English for Construction Management

工程管理专业英语

• 徐勇戈

• 2016.11
Unit 2. Organizing for Project
Management
Section 1 What is Project Management ？

Section 2 Professional Construction

Management

Section 3 Leadership and Motivation for

the Project Team
Section 1 What is Project Management ？
The management of construction projects requires knowledge of modern ma
nagement as well as an understanding of the design and construction process.
Construction projects have a specific set of objectives and constraints such as a
required time frame for completion. While the relevant technology, institutional ar
rangements or processes will differ, the management of such projects has much
in common with the management of similar types of projects in other specialty or
technology domains such as aerospace, pharmaceutical and energy developme
nts.

Generally, project management is distinguished from the general managem

ent of corporations by the mission-oriented nature of a project. A project organiz
ation will generally be terminated when the mission is
accomplished. According to the Project Management Institute, the discipline of
project management can be defined as follows:

Project management is the art of directing and coordinating human and material
resources throughout the life of a project by using modern management
techniques to achieve predetermined objectives of scope, cost, time, quality and
participation satisfaction.

By contrast, the general management of business and industrial corporations

assumes a broader outlook with greater continuity of operations. Nevertheless,
there are sufficient similarities as well as differences between the two so that
modern management techniques developed for general management may be
adapted for project management.

The basic ingredients for a project management framework may be

represented schematically in Figure 2-1.A working knowledge of general manage
ment and familiarity with the special knowledge domain related to the project are i
ndispensable. Supporting disciplines such as computer science and decision scie
nce may also play an important role. In fact, modern management practices and
various special knowledge domains have absorbed various techniques or tools w
hich were once identified only with the supporting disciplines. For example, comp
uter-based information systems and decision support systems are now com
monplace tools for general management. Similarly, many operations research tec
hniques such as linear programming and network analysis are now widely use
d in many knowledge or application domains. Hence, the representation in Figure
2-1 reflects only the sources from which the project management framework evol
ves.
 Figure 2-1: Basic Ingredients in Project Management

Specifically, project management in construction encompasses a set of

objectives which may be accomplished by implementing a series of operations
subject to resource constraints. There are potential conflicts between the stated
objectives with regard to scope, cost, time and quality, and the constraints
imposed on human, material and financial resources. These conflicts should be
resolved at the onset of a project by making the necessary tradeoffs or creating
new alternatives. Subsequently, the functions of project management for
construction generally include the following:

[Link] of project objectives and plans including delineation of scope,

budgeting, scheduling, setting performance requirements, and selecting

project participants.

2. Maximization of efficient resource utilization through procurement of labor,

 materials and equipment according to the prescribed schedule and plan.

3. Implementation of various operations through proper coordination and

control of planning, design, estimating, contracting and construction in the

entire process.

4. Development of effective communications and mechanisms for resolving

conflicts among the various participants.

The Project Management Institute focuses on nine distinct areas requiring pr

oject manager knowledge and attention:

1. Project integration management to ensure that the various project

elements are effectively coordinated.

2. Project scope management to ensure that all the work required (and only

the required work) is included.

3. Project time management to provide an effective project schedule.

4. Project cost management to identify needed resources and maintain budget

control.

5. Project quality management to ensure functional requirements are met.

6. Project human resource management to development and effectively empl

oy project personnel.

7. Project communications management to ensure effective internal and exter

nal communications.
8. Project risk management to analyze and mitigate potential risks.

9. Project procurement management to obtain necessary resources from

external sources.

These nine areas form the basis of the Project Management Institute's
certification program for project managers in any industry.
Words and Expressions
the Project Management Institute ( 美国 ) 项目管理协会
computer-based information systems 计算机信息系统
decision support systems 决策支持系统
linear programming 线性规划
network analysis 网络分析
budgeting 预算安排
scheduling 进度安排
project integration management 项目综合管理
project scope management 项目范围管理
Project time management 项目时间管理
project cost management 项目成本管理
project quality management 项目质量管理
project human resource management 项目人力资源管理
project communications management 项目沟通管理
project risk management 项目风险管理
project procurement management 项目采购管理
Notations
While the relevant technology, institutional arrangements or processes will differ,
the management of such projects has much in common with the management of
similar types of projects in other specialty or technology domains such as
aerospace, pharmaceutical and energy developments.

尽管相关的技术、组织机构或流程会有所不同，但建设项目同其他一些如航天、医药和能源等专业领域的项目在管理上仍然有共同之
处。

By contrast, the general management of business and industrial corporations

assumes a broader outlook with greater continuity of operations.

与此形成对照，一般的工商企业管理更广泛地着眼于业务的更佳连贯性和连续性。
 In fact, modern management practices and various special knowledge
domains have absorbed various techniques or tools which were once identified
only with the supporting disciplines.

实际上，现代管理实践与各专业知识领域已经吸收应用了各种不同的技术和工具，而这些技术和工具曾一度仅仅被视作属于支持
性学科的范畴。

Maximization of efficient resource utilization through procurement of labor,

materials and equipment according to the prescribed schedule and plan.

根据规定的进度和规划，通过对劳动力、材料和设备的采购使资源的有效利用最大化。

Implementation of various operations through proper coordination and control

of planning, design, estimating, contracting and construction in the entire
process.

在项目全过程中，通过对计划、设计、估算、合同和施工的适当协调控制来实施项各项运作。
Section 2 Professional Construction
Management
Professional construction management refers to a project management
team consisting of a professional construction manager and other participants
who will carry out the tasks of project planning, design and construction in an
integrated manner. Contractual relationships among members of the team are
intended to minimize adversarial relationships and contribute to greater
response within the management group. A professional construction manager is
a firm specialized in the practice of professional construction management which
includes:
  Work with owner and the A/E firms from the beginning and make recom
mendations on design improvements, construction technology, schedule
s and construction economy.
 Propose design and construction alternatives if appropriate, and analyz
e the effects of the alternatives on the project cost and schedule.
 Monitor subsequent development of the project in order that these targe
ts are not exceeded without the knowledge of the owner.
 Coordinate procurement of materials and equipment and the work of all
construction contractors, and monthly payments to contractors, change
s, claims and inspection for conforming design requirements.
 Perform other project related services as required by owners.

Professional construction management is usually used when a project is very

large or complex. The organizational features that are characteristics of mega-
projects can be summarized as follows:
 The overall organizational approach for the project will change as the pr
oject advances. The "functional" organization may change to a "matri
x" which may change to a "project" organization (not necessarily in thi
s order).
 Within the overall organization, there will probably be functional, project,
and matrix suborganizations all at the same time. This feature greatly
complicates the theory and the practice of management, yet is essential
for overall cost effectiveness.
 Successful giant, complex organizations usually have a strong matrix-t
ype suborganization at the level where basic cost and schedule contro
l responsibility is assigned. This suborganization is referred to as a "cost
center" or as a "project" and is headed by a project manager.
  The cost center matrix may have participants assigned from many differ
ent functional groups. In turn, these functional groups may have technic
al reporting responsibilities to several different and higher tiers in the org
anization. The key to a cost effective effort is the development of this pr
oject suborganization into a single team under the leadership of a strong
project manager.
 The extent to which decision-making will be centralized or decentralized
is crucial to the organization of the mega-project.

Consequently, it is important to recognize the changing nature of the

organizational structure as a project is carried out in various stages.

Example 2-1: Managing of the Alaska Pipeline

Project
The Alaska Pipeline Project was the largest, most expensive private
construction project in the 1970's, which encompassed 800 miles, thousands of
employees, and 10 billion dollars.
At the planning stage, the owner (a consortium) employed a Construction
Management Contractor (CMC) to direct the pipeline portion, but retained
centralized decision making to assure single direction and to integrate the effort
of the CMC with the pump stations and the terminals performed by another
contractor. The CMC also centralized its decision making in directing over 400
subcontractors and thousands of vendors. Because there were 19 different
construction camps and hundreds of different construction sites, this
centralization caused delays in decision making.
At about 15% point of physical completion, the owner decided to reorganize the
decision making process and change the role of the CMC.
The new organization was a combination of owner and CMC personnel assigned
within an integrated organization. The objective was to develop a single project
team responsible for controlling all subcontractors. Instead of having nine tiers of
organization from the General Manager of the CMC to the subcontractors, the
new organization had only four tiers from the Senior Project Manager of the
owner to subcontractors. Besides unified direction and coordination, this
reduction in tiers of organization greatly improved communications and the ability
to make and implement decisions. The new organization also allowed
decentralization of decision making by treating five sections of the pipeline at
different geographic locations as separate projects, with a section manager
responsible for all functions of the section as a profit center.
At about 98% point of physical completion, all remaining activities were to be
consolidated to identify single bottom-line responsibility, to reduce duplication in
management staff, and to unify coordination of remaining work. Thus, the project
was first handled by separate organizations but later was run by an integrated
organization with decentralized profit centers. Finally, the organization in effect
became small and was ready to be phased out of operation.

Example2-2: Managing the Channel Tunnel

Construction from Britain to France
The underground railroad tunnel from Britain to France is commonly called the
Channel Tunnel or Chunnel. It was built by tunneling from each side. Starting in
1987, the tunnels had a breakthrough in 1990.
Management turmoil dogged the project from the start. In 1989, seven of the
eight top people in the construction organization left. There was a built in conflict
between the contractors and government overseers: "The fundamental thing wro
ng is that the constructors own less than 6% of Eurotunnel. Their interest is to bui
ld and sell the project at a profit. Eurotunnel's interest is for it to operate economi
cally, safely and reliably for the next 50 years."
Words and Expressions
contractual relationships 合同关系
changes 工程变更
claims 施工索赔
mega-projects 巨型项目
"functional" organization “ 职能式”组织
"project" organization “ 项目式”组织
suborganizations 次级组织
strong matrix-type suborganization 强矩阵式次级组织
Notations
Professional construction management refers to a project management team
consisting of a professional construction manager and other participants who will
carry out the tasks of project planning, design and construction in an integrated
manner.

职业化建设项目管理是指由职业建设项目经理和其他各方组成的项目管理队伍，以集成的方式负责完成项目的规划、设计和施工等任
务。

Coordinate procurement of material and equipment and the work of all

construction contractors, and monthly payments to contractors, changes, claims
and inspection for conforming design requirements.

协调处理材料和设备的采购、承包商的施工活动、承包商月进度款的支付、设
计变更、索赔和监督设计要求的落实。

Successful giant, complex organizations usually have a strong matrix-type

suborganization at the level where basic cost and schedule control responsibility
is assigned.

成功的巨型复杂组织通常都有强矩阵式次级组织，负责承担基本的成本和进度控制责任。

At the planning stage, the owner (a consortium) employed a Construction

Management Contractor (CMC) to direct the pipeline portion, but retained
centralized decision making to assure single direction and to integrate the effort
of the CMC with the pump stations and the terminals performed by another
contractor.
 在项目规划阶段，业主（一家财团）聘请了一家建设项目管理承包商（ CMC ）来管理管道部分，但业主为了确保集中指挥，
它整合了 CMC 和另一家负责泵站与终端建设的承包商的工作。

The new organization was a combination of owner and CMC personnel assig
ned within an integrated organization.

新的组织是由业主和 CMC 人员共同组成的综合体。

Besides unified direction and coordination, this reduction in tiers of organizati

on greatly improved communications and the ability to make and implement decis
ions.

除了统一的指挥和协作，这种组织层次的减少还极大地改善了沟通和决策与实施的能力。
 Thus, the project was first handled by separate organizations but later was ru
n by an integrated organization with decentralized profit centers.

这样，项目从开始的不同组织的管理变成后来的含不同利益机构的综合性组织的管理。
Section 3 Leadership and Motivation for the
Project Team
The project manager, in the broadest sense of the term, is the most importa
nt person for the success or failure of a project. The project manager is responsi
ble for planning, organizing and controlling the project. In turn, the project manag
er receives authority from the management of the organization to mobilize the ne
cessary resources to complete a project.

The project manager must be able to exert interpersonal influence in order

to lead the project team. The project manager often gains the support of his/her t
eam through a combination of the following:
 Formal authority resulting from an official capacity which is empowere
d to issue orders.
 Reward and/or penalty power resulting from his/her capacity to
  dispense directly or indirectly valued organization rewards or penalties.
 Expert power when the project manager is perceived as possessing spe
cial knowledge or expertise for the job.
 Attractive power because the project manager has a personality or othe
r characteristics to convince others.

In a matrix organization, the members of the functional departments may b

e accustomed to a single reporting line in a hierarchical structure, but the proje
ct manager coordinates the activities of the team members drawn from functional
departments. The functional structure within the matrix organization is responsibl
e for priorities, coordination, administration and final decisions pertaining to proje
ct implementation. Thus, there are potential conflicts between functional divisions
and project teams. The project manager must be given the
responsibility and authority to resolve various conflicts such that the established
project policy and quality standards will not be jeopardized. When contending
issues of a more fundamental nature are developed, they must be brought to the
attention of a high level in the management and be resolved expeditiously.

In general, the project manager's authority must be clearly documented as well

as defined, particularly in a matrix organization where the functional division
managers often retain certain authority over the personnel temporarily assigned
to a project. The following principles should be observed:
 The interface between the project manager and the functional division m
anagers should be kept as simple as possible.
 The project manager must gain control over those elements of the proje
ct which may overlap with functional division managers.
 The project manager should encourage problem solving rather than role
playing of team members drawn from various functional divisions.
Words and Expressions
interpersonal influence 人际间影响力
formal authority 正式的授权
reward and/or penalty power 奖励和 / 或惩罚的权利
matrix organization 矩阵式组织
hierarchical structure 层级结构
Notations
In turn, the project manager receives authority from the management of the
organization to mobilize the necessary resources to complete a project.

反过来，项目经理拥有组织管理层授予的调动所有资源完成项目的权力。

In a matrix organization, the members of the functional departments may be

accustomed to a single reporting line in a hierarchical structure, but the project
manager coordinates the activities of the team members drawn from functional
departments.

在矩阵式组织中，来自各职能部门的项目成员仍习惯于层级式结构里单线的汇报制度，这时项目经理应当协调这些选自不同职能部门的
人员之间的活动。

The project manager must be given the responsibility and authority to resolve
 various conflicts such that the established project policy and quality standard
s will not be jeopardized.

为了使既定的项目方针和质量标准不受损害，项目经理应当被授予解决冲突的责任和权力。

In general, the project manager's authority must be clearly documented as w

ell as defined, particularly in a matrix organization where the functional division m
anagers often retain certain authority over the personnel temporarily assigned to
a project.

一般而言，项目经理的权责不仅应当明确定义，还应当予以确认，尤其是在矩阵式组织中，因为职能部门的经理们，通常对部门
中被暂时分派到项目上的人员还保持有一定的影响力。
 The project manager must gain control over those elements of the project wh
ich may overlap with functional division managers.

当项目要素和职能部门发生重叠时，项目经理必须拥有对这些要素的控制权。

The project manager should encourage problem solving rather than role playi
ng of team members drawn from various functional divisions.

面对问题，项目经理必须采取积极解决的态度，而不是和从不同职能部门抽调的成员一起消极观望。
Exercises

Ⅰ. Put the following English into Chinese.

1. Generally, project management is distinguished from the general manage-
-ment of corporations by the mission-oriented nature of a project.
2. By contrast, the general management of business and industrial corpora-
-tions assumes a broader outlook with greater continuity of operations.
3. Similarly, many operations research techniques such as linear programm-
-ing and network analysis are now widely used in many knowledge or
application domains.
4. Contractual relationships among members of the team are intended to
 minimize adversarial relationships and contribute to greater response within
the group.
5. Consequently, it is important to recognize the changing nature of the organi-
-zational structure as a project is carried out in various stages.
6. Formal authority resulting from an official capacity which is empowered to
issue orders.
7. Reward and/or penalty power resulting from his /her capacity to dispense
directly or indirectly valued organization rewards or penalties.
8. When contending issues of more fundamental nature are developed, they
must be brought to the attention of a high level in the management and be
resolved expeditiously.
Ⅱ. Decide the following statements are true or false and give explanation.
1. It is not so important that whether construction projects have a specific set
 of objectives and constrains or not.
2. A project organization will generally still be existed when the mission is acc-
-omplished.
3. The purpose for project time management is to ensure functional requirem-
-ents are met.
4. There are potential conflicts between the stated objectives with regard to
scope, cost, time and quality, and the constraints imposed on human,
material and financial resources.
5. The extent to which decision-making will be centralized or decentralized is
crucial to the organization of the mega-project.
Ⅲ. Dialogue——Conversation.

A: I was wondering if you could answer a few questions for me?

B: Sure. Go ahead.

A: Could you introduce to me that how you developed an interest in “ Contract

Management & Claims ” in quantity surveying area?

B: Acquiring a broad range of experience is most important and this has provid-

-ed me with a more informed basis upon which, at this stage in my career, to

further develop my interest in this area.

A: From your viewpoint, how can surveying attract more women?

B: The perception of surveying male dominated probably does still persist to so-

-me extent today, although this is changing, because people have been made

more aware of the diversity and opportunities offered by the profession, and

therefore I do not consider why there should specifically be a need to attract

 more women to surveying.

A: Could you imagine the construction industry in 2005?

B: The economy is showing definite signs of recovery, consumer confidence is

rising, unemployment is falling and the property market is recovering from

deflation. However, the recovery remains cautions in the aftermath of SARS

and sensitive to global economic factors. Notwithstanding, with the resumpti-

-on of land sales and continued government investment in infrastructure pro-

-jects, the outlook for the construction industry is healthier than it has been

and on course for a slow but continued recovery.

A: By the way, I would like to know what is your favorite building in Hong Kong?

B: Maybe the 1950’s Art Deco/Art Modern Bank of China Building in Des
 Voeux Road Central. Although the building interior went through a complete

redesign and renovation in the late 1990s to accommodate modern banking

space, the exterior look has been preserved.

A: Last, let‘s talk about an easiest topic. What do you usually do in your spare

time?

B: Most of the working week I may be spent sitting in front of a computer. And I

also attempt to make use of my spare time out-of -doors, either playing hock-

-ey, swimming, cycling or walking.

A: I guess I‘ve probably taken up enough of your time. Thanks a lot.

B: I’ve enjoyed talking with you.

Thank
s