工程造价论文外文翻译

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,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、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经验颇具规模-超过 15 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 0C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・第三版•荷兰国际集团西方出版社• 1987Flow of estimating data in Sri Lankan building contractor organizationsG..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 ofconstructing the project. The data generated could be used by the contractor 'ssubsequent management functions, and the use of estimating data in the contractors ' post-tender managementworthy of attention. Drawing information from ten case studies of the organization of Sri Lankan building contractors, this paper identifies the contractors 's management functions; management tasks; and management. It also establishes the flow of estimating data within and between the management functions. These flows highlight the substantial burden of re-work in the post-tender use of data. It is argued that the current format and presentation of estimating data in Sri Lanka are the major causes for such re-work. However, it was found that any revolutionary change to the conventional format would not be welcomed by the industry. Any new proposal should be developed within the limitation of acceptability to conventional practice. The recommendation is that the ‘unit rate ' is broken down to its cost components of material, labour and plant. The breakdown of the unit rate would supply all the necessary data for direct use, thus reducing the re-work. Further research should be addressed to investigate the best format and structure of this breakdown. Keywords: Bills of quantities, case studies, data management, estimating, Sri Lanka.IntroductionOver the past four decades, manyresearchers have investigated the post-tender use of bills of quantities in contractors ' management. Alternative formats to the bill of quantities have emerged such as: Elemental Bill (Department of Education and Science , 1957), Sectionalised Trades Bill (Nott , 1963), Operational Bill (Forbes and Skoyles , 1963), Bill of Quantities 一 Operational Format 一( Skoyles , 1968), BPF System 一Schedule of Activities 一 (British Property Federation, 1983) and Builders ' Quantities (Pasquire and McCaffer, 1988). However, the conventional practice ofpreparing the bill of quantities, using the Standard Method of Measurement (Royal Institution of Chartered Surveyors , 1988), is still the widely used standard forpreparation of bills of quantities (Kodikara , 1990). This does not meanthat the current post-tender use of bills of quantities is efficient when used in the management of a contract by a contractor (Skinner , 1981). The BOQ is a client 's document for the client 's purposes. This paper reports on an investigation undertaken in 1989 into the contractors ' use of estimating data. The aim of the work was to observe the flow of estimating data in Sri Lankan building contractor organizations, and to identify reasons for inefficiency in contractors ' data management. To achieve this ten organizationswere interviewed using a structured questionnaire. he questions were phrased as guide lines, so that they would lead to discussions revealing contractors ' current practices, problems and suggestions. Sri Lankan building construction industry follows some of the procedures, standards and principles that are used in the UK industry, hence the managementof work in Sri Lankan building contractor organizations reflect someof the methods that are adopted in UK. Therefore, findings may also be of value to the UK industry. Parallel works on UK contractors ' data management have been researched byPasquire and McCaffer (1987).Definition of termsIn this paper, the following terms are used to describe the given meanings.Estimating dataThe data that are collected, generated and assembled by the estimator for pricing purposes are termed estimating data. Estimating data includes prices of resources, usages of resources, prices of sub-contractors and prices of bill items.Management functionsThe managementwork of a construction project is grouped according to recognizable major managementfunctions. These are estimating, purchasing, planning, site management, and quantity surveying/financial control.Management groupsThe professionals who are responsible for the work of the managementfunctions are defined as managementgroups. They are estimators, purchasers, planners, site agents, quantity surveyors and upper management. It should be noted that the management functions and management groups are not the same because any professional management group can undertake work in several management functions.Management tasksTasks which are directly related to procurement and execution of contracts are defined as management tasks. In this paper, only the most important and common tasks in each managementfunction are established through consultation with the professionals in the industry..Data flowThe term data flow is used to describe the process of extracting, using, regenerating, amending and passing on of data by contractors ' staff .Re-workWhen data are used for a particular task by a management group they can be used either directly or with some re-work to suit the requirement. The re-work is any work such as modification, or grouping, or breaking up of data. By proper presentation of data, this type of re-work can be reduced and the re-work which still exists is called ‘less re - work'Investigation methodologyThe Sri Lankan building construction industry was surveyed in 1989 to observe and record the current practices and problems in data management. The survey comprised interviews and discussions with professionals to ten organizations. Each organization was visited between five and ten times, and their management staff were interviewed to establish and record their actual experience and knowledge. The case studies were planned in such a manner that they would represent the whole industry. Out of various sampling techniques , the judgement sampling method was selected because it was the easiest way of meeting both the research constraints and representativeness. In selecting the organizations the criterion was to judge the representativeness of the sample. The criteria were: ownership, size, type of work, experience and location of work. Categories were defined for each criterion to divide the organizations within the criteria.OwnershipGovernment or private ownership.SizeLarge 一 annual turn-over of 200 million Sri Lankan rupees or Medium 一 annualturn-over of 50-200 million Sri Lankan rupees or Small 一 annual turn-over of 50million 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 Newly formed 一 Under 5 years seance.Location of workWC一 Within and around (within 25 km radius) the capital city (Colombo) or OC 一 Outside the capital city.Management functions, tasks and groupsThe observation in relation to the use of estimating data could be generalized to the overall industry irrespective of the size, ownership, etc. Although there are number of options available, only the conventional standard method of measurement is used to prepare and price the BOQ for projects. 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 managementof work. Managementtasks undertaken in estimating, purchasing, planning, site managementand quantity surveying are summarized under each section. Each management group uses estimating data for their management tasks in different management funclions. These data are then passed to the other management groups. Data flow between managementgroups, managementfunctions and managementtasks were examined in the case studies. It was observed that the use and exchange of measured data within and between management functions were complex. The estimating data were used with substantial re-work, hence thepresent format and presentation of these 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 managementfunction. For example, the site agent assumes duties in all the management functions from estimating to the quantity surveying throughout the project duration. The managementgroups have different ways of data handling in different functions. Therefore, it is better to observe the data flow between management functions than between management groups. Under each management function, a set of management tasks is undertaken. Repetition takes place when the data is used for these tasks. Therefore, it is best to identify the flow of data between management tasks.Only by observing thedata flow between management tasks, could the re-work in use of estimating data be properly identified. All the managementtasks were grouped according to major operations, so that the flow of data can be illustrated in a simple manner. Two types of data flow were identified depending on the method of presenting the estimating data. The common type, where the BOQis priced using a composite unit rate. The second type of data flow can be observed in organizations where the priced BOQis broken down toits cost components of material, labour and plant after winning the job.Reasons for the complexity in data flowThe other major reasons for inefficient site control,site monitoring and costcontrol that the professionals pointed out were:1 unorganized allocation of staff. For example, the site agent is asked to carry out too much of the 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 basis (operational bill)was not welcomed. The contractors need a shorter and more simpler BOQfor direct pricing. The operational basis would increase the size of the BOQ. The contractors consider that the preparation of construction sequence using the items in the conventional bill is much easier than the preparation of an operational bills. The opinion on builders 'quantities was similar to that of operational bill. The professionals saw the two methods as the same, although the latter has only been designed for special types of contract which do not have bills of quantities. However, the idea of splitting the unit rate to its components was greatly appreciated. The inclusion of buying units was also accepted. The BPF system, elemental bill, and the operational format of the BOQ were also not welcomed as options to the conventional format. From the discussions, it was clear that any revolutionary change to the conventional format would not be welcomed by the industry. Therefore, any new proposal should be developed within the limitations of the conventional practice. Some of the professionals even pointed out the fact that the changes required have been accommodated in the Standard Method of measurement,which is now in its seventh edition.ConclusionTen case studies in Sri Lankan building construction industry were carried outto identify the flow of estimating data in contractor organizations, and to establish the reasons for poor data management. The case studies were carried out in such a way that it would be possible to obtain suggestions and comments on past proposals, while establishing the current situation and the problem. The findings of the research are as follows:1. Although there are number of options available, only the conventional StandardMethod of Measurement is used to prepare and price the BOQs. Even for contracts which do not demand the presence of a bill (e.g. turn-key, design-and- build), an internal BOQ is prepared for management of work.2. The BOQ is used throughout the contract by the management groups, who are responsible for management functions to accomplish their management tasks.3. Although six management groups (estimators, purchasers, planners, site agents, quantity surveyors and upper management) are involved in a contract, the estimator, site agent, and the quantity surveyor share the most of the work.References[1]Anderson, D.R., Sweeney, D.J. and Williams, T.A. (1987)Statistics for Business and Economics, 3rd edn. West Publish ing Company, San Francisco.。