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.土木工程中出現(xiàn)的管理者角色摘要：這篇文章是 louis berger 博士在接受 parcel sverdrup土木工程管理獎(jiǎng) 時(shí)作的。這個(gè)獎(jiǎng)是 1995年10月兩 4日在 san piego 舉行的午宴上頒發(fā)給 berger 博 士的。在這篇文章里， berger

34、 博士陳述了對(duì)具有管理技巧和土木工程管理的可能 的高等學(xué)位的土木工程師的增大需求的理由。 論點(diǎn)的根據(jù)是由大型土木工程公司 和大型公共企業(yè)承擔(dān)的大型工程的特征需要工程管理人員， 他們既有技術(shù)又有相 當(dāng)多的管理技能。大型企業(yè)的項(xiàng)目經(jīng)理經(jīng)常要求去制作客戶陳述資料，寫建議， 談判合同和變更， 租用員工和選擇咨詢公司。 這要求作為工程管理人員的土木工 程師有出色的交流技巧。財(cái)政管理人力資源和合同法以及其他技能訓(xùn)練有素。 Berger 博士的組織沒法把工程管理人員從全部職業(yè)人員的 14%上升到 20%。最 后，他認(rèn)為選擇管理職業(yè)道路的土木工程師的薪水比那些停留在技術(shù)領(lǐng)域的高。在過去的 20 年里，很多土木

35、工程公司在人員數(shù)量，紀(jì)律和服務(wù)的地理區(qū)域 有顯著的提高。這些條件導(dǎo)致了對(duì)有工程管理專門技巧的工程師的需求。這篇文章摘取了需要的技能類型， 市場(chǎng)大小和進(jìn)入管理等級(jí)的土木工程的潛 力。歷史上，一個(gè)對(duì)提高職業(yè)感興趣的雄心勃勃的土木工程師，會(huì)讀一個(gè)結(jié)構(gòu)， 巖土或環(huán)境的碩士學(xué)位。 當(dāng)很多人仍停留在傳統(tǒng)方式時(shí)， 一個(gè)新的非常令人興奮 的領(lǐng)域出現(xiàn)了。這就是工程管理。正常的，當(dāng)一個(gè)土木工程公司成立時(shí)， 一個(gè)明智的企業(yè)工程師會(huì)依靠試驗(yàn)和失誤經(jīng)營他的公司。如果工程師學(xué)得很快，他會(huì)提升，否則公司不能存活。管理技能變得很重要， 因?yàn)楹芏嗤聊竟こ坦驹谧罱鼛啄瓿砷L的很快。 一些 公司有超過 5000個(gè)員工和超過 500

36、 個(gè)工程和超過 100個(gè)辦公室。每個(gè)大工程需 要一個(gè)經(jīng)理。每個(gè)獨(dú)立的辦公室需要一個(gè)高級(jí)經(jīng)理。 一個(gè)邏輯問題是： 這些需要 有商業(yè)技能， 從一個(gè)訓(xùn)練成技術(shù)專家發(fā)展的經(jīng)理怎么樣？明顯的， 大部分工程師 有多年工作培訓(xùn)經(jīng)驗(yàn)。 然而，有很大的增長需要并且極少的公司有設(shè)備或人員能 在家訓(xùn)練。因此，公司期望員工在外面進(jìn)行管理培訓(xùn)。我們的一些大學(xué)已經(jīng)認(rèn)識(shí)到需求并增加了課程以提高所需要技能。 例如，在 西北大學(xué)，新的土木工程研究生課程里最熱的一個(gè)是工程管理碩士（ MPM ）；它 包括以下課程： 工程財(cái)政問題；評(píng)價(jià)和談判；人力資源管理；工程進(jìn)度；工程財(cái)會(huì)問題；工程法律。這些課程的選擇是基于土木工程管理的實(shí)際需求

37、的評(píng)估。 這一點(diǎn)從美國土木 工程師協(xié)會(huì)的雜志刊登廣告征求有關(guān)管理的不同領(lǐng)域，如項(xiàng)目，進(jìn)度，工序，人 事，財(cái)務(wù)，營銷和法律問題的論文的事實(shí)得到了證實(shí)， 因?yàn)檫@些現(xiàn)在都被認(rèn)為是 土木工程管理的重要方面。如果檢查了大公司的全部需要，他們雇用人員在法律，賬號(hào)，營銷，財(cái)務(wù)， 人員和商業(yè)管理方面都被記錄。 當(dāng)工程主要位于美國時(shí)， 需要提供臨時(shí)運(yùn)送員到 從家到辦公室的支持。 當(dāng)工程項(xiàng)目所在地很遠(yuǎn)， 尤其在國外， 以及委托人要求在 當(dāng)?shù)赝瓿稍O(shè)計(jì)時(shí)， 必須派駐一位不僅工程技術(shù)好， 判斷力強(qiáng)， 而且還具有其他合 同管理技能。 電子郵件和傳真機(jī)使從國內(nèi)辦公室獲得指導(dǎo)變得更加容易， 然而很 多決定必須在現(xiàn)場(chǎng)突出。 客

38、戶經(jīng)常要求當(dāng)?shù)亟?jīng)理擁有委托人的權(quán)利， 確保所有現(xiàn) 場(chǎng)簽訂的合同在法律上有效。如果產(chǎn)生了小問題，海外出差到遙遠(yuǎn)地區(qū)如亞洲， 非洲和拉美的費(fèi)用是的派國內(nèi)專家出去變得不現(xiàn)實(shí)。一個(gè)法律，賬號(hào)，人員，進(jìn) 度，或談判問題產(chǎn)生了。結(jié)果，必須依靠當(dāng)?shù)亟?jīng)理解決很多問題，并且當(dāng)主要問 題產(chǎn)生時(shí)，需要幫助。據(jù)我們的經(jīng)驗(yàn)， 主要公司的專業(yè)進(jìn)步導(dǎo)致提高技術(shù)和管理訓(xùn)練， 那些跟著管 理軌跡的以更高認(rèn)識(shí)和補(bǔ)償結(jié)束， 因?yàn)楹玫墓芾碓跍?zhǔn)時(shí)完成工程， 預(yù)算和使顧客 滿意方面很重要。 除了那，好的技術(shù)工程師比土木工程師多并且彌補(bǔ)遵守供求關(guān) 系。一些工程師咨詢一個(gè)典型公司所需的土木工程管理人員的數(shù)量。 回答這個(gè)問 題的唯一方法是通過一個(gè)實(shí)際的調(diào)查。 Berger組織有大約兩 500 職業(yè)人員，包括 顧問并且超過 80 個(gè)國家工作。它目前世界范圍的工作包括超過兩 60 個(gè)公路和橋 的設(shè)計(jì)和結(jié)構(gòu)工程，并且有超 400 個(gè)環(huán)境的，文物資源，港口，機(jī)場(chǎng)，鐵路，運(yùn) 輸線，水和建筑工程。這個(gè)混合似乎是土木工程公司的典型。對(duì)我們的需求指出， 除了我們高級(jí)副經(jīng)理， 我們需要一個(gè)工程干部能夠單獨(dú) 管理國內(nèi)或海外辦公。我們估計(jì)至少要兩 %的人員，或 50 名工程師，必備技巧。 我們下一