專業(yè)英語(yǔ)課件3-造價(jià).ppt

1、2 Project Participants,3.1Introduction The life of a facility goes through many phases. It starts out as an idea. The idea is combined with money, and a project is born. The project is developed as drawings and specifications. It is then built. When it is complete, it is turned over to the owners as

2、 a finished facility and is occupied, maintained, and repaired as it ages and eventually dies. A facility can last for hundreds of years, but the period in which it is actually designed and built is very small. Figure5.1 illustrates a design/build/use/dispose scenario for a shopping mall.,Chapter3-

3、Project chronology,At some point in its lifetime a facility is likely to be renovated, either to renew obsolete systems or change its use. For example, during the late 1800s many New England mill buildings were constructed to house a growing manufacturing industry. As the economy changed from manufa

4、cturing to service, these buildings outlived their usefulness. Many were bought by developers for reuse as housing. Because of the span of the structural elements required for a mill operation, they made attractive residential units; and since often they were located along a river (a transportation

5、advantage for moving materials), the site was also desirable.,Chapter3- Project chronology,To be use as housing, however, the interior of the buildings had to be entirely gutted. New systems had to be installed, the faade had to be repaired and windows replaced, and the roofing system had to be rene

6、wed. Although it was not new construction, the facility now began a new life span.,Chapter3- Project chronology,3.2 Initiation of the Project All construction activity is the result of basic economic demand. Individual consumers have ongoing needs for homes, stores, roads, manufacturing plants, and

7、similar facilities that provide food, shelter, and other goods and services to meet the needs of daily life.,Chapter3- Project chronology,Specific construction projects arise because corporations or government bodies recognize the need for facilities to serve this demand and act to create them. Cons

8、truction activity tends to foster further construction activity. For example, a large automobile manufacturing corporation may decide to build a facility to assemble cars in a region that will provide good transportation options.,Chapter3- Project chronology,Home builders recognize that this region

9、is likely to grow in population and that the workers needed for the manufacturing plant will be shopping for shelter here. At the same time, grocery chains, department stores, gas stations, and other retail businesses recognize that consumers will need services once they move in. Government agencies

10、 recognize that there will be a need for new schools, new roads, and new utilities.,Chapter3- Project chronology,Recognizing needs is the first step, but there must be a way to move from recognition to reality. The answer lies in the economic structure of the country. Private corporations are consta

11、ntly searching for new opportunities to invest profits from previous business venture-opportunities that in turn result in expansion of business activity. Demographic and market analyses are used to forecast future growth areas in the country. Opportunities, once identified, are financed and then pr

12、ojects initiated. Since almost all business activity needs a facility from which to operate, construction is a direct result of the increased business activity.,Chapter3- Project chronology,As businesses increase, populations grow to work in them. Because these people must travel to work, roads and

13、other transportation modes become necessary. As houses are built, sewage, water, and other utility infrastructure accompany them. Schools, libraries, and other public facilities are also needed. These facilities are funded with public money that comes mostly from taxes paid by the businesses that mo

14、ve in and the workers who built homes.,Chapter3- Project chronology,3.3 Feasibility Analysis Before deciding to invest in a specific area, an investor wants to be reasonably sure that he or she will see an adequate return on the specific product or services produced for that environment. Therefore,

15、before any serious money is committed, analysis is usually performed to examine the proposed investment form several standpoints.,Chapter3- Project chronology,First, there must be a demand for the specific service or product. An example is single-family homes. Generally, in times of expanding busine

16、ss activity, there is also an increase in the demand for single-family homes. However, if the area in question was recently in economic recession, it may have an oversupply of existing housing and therefore little demand for new homes. Any developer will examine not only the issue of overall economi

17、c activity but also the specific type of project and specific environmental factors to ensure that homes built will sell.,Chapter3- Project chronology,Second, the cost of actual construction must be taken into account. In time of economic expansion, costs also increase. The price of materials such a

18、s lumber or brick may increase because the local supplier has trouble keeping enough to meet an increased demand. The supplier may have to buy from other geographic areas where prices are higher. This cost is passed on to the builder. economic expansion經(jīng)濟(jì)膨脹 geographic 地理學(xué)上的地區(qū),Chapter3- Project chron

19、ology,There may also be a shortage on skilled labor, which means importing labor or using less-skilled labor. Either way, both costs and risk to the project increase. Such factors could make it too costly to construct a facility and still realize a reasonable return on investment. skilled labor技工,Ch

20、apter3- Project chronology,Third, the cost of money itself can be a key factor. Most construction projects use borrowed money. If interest rates are high, then the cost of servicing the investors debt may make the return on investment too low. The investors may elect to put their money into another

21、type of investment. borrowed money借入資本 return on investment 投資報(bào)酬率，投資利潤(rùn)率,Chapter3- Project chronology,Finally, the timing of the project can be very important. Construction projects often involve long periods of time between conception and completion. During this interim period, which can sometimes b

22、e several years, the anticipated markets can change radically. Sometimes, if the investor is lucky, this change can be for the better; but just as likely it can be for the worse. Radically根本上，徹底地interim臨時(shí)的，暫時(shí)的 for the better好轉(zhuǎn)for the worse惡化,Chapter3- Project chronology,During the early analysis sta

23、ge, the owner often consults with architects and construction professionals. Architects provide early advice, and construction professionals offer cost and constructability advice. Their advice helps an owner make a more informed decision about the feasibility of a specific project. Cost is of parti

24、cular concern since most projects fail from an economic standpoint. Once this elements-market need, cost of construction, financing costs, and time to market-have been analyzed, a decision will be made to go forward or to cancel the construction of the project. Constructability施工能力informed decision

25、知情決策 financing costs財(cái)務(wù)費(fèi)用time to market上市時(shí)間,Chapter3- Project chronology,Until construction actually begins, a project may have many go/ no go decision points. The decision on feasibility is one of the first major ones- the time when many, if not most, projects do not go forward. Many are analyzed an

26、d found to fall short when the rate of return is calculated. Investors simply move on to more lucrative projects. decision points決策點(diǎn)fall short 不符合標(biāo)準(zhǔn) Lucrative有利可圖的，賺錢(qián)的,Chapter3- Project chronology,3.4 Financing If the project gets past the first hurdle of profitability for the investor, the owner mu

27、st next line up financial backing for some of the work. Although investors walk into projects with some money, most are unable to fund 100 percent of the work. Commonly, the initial investor acquires outside funds to supplement his or her own. A developer might borrow from banks or an insurance comp

28、any or invite outside investors to share in future profits. hurdle欄桿，障礙supplement補(bǔ)充,Chapter3- Project chronology,A corporation wishing to build a factory could borrow from a bank or sell additional stocks or bonds. Whatever the source of additional funds, other individuals or firms decide to lend or

29、 invest funds based on their own expectation of return on investment. They, too, must be satisfied that the project will return their initial investment plus support a reasonable rate of return on their money. What might look like a significant opportunity to a developer may seem too risky in the ey

30、es of a banker. If the developer and the lender are not of like mind, then the project is in danger of being canceled. in the eyes of 在看來(lái),Chapter3- Project chronology,3.5 Design of the Project If the owner decides to proceed at this point, he or she typically hires a design professional. If the owne

31、r elects to proceed using construction management modes, then he or she now chooses a construction professional as well. The construction professional provides cost, schedule, and construction advice throughout the design process. Proceed繼續(xù)進(jìn)行construction management modes施工管理模式,Chapter3- Project chro

32、nology,Design is usually divided into distinct stages so that the owner can review the process at milestone points along the way. For convenience, the discussion of the design stages will be based on building construction. Milestone里程碑For convenience為了方便起見(jiàn),Chapter3- Project chronology,3.5.1Programmi

33、ng規(guī)劃設(shè)計(jì) A program is a written statement of the requirement of the building. It is the basis of the design. The program describes the spaces needed, the services required in those spaces and the relationships of the functions to be performed in the building. It can be written by the owner or user of

34、the building, by the architect, or by a professional hired especially for his or her expertise in programming. Whatever the means, the key to the program is extensive involvement of the user because this is where unique and specific requirements are written down. written statement 書(shū)面聲明,Chapter3- Pro

35、ject chronology,The nature of the programming process depends on two things: the sophistication of the owner and the complexity of the proposed facility. Owners vary considerably in their degree of understanding about the building process. Those who rarely build are not very knowledgeable and need a

36、 great deal of assistance as the program is developed. The professional hired for this task needs to educate the owner about the importance of certain information and must ensure that all that information is gathered and incorporated into the program. Proposed被提議的knowledgeable知識(shí)淵博的,Chapter3- Project

37、 chronology,Regardless of the owners level of sophistication, however, the complexity of the project itself can determine how the programming needs to be accomplished. With very complex projects, it is necessary to devote more time and resources to programming to ensure that an accurate depiction of

38、 the needs and functions of the facility are incorporated. In such cases, a professional who specializes in that particular type of facility may be hired to complete the program. Depiction描寫(xiě)，敘述,Chapter3- Project chronology,If a construction professional has been engaged, he or she is providing early

39、 cost estimates, early schedules, and advice on constructability. At this stage the owner uses order of magnitude or square foot estimates to further check the financial feasibility of the project. order of magnitude 數(shù)量級(jí) square foot 平方英尺financial feasibility 財(cái)務(wù)可行性,Chapter3- Project chronology,Costs

40、are also considered at this stage in relationship to the schedule. Since borrowed money is frequently used to pay for construction, interest costs become a factor throughout the process. Participants are aware of the daily cost of interest that accumulates relentlessly. Delays of any sort add to the

41、 burden of this cost, requiring all project participants to expedite their work as much as possible while maintaining a necessary level of design quality. interest costs 利息費(fèi)用relentlessly無(wú)情地，殘酷地,Chapter3- Project chronology,When programming is complete, the owner has information about the needed size

42、 of the project in relation to the requirements of the users; the mechanical, electrical, and plumbing systems; vertical and horizontal circulation; and public areas. Usually, an estimate and schedule are produced to give the owner preliminary information that can be checked against the initial proj

43、ections. Using the information gained at this stage, the owner may choose to proceed or to cancel the project. vertical and horizontal circulation水平垂直流通 public areas公共區(qū)域check against 檢查，核對(duì),Chapter3- Project chronology,3.5.2Schematic Design 方案設(shè)計(jì) Once the program is complete and the owner has decided

44、to proceed, the designer begins actual design of the project. The process begins with the schematic design-the stage in which the designer defines the buildings characteristics in number of ways.,Chapter3- Project chronology,Before schematic design begins, the owner selects a site for the buildings.

45、 Site investigations done by the owner give the designer information about soil conditions and makeup that in large part determine the type of foundation and structure possible for the particular site. The architect develops preliminary floor plans that reflect the relationships of the various funct

46、ional areas to one another. Siting and location of the building are determined as well as its visual form. Preliminary decisions regarding structural, environmental, and other systems are made and outline specifications developed. Site investigations 現(xiàn)場(chǎng)調(diào)查 soil conditions and makeup 土質(zhì)和組成 floor plans

47、 樓面布置圖Siting選址 outline specifications 簡(jiǎn)要規(guī)范,Chapter3- Project chronology,During this stage several options are often pursued. Sometimes the owner does not see all of these options. The architects design team generates many alternatives and rejects many before they are developed into materials present

48、ed to the owner. This typical part of the design process helps the architect find the best design solution among many possible alternatives. Usually, two or three alternatives survive the process, which are presented to the owner for consideration.,Chapter3- Project chronology,If the construction pr

49、ofessionals continue their involvement during this stage, they may develop early conceptual estimates for the owner. Their advice regarding construction feasibility of the proposed design options helps identify material that may be difficult to obtain in the current marketplace and items that will n

50、eed to be purchased early because of the lead time needed for fabrication and delivery. conceptual estimates 概念性估價(jià)lead time 提前期,Chapter3- Project chronology,When the schematic design is complete, the owner is again faced with the decision to proceed further or to cancel the project. At this time, al

51、l information developed to date- market information, financing costs, construction costs, and design-are factored into the decision. If all elements still indicate a favorable project from an investment standpoint and if the architects design meets the owners program and aesthetic criteria, then the

52、 project proceeds to the next stage of design. factored作為因素考慮,Chapter3- Project chronology,3.5.3Design Development設(shè)計(jì)深化 When the project team enters design development, it pursues a single design concept. The purpose of this stage is to refine the design and obtain detailed information from the users

53、 about their requirements. design concept設(shè)計(jì)理念refine 優(yōu)化,Chapter3- Project chronology,During this phase, the owner, the architect, and (if applicable) the construction professional finalize the design of the major building systems-for example, structural, plumbing, elevator, roofing, mechanical, exter

54、ior faade, electrical. Specialty consultants are often asked to design these systems and are usually coordinated by the architect, who ensures that their work is consistent with the intent of the design. Applicable合適的be consistent with 與一致,Chapter3- Project chronology,Location of mechanical ductwork

55、, the type of heating and cooling systems, the size and type of elevator systems: all must be carefully coordinated with how the occupants expect to use the space and what the architect visually intends. Conversations with users during this phase center around how many type of computer workstations

56、are needed in the offices, what special services are needed for specific equipment, and so on. Occupant居住者，購(gòu)買者，租賃者visually外表上center around 以為中心 workstation工作站special services 特殊服務(wù),Chapter3- Project chronology,As in all the other phases of project development, cost estimates are refigured. The estima

57、tes done at this point are probably the most important of the job because there is now sufficient information to generate real numbers from real subcontractors. These estimates are the first market test of the design. As a result, they give the owner a greater degree of certainty about the final cos

58、t of the project. Once again, he or she is faced with deciding whether to go forward or to abandon the project. refigure重新描述 cost estimates 成本估算,Chapter3- Project chronology,The likelihood that it will be canceled diminishes as the process goes forward. If the early phases were sufficiently thorough

59、, the gross costs and scope of the project should be known. Barring a significant change in the owners needs or changes in the conditions of the job, information should build upon itself and become increasingly refined. There should be no surprises big enough to cause the project to be abandoned. gr

60、oss costs 總造價(jià)Barring除非 build upon 依賴，建立于,Chapter3- Project chronology,3.5.4Construction Documents At this last stage of design, the architect creates the final working construction document used to bid the job for construction and to build the job in the field. These documents are particularly impor