工程造价论文外文翻译

1、1/ 10在斯里兰卡建筑承包商中建立的估算数据流作者：G.W.Kodikara和R.McCafferz当一个预算员在编写工程量清单时， 为了计算建设项目的成本他会收集大量的 数据。收集的数据可用于承包商的后续管理，承包商在投标后的管理中使用这些数 据时应格外注意。本文从斯里兰卡建筑承包商的十个案例研究组织中得到的信息确 定了承包商的管理部门、 管理任务和管理团队， 而且还明确了估算数据流在各管理 部门之间和管理部门内部的功能。 这些数据流强调了在投标后进行修正数据的必要 性。 人们认为当前估计数据的形式和描述数据的主要原因是为了在斯里兰卡的重新 使用。然而，人们发现任何传统格式的革命性变革都不

2、会受行业的欢迎。任何新的 提议在可接受性的限制下的传统做法内被制定。 单位价格由材料消耗量、劳动力消 耗量和机械设备消耗量组成， 单位价格各组成量可以提供所有的数据供直接使用，因此减少了一些重复工作。 进一步的研究应该着手于单位价格的最佳格式和结构的 组成。关键词：工程量清单、案例研究、数据管理、评估、斯里兰卡。简介在过去的四十年里， 许多研究人员调查了工程量清单在承包商投标后的管理中 的应用。已经出现的可供参考的工程量清单格式：操作清单(教育部和科学部，1957),地方性贸易清单(Nott,1963),工程量清单-操作格式-(Skoyes, 1968),BPF系统-活动日程-(英国房地产联合

3、会，1983)和建造者的数量(Pasquire and McCaffer,1968)。然而使用了标准的测量方法(皇家特许测量协会。1968)的工程量清单在传统的实践准备过程中仍然被广泛用于标准的工程量清单的准备。(Kodikarq,1990)。这并不意味着在承包商投标后的合同管理中使用工程量清单 是有效的(Skinner,1981)。工程量清单是投标人在所获取的主要文件,本文是对 在1989年的一项调查承包商评估数据所作的报告。 这项工作的目的是观察在斯里 兰卡建筑承包商组织中的估计数量流,并确定承包商的数据管理效率低下的原因。十个组织以一个结构化的问卷形式被调查采访。这些问卷作为导火线被提出

4、, 因此 他们可能导致揭露承包商当前的实践、问题和建议被讨论。斯里兰卡建筑施工行业 遵循的一些程序、 标准和原则被英国工业使用, 因此在斯里兰卡建筑承包商组织的 管理工作中反映了一些被英国工业采用的方法。条款的定义本文以下所列术语均用于描述给定的定义。2/ 10估算的数据预算者为定价收集的数据被称为估算数据，估算价格包括资源的价格，分包商 的价格和投标价格。管理部门建设项目的管理工作是根据可辨认的主要的管理部门进行分组的。这些部门包 括预算部、采购部、规划部、现场管理部、施工技术部和财务管理部。管理团队负责管理工作的专业人士被定义为管理团队。 他们包括预算员、 采购员、 规划 员、现场管理员、

5、 施工技术员和高层管理者。 应该注意的是， 管理部门和管理团队 是不一样的，因为任何专业管理团队都可以在几个管理部门同时工作。管理任务与合同的采购和执行直接相关的任务被定义为管理任务。 本文只对某些重要和 常见的任务在各管理部门之间与业内专业人士建立咨询关系。修正当这些数据被管理团队用于特殊任务时他们也可以直接或修正后来满足使用 需求。这些修正包括修改、重组或拆分数据，通过对数据适当的描述可以减少这种 仍然存在的被称为“少修正”的这种类型的修正。调查方法在1989年对斯里兰卡建筑承包商的调查中发现并记录了在数据的管理任务中 当前的实践和存在的问题， 该调查包括对十个组织的专家之间的访谈和讨论。

6、 每个 访问者被访问的次数在五至十次之间， 他们的管理员工关于建立和记录他们的实际 经验和知识被采访。在某些情况下，高层管理人员可以回答大部分的问题，因为他 们清楚的知道他们组织大体的惯例，案例研究是以代表整个产业的方式被计划实 施，具有选择性组织标准是判断样品的依据。这些标准包括：所有权、规模、工作 类型、经验和工作地点为了划分组织内部的诸多标准而将每个标准定义为不同类 别。所有权政府或私人所有。规模大的-年营业额200斯里兰卡卢比以上或者中等的-年营业额50-200斯里兰卡 卢比之间或者小的-年营业额50斯里兰卡卢比一下。工作类型中介咨询、工程承包和委托代理。3/ 10经验颇具规模-超过1

7、5年的服务经历或者普通的-5-10年的服务经历或者新组建的-5年以下的服务经历。工作地点WC-主要城市周边（25千米半径以内）或者OC-主要城市以外。管理部门、任务和团队对使用估算数据的观测可以推广到包括规模、 所有权等的整个行业。 虽然有很 多选择可被利用， 但仅仅只有传统的标准测量方法被用于项目的工程量清单的准备 和定价过程中。即使不需要工程量清单的合同（例如，交钥匙工程，设计和构建）是一个在传统格式的管理工作中编制的内部的工程量清单，评估、采购、计划、现 场管理和工料测量等管理任务在每个部分都会被总结。 每个管理团队在不同的管理 部门之间利用估算数据来完成管理任务。 这些数据之后被传递到

8、其他管理团队、 在 管理部门和管理任务之间建立的数据流被用于案例研究。 据观测在各管理部门之 间和管理部门内部使用和交换测量数据是复杂的。 估算数据在使用数据中被大量修 正，所以现在这些数据的形式和表现手法被认为是导致低效率数据流的主要原因。数据流大部分的管理团队负责一个以上的管理部门。 例如，现场管理者主要承担在所 有管理部门中估计整个项目持续时间的工料测量的责任。 管理团队在不同的管理部 门之间以不同的方式运用数据， 因此，观测数据最好是在各管理部门之间而不是管 理团队之间， 每个管理部门负责处理一系列的管理任务。 当这些数据被用于处理这 些管理任务时会被重复多次利用，因此，最好是在各管理

9、任务之间确定数据流，只 有通过观察管理任务之间的数据流， 修正使用估算数据才可能被正确识别。 所有的 管理任务应根据重要的工序进行分组， 以便于数据流可以以简单的方式被说明， 根 据提出的估算数据方法确定了两种类型的数据流。 常见数据流的类型是工程量清单 采用综合单价形式定价。 第二种类型的数据流是工程量清单采用材料成本和劳动力 组价形式进行定价。数据流复杂的原因专家指出现场控制、现场监理和成本控制效率低下的原因如下：1.现场管理者被要求从事太多的工作。2.影响工程量清单和实施规划的因素太多。3.现场监理和成本控制没有和工程量清单联系起来。在介绍中提到的传统的工程量清单的其他形式得到了专业工程

10、师的建议， 讨论 总结了是个组织的专业人士的主要观点。 在实际的操4/ 10作基础上准备清单的提议并不 受欢迎， 承包商需要一个更精简的工程量清单来直接定价。 实际操作的基础会增大 工程量清单的使用范围。 在传统清单中施工顺序的准备比操作清单的准备更简单。建筑承包商内部的定额和操作清单类似。尽管后者才是为没有工程量清单的特殊类 型的合同所设计的。BPF系统、基本的清单和工程量清单的操作格式都不被传统的 格式欢迎，在讨论中可以很明显的看出任何对传统格式的革命性变革都不会受行业 的欢迎。因此，任何新提议的制定应限制在传统做法内。结论斯里兰卡建筑施工行业的十个案例研究实现了在建筑承包商组织中建立估算

11、 数据流和找出数据管理不良的原因， 这个案例是以可能在过去的提议基础上获取建 议的方式被研究，研究结果如下：1.虽然有很多选择可被利用， 但仅仅只有传统的标准测量方法被用于项目的工程 量清单的准备和定价过程中。即使不需要工程量清单的合同（例如，交钥匙工 程，设计和构建）是一个在传统格式的管理工作中编制的内部的工程量清单。2.工程量清单被负责完成管理任务的管理部门和管理团队用于整个合同的实施 过程中。3.虽然在一个合同中涉及6个管理团队（预算员、采购员、规划员、现场管理人 员、施工技术人员和高层管理者）但是预算员、施工技术人员共同承担了许多 工作参考文献1安德森，斯威尼，威廉斯商业和经济统计数据

12、第三版荷兰国际集团西方出版社1987Flow of estimating data in Sri Lankan building contractororganizationsG.W.Kodikara and R.McCafferzWhen an estimator prices a bill of quantities, s/he collects, generates and assembles data(estimating data) for the purpose of establishing the cost of constructing the project. The da

13、tagenerated could be used by the contractors subms eqnut efunntcmtiaonas,geand the use of estimating data in the contractors post-tender management worthy of attention.Drawing information from ten case studies of the organization of Sri Lankan building contractors,this paper identifies the contracto

14、rs s management functions; management tasks; andmanagement. It also establishes the flow of estimating data within and between the managementfunctions. These flows highlight the substantial burden of re-work in the post-tender use of data.5/ 10It is argued that the current format and presentation of

15、 estimating data in Sri Lanka are the majorcauses for such re-work. However, it was found that any revolutionary change to the conventionalformat would not be welcomed by the industry. Any new proposal should be developed withinthe limitation of acceptability to conventional practice. The recommenda

16、tion is that the rateisbroken down to its cost components of material, labour and plant. The breakdown of the unit ratewould supply all the necessary data for direct use, thus reducing the re-work. Further researchshould be addressed to investigate the best format and structure of this breakdown. Ke

17、ywords:Bills of quantities, case studies, data management, estimating, Sri Lanka.IntroductionOver the past four decades, many researchers have investigated the post-tender use of billsof quantities in contractors management. Alternative formats to the bill of quantities haveemerged such as: Elementa

18、l Bill (Department of Education and Scienc,e1957),Sectionalised TradesBill (Nott, 1963),Operational Bill (Forbes and Skoyles, 1963),Bill of QuantitiesOperational Format(Skoyles1968),BPF System一Schedule of Activities一(British Property Federation,1983)andBuildersQuantities (Pasquire and McCaffer,1988)

19、.However, the conventional practice ofpreparing the bill of quantities, using the Standard Method of Measurement (Royal Institution ofChartered Surveyors,6/ 101988),is still the widely used standard for preparation of bills of quantities (Kodikara, 1990).Thisdoes not mean that the current post-tende

20、r use of bills of quantities is efficient when used in themanagement of a contract by a contractor (Skinne,r1981).The BOQ is a clientdoscument for theclientpusrposes. This paper reports on an investigation undertaken in 1989 into the contractorsuse of estimatinagimdaotaf. Thethe work was to observe

21、the flow of estimating data in Sri Lankan building contractororganizations, and to identify reasons for inefficiency in contractorsTo achieve this ten organizations were interviewed using a structured questionnaire. he questionswere phrased as guide lines, so that they would lead to discussions reve

22、aling contractors currentpractices, problems and suggestions. Sri Lankan building construction industry follows some ofthe procedures, standards and principles that are used in the UK industry, hence the managementof work in Sri Lankan building contractor organizations reflect some of the methods th

23、at areadopted in UK. Therefore, findings may also be of value to the UK industry. Parallel works on UKcontractors management have been researched by Pasquire and McCaf(f1e9r87).Definition of termsIn this paper, the following terms are used to describe the given meanings.Estimating dataThe data that

24、are collected, generated and assembled by the estimator for pricing purposesare termed estimating data. Estimating data includes prices of resources, usages of resources,prices of sub-contractors and prices of bill items.Management functionsThe management work of a construction project is grouped ac

25、cording to recognizablemajor management functions. These are estimating, purchasing, planning, site management, andquantity surveying/financial control.Management groupsThe professionals who are responsible for the work of the management functions aredefined as managementgroups. They are estimators,

26、 purchasers, planners, site agents, quantitysurveyors and upper management. It should be noted that the management functions andmanagement groups are not the same because any professional management group candata ma7/ 10undertake work in several management functions.Management tasksTasks which are d

27、irectly related to procurement and execution of contracts are defined asmanagement tasks. In this paper, only the most important and common tasks in eachmanagement function are established through consultation with the professionals in theindustry.Data flowThe term data flow is used to describe the

28、process of extracting, using, regenerating,amending and passing on of data by contractors .staffRe-workWhen data are used for a particular task by a management group they can be used eitherdirectly or with some re-work to suit the requirement. The re-work is any work such asmodification, or grouping

29、, or breaking up of data. By proper presentation of data, this type ofre-work can be reduced and the re-work which still exists is calledless re-workInvestigation methodologyThe Sri Lankan building construction industry was surveyed in 1989 to observe and recordthe current practices and problems in

30、data management.The survey comprised interviews anddiscussions with professionals to ten organizations. Each organization was visited between fiveand ten times, and their management staff were interviewed to establish and record their actualexperience and knowledge. The case studies were planned in

31、such a manner that they wouldrepresent the whole industry. Out of various sampling techniques , the judgement samplingmethod was selected because it was the easiest way of meeting both the research constraints andrepresentativeness. In selecting the organizations the criterion was to judge therepres

32、entativenessof the sample. The criteria were: ownership, size, type of work, experience andlocation of work. Categories were defined for each criterion to divide the organizations within thecriteria.OwnershipGovernment or private ownership.8/ 10SizeLarge一annual turn-over of 200 million Sri Lankan ru

33、pees or Medium一annual turn-overof 50-200 million Sri Lankan rupees or Small一annual turn-over of 50 million Sri Lankan rupees.Type of workConsultancy, and/or contracting, and/or client.ExperienceWell-established一Over 15 years of service or Average一5-15 years of service Newlyformed一Under 5 years seanc

34、e.Location of workWC一Within and around (within 25 km radius) the capital city (Colombo) or OC一Outsidethe capital city.Management functions, tasks and groupsThe observation in relation to the use of estimating data could be generalized to the overallindustry irrespective of the size, ownership, etc.

35、Although there are number of options available,only the conventional standard method of measurement is used to prepare and price the BOQ forprojects. Even for contracts which do not demand the presence of a bill (e.g. turn-key,design-and-build), an internal BOQ is prepared in conventional format for

36、 management of work.Management tasks undertaken in estimating, purchasing, planning, site management andquantity surveying are summarized under each section. Each management group uses estimatingdata for their management tasks in different management funclions. These data are then passedto the other

37、 management groups. Data flow between management groups, managementfunctions and management tasks were examined in the case studies. It was observed that the useand exchange of measured data within and between management functions were complex. Theestimating data were used with substantial re-work,

38、hence thepresent format and presentation ofthese data can be seen as the major cause for the inefficient flow of data.Data flowMost of the managementgroups are responsible for more than one management function.For example, the site agent assumes duties in all the management functions from estimating

39、 tothe quantity surveying throughout the project duration. The management groups have different9/ 10ways of data handling in different functions. Therefore, it is better to observe the data flowbetween management functions than between managementgroups. Under eachmanagementfunction, a set of managem

40、ent tasks is undertaken. Repetition takes place when thedata is used for these tasks. Therefore, it is best to identify the flow of data between managementtasks.Only by observing the data flow between management tasks, could the re-work in use ofestimating data be properly identified. All the manage

41、ment tasks were grouped according tomajor operations, so that the flow of data can be illustrated in a simple manner. Two types of dataflow were identified depending on the method of presenting the estimating data. The commontype, where the BOQ is priced using a composite unit rate. The second type

42、of data flow can beobserved in organizations where the priced BOQ is broken down toits cost components ofmaterial, labour and plant after winning the job.Reasons for the complexity in data flowThe other major reasons for inefficient site control,site monitoring and cost control that theprofessionals

43、 pointed out were:1 unorganized allocation of staff. For example, the site agent is asked to carry out too much ofthe work;2 large amount of variations which affects the BOQ and programme;3 site monitoring and cost control are not linked to the BOQ.The proposal of preparing the bill in operational b

44、asis (operational bill) was not welcomed.The contractors need a shorter and more simpler BOQ for direct pricing. The operational basiswould increase the size of the BOQ. The contractors consider that the preparation of constructionsequence using the items in the conventional bill is much easier than

45、 the preparation of anoperational bills. The opinion on builders quantities was similar to that of operational bill. Theprofessionals saw the two methods as the same, although the latter has only been designed forspecial types of contract which do not have bills of quantities. However, the idea of s

46、plitting theunit rate to its components was greatly appreciated. The inclusion of buying units was alsoaccepted. The BPF system, elemental bill, and the operational format of the BOQ were also notwelcomed as options to the conventional format. From the discussions, it was clear that anyrevolutionary change to the conventional format would not be welcomed by the indus