Unit 20RiskAnalysisoftheInternationalConstructionProjectText 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).Text Afterallpartieshadexaminedthefactsandevidencebeforethem,itbecameclearthattherewasagreatprobabilitythatthecourtsmightrulethatboththearchitectsandthecontractorwereliable.Itwasatthisstagethatthedefendants’lawyersrequestedthatthematterbesettledoutofcourt[1]Theplaintiffagreedtothissuggestion,withthetermsofthesettlementkeptconfidential[2]. TheaimofthiscriticalanalysiswastoanalyzetheissuessurroundingthepartialcollapseoftheroofofthebuildinghousingtheHQofStandardAssociationofZimbabwe.Itexaminedthepriorrolesplayedbytheprojectmanagementfunctionandconstructionprofessionalsinpreventing/mitigatingpotentialconstructionproblems.Itfurtherassessedtheextenttowhichtheemployer/clientandpartiestoaconstructioncontractareabletorecoverdamagesunderthatcontract[3].Themainobjectiveofthiscriticalanalysiswastoidentifyaneffectiveriskmanagementstrategyforfutureconstructionprojects.Theimportanceofthisstudyisitsmultidimensionalexaminationapproach. Experiencesuggeststhatparticipantsinaprojectarewellabletoidentifyrisksbasedontheirownexperience.Theadoptionofariskmanagementapproach,basedsolelyinpastexperienceanddependantonjudgment,mayworkreasonablywellinastablelowriskenvironment[4].Itisunlikelytobeeffectivewherethereisachange.TextThisisbecausechangerequirestheextrapolationofpastexperience,whichcouldbemisleading.Allconstructionprojectsareprototypestosomeextentandimplychange.Changeintheconstructionindustryitselfsuggeststhatpastexperienceisunlikelytobesufficientonitsown.Astructuredapproachisrequired.Suchastructurecannotandmustnotreplacetheexperienceandexpertiseoftheparticipant.Rather,itbringsadditionalbenefitsthatassisttoclarifyobjectives,identifythenatureoftheuncertainties,introduceseffectivecommunicationsystems,improvesdecision-making,introduceseffectiveriskcontrolmeasures,protectstheprojectobjectivesandprovidesknowledgeoftheriskhistory[5]. AccordingtoD.Atkinson,whethercontractor,consultantorpromoter,therightteamneedstobeassembledwiththerelevantmultidisciplinaryexperienceofthatparticulartypeofprojectanditslocation.Thisissaidtobenecessarynotonlytoallowalternativeresponsestobeexplored.Butalsotoensurethattherightquestionsareaskedandthemajorrisksidentified.Headsofsourcesofriskaresaidtobeaconvenientwayofprovidingastructureforidentifyingriskstocompletionofaparticipant’spartoftheproject.Effectiveriskmanagementissaidtorequireamultidisciplinaryapproach.Inevitablyriskmanagementrequiresexaminationofengineering,legalandinsurancerelatedsolutions.Text Itisstatedthattheuseofanalyticaltechniquesbasedonastatisticalapproachcouldbeofenormoususeindecisionmaking.Manyofthesetechniquesaresaidtoberelevanttoestimationoftheconsequencesofriskevents,andnothowallocationofriskistobeachieved.Inaddition,atthepresentstageofthedevelopmentofriskmanagement,Atkinsonstatesthatitmustberecognizedthatmajordecisionswillbemadethatcannotbebasedsolelyonmathematicalanalysis.Thecomplexityofconstructionprojectsmeansthattheprojectdefinitionintermsofbothphysicalformandorganizationalstructurewillbebasedonconsiderationofonlyarelativelysmallnumberofrisks.Thisissaidtothenallowageneralstructuredapproachthatcanbeappliedtoanyconstructionprojecttoincreasetheawarenessofparticipants. Thenew,simplifiedConstructionDesignandManagementRegulations(CDMRegulations)whichcameintoforceintheUKinApril2007,revisedandbroughttogethertheexistingCDM1994andtheConstructionHealthSafetyandWelfare(CHSW)Regulations1996,intoasingleregulatorypackage[6]. ThenewCDMregulationsofferanopportunityforastepchangeinhealthandsafetyperformanceandareusedtoreemphasizethehealth,safetyandbroaderbusinessbenefitsofawell-managedandcoordinatedapproachtothemanagementofhealthandsafetyinconstruction.TextIbelievethatthedevelopmentoftheseskillsisimperativetoprovidetheclientwiththemosteffectiveservicesavailable,deliveringthebestvalueprojectpossible. ConstructionManagementatRisk(CMatRisk),similartoestablishedprivatesectormethodsofconstructioncontracting,isgainingpopularityinthepublicsector.Itisaprocessthatallowsaclienttoselectaconstructionmanager(CM)basedonqualifications;maketheCMamemberofacollaborativeprojectteam;centralizeresponsibilityforconstructionunderasinglecontract;obtainabondedguaranteedmaximumprice;produceamoremanageable,predictableproject;savetimeandmoney;andreduceriskfortheclient,thearchitectandtheCM. CMatRisk,amoreprofessionalapproachtoconstruction,istakingitsplacealongwithdesign-build,bridgingandthemoretraditionalprocessofdesign-bid-buildasanestablishedmethodofprojectdelivery[7]. TheAEcanreviewtheCM’sapproachtothework,makinghelpfulrecommendations.TheCMisallowedtotakebidsorproposalsfromsubcontractorsduringcompletionofcontractdocuments,priortotheguaranteedmaximumprice(GMP),whichreducestheCM’sriskandprovidesusefulinputtodesign.Theprocedureismoremethodical,manageable,predictableandlessriskyforall.Text Theprocurementofconstructionisalsomorebusiness-like.Eachtradecontractorhasafairshotatbeingthelowbidderwithoutfearofbidshopping.Eachmustdeliverthebesttogettheproject.Competitioninthecommunityismoreequitable:allsubcontractorshaveafairshotatthework. AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors. Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility. AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.proceedto 繼續(xù)handover 移交SAZ（StandardsAssociationofZimbabwe）津巴布韋標準協(xié)會takeoccupationof 占領thedefectsliabilityperiod 缺陷責任期municipality n.自治市；市政當局quantify vt.確定…的數量approximately adv.近似地，大約；許contractor n.訂約人，承包人；收縮物liable adj.有責任的；有義務的；defendant

n.被告人；plaintiff

n.<律>原告mitigate

vt.使緩和，使減輕；使平息；vi.減輕，緩和下來client

n.顧客；當事人；訴訟委托人；[計算機]客戶端multidimensional

adj.多面的，多維的extrapolation

n.推斷；<統(tǒng)>外推（法）prototype

n.原型，雛形，藍本multidisciplinary

adj.多學科；多部門；多科NewWordsandPhrasesallocation

n.配給，分配；分配額（或量）；劃撥的款項imperative adj.必要的，專橫的；勢在必行的；n.必要的事；命令；規(guī)則；centralize vt.使集中；成為……的中心；實行中央集權bonded adj.有擔保的；（債務）以債券作保證的recommendation n.推薦；建議；可取之處contingency n.意外事故，偶發(fā)事件；可能性，偶然性.reimburse vt.償還，歸還NewWordsandPhrasesNotes（1）Itwasatthisstagethatthedefendants’lawyersrequestedthatthematterbesettledoutofcourt. 正是在這個階段，被告的律師請求將這個問題達成庭外和解。（2）Theplaintiffagreedtothissuggestion,withthetermsofthesettlementkeptconfidential. 原告同意了這項建議，并同意對和解的條款保密。（3）Itfurtherassessedtheextenttowhichtheemployer/clientandpartiestoaconstructioncontractareabletorecoverdamagesunderthatcontract. 它進一步對雇主/承包方和當事人在建設合同下彌補損害賠償進行了評估。（4）Theadoptionofariskmanagementapproach,basedsolelyinpastexperienceanddependantonjudgment,mayworkreasonablywellinastablelowriskenvironment. 僅采用建立在過去的經驗和判斷的基礎上的風險管理方法，可以很好地并合理地在穩(wěn)定的低風險環(huán)境中工作。Notes（5）Rather,itbringsadditionalbenefitsthatassisttoclarifyobjectives,identifythenatureoftheuncertainties,introduceseffectivecommunicationsystems,improvesdecision-making,introduceseffectiveriskcontrolmeasures,protectstheprojectobjectivesandprovidesknowledgeoftheriskhistory. 相反，它帶來額外的好處，幫助澄清了目標，確定了不確定性的性質，介紹了有效的溝通制度，優(yōu)化了決策，介紹了有效的風險控制措施，保障了項目目標和提供了風險教訓知識。（6）Thenew,simplifiedConstructionDesignandManagementRegulations(CDMRegulations)whichcameintoforceintheUKinApril2007,revisedandbroughttogethertheexistingCDM1994andtheConstructionHealthSafetyandWelfare(CHSW)Regulations1996,intoasingleregulatorypackage. 新的、簡化的建筑設計和建設管理辦法（CDM條例），已于2007年4月在英國生效，修訂和匯集了CDM1994規(guī)范和建設健康安全和福利（CHSW）1996規(guī)范，而成為單一規(guī)范包。（7）CMatRisk,amoreprofessionalapproachtoconstruction,istakingitsplacealongwithdesign-build,bridgingandthemoretraditionalprocessofdesign-bid-buildasanestablishedmethodofprojectdelivery. 建設風險管理，對建設更專業(yè)的方法，正在隨著設計建造，橋的設計和投標建造為項目執(zhí)行過程中建立的方法的改變而改變傳統(tǒng)的地位。1.業(yè)主對設計與建造方式的優(yōu)先考慮特別明顯，責任單一，交付時間短且質量可靠，這些顯著的優(yōu)點要比其所帶來的任何附加風險顯得更為重要。2.所以，承包商的市場營銷應朝著這一目標邁進，同時不要忘記，缺少經驗的業(yè)主經常依賴于咨詢顧問的推薦。3.雖然承包商可能有充分的理由以低標價獲取項目，但他給業(yè)主的感覺將導致業(yè)主對投標方案進行極為詳盡的調查，因此，反而可能由于報價過低而遭拒絕。因為謹慎的業(yè)主不愿承擔由于接受此類投標而可能帶來的內在風險。4.共有兩組衡量標準：一組用來決定承包商能否被列入（長期的）投標者入選名單（一般標準）；另一組用來決定選擇承包商承擔某一項特定的項目（特定標準）。5.業(yè)主在選擇承包商時還會考慮其他因素的價格風險，因此，一般使用投標價格加“獲取費”這種可能為業(yè)主所能預測到的總價格。Exercises （TranslatethefollowingChineseintoEnglish,orEnglishintoChinese）6.Inmostcaseslettersofintenta