工程造价专业英语
Risk Analysis of the International Construction Project奖金个税
By: Paul Stanford Kupakuwana月亮思乡的诗句
Cost Engineering Vol. 51/No. 9 September 2009
ABSTRACT
This analysis ud a ca study methodology to analy the issues surrounding the partial collap of the roof of a building housing the headquarters of the Standards Association of Zimbabwe (SAZ). In particular, it examined the prior roles played by the team of construction professionals. The analysis revealed that the SAZ’s traditional construction project was generally characterized by high risk. There was a clear indication of the failure of a contractor and architects in preventing and/or mitigating potential construction problems as alleged by the plaintiff. It was reasonable to conclude that between them the defects should have been detected earlier and rectified in good time before the partial roof f
ailure. It appeared justified for the plaintiff to have brought a negligence claim against both the contractor and the architects. The risk analysis facilitated, through its multi-dimensional approach to a critical examination of a construction problem, the identification of an effective risk management strategy for future construction projects. It further rved to emphasize the point that clients are becoming more demanding, more discerning, and less willing to accept risk without recompen. Clients do not want surpri, and are more likely to engage in litigation when things go wrong.日记200字
KEY WORDS:小孩脾胃虚弱怎么调理Arbitration, claims, construction, contracts, litigation, project and risk
社会管理
The structural design of the reinforced concrete elements was done by consulting engineers Knight Piesold (KP). Quantity surveying rvices were provided by Hawkins, Leshnick & Bath (HLB). The contract was awarded to Central African Building Corporation (CABCO) who was also responsible for the provision of a specialist roof structure using patented “gang nail” roof truss. The building construction proceeded to completion and was handed over to the owners on Sept. 12, 1991. The SAZ took effectiv
e occupation of the headquarters building without a certificate of occupation. Also, the defects liability period was only three months .
The roof structure was in place 10 years before partial failure in December 1999. The building insurance coverage did not cover enough, the City of Harare, a government municipality, issued the certificate of occupation 10 years after occupation, and after partial collap of the roof .
At first the SAZ decided to go to arbitration, but this failed to yield an immediate solution. The SAZ then decided to proceed to litigate in court and to bring a negligence claim against CABCO. The preparation for arbitration was reud for litigation. The SAZ’s quantified loss stood at approximately $ 6 million in Zimbabwe dollars (US $1.2m) .
至死靡它After all parties had examined the facts and evidence before them, it became clear that there was a great probability that the courts might rule that both the architects and the contractor were liable. It was at this stage that the defendants’ lawyers requested that the matter be ttled out of court. The plaintiff agreed to this suggestion, with the terms of the
伏的成语ttlement kept confidential .
年度经营目标The aim of this critical analysis was to analy the issues surrounding the partial collap of the roof of the building housing the HQ of Standard Association of Zimbabwe. It examined the prior roles played by the project management function and construction professionals in preventing/mitigating potential construction problems. It further assd the extent to which the employer/client and parties to a construction contract are able to recover damages under that contract. The main objective of this critical analysis was to identify an effective risk management strategy for future construction projects. The importance of this study is its multidimensional examination approach.
Experience suggests that participants in a project are well able to identify risks bad on their own experience. The adoption of a risk management approach, bad solely in past experience and dependant on judgement, may work reasonably well in a stable low risk environment. It is unlikely to be effective where there is a change. This is becau change requires the extrapolation of past experience, which could be misleading. All cons
truction projects are prototypes to some extent and imply change. Change in the construction industry itlf suggests that past experience is unlikely to be sufficient on its own. A structured approach is required. Such a structure can not and must not replace the experience and experti of the participant. Rather, it brings additional benefits that assist to clarify objectives, identify the nature of the uncertainties, introduces effective communication systems, improves decision-making, introduces effective risk control measures, protects the project objectives and provides knowledge of the risk history .
Construction professionals need to know how to balance the contingencies of risk with their specific contractual, financial, operational and organizational requirements. Many construction professionals look at risks in dividually with a myopic lens and do not realize the potential impact that other associated risks may have on their business operations. Using a holistic risk management approach will enable a firm to identify all of the organization’s business risks. This will increa the probability of risk mitigation, with the ultimate goal of total risk elimination .
Recommended key construction and risk management strategies for future construction projects have been considered and their explanation follows. J.W. Hinchey stated that there is and can be no ‘best practice’ standard for risk allocation on a high-profile project or for that matter, any project. He said, instead, successful risk management is a mind-t and a process. According to Hinchey, the ideal mind-t is for the parties and their reprentatives to, first, be intentional about identifying project risks and then to proceed to develop a systematic and comprehensive process for avoiding, mitigating, managing and finally allocating, by contract, tho risks in optimum ways for the particular project. This process is said to necessarily begin as a science and ends as an art .
