土木工程中的管理者角色

1、The managers in civil engineeringAbstract: this article is depend on accepting yet dr berger civil engineering management sverdrup - the prize. The prize was in October 1995 two 4 in SAN piego awarded a luncheon berger dr. In this article, the statement of dr berger with management skills and civil

2、engineering management of higher degree of may increase the demand of civil engineers. The argument is based on civil engineering company by large and large public enterprise bear the characteristics of large project to project management personnel, they both technology and considerable management s

3、kills. The project manager always large enterprise customer requirements to make statements written proposal, negotiation, contract and change, hire employees and choose consulting company. This requires a project management of civil engineers have excellent communication skills. Financial managemen

4、t, human resources and contracts and other skills trained. The doctor couldn't make Berger organizational project management staff from all professional 14% of up to 20 percent. Finally, he thinks choice management career path of civil engineers who stay in the salary of high technology.In the p

5、ast 20 years, a lot of civil engineering company in the number of personnel, discipline and geographic service areas have improved significantly. These conditions led to have special skills of engineering management demand.This article took the skills to enter the market size and type, level of mana

6、gement of civil engineering of potential.Historically, a professional interest to improve the ambitious civil engineer, will read a structure, geotechnical master degree or the environment. When many people still remain in the traditional way, a new very exciting field appeared. This is the project

7、management.Normally, when a civil engineering company founded, a wise enterprise engineer will depend on test and operation of his mistakes. If the engineer, he'll learn fast, otherwise the company cannot survive.Management skills become very important, because a lot of civil engineering company

8、 grow quickly in recent years. Some companies have more than 5,000 employees and more than 500 engineering and more than 100 office. Everyone needs a large project manager. Each independento ffice needs a senior manager. A logical problem is: the need to have business skills, from a trained technica

9、l experts development manager? Obviously, most engineers have many years of work experience in training. However, there are very few, and the increasing needs of the company have equipment or personnel training at home. Therefore, the company expects employees in management training outside.Some of

10、our university has realized demand and increased classes to improve needed skills. For example, in the northwestern university, new civil engineering postgraduate courses in engineering management is one of the hottest master (MPM delivers crisp), It includes the following courses:Project financial

11、problems,Evaluation and negotiations,Human resource management,Project schedule,Project accounting problems,Works of law.These courses selection is based on the actual needs of civil engineering management. This from the civil engineer association magazine advertisement for relevant management of di

12、fferent fields, such as the project progress, processes, personnel, finance, marketing and legal issues, the paper confirmed facts, because these are now considered civil engineering management important aspect.If checked, all big companies to hire them in law, account, marketing, finance, personnel

13、 and business management were recorded. When the project mainly located in America, need to provide temporary trucking member from home to office support. When the project is located far away, especially in foreign and local requirements in the design, must not only in an engineering technology, goo

14、d judgment, but also has other contract management skills. Electronic mail and fax to obtain guidance from domestic office to make it easier, but many decisions must in the outstanding. Customers often asked local managers who have the right to ensure that all on-site contract legally effective. If

15、a small problem, overseas business trip in remote areas, such as Asia, Africa and Latin America cost yes sent domestic experts out can become reality. A law, account, personnel, schedule, or the negotiations. Result, must depend on the local manager to solve many problems, and when the main problem,

16、 need help.According to our experience, the company mainly specialized in improving technology progress and training, those who follow the path with higher management and end, because good management compensation in engineering, budget and finish that customer satisfaction is important. Besides that

17、, good technical engineer for more than a civil engineer, and by supply and demand.Some engineer for a typical consultation in civil engineering management personnel. To answer this question, the only way is through a practical investigation. Berger organizations have about two 500 professional pers

18、onnel, including consultant and more than 80 countries. It currently worldwide work including more than 60 highway and bridge, two of the design and construction, and have super 400 environment, the cultural relic resources, ports, airports, railway, transit, water and construction projects. This mi

19、xture is civil engineering company seems typical.The demand for us, but our senior deputy manager, we need a cadre of project management of domestic or overseas alone can work. We estimate that at least two percent of workers, or 50 engineers, essential skills. We request is capable of engineering m

20、anagement office or engineer. I estimated at least 4% or 100 engineers, need to meet. Smaller project also need good management, when the risks and provide more small domestic office of a greater chance, we still need to be at least 6 or 250 engineering management personnel requirements.Finally, we

21、need a wise and good management 5 or 10 technical workers group of young engineer, but with the potential to increase and up. We estimate that these people at least 8% of the total or 200 engineers.Obviously, the cause analysis of the 2-4-6-8 formula is based on our geographical and technology, othe

22、r companies have great differences in the different analysis. However, it is still a conclusion, establish a successful large-scale civil engineering company, diversification of well-trained essence of the manager's office. Results, some classifications established, the first kind is 50 or more

23、projects of the tube. The second advantage can include the management to 25 people more small company manager. The third kind, can be more small project management by the engineer, law, finance, and the market by the aid of domestic office to provide. Finally, the fourth category include young engin

24、eers, they began to be engaged in management, where they through management personnel to provide skills.In order to explain the second project manager for other technology, a company has submitted the other qualification certificate, lists the list of candidates, was invited to submit highway design

25、 technology and financial advice, for example. If in the United States, in the selection committee before the proposal also need a detailed introduction, including video introduction. Introduced oral Many of the selection committee now insists only by project manager introduced to do, and the other

26、is introduced in the actual engineering work of senior technical personnel. This requirement basically is to ensure a reasonable estimate committee of personality, manager of communication skills and technical competence, whilst the marketing experts. Unfortunately, this also can remove some very go

27、od oral presentations to the project manager. Results all the requirements, the project manager to write and communicate well, because usually need written proposal.For example, project manager must can decide the highway and bridge for the drawings. And he needed each decision skills and experience

28、 of the number of personnel work. Customers frequent arguments workers carry too much, quality insurance/quality control is too big, etc. Project manager must have the necessary skills and the background to prove, the proposal is basic and skill is appropriate, customer relationship is hostile.When

29、the project construction, usually in a local company must choose to deal with secondary specialized tasks, such as investigation, drilling and some design. Project manager must check the local company reputation, establish the employer's competition mechanism, and discuss the cost and plan for j

30、ustice and the ways to help must improve the skill training. Many countries now taxes, attachment to the contract must be included on taxes, liability insurance, etc have enough terms. Only in local companies adhere to a joint venture partners involved. Project managers are faced with the problem is

31、 increased. Because the local companies usually cannot raise deposit, liability insurance, and even a sense that the actual wage costs and expenses accounts. To solve these problems involving local contact with project manager has obviously need financial and legal skills.Anyhow, this article is to

32、show why a modern professional interest in the management of civil engineers need, law, accounting and normal civil engineering training etc have less understanding ability. Big companies and large industrial development to accelerate the manager needs. Fortunately, management skills than those of c

33、ivil engineers salary only engineering skills. Hope this economic motivation will attract some of the best and the most excellent civil engineer into management field.土木工程中出现的管理者角色摘要：这篇文章是 louis berger 博士在接受 parcel sverdrup土木工程管理奖 时作的。这个奖是 1995年10月两 4日在 san piego 举行的午宴上颁发给 berger 博 士的。在这篇文章里， berger

34、 博士陈述了对具有管理技巧和土木工程管理的可能 的高等学位的土木工程师的增大需求的理由。 论点的根据是由大型土木工程公司 和大型公共企业承担的大型工程的特征需要工程管理人员， 他们既有技术又有相 当多的管理技能。大型企业的项目经理经常要求去制作客户陈述资料，写建议， 谈判合同和变更， 租用员工和选择咨询公司。 这要求作为工程管理人员的土木工 程师有出色的交流技巧。财政管理人力资源和合同法以及其他技能训练有素。 Berger 博士的组织没法把工程管理人员从全部职业人员的 14%上升到 20%。最 后，他认为选择管理职业道路的土木工程师的薪水比那些停留在技术领域的高。在过去的 20 年里，很多土木

35、工程公司在人员数量，纪律和服务的地理区域 有显著的提高。这些条件导致了对有工程管理专门技巧的工程师的需求。这篇文章摘取了需要的技能类型， 市场大小和进入管理等级的土木工程的潜 力。历史上，一个对提高职业感兴趣的雄心勃勃的土木工程师，会读一个结构， 岩土或环境的硕士学位。 当很多人仍停留在传统方式时， 一个新的非常令人兴奋 的领域出现了。这就是工程管理。正常的，当一个土木工程公司成立时， 一个明智的企业工程师会依靠试验和失误经营他的公司。如果工程师学得很快，他会提升，否则公司不能存活。管理技能变得很重要， 因为很多土木工程公司在最近几年成长的很快。 一些 公司有超过 5000个员工和超过 500

36、 个工程和超过 100个办公室。每个大工程需 要一个经理。每个独立的办公室需要一个高级经理。 一个逻辑问题是： 这些需要 有商业技能， 从一个训练成技术专家发展的经理怎么样？明显的， 大部分工程师 有多年工作培训经验。 然而，有很大的增长需要并且极少的公司有设备或人员能 在家训练。因此，公司期望员工在外面进行管理培训。我们的一些大学已经认识到需求并增加了课程以提高所需要技能。 例如，在 西北大学，新的土木工程研究生课程里最热的一个是工程管理硕士（ MPM ）；它 包括以下课程： 工程财政问题；评价和谈判；人力资源管理；工程进度；工程财会问题；工程法律。这些课程的选择是基于土木工程管理的实际需求

37、的评估。 这一点从美国土木 工程师协会的杂志刊登广告征求有关管理的不同领域，如项目，进度，工序，人 事，财务，营销和法律问题的论文的事实得到了证实， 因为这些现在都被认为是 土木工程管理的重要方面。如果检查了大公司的全部需要，他们雇用人员在法律，账号，营销，财务， 人员和商业管理方面都被记录。 当工程主要位于美国时， 需要提供临时运送员到 从家到办公室的支持。 当工程项目所在地很远， 尤其在国外， 以及委托人要求在 当地完成设计时， 必须派驻一位不仅工程技术好， 判断力强， 而且还具有其他合 同管理技能。 电子邮件和传真机使从国内办公室获得指导变得更加容易， 然而很 多决定必须在现场突出。 客

38、户经常要求当地经理拥有委托人的权利， 确保所有现 场签订的合同在法律上有效。如果产生了小问题，海外出差到遥远地区如亚洲， 非洲和拉美的费用是的派国内专家出去变得不现实。一个法律，账号，人员，进 度，或谈判问题产生了。结果，必须依靠当地经理解决很多问题，并且当主要问 题产生时，需要帮助。据我们的经验， 主要公司的专业进步导致提高技术和管理训练， 那些跟着管 理轨迹的以更高认识和补偿结束， 因为好的管理在准时完成工程， 预算和使顾客 满意方面很重要。 除了那，好的技术工程师比土木工程师多并且弥补遵守供求关 系。一些工程师咨询一个典型公司所需的土木工程管理人员的数量。 回答这个问 题的唯一方法是通过一个实际的调查。 Berger组织有大约两 500 职业人员，包括 顾问并且超过 80 个国家工作。它目前世界范围的工作包括超过两 60 个公路和桥 的设计和结构工程，并且有超 400 个环境的，文物资源，港口，机场，铁路，运 输线，水和建筑工程。这个混合似乎是土木工程公司的典型。对我们的需求指出， 除了我们高级副经理， 我们需要一个工程干部能够单独 管理国内或海外办公。我们估计至少要两 %的人员，或 50 名工程师，必备技巧。 我们下一