工程管理专业英语
1970-1
重庆大学出版社
徐勇戈，林熹 著
224
《工程管理专业英语》一书的编写目的在于为高等院校工程管理专业的学生提供一本既能够掌握工程管理专业英语术语，又能够培养和提高阅读及翻译专业英语文献的能力，并了解国外工程管理领域最新发展动态和前沿知识的，融实用性和前瞻性于一体的教学用书。通过使用本教材，在提高读者英语文献阅读和翻译能力的同时，为其日后以英语为工具进行工程管理方面的学术交流和理论研究奠定坚实的基础。本教材的编写经过精心的设计，在内容编排上紧扣工程管理专业的最新进展和前沿知识领域，并汲取了各兄弟院校同类教材的优点。书中涵盖了包括项目管理组织、工程项目经济评价、建设项目融资、工程项目招投标与合同管理、进度控制、成本控制、质量与安全控制以及工程项目信息管理等内容在内的工程项目管理领域的理论体系和知识精粹。此外，鉴于英语口语的重要性，本教材专门安排了专业英语口语对话练习，目的在于为提高学生口语会话能力，适应日益频繁的工程管理国际交流提供一种语言环境。教材附录I的词汇表则包括了工程管理领域内常用的专业词汇和习惯表达。同时，为了提高学生的文献翻译能力，本书在附录Ⅱ安排了专业英语翻译的内容，使学生能够清楚专业英语的特点和翻译技巧，从而更好地完成专业英语的学习。
《工程管理专业英语》旨在通过对于工程管理各方面的详细讲解，让学生了解工程管理的内容及过程。全书共分为12章，每章都包括与本章节内容相关的注释。同时，课文后还附有英译汉、汉译英及对话练习等以加强学生对本章内容的了解及掌握。《工程管理专业英语》后还附有课文词汇表以方便学生使用。另外，作者还给出了工程管理荚语的翻译技巧讲解，这对于学生在进行实践操作时也是很有帮助的。
Chapter 1 The OwnerS PerspectiveChapter 2 Organizing for Project ManagementChapter 3 Labor，Material and Equipment UtilizationChapter 4 Economic Evaluation of Facility InvestmentsChapter 5 Bidding and Tendering of Construction ProjectChapter 6 Contract Management of Construction ProjectChapter 7 Legal Basis of International ProjectChapter 8 Construction PlanningChapter 9 Scheduling Procedures and TechniquesChapter 10 Cost Control for Construction PorjectChapter 11 Quality Control and Safety During ConstructionChapter 12 Organization and Use of Project InformationAppendix Ⅰ 词汇表Appendix Ⅱ 工程管理专业英语翻译技巧Appendix Ⅲ 项目管理国际网站
In the United States， for example， the U. S. Army Corps of Engineers has in-house capabilities to deal with planning， budgeting， design， construction and operation of waterway and flood control structures. Other public agencies， such as state transportation departments， are also deeply involved in all phases of a construction project. In the private sector， many large firms such as DuPont， Exxon， and IBM are adequately staffed to carry out most activities for plant expansion. All these owners， both public and private， use outside agents to a greater or lesser degree when it becomes more advantageous to do so. The project life cycle may be viewed as a process through which a project is implemented from cradle to grave. This process is often very complex；however， it can be decomposed into several stages as indicated by the general outline in Figure 1.1. The solutions at various stages are then integrated to obtain the final outcome. Although each stage requires different expertise， it usually includes both technical and managerial activities in the knowledge domain of the specialist. The owner may choose to decompose the entire process into more or less stages based on the size and nature of the project， and thus obtain the most efficient result in implementation. Very often， the owner retains direct control of work in the planning and programming stages， but increasingly outside planners and financial experts are used as consultants because of the complexities of projects. Since operation and maintenance of a facility will go on long after the completion and acceptance of a project， it is usually treated as a separate problem except in the consideration of the life cycle cost of a facility. All stages from conceptual planning and feasibility studies to the acceptance of a facility for occupancy may be broadly lumped together and referred to as the Design/Construct process， while the procurement and construction alone are traditionally regarded as the province of the construction industry.
