17 Chapter 17 Construction Planning and Estimating.pptx

第1页：施工计划的定义

Chapter 17 Construction Planning and Estimating(施工计划与估价)Section A Construction Planning and Schedule Management(施工计划与进度管理)Introduction概述Planning is the process of considering alternatives and methods tocomplete a task. Also, planning can be thought of as determining “what” isgoing to be done, “how,” “where,” by “whom,” and “when.”In constructionprojects the “plans” and specifications for the project generally define boththe end product and, often, the general time frame in which to complete theproject.Planning creates an orderly sequence of events, defines theprinciples to be followed in carrying forth the plan, and describes theultimate disposition of the results.

计划是确定完成一项工作方案和方法的过程。

同时，计划可以被认为是决定“做什么”，“怎样做”，“在何地”，“由谁”“在什么时间”完成。在工程项目中，通常项目计划和规范规定了项目的最终结果和完成项目的一般时间期限。计划确定了事件发生的先后次序，规定了向前执行计划所采取的原则，而且描述了结果的最终状态。

第2页：施工计划的重要性

Construction Planning施工计划Construction planning is a fundamental and challenging activityin the management and execution of construction projects.Agood construction plan is the basis for developing the budgetand the schedule for work. Developing the construction plan is acritical task in the management of construction, even if the planis not written or otherwise formally recorded.In addition to thesetechnical aspects of construction planning, it may also benecessary to make organizational decisions about therelationships between project participants and even whichorganizations to include in a project.

在工程项目管理和实施中，施工计划是一项重要且富有挑战性的活动。

一份良好的施工计划是编制工程预算和确定工程进度安排的基础。在施工管理中，制定施工计划是施工管理的一项关键工作，即使计划不是书面形式或者已经形成正式记录。除了施工计划的技术因素之外，也有必要做出关于项目参与方之间关系以及吸纳哪些组织到项目中的组织性决策。

第3页：横道图

Planning Techniques计划技术The most common and widely used techniques available for planning arebarcharts(横道图), network analysis, eitheractivity-on-the-node(单代号网络图)oractivity-on-the-arrow(双代号网络图).Henry L. Grant created a scheduling method by drawing a bar chart, which isthe easiest to understand and the most widely used form of planning tool.Activities are represented as bars on the chart, while across the top or bottomof the chart is a time line.For each activity, a bar is drawn from the activity’sstarting time until its ending time. The bar chart is widely used as aconstruction-scheduling tool because of its (simplicity[sim'plisiti]n.简单,朴素,率直) ease of preparation, graphical format. It is a very useful tool for preliminaryplanning and scheduling.

使用最普遍和广泛的计划是横道图；网络分析，包括单代号网络图和双代号网络图。

甘特创造了一种通过绘制横道图安排进度的方法，它是最容易理解和运用最广泛的计划工具。在横道图中，活动是用条形表示的，穿过横道图顶部或底部的是一条时间线。对于每一个工序，一个条形将从工序的起始时间画到它的结束时间。由于它简单，容易编制，图形形式，横道图被广泛的用于施工进度计划工具。对于初步计划和进度安排，横道图是一个非常有用的工具。

第4页：横道图的局限性

The bar chart is an excellent means of relating activities to time;however, as a planning technique, it has a number ofshortcomings.It is particularly when projects become morecomplex that bar charts begin to fail to provide the type ofinformation that is often so valuable for planning and scheduling.Another disadvantage of bar chart is, although the status ofindividual activities can be readilyascertained(['æsə'tein]vt.弄清,确定,查明), the overall status of a project cannot be determinedwhen some activities are not on schedule.This makes it difficult toassess the need for making scheduling adjustments, and it alsomakes it difficult to determine the appropriate activities to targetforacceleration([æk'selə'reiʃən]n.

加速度).横道图是一种表达与时间有关工序的极好方式。

然而，作为一种计划技术，它也有许多缺点。尤其是项目变得更为复杂时，横道图开始变得很难为计划和进度安排提供有价值的信息。横道图的另一个劣势是，尽管可以很容易地查明具体工序的状态，但当一些工序不在按进度计划实施时，很难确定项目的整体状态。这导致很难评估是否需要进度调整，而且也导致很难确定合适的工序进行赶工以保证目标工期的实现。

第5页：网络分析的优势

Network analysis offers all the advantages of being able tomanipulate the planning data by holding the data in computerfiles. The planning data in a network is linked through the logicthat defines the relationships between the activities.Thuschanges can be made in the data relating to individual activities,i.e. the duration, the resources, etc., or changes can be made inthe logical relationships between activities and theconsequences re-calculated and re-presented.

通过计算机应用能充分发挥网络分析在处理计划数据上的优势。

网络中的计划数据是通过定义工序之间的逻辑关系联系起来的。因此，任何变化都会影响到与工序有关的各种数据，例如，持续时间，资源需求等，或者影响到工序之间的逻辑关系以及重新计算和重新分配的结果。

第6页：建立网络的步骤

The steps in producing a network are:1) Listing the activities2) Producing a network showing the logical relationshipbetween activities3) Assessing the duration of each activity, producing aschedule, and determining the start and finish times of eachactivity and thefloatavailable4) Assessing the resources required

建立网络的步骤如下：1)列出所有的工序；2)制作反映工序之间逻辑关系的网络图；3)估计每一个工序的持续时间，确定进度安排，并确定每一个工序的开始与结束时间以及可利用时差；4)估计资源的需求量。

第7页：网络技术的可视化优势

Advantages of Network Techniques over the Bar Chart网络技术胜过横道图的优势When using network techniques, the interrelationship of alloperations is clearly shown.The normal bar chart does not dothis, and consequently requires the dependence of oneoperation on another to be remembered by the planner: this isextremely difficult with large projects, and in addition the sitemanager has to be informed how dependent one operation is onanother.

当使用网络技术时，所有工序之间的相互关系是清晰可见的。

标准的横道图不能做到这一点，而且因此要求计划人记住工序之间的依赖性：这对于大型项目是极其困难的，另外，现场经理必须知道工序之间是如何依赖的。

第8页：延误与关键工序

When a delay occurs, and networks are being used, criticaloperations will stand out as requiting particular attention. Whenbar charts are used on a large project many operations tend tobe 'crashed' unnecessarily, as it is almost impossible toremember which operations areinterdependent(['ɪntədi'pendənt]adj.互相依赖的,互相依存的).It is far easier for anyone taking over a partially completedproject to become familiar with the progress when networks areemployed.

当在使用网络时发生了延误，此时需要给予关键工序特别的关注。

当横道图被用于一个大型项目时，许多工序趋向于不必要的“横冲直撞”，因为几乎不可能记住哪些工序是相互依赖的。当应用网络时，对于接管一个部分完工项目的人来说，熟悉工程进度是非常容易的。

第9页：关键线路法

Critical Path Method关键线路法Project network techniques cover a number of techniques,one example being the Critical Path Method. The critical pathmethod (CPM) for scheduling is the most widely usedscheduling technique.The critical path method (CPM) ofconstruction scheduling(施工进度计划)involves preparing agraphic representation of all of the operations required duringthe life of a construction project.The critical path method is apowerful tool for the planning and management of all types ofprojects.

项目网络技术包括许多技术，其中一个典型方法是关键线路法。

关键线路法是应用最广泛的进度计划技术。关键线路法用于施工进度计划时，需要为工程项目生命期内所有要求的工序编制图形表示。对于所有类型项目的计划和管理来说，关键线路法是一种强大的工具。

第10页：关键线路法的表现形式

Essentially it is the representation of a project plan by aschematic diagram or network that depicts the sequence andinterrelation of all the component parts of the project, and thelogical analysis andmanipulation([mə'nipju'leiʃən]n.处理,操作,操纵)of this network in determining the best overallprogram of operation.It is a method admirably suited to theconstruction industry, and it provides a far more useful andprecise approach than the conventional bar charts thatpreviously formed the basis of construction planning andcontrol.

本质上，它是通过示意图或网络表示项目计划的一种表现形式，这种网络阐述了项目所有组成部分的先后次序与相互关系及此网络的逻辑分析和操作，它决定了最全面的工序计划。

它是一种非常适合建筑业的方法，而且提供了一种优于传统横道图的更为有用和精确的方法，形成了施工计划和控制的基础。

第11页：Section B 工程估价与成本管理

Section B Construction Estimating and Cost Management工程估价与成本管理Introduction概述Cost estimating is one of the most important steps in projectmanagement. A cost estimate establishes the base line of theproject cost at different stages of development of the project.Acost estimate at a given stage of project development representsa prediction provided by the cost engineer or estimator on thebasis of available data.An estimate is characterized by the factthat it takes place before the event.

在项目管理中，费用估算是最重要的步骤之一。

费用估算确定了项目开发不同阶段的项目成本底线。项目开发特定阶段的费用估算是由造价工程师或估价人员以现有资料为基础进行的预测。估价的特点在于估价发生在实际花费之前。

第12页：估价与设计的关系

The function of the estimate估价的作用Estimates offer guidelines to the designer, who selectsmaterials and sizes the construction project to fall within theowner’s budget.As the construction project proceeds, thedesign must be continually compared to this budget. If it beginsto exceed the budget, the designer must determine the bestalternatives([ɔ:l'tə:nətiv]adj.两者择一的,供替代的)for costreduction. Estimating and designing are intimately related.

估价为设计师提供了设计原则，设计师在业主的预算范围内选择材料和项目规模。

由于工程项目是持续进行的，必须不断地把设计与预算相比较。如果设计开始超过预算，为了降低成本设计师必须确定最好的替代方案。因此，估价与设计是密切相关的。

第13页：承包商的投标估价

At the end of the design process estimates must also beprepared by individual trade contractors to figure their bid price.These are done with design documents complete or nearlycomplete and are the mosttime-consuming(['taimkən'sju:miŋ]adj.耗时的)and most accurate of the estimates.The projectmanagement team often prepares a detailed estimate at this pointto verify the accuracy of the bid prices and to negotiate with thetrade contractors.

在设计过程的结束阶段，由个人承包商编制估算以确定他们的投标价格。

这些是在设计文件完成后或接近完成时所做的估价，而且是最耗时和精度最高的估价。项目管理团队通常编制详细概算以核实投标价格的准确性并以此为依据与承包商进行谈判。

第14页：直接成本与间接成本

Types of costs成本的类型The cost involved in the construction of a project can be broken downinto two major categories: direct and indirect cost.Direct costs(直接成本).The costs attributed to a single task of constructionwork are known as direct costs. These costs are usually associated with aconstruction crew performing a task using specific materials and equipment.Subcontracted costs should be considered direct costs to the primecontractor in estimates.Indirect costs.(间接成本). The costs that cannot be attributed toa singletask of construction work are classified as indirect costs. Thesecosts includeoverhead(['əuvəhed]n.企业管理费),profit, and bond.

项目施工过程中的成本可以被划分为两种主要类型：直接成本和间接成本。

直接成本：属于施工工程实体消耗的成本被称为直接成本。这些成本通常与施工人员在实施工程时所使用特定材料和设备有关系。总包商在估价时应该把分包成本作为直接成本。间接成本：不能归于施工工程实体消耗的成本，被称为间接成本。这些成本包括企业管理费、利润和保证金

第15页：工作分解结构的作用

Work breakdown structure工作分解结构Work breakdown structure(工作分解结构)(WBS) development is atechnique that supports integrated project business managementplanning and control. It is a technique that has been usedsuccessfully in managingportfolios[pɔ:t'fəuljəu]n.公事包,文件夹，投资组合, programs, and projects.The work breakdown structure isat the heart of project business management (PBM) planningefforts, as it defines the basic project business managementstructure that provides the framework for development andmaintenance of scope, schedule, budget, status data collection,and performance evaluation.

工作分解结构是一项支持综合项目业务管理规划和监督的技术。

它是一项已经成功用于管理投资组合、规划和项目的技术。工作分解结构处于项目业务管理规划的核心，因为它定义了基本的项目业务管理结构，为范围、进度、预算、数据收集情况和性能评估的开发和维护的提供了框架。

第16页：工作分解结构的目的

The WBS is a hierarchical breakdown of the scope of work. Itprovides a common, ordered hierarchy frame word forsummarizing information and for quantitative reporting tocustomers (the client) and management.The purpose of theWBS is to (1) provide an organized manner of collecting projectcost data in a standard format for estimation, cost reporting,and cost tracking; (2) provide a checklist for categorizing costs;and (3) provide a means to maintain historical cost data in astandard format.

• (1) provide an organized manner of collecting projectcost data in a standard format for estimation, cost reporting,and cost tracking
• (2) provide a checklist for categorizing costs;and
• (3) provide a means to maintain historical cost data in astandard format.

它为汇总信息及向客户（业主）和管理做定量报告提供了一个普遍使用的，有序的，具有层次的框架。工作分解结构的目的是（1）为估价、成本报告以及成本跟踪提供了用标准格式收集项目成本数据的有条理的方式；（2）为成本分类提供了一份清单；（3）提供了一种用标准格式维护历史成本数据的方式。

第17页：项目成本管理的四个过程

Project cost management项目成本管理Project cost management involves four processes : (1)Resource planning, (2) Cost estimating, (3) Cost budgeting,(4) Cost control.These processes are designed to provide an estimate of thecost required l) to complete the project scope, 2) to develop abudget based on availability of funds, management policies,and strategy, and 3) to ensure that the project is completedwithin the approved budget.

• (1)资源计划，
• （2）成本概算
• （3）成本预算，
• （4）成本控制。

这些过程有计划的提供了必需的成本估算，以1)完成项目范围，2）基于可用的资金、管理政策和策略编制预算，3）确保项目在批准的预算范围内完成。

第18页：资源分配与调整

Estimates of the amount of resources required for each activity,as well as the timing of their use, are based on the activity listand the schedule.Resourceallocation(['ælə'keiʃən]n.配给,分配,拨出)is performed at the lowest level of the WBS--the work packagelevel--and requirements are rolled up to the project level andthen to the organizational level.A comparison of resourcerequirements and resource availability along with corporatestrategies and priorities forms the basis of the allocationdecisions at the organizational level. Resource planning resultsin a detailed plan specifying which resources are required foreach work package.

每一个工序所需要的资源数量以及使用时间的估计是建立在工序清单和进度安排基础上的。

资源分配是在工作分解结构的最底层工作包层次进行的，而资源调整是在项目层次进行的，然后才达到组织层次。除公司战略和优先考虑的项目之外，资源需求和资源可获得性的比较形成了组织层次分配决策的基础。由资源计划形成详细计划，它规定了每一个工作包所需要的资源。

第19页：成本控制与偏差纠正

Because of uncertainty, cost control is required to detectdeviations(['di:vi'eiʃən]n.背离,偏离)and to decide how toreact to get the project back on track and within budget. Changerequests require a similar response.The cost control system isbased on performance measures, such as actual cost ofactivities or deliverables (milestones['mailstəun]n.里程碑,重要事件,转折点), and actualcash flows(现金流量). Changes to thebaseline budget are required whenever a change in the projectscope is implemented.

由于不确定性，成本控制需要发现偏差，并且决定在发现偏差后怎样使项目按照预定计划和预算来实施。

变更请求需要一个类似的反应。成本控制系统是建立在工作指标基础上的，比如实际的工序成本或可交付成果（里程碑）以及实际的现金流量。当项目范围发生变化时，预算底限必然也会发生变化。

第20页：成本估算的精度变化

Types of Construction Cost Estimates工程成本估算的类型The required levels of accuracy of construction costestimates vary at different stages of project development,ranging from ball park figures in the early stage to fairly reliablefigures for budget control prior to construction.Since designdecisions made at the beginning stage of a project life cycle aremoretentative(['tentətiv]adj.试探性的,尝试性的)than thosemade at a later stage, the cost estimates made at the earlierstage are expected to be less accurate.

在项目开发的不同阶段，工程成本估算要求的精确程度也发生着变化，从早期的相近数字到施工前预算控制时相当准确的数字。

因为设计决策是在一个项目生命周期的开始阶段做出的，比那些在后期阶段做出的更具尝试性，早期阶段编制出的成本估算被认为缺乏精度。

第21页：设计估算的类型

Design Estimates.For the owner or its designated designprofessionals, the types of cost estimates encountered runparallel with the planning and design as follows:order of magnitude estimatesPreliminary([pri'liminəri]adj.初步的,预备的,开端的)estimatesDetailed estimatesEngineer's estimates based on plans and specificationsFor each of these different estimates, the amount of designinformation available typically increases.

设计估算。

对于业主或业主指定的设计师而言，与计划和设计一起出现的成本估算类型如下：数量级估算初步估算详细估算建立在施工图和规范基础上的工程师的估算对于这些不同估算中的每一种来说，获得的设计信息的数量是在逐渐增加。

第22页：投标估算的构成

Bid Estimates.For the contractor, a bid estimate submitted to the ownereither for competitive bidding or negotiation consists of directconstruction cost including field supervision, plus a markup tocover general overhead and profits.

投标估算对于承包商来说，提交给业主的投标估算不是为了竞争性投标就是议标，它由直接施工成本包括现场监督，外加包括一般间接费用和利润在内的标高金所组成。

第23页：控制性估算

Control Estimates.For monitoring the project during construction, a controlestimate is derived from available information to establish:Budget estimate for financingBudgeted cost after contracting but prior to constructionEstimated cost to completion during the progress ofconstruction.

控制性估算为了在施工期间监控项目，利用可获得的信息编制控制估算。

为资金筹措编制的预算性估算签订合同后，施工前的成本预算施工期间做出的竣工成本估算

第24页：Section C 施工合同管理

Section C Construction Contract Management工程合同管理Introduction概述Most projects require that many contractors, subcontractors,material suppliers, manufacturers, and others carry out thefunctions that traditionally have not been performed by theengineer, architect, or project owner.Whether the project is anelectric generating station,pipeline(['paɪp'laɪn]n.管道,管线)system, chemical plant, office building, or manufacturing facility,these organizations perform various activities, undertaken forconsideration (money) from the owner, and are assignedvarious duties and responsibilities as well as fights.

大多数的项目要求许多承包商、分包商、材料供应商、制造商以及其他参与者承担传统上已经不由工程师、建筑师或者业主来实施的工作。

无论是发电站、管线系统、化工厂、办公楼，或者生产设备项目，这些组织实施各种不同的活动，并且被分配了各种不同的义务、职责以及权利，由业主支付相应费用（资金）。

第25页：工程合同的定义

What is contract?什么是合同？A contract is a legally binding agreement between two ormore parties to exchange something of value. In construction, itis usually money in exchange for construction services to build afacility.A contract imposes both contractual and legal obligationson both parties that are difficult or impossible to change. Theprincipal function of enforcing a contract is to encourageeconomic exchanges that lead toeconomic efficiency(经济效益)and greaterproductivity['prɔdʌk'tiviti]n.

生产率,生产力.合同是一份两方或多方之间交换有价值事物的具有法律约束力的协议。

在建筑业中，通常，它是用资金来交换修建设施的工程服务。合同对双方都强加了契约和法律义务，这是很难或者不可能改变的。实施合同的主要功能是鼓励经济交换，将会产生经济效益和更高的生产率。

第26页：合同形式的选择

Contract Types合同类型Just as the owner makes the decision regarding the type ofproject delivery to be employed, the owner also determineswhich contract will be utilized for the project.Generally, whichform is used depends upon the type of project and the amountof risk that the owner is willing to accept.It is important that theconstruction manager be familiar with each type. There arethree basic types of construction contracts:lump sum(一次付的款额,一次付清), cost-plus-fee, and unit cost.

正如业主做出关于项目采购类型的决策一样，业主也得决定项目使用哪一种合同形式。

通常，使用哪一种合同形式依赖于项目的类型和风险的大小，业主是否乐于接受。重要的是施工经理应该熟悉每一种合同类型。有三种基本的工程合同类型：固定价格合同，成本加酬金合同和单价计价合同。

第27页：固定价格合同

Lump SumContractsLump sum contracts are the most common type of contract,and it is suitable for such projects as buildings, which can becompletely designed and whose quantities are thus definable,at the beginning of the project.In this type of contract, thecontractor offers to do the whole work as shown in drawingsand described by specifications, for a single fixed amount ofmoney.

固定价格合同固定价格合同是最常见的合同类型，它适合于在项目的开始阶段，设计非常完善而且工程量确定的一类项目，比如房屋。

在此种合同类型中，承包商以一个固定价格报价完成图纸中显示的和规范所描述的全部工程。

第28页：成本加酬金合同

Cost-Plus-Fee ContractUnder a cost-plus-fee contract, the ownerreimbursesthe contractor for all actual costs associated with the work plusa fixed fee or percentage of the cost.This type of contract isoften utilized in situations where it is difficult to define the scopeof the project accurately, or when time is of the essence andconstruction needs to start before the full plans andspecsarecompleted.

成本加酬金合同在成本加酬金合同下，业主偿付承包商为工程建设花费的全部实际成本，外加一个固定费用或者成本的百分比作为酬金。

这种合同类型常用于很难精确定义项目的范围，或者当时间非常紧迫时，工程需要在详细计划和规范完成前开工这些情况。

第29页：单价计价合同

Unit Price ContractUnit price contracts are used when the work to be performed cannotaccurately be measured ahead of time. Unit pricing is common for heavycivil and highway-type projects.Even though engineered site plans andspecs are prepared for this type of work, it is very difficult to make exactquantity estimates because the material we are working with is notsomething we can physically count off likebricksorsteel beams(钢梁).The material quantities are much more imprecise and the work is oftenperformed by large equipment such asbulldozers['buldəuzə]n.推土机orbackhoes(反铲挖土机)instead of by installers such aselectriciansorcarpenters.

单价计价合同用于当实施的工程提前不能精确计量的情况。

单价计价通常用于大型土木工程和公路工程项目。即使此类工程配有施工总平面图和规范，也很难准确估算出工程量，因为我们使用的材料并不像砖或钢梁一样是可以数清具体数量的。材料的数量是更加不确定的，通常此类工程由推土机或者反铲挖土机这些大型机械代替电工或木工类的安装工人来实施。

第30页：合同策略的选择标准

Contract strategy合同策略Which method of procurement, which type of contract, andwhich form of contract then become more complex questions.Some employers, on the strength of past experiences ofhopes for the future, develop preferences for certain methodsof procurement and certain forms of contract.Rationalanalysis of selection criteria to determine contract strategymay then become secondary to selection of the most suitablecontractor.

采用哪种采购方式，哪种合同类型以及哪种合同形式变成更为复杂的问题。

根据过去的经验，一些雇主对于特定的采购方式和特定的合同形式具有偏好。因此，决定合同策略选择标准的理性分析，在选择最适合的承包商时已经变得不太重要。

第31页：施工合同的三种保证

Bond requirement保证要求Three types of bonds are associated with construction contracts:bidbonds(投标保证),payment bonds(支付(付款)保证), andperformancebonds(履约保证). They are three party instruments that protect the Owner(Obligee) from damage of default by the Contractor through a bondingcompany (Surety).Bid bondsThe bid bond is the basic means ofprequalificationfor many contractbids. Unless otherwise specified by the owner, the bond may be securedfrom any qualified bonding company, and its purpose is to validate the bidprice submitted by the contractor to the owner. This bond is submittedwith the contractors bid.

与施工合同有关的保证有三种：即投标保证，支付保证和履约保证。

他们是三方的正式文件，通过一个担保公司（保证人）保护业主（债权人）不受来自承包商违约的损失。投标保证对于许多合同投标来说，投标保证是资格预审的基本手段。除非业主规定了其他方式，保证可以来自任何有资格的担保公司，其目的是使承包商提交给业主的投标价格保持有效。投标保证是随承包商投标书一起提交的。

第32页：履约保证

Performance bondsThe performance bond is issued after a proposal has beenaccepted. It provides security in the amount of the face value,which is usually the contract price.Its purpose is to guaranteethe completion of the work in accordance with the plans andspecifications and at the contract price. If the contractor goesbankrupt or otherwise cannot complete the work, the bondingcompany becomes liable for it.

履约保证是在投标被接受以后提交的。

它为表面价值提供了保护，通常就是合同价格。它的目的是保证竣工的工程符合计划和规范的要求以及以发包价格完成。如果承包商破产或由于其他原因不能完成工程，担保公司有义务赔偿给业主所造成的损失。

第33页：支付保证

Payment bondsIt is also called labor and material bonds. Labor andmaterials payment bonds are generally issued in conjunctionwith performance bonds.Typically, each one has the samepenalty as the performance bond issued for a specific project.A payment bond guarantees that the contractor will pay allaccounts arising from the job, thereby allowing the owner totake possession of a lien-free project at completion.

支付保证又称为劳动力和材料保证。

通常劳动力和材料保证与履约保证是一起提交的。典型的是，每一种都具有相同的惩罚性，因为履约保证为特定项目提交的。支付保证担保承包商支付产生于工程的全部账目，因而允许业主占有无偿留置的竣工项目。