页数：51页文件大小：1.72 MB来源： 建筑工程专业英语ppt课件
本单元讲解施工管理如何帮助建筑师事务所拓展服务范围、增加收入，并在维护客户关系的同时控制施工过程，分析承包商主导的设计—建造模式对设计质量与建筑师收益的影响，阅读材料讨论建筑师作为施工管理者的角色。
Unit 9 建筑施工管理（Building Construction Management）
Construction Management Construction management (CM) offers away for architecture firms to expand their services, increase income, and control the construction process while maintaining a professional relationship with their clients. More control of the project schedule, improved integration of design and construction, and daily on-site construction coordination can result in cost savings for the owner and increased profitability for the architect.（Fig.
9.1） The business of architecture—2006A I A Firm Survey indicates that billings for CM services were 23.6percent of total billings, second only to those for design-bid-build, the most common method of project delivery. Text A Construction Management
Fig. 9.1 What Construction Management Involves
There are two primary models for providing CM services—CM-adviser and CM-constructor. TheCM-adviser model can sometimes be limited to consultation for construct ability and cost management.
CM-agent is a variation of the CM-adviser model in which the construction manager is authorized to enter into contracts on behalf of the owner. CM-constructor model is similar to design-build project delivery.
Text A Construction Management
Elements of Construction Management CM services embody a cluster of activities related to construction scheduling, construction cost estimating, and contractor coordination, among others.(Fig. 9.2) Construction managers must be totally familiar with the services included in the owner-construction manager agreement for each project.
They must also clearly understand the general conditions of the contract that outline the roles played by the owner, the architect, the contractor, and the construction manager. Text A Construction Management
Construction Management Fig 9.2 Construction Planning and Coordination
Scheduling. Two types of schedules are referenced in owner-architect construction management contracts: the project schedule and the construction schedule.
Text A Construction Management
The project schedule is prepared as early as possible in pre construction phases of project development. The architect is in the best position to lead in the preparation of this document.
Input from all the parties—including the owner, architect, and construction manager—is needed to establish meaningful dates for completing the design, contract documents, and construction work. The construction phase shown in the project schedule can be general in nature, primarily noting construction start and completion dates.
Text A Construction Management
The construction manager prepares the construction schedule during the construction documents phase. This schedule should be included in the specifications so bidders can use it when preparing their bids.
The construction manager maintains and updates the schedule as it evolves during the construction phase. Text A Construction Management
Scheduling is one of the most important procedures for a successful CM process. Schedules organize the forces and direct the energies of all project participants toward the successful completion of a project.
Text A Construction Management
Pre construction activities. Pre construction activities comprise all work done by the architect during the schematic and design development phases.
The construction manager works closely with the design architect during this phase to aid in completion of the project design. The construction manager's tasks include estimating costs, advising on materials and equipment, writing specifications, scheduling construction work, and reviewing bidders qualifications.
Text A Construction Management
Construction Management As noted in A I ABB01/CMa-1992 (B131-2008), Standard Form of Agreement Between Owner and Construction Manager, the construction manager prepares preliminary construction cost estimates based on schematic designs. As the project design progresses, the construction manager updates the estimates and advises the owner and architect if it appears the construction cost may exceed the approved project budget.
Bidding/negotiation activities. A primary difference between aCM-adviser method and a conventional design-bid-build project delivery is the breakdown of the work into a number of bid packages rather than a single prime contract.
Depending on the complexity and nature of the work, the actual number of bid packages can vary from as few as four to as many as thirty or more. TheCM-constructor method, on the other hand, performs like a negotiated conventional single-prime project, either cost-plus or with a guaranteed maximum price (GMP).
In either case, for the best results, open biding should be pursued, with the owner and architect participating in the selection of the subcontractors. Text A Construction Management
Construction Management Construction phase activities. The construction manager's responsibility is to coordinate the efforts of the contractors, while the project architect continues to make all design-related decisions.
The construction manager and project architect continue to work closely during construction. General progress, change orders, and contractor applications for payment need review and approval by both the construction manager and architect.
Although the construction phase activity centers on the construction manager, the project architect still provides contract administration services as specified in the owner-architect agreement. In projects without a construction manager, architects sometimes provide coordination activities above and beyond basic contract administration services in order to successfully complete the project delivery.
说明：源文件音标采用专用字体编码，无法无损还原，此处保留单词、词性与中文释义。
3. Schedules organize the forces and direct the energies of all project participants toward the successful completion of a project.
施工进度计划能组织各方面的力量并引导各个项目参与者成功完成项目。4. Depending on the complexity and nature of the work, the actual number of bid packages can vary from as few as four to as many as thirty or more.
根据工作的复杂程度和特点，标段的实际数量少到四个多到三十个或更。
5. Although the construction phase activity centers on the construction manager, the project architect still provides contract administration services as specified in the owner-architect agreement.
虽然施工阶段的活动主要集中在施工经理一方，项目建筑师仍然要按照业主—建筑师协议的规定提供合同管理服务。在句中 as 引导一个限定性定语从句，先行词为 contract administration services。
3. What activities are embodied in CM services?
What is construction managers required to do? CM services embody a cluster of activities related to construction scheduling, construction cost estimating, and contractor coordination, among others.
Construction managers must be totally familiar with the services included in the owner-construction manager agreement for each project. They must also clearly understand the general conditions of the contract that outline the roles played by the owner, the architect, the contractor, and the construction manager.
II. Translate the follows terms into Chinese.
图 9.1 施工管理的内容
施工管理的要素施工管理服务包括很多活动，除了其他的，主要有和施工进度，施工成本估算和承包方的协调等相关的活动。（图 9.2）施工经理必须完全熟悉包含在每一个工程中的业主—施工经理协议中的服务项目。他们也必须对业主、建筑师、承包方和施工经理的角色做出概述的合同的基本条款有清楚的理解。
图 9.2 施工规划与协作
进度安排。在业主—建筑师施工管理合同中有两种进度安排方式，项目进度安排和施工进度安排。
项目进度安排要尽可能早地在项目施工前期准备好。建筑师带头准备项目进度安排的最佳人选。各方的投入——包括业主、建筑师和施工经理—都需要为完成设计、合同文件和施工等工作确定一个合理的日期。在项目进度中的建设实施阶段可以比较概括，主要是注明施工开始和结束的日期。
施工经理要在施工图设计阶段准备好施工进度安排。这个进度安排应该包含在细则在里面，这样投标人可以在准备投标的时候使用。在工程施工阶段，施工经理随着施工的进展维护和更新进度表。
进度安排是成功施工管理过程中的一个重要步骤。施工进度计划能组织各方面的力量并引导各个项目参与者成功完成项目。
施工前的活动。施工前期活动包括建筑师在策划和技术设计阶段所作的所有工作。在这一阶段，施工经理和设计师紧密配合来辅助完成项目的设计。施工经理的任务包括成本的估算、材料和设备的建议，细则的编写，施工进度的安排和投标者的资格审查。
按照在《美国建筑师协会 B 系列 B01/工程咨询项目管理——1992 (B131-2008)，业主与施工经理协议的标准形式》中提到的，施工经理按照方案设计准备初步的施工成本估算。随着项目设计的进展，项目施工经理更新这些估算数据，如果施工成本超出了批准的项目预算，施工经理应该给业主和建筑师给予建议。
招标/谈判活动。工程咨询项目管理模式和传统的设计-招标-建筑的项目交付模式之间最基本的区别就在于它把项目分成若干个标段，而不是单个的主合同。根据工作的复杂程度和特点，标段的实际数量少到四个多到三十个或更多。在另一方面，工程施工项目管理的方法，就像是谈判后的传统的单个主项目，可以是成本加成也可以是最高价格保证的形式。不论在哪种情况下，为了取得最好的结果，应进行公开招标，业主和建筑师都应该参加分包商的挑选。
施工阶段的活动。施工经理的责任是要协调各承包方的力量，而项目建筑师继续做出与设计相关的相关决定。在施工过程中，施工经理和项目建造师要继续紧密合作。总体进度、工程变更通知单、承包商的支付申请需要施工经理和建筑师共同审查和批准。虽然施工阶段的活动主要集中在施工经定提理一方，项目建筑师仍然要按照业主-建筑师协议的规供合同管理服务。在没有施工经理的项目中，为了成功完成项目交付，有时建筑师要进行超过基本合同管理服务的协调工作。
The Architect as Construction Manger Why should architect provide CM services? In traditional project delivery, architects are subject to many forces beyond their control that can greatly affect both design decisions and the financial outcome of the project.
In the design-bid-build approach, the contractor drives the construction schedule and the architect's time during the construction period. The longer a project runs, the more time the architect must spend, resulting in reduced profit.
Reading Material The Architect as Construction Manger
Contractor led design-build may place the architect under the contractor's control, which can affect both design quality and the architect's income. When a third-party construction manager, separate from the architect for the project, serves as the owner's agent, design challenges and time-consumingreevaluationscansometimesresult, placing the architect in a defensive position rather than a position as the owner's trusted agent.
Reading Material The Architect as Construction Manger
As an integral part of architecture practice, CM services can often yield the following positive outcomes. Reduced project costs.
Subcontractor prices can be passed directly to the owner without prime contractor markup or general superintendent costs. Substantially reduced construction time.
Proper scheduling and management allows faster construction while high-quality design and construction is maintained. Daily job site representation by the architect.
The architect visits the job site with no additional cost to the project. Reading Material The Architect as Construction Manger
A single source of responsibility. When the architect of record also provides CM services, the client has one point of contact for both design construction.
Avoidance of adversarial relationships. Provision of both design and CM services by the architect promotes collaborative relationships between the architect and prime contractors and independent construction managers.
Increased earnings for the architect. The architect's earnings are greater without the need to increase the number of projects in the office.
Reading Material The Architect as Construction Manger
Risks and Rewards Like most professional services, construction management has risks associated with it. An understanding of those risks is important when design firms decide to make construction management part of their services.
With this understanding there is a better chance to fully capture the rewards of construction management as reflected in more efficient project delivery, improved client relationships, and greater financial returns. Reading Material The Architect as Construction Manger
Risks of CM services. Architect-led CM adviser services are professional services just as the architect's traditional design work is, and thus they carry similar professional liability risks.
Standard professional liability insurance can provide coverage for architects offering CM-adviser services just as it does for design services. However, some additional exposure to job site safety issues could exist ever though contractors hold this responsibility as they do in the design-bid-build method.
Reading Material The Architect as Construction Manger
Job site safety is the greatest concern for the architect engaging in CM-adviser services. The courts might assign responsibility for job site safety to the construction manager, eventhough the primary duty of the construction manager is coordinating the efforts of the contractors, rather than the means and methods of construction.
The general conditions of the contract for CM work very clearly note that responsibility for safety rests with the contractors. Reading Material The Architect as Construction Manger
Even so, the construction manager may have liability exposure here. Such exposure can be reduced by initiating a proactive job site safety program, and by securing contractor-type liability insurance for CM work.
With CM-constructor work, job site risk and construction means and methods must be assumed；however, this increased income. Again, a proactive job site safety program and the addition of contractor's liability insurance can help the architect address these increased risks.
Reading Material The Architect as Construction Manger
Rewards of architect-ledCM. CM services can yield a high net profit (often about50percent of the gross fee) plus increasing the return for design service.
Projects can be completed as much as25percent sooner using aCM approach, allowing designers to move on to new projects sooner and thus increase production for the firm. Reading Material The Architect as Construction Manger
One firm found when it added architect-ledCM-adviser services to its service offerings, the net income derived from traditional design-bid-build services increased from10percent to as much as30percent or more. When the firm used the architect-ledCM-constructor method, its net income increased as much as50percent.
These financial rewards are in addition to the benefit of eliminating adversarial relationships with general contractors and independent CM-advisers and CM-constructors working directly for the owner. Reading Material The Architect as Construction Manger
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