工程造价中英文对照外文翻译文献.docx

工程造价中英文对照外文翻译文献.docx

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工程造价中英文对照外文翻译文献

中英文对照翻译

RiskAnalysisoftheInternationalConstructionProject

ABSTRACT

ThisanalysisusedacasestudymethodologytoanalysetheissuessurroundingthepartialcollapseoftheroofofabuildinghousingtheheadquartersoftheStandardsAssociationofZimbabwe（SAZ）.Inparticular,itexaminedthepriorrolesplayedbytheteamofconstructionprofessionals.TheanalysisrevealedthattheSAZ’straditionalconstructionprojectwasgenerallycharacterizedbyhighrisk.Therewasaclearindicationofthefailureofacontractorandarchitectsinpreventingand/ormitigatingpotentialconstructionproblemsasallegedbytheplaintiff.Itwasreasonabletoconcludethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itappearedjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Theriskanalysisfacilitated,throughitsmulti-dimensionalapproachtoacriticalexaminationofaconstructionproblem,theidentificationofaneffectiveriskmanagementstrategyforfutureconstructionprojects.Itfurtherservedtoemphasizethepointthatclientsarebecomingmoredemanding,morediscerning,andlesswillingtoacceptriskwithoutrecompense.Clientsdonotwantsurprise,andaremorelikelytoengageinlitigationwhenthingsgowrong.

KEYWORDS:

Arbitration,claims,construction,contracts,litigation,projectandrisk

ThestructuraldesignofthereinforcedconcreteelementswasdonebyconsultingengineersKnightPiesold（KP）.QuantitysurveyingserviceswereprovidedbyHawkins,Leshnick&Bath（HLB）.ThecontractwasawardedtoCentralAfricanBuildingCorporation（CABCO）whowasalsoresponsiblefortheprovisionofaspecialistroofstructureusingpatented“gangnail”rooftrusses.ThebuildingconstructionproceededtocompletionandwashandedovertotheownersonSept.12,1991.TheSAZtookeffectiveoccupationoftheheadquartersbuildingwithoutacertificateofoccupation.Also,thedefectsliabilityperiodwasonlythreemonths.

Theroofstructurewasinplace10yearsbeforepartialfailureinDecember1999.Thebuildinginsurancecoveragedidnotcoverenough,theCityofHarare,agovernmentmunicipality,issuedthecertificateofoccupation10yearsafteroccupation,andafterpartialcollapseoftheroof.

AtfirsttheSAZdecidedtogotoarbitration,butthisfailedtoyieldanimmediatesolution.TheSAZthendecidedtoproceedtolitigateincourtandtobringanegligenceclaimagainstCABCO.Thepreparationforarbitrationwasreusedforlitigation.TheSAZ’squantifiedlossesstoodatapproximately$6millioninZimbabwedollars（US$1.2m）.

Afterallpartieshadexaminedthefactsandevidencebeforethem,itbecameclearthattherewasagreatprobabilitythatthecourtsmightrulethatboththearchitectsandthecontractorwereliable.Itwasatthisstagethatthedefendants’lawyersrequestedthatthematterbesettledoutofcourt.Theplaintiffagreedtothissuggestion,withthetermsofthesettlementkeptconfidential.

TheaimofthiscriticalanalysiswastoanalysetheissuessurroundingthepartialcollapseoftheroofofthebuildinghousingtheHQofStandardAssociationofZimbabwe.Itexaminedthepriorrolesplayedbytheprojectmanagementfunctionandconstructionprofessionalsinpreventing/mitigatingpotentialconstructionproblems.Itfurtherassessedtheextenttowhichtheemployer/clientandpartiestoaconstructioncontractareabletorecoverdamagesunderthatcontract.Themainobjectiveofthiscriticalanalysiswastoidentifyaneffectiveriskmanagementstrategyforfutureconstructionprojects.Theimportanceofthisstudyisitsmultidimensionalexaminationapproach.

Experiencesuggeststhatparticipantsinaprojectarewellabletoidentifyrisksbasedontheirownexperience.Theadoptionofariskmanagementapproach,basedsolelyinpastexperienceanddependantonjudgement,mayworkreasonablywellinastablelowriskenvironment.Itisunlikelytobeeffectivewherethereisachange.Thisisbecausechangerequirestheextrapolationofpastexperience,whichcouldbemisleading.Allconstructionprojectsareprototypestosomeextentandimplychange.Changeintheconstructionindustryitselfsuggeststhatpastexperienceisunlikelytobesufficientonitsown.Astructuredapproachisrequired.Suchastructurecannotandmustnotreplacetheexperienceandexpertiseoftheparticipant.Rather,itbringsadditionalbenefitsthatassisttoclarifyobjectives,identifythenatureoftheuncertainties,introduceseffectivecommunicationsystems,improvesdecision-making,introduceseffectiveriskcontrolmeasures,protectstheprojectobjectivesandprovidesknowledgeoftheriskhistory.

Constructionprofessionalsneedtoknowhowtobalancethecontingenciesofriskwiththeirspecificcontractual,financial,operationalandorganizationalrequirements.Manyconstructionprofessionalslookatrisksindividuallywithamyopiclensanddonotrealizethepotentialimpactthatotherassociatedrisksmayhaveontheirbusinessoperations.Usingaholisticriskmanagementapproachwillenableafirmtoidentifyalloftheorganization’sbusinessrisks.Thiswillincreasetheprobabilityofriskmitigation,withtheultimategoaloftotalriskelimination.

Recommendedkeyconstructionandriskmanagementstrategiesforfutureconstructionprojectshavebeenconsideredandtheirexplanationfollows.J.W.Hincheystatedthatthereisandcanbeno‘bestpractice’standardforriskallocationonahigh-profileprojectorforthatmatter,anyproject.Hesaid,instead,successfulriskmanagementisamind-setandaprocess.AccordingtoHinchey,theidealmind-setisforthepartiesandtheirrepresentativesto,first,beintentionalaboutidentifyingprojectrisksandthentoproceedtodevelopasystematicandcomprehensiveprocessforavoiding,mitigating,managingandfinallyallocating,bycontract,thoserisksinoptimumwaysfortheparticularproject.Thisprocessissaidtonecessarilybeginasascienceandendsasanart.

AccordingtoD.Atkinson,whethercontractor,consultantorpromoter,therightteamneedstobeassembledwiththerelevantmulti-disciplinaryexperienceofthatparticulartypeofprojectanditslocation.Thisissaidtobenecessarynotonlytoallowalternativeresponsestobeexplored.Butalsotoensurethattherightquestionsareaskedandthemajorrisksidentified.Headsofsourcesofriskaresaidtobeaconvenientwayofprovidingastructureforidentifyingriskstocompletionofaparticipant’spartoftheproject.Effectiveriskmanagementissaidtorequireamulti-disciplinaryapproach.Inevitablyriskmanagementrequiresexaminationofengineering,legalandinsurancerelatedsolutions.

Itisstatedthattheuseofanalyticaltechniquesbasedonastatisticalapproachcouldbeofenormoususeindecisionmaking.Manyofthesetechniquesaresaidtoberelevanttoestimationoftheconsequencesofriskevents,andnothowallocationofriskistobeachieved.Inaddition,atthepresentstageofthedevelopmentofriskmanagement,Atkinsonstatesthatitmustberecognizedthatmajordecisionswillbemadethatcannotbebasedsolelyonmathematicalanalysis.Thecomplexityofconstructionprojectsmeansthattheprojectdefinitionintermsofbothphysicalformandorganizationalstructurewillbebasedonconsiderationofonlyarelativelysmallnumberofrisks.Thisissaidtothenallowageneralstructuredapproachthatcanbeappliedtoanyconstructionprojecttoincreasetheawarenessofparticipants.

Thenew,simplifiedConstructionDesignandManagementRegulations（CDMRegulations）whichcameintoforceintheUKinApril2007,revisedandbroughttogethertheexistingCDM1994andtheConstructionHealthSafetyandWelfare（CHSW）Regulations1996,intoasingleregulatorypackage.

ThenewCDMregulationsofferanopportunityforastepchangeinhealthandsafetyperformanceandareusedtoreemphasizethehealth,safetyandbroaderbusinessbenefitsofawell-managedandco-ordinatedapproachtothemanagementofhealthandsafetyinconstruction.Ibelievethatthedevelopmentoftheseskillsisimperativetoprovidetheclientwiththemosteffectiveservicesavailable,deliveringthebestvalueprojectpossible.

ConstructionManagementatRisk（CMatRisk）,similartoestablishedprivatesectormethodsofconstructioncontracting,isgainingpopularityinthepublicsector.Itisaprocessthatallowsaclienttoselectaconstructionmanager（CM）basedonqualifications;maketheCMamemberofacollaborativeprojectteam;centralizeresponsibilityforconstructionunderasinglecontract;obtainabondedguaranteedmaximumprice;produceamoremanageable,predictableproject;savetimeandmoney;andreduceriskfortheclient,thearchitectandtheCM.

CMatRisk,amoreprofessionalapproachtoconstruction,istakingitsplacealongwithdesign-build,bridgingandthemoretraditionalprocessofdesign-bid-buildasanestablishedmethodofprojectdelivery.

TheAEcanreviewtheCM’sapproachtothework,makinghelpfulrecommendations.TheCMisallowedtotakebidsorproposalsfromsubcontractorsduringcompletionofcontractdocuments,priortotheguaranteedmaximumprice（GMP）,whichreducestheCM’sriskandprovidesusefulinputtodesign.Theprocedureismoremethodical,manageable,predictableandlessriskyforall.

Theprocurementofconstructionisalsomorebusiness-like.Eachtradecontractorhasafairshotatbeingthelowbidderwithoutfearofbidshopping.Eachmustdeliverthebesttogettheprojec.Competitioninthecommunityismoreequitable:

allsubcontractorshavea