlance. That is, it is the "Budgeted Cost of Work Scheduled" (BCWS), or more simply the "Planned Value" (PV).•Observe that you need to modify this Cost Baseline every time there is an approved scope change that has cost and/or schedule implications and consequently changesthe project's Approved Project Budget.• Now, as the work progresses, you can plot the "Actual Cost of Work Performed" (ACWP or simply "Actual Cost" - AC).• You can plot other things as well, see diagram referred to above, and if you don't like what you see then you need to take "Corrective Action". CommentaryThis whole process is a cyclic, situational operation and is probably the source of the term "cycle" in the popularly misnamed "project life cycle".As an aside, the Earned Value pundits offer various other techniques within the EV process designed to aid in forecasting the final result, that is, the "Estimate At Completion" (EAC). EAC is what you should really be interested in because it is the only constant in a moving project. Therefore, these extended EV techniques must be considered in the same realm of accuracy as top-down estimating. They are useful, but only if you recognize the limitations and know what you are doing!But, as we said at the beginning, it is a lot more difficult to do in practice –and involves a significant amount of work. But, let's face it, that's what project managers are hired for, right?中文译文：项目成本控制：它的工作方式R.马克斯怀德曼我们在最近的咨询任务中意识到，对于整个项目成本控制体系是如何设置和应用的这个问题，我们仍有一些缺乏了解。

常用工程造价专业英语词汇估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;初期控制估算：interim control estimate/initial control estimate批准的控制估算：initial approved cost核定估算：check estimate首次核定估算：first check estimate二次核定估算：production check estimate人工时估算：man hour estimate材料费用/直接材料费用：material cost/direct material cost设备费用/设备购买费用：equipment cost/purchased cost of equipment散装材料费用/散装材料购买费用：bulk material cost/purchased cost of bulk material施工费用：construction cost施工人工费用：labor cost/construction force cost设备安装人工费用：labor cost associated with equipment散装材料施工安装人工费用：labor cost associated with bulk materials人工时估算定额：standard manhours施工人工时估算定额：standard labor manhours标准工时定额：standard hours劳动生产率：labor productivity/productivity factor/productivity ratio 修正的人工时估算值：adjusted manhours人工时单价：manhours rate施工监督费用：cost of construction supervision施工间接费用：cost of contruction indirects分包合同费用/现场施工分包合同费用：subcontract cost/field subcontract cost公司本部费用：home office cost公司管理费用：overhead非工资费用：non payroll开车服务费用：cost of start-up services其他费用：other cost利润/预期利润：profit/expected profit服务酬金：service gains风险：risk风险分析：risk analysis风险备忘录：risk memorandum未可预见费：contingency基本未可预见费：average contingency最大风险未可预见费：maximum risk contingency用户变更/合同变更：cilent change/contract change认可的用户变更：approved client change待定的用户变更：pending client change项目变更：project change内部变更：internalchange批准的变更：authoried change强制性变更：mandatory change选择性变更：optional change内部费用转换：internal transfer认可的预计费用：anticipated approved cost涨价值：escalation项目费用汇总报告：project cost summary report项目实施费用状态报告：project operation cost status report 总价合同：lump sum contract偿付合同：reimbursible contract预算：budgetFinancial:财务completion:竣工final:决算accounts:审计and:和project:工程construction cost:造价audit:审计Financial completion final accounts audit财务竣工决算审计project construction cost audit工程造价审计。

工程造价翻译Engineering Cost Translation (700 Words)Engineering cost refers to the total amount of money required for the construction, renovation, and maintenance of a project. It includes various expenses such as materials, labor, equipment, and overhead costs. Accurate estimation and management of engineering costs are crucial for the successful completion of any construction project.There are several factors that influence engineering costs. The first factor is the type of project. Different types of projects have different cost requirements. For example, a residential building project will have different cost considerations compared to an industrial construction project.Another factor is the location of the project. Construction costs can vary depending on the region, as labor and material costs may differ. For example, building a project in a remote area may require additional transportation costs for materials and equipment. The size and complexity of the project also play a significant role in determining engineering costs. A larger and more complex project will typically require more resources, resulting in higher costs. The design of the project is another factor that affects costs.A well-designed project can save costs by maximizing the use of resources and minimizing waste.The accuracy of cost estimation is crucial in managing engineering costs. Estimating the cost of each component of the project, suchas materials, labor, and equipment, helps in creating an accurate budget. Cost estimation should consider all possible expenses, such as permits, inspections, and legal fees.During the construction phase, it is essential to monitor and control costs to avoid excessive spending. Regular cost tracking and reporting help in identifying any deviations from the budget and taking corrective actions. Implementing cost control measures, such as value engineering and cost-saving initiatives, can help in reducing expenses without compromising the quality of the project.Effective cost management also involves proper negotiation and procurement of materials and services. Obtaining competitive bids from suppliers and contractors can help in reducing costs. Regular communication and coordination with suppliers and subcontractors also contribute to efficient cost management.In addition to construction costs, engineering costs should also consider ongoing maintenance and operational expenses. Proper maintenance is essential for preserving the longevity and functionality of the project. Planning and budgeting for maintenance activities, such as regular inspections, repairs, and replacements, are critical for cost-effectiveness.Overall, engineering cost translation involves accurately estimating, managing, and controlling the financial aspects of a construction project. It requires careful attention to details, comprehensive cost estimation, effective cost tracking, and proactive cost control measures. By efficiently managing engineering costs, constructionprojects can be completed within budget and meet the set objectives.。

工程造价专业英语课后习题答案一、句子翻译1.in its specifics ,each structure is tailed to suit its environment ,arranged to perform its own particular function ,and designed to reflect personal tastes and preferences . 具体来说，每一个建筑物都要适应它周围的环境，发挥它特有的功能，反映设计者的品味和喜好。

2.To some degree ,each construction project is unique ,and no two jobs are ever quite alike .从某种程度上来说，每一个建筑项目都是独一无二的，并且没有两个相同的项目。

3.It is unlikely ,that field construction will ever be able to adapt itself completely to the standardized methods and product uniformity of assembly-line production .建筑不可能完全适应标准化的方法和装配线生产的产品。

4.The objective of this approach is to treat project planning ,design ,and construction as integrated tasks within a construction system.该团队的目标是使工程规划、设计、建设成为工程项目系统之内的整合性的工作。

5.Adherence to construction schedules and budget constraints is the CM’s prime responsibility .确保在进度和成本约束下完成工程是项目经理的主要责任。

常用工程造价专业英语词汇估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;初期控制估算：interim control estimate/initial control estimate批准的控制估算：initial approved cost核定估算：check estimate首次核定估算：first check estimate二次核定估算：production check estimate人工时估算：man hour estimate材料费用/直接材料费用：material cost/direct material cost设备费用/设备购买费用：equipment cost/purchased cost of equipment散装材料费用/散装材料购买费用：bulk material cost/purchased cost of bulk material施工费用：construction cost施工人工费用：labor cost/construction force cost设备安装人工费用：labor cost associated with equipment散装材料施工安装人工费用：labor cost associated with bulk materials人工时估算定额：standard manhours施工人工时估算定额：standard labor manhours标准工时定额：standard hours劳动生产率：labor productivity/productivity factor/productivity ratio修正的人工时估算值：adjusted manhours人工时单价：manhours rate施工监督费用：cost of construction supervision施工间接费用：cost of contruction indirects分包合同费用/现场施工分包合同费用：subcontract cost/field subcontract cost公司本部费用：home office cost公司管理费用：overhead非工资费用：non payroll开车服务费用：cost of start-up services其他费用：other cost利润/预期利润：profit/expected profit服务酬金：service gains风险：risk风险分析：risk analysis风险备忘录：risk memorandum未可预见费：contingency基本未可预见费：average contingency最大风险未可预见费：maximum risk contingency用户变更/合同变更：cilent change/contract change认可的用户变更：approved client change待定的用户变更：pending client change项目变更：project change内部变更：internalchange批准的变更：authoried change强制性变更：mandatory change选择性变更：optional change内部费用转换：internal transfer认可的预计费用：anticipated approved cost涨价值：escalation项目费用汇总报告：project cost summary report项目实施费用状态报告：project operation cost status report总价合同：lump sum contract偿付合同：reimbursible contract预算：budgetFinancial:财务completion:竣工final:决算accounts:审计and:和project:工程construction cost:造价audit:审计Financial completion final accounts audit财务竣工决算审计project construction cost audit工程造价审计注：大部分在作为标题或专有名词时首字母需大写（详见材料）业主代表owner’s representative招标公告announcement for tender报价quote for改造工程modification work招标程序tender procedures投标保证金tender bond投标截止日期closing date投标人须知instructions to bidders招标委员会tender committee招标澄清会tender clarification meeting标前会 a pre-bid meeting现场踏勘site visit潜在投标人prospective bidders约束投标人bind on the tenderers初步询价preliminary inquiry邀请函收到回执acknowledgement of receipt of letter of invitation授予合同award a contract采购经理purchasing manager袋装水泥bagged cement产品目录products catalogueFOBXX报价be quoted FOB XX形式发票pro forma invoice货物清关Customs clearance / clearance of goods through Customs挖掘用炸药dynamite for the excavation免税Customs Duty Exemption工程的开工commencement of Works开工通知give notice to commerce the Works进度计划的提交submission of program用横道图和网络计划表线工期计划present program in bar chart and network form 工程进展project progress现场勘查site survey修订后的图纸a revised drawing图纸上的错误缺漏errors and omissions on the drawing克服问题overcome the problem进度rate of progress加快进度expedite progress / construction acceleration夜间/周末施工许可permission to Work at night/weekends异常恶劣天气条件exceptionally adverse weather conditions合理的费用和利润补偿 a reasonable allowance for overheads and profit指派有经验的项目管理人assignment of an experienced project planner月进度审议会monthly progress review meeting常驻现场be resident on site进度报告progress report不合格报告Non-conformance report提交纠偏计划submit corrective plan工程的竣工completion of the Works竣工测试通知notice of tests on completion操作维护手册operation and maintenance manuals移交证书的申请application for taking-over certificate缺陷责任期defects liability period实质完工Substantial completion永久性工程permanent Works优质竣工证书excellent execution certificate满足/超过设计标准fulfill or over-fulfill the design standards 现场施工作业site operation被记录be logged on混凝土规格和实际使用concreting specification and practice 混凝土保护层 a protective layer of concrete埋置钢筋embedded steel钢筋的处理treatment of steel建筑材料的存放storage of construction materials发电厂房的工作质量work quality at powerhouse清理不合格工程removal of improper Work停工命令stop work order工程的检查、检验与修复inspections, tests and remedies覆盖前工程的检验examinations of Work before covering up 缺陷的修复defects to be remedied工程付款payment for the Works工程量的计量Works to be measured期中付款interim payment进度款申请application for progress payment未付款通知Notification of non-Payment保留金的返还release of retention money竣工报告Statement at Completion最终支付证书final payment certificate工程变更和费用调整variation and cost adjustment工程变更请求request for change proposal变更命令change/variation order费用变动通知notification of a varied rate分包请求request for consent to sublet分包商同意书approval of subcontractors分包商业绩subcontractor business practices承包商的索赔claims by contractor现场移交的推迟deferring the date for possession of site业主方对索赔的处理honoring or defending against claims不可预见的外部障碍unforeseeable physical obstructions争端与仲裁dispute and arbitration仲裁意向通知intention to settle dispute by arbitration招标人Tenderee投标人Tenderer招标IFB (Invitation for bid); public bidding;履约保函Performance security投标保函Bid security标的物 Subject matter招标通告 Tender Announcement投标邀请书 Invitation to Bid招标通知 Tender notice招标文件 Bid document招标条件 General conditions of Tender招标截止日期 Closing date for the Tender; deadline for the Tender Submission; 投标 submission of the Tender; to submit the Tender投标方，投标商 the Tenderer, the Bidder投标押金，押标金 Bid Bond投标文件 tender document．做标，编标 Develop or prepare the Tender Documents．投标书 the Form of Tender投标评估 uation of Bids愿意／不愿意参加投标be wi11ing／unwilling to participate in the bid我们拟参加……的投标。

工程造价师英语
工程造价师在工作中可能会用到的一些常用英语词汇和短语包括：
1.Cost Estimate（成本估算）
2.Budget（预算）
3.Cost Control（成本控制）
4.Cost Management（成本管理）
5.Cost Analysis（成本分析）
6.Project Cost（项目成本）
7.Construction Cost（施工成本）
8.Estimate of Quantities（工程量估算）
9.Bill of Quantities（工程量清单）
10.Rate Analysis（费率分析）
11.Cost Variance（成本差异）
12.Cost Overrun（成本超支）
13.Value Engineering（价值工程）
14.Cost Benefit Analysis（成本效益分析）
15.Cost Savings（成本节约）
16.Cost Escalation（成本上涨）
17.Tender Document（招标文件）
18.Contract Price（合同价格）
19.Final Account（决算账户）
20.Cost Audit（成本审计）
这些词汇和短语可以帮助工程造价师在国际项目或与外国同事合作时进行有效的沟通。

然而，实际使用的词汇可能会因行业、地区或特定项目的需求而有所不同。

因此，建议工程造价师根据自己的实际情况，不断学习和掌握相关的专业英语词汇。

常用工程造价专业英语词汇估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;估算/费用估算：estimate/cost estimate;估算类型：types of estimate;详细估算：是偏差幅度最小的估算，defined estimate;设备估算：equipment estimate;分析估算：analysis estimate;报价估算:proposal estimate;控制估算：control estimate;初期控制估算：interim control estimate/initial control estimate批准的控制估算：initial approved cost核定估算：check estimate首次核定估算：first check estimate二次核定估算：production check estimate人工时估算：man hour estimate材料费用/直接材料费用：material cost/direct material cost设备费用/设备购买费用：equipment cost/purchased cost of equipment散装材料费用/散装材料购买费用：bulk material cost/purchased cost of bulk material施工费用：construction cost施工人工费用：labor cost/construction force cost设备安装人工费用：labor cost associated with equipment散装材料施工安装人工费用：labor cost associated with bulk materials人工时估算定额：standard manhours施工人工时估算定额：standard labor manhours标准工时定额：standard hours劳动生产率：labor productivity/productivity factor/productivity ratio修正的人工时估算值：adjusted manhours人工时单价：manhours rate施工监督费用：cost of construction supervision施工间接费用：cost of contruction indirects分包合同费用/现场施工分包合同费用：subcontract cost/field subcontract cost公司本部费用：home office cost公司管理费用：overhead非工资费用：non payroll开车服务费用：cost of start-up services其他费用：other cost利润/预期利润：profit/expected profit服务酬金：service gains风险：risk风险分析：risk analysis风险备忘录：risk memorandum未可预见费：contingency基本未可预见费：average contingency最大风险未可预见费：maximum risk contingency用户变更/合同变更：cilent change/contract change认可的用户变更：approved client change待定的用户变更：pending client change项目变更：project change内部变更：internalchange批准的变更：authoried change强制性变更：mandatory change选择性变更：optional change内部费用转换：internal transfer认可的预计费用：anticipated approved cost涨价值：escalation项目费用汇总报告：project cost summary report项目实施费用状态报告：project operation cost status report 总价合同：lump sum contract偿付合同：reimbursible contract预算：budgetFinancial:财务completion:竣工final:决算accounts:审计and:和project:工程construction cost:造价audit:审计Financial completion final accounts audit财务竣工决算审计project construction cost audit工程造价审计。

工程造价师英语【释义】cost engineer工程造价控制：一种与工程造价测量师相似的技能和知识，通常用于项目控制。

在某些司法管辖区中，由于“工程师”这个职称有法律要求，因此工程造价控制学科通常被重命名为项目控制。

【短语】1工程造价师/预结算Budgeting Specialist;Project Estimator;Budgeting Speciwisist;Budgetin2装饰工程造价师Quality Surveyor3造价工程师Cost Engineer;Cost Estimator;Quantity Surveyor;LPCA4见习工程造价师Graduate Quantity Surveyor5美国造价工程师协会AACE;American Association of Cost Engineers6公路工程造价师ICHCCP7注册工程造价师registered engineering cost teacher8造价工程师培训中心TCCCE9注册造价工程师Registration Engineer;certified cost engineer;registered cost engineer【例句】已经完工的工程项目的工程造价的收集、整理与分析资料对造价师具有十分重要的参考价值。

The project has been completed the construction cost of collection,collation and analysis of information on the cost of the division is of great reference value.。