-1-國際建設工程風險分析外文翻譯文獻國際建設工程風險分析外文翻譯文獻(文檔含英文原文和中文翻譯)外文：RiskanalysisofinternationalconstructionprojectThisanalysisusedacasestudymethodologytoanalyzetheissuessurroundingthepartialcollapseoftheroofofabuildinghousingtheheadquartersoftheStandardsAssociationofZimbabwe(SAZ).Inparticular,itexaminedthepriorrolesplayedbytheteamofconstructionprofessionals.TheanalysisrevealedthattheSAZ’straditionalconstructionprojectwasgenerallycharacterizedbyhighrisk.Therewasaclearindicationofthefailureofacontractorandarchitectsinpreventingand/ormitigatingpotentialconstructionproblemsasallegedbytheplaintiff.Itwasreasonabletoconcludethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itappearedjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Theriskanalysisfacilitated,throughitsmulti-dimensionalapproachtoacriticalexaminationofaconstructionproblem,theidentificationofaneffectiveriskmanagementstrategyforfutureconstructionprjectandriskThestructuraldesignofthereinforcedconcreteelementswasdonebyconsultingengineersKnightPiesold(KP).QuantitysurveyingserviceswereprovidedbyHawkins,Leshnick&Bath(HLB).ThecontractwasawardedtoCentralAfricanBuildingCorporation(CABCO)whowasalsoresponsiblefortheprovisionofaspecialistroofstructureusingpatented“gangnail”rooftrusses.ThebuildingconstructionproceededtocompletionandwashandedovertotheownersonSept.12,1991.TheSAZtookeffectiveoccupationoftheheadquartersbuildingwithoutacertificateofoccupation.Also,thedefectsliabilityperiodwasonlythreemonths.Theroofstructurewasinplace10yearsAtfirsttheSAZdecidedtogotoarbitration,butthisfailedtoyieldanimmediatesolution.TheSAZthendecidedtoproceedtolitigateincourtandtobringanegligenceclaimagainstCABCO.Thepreparationforarbitrationwasreusedforlitigation.TheSAZ’squantifiedlossesstoodatapproximately$6millioninZimbabwedollars(US$1.2m).Afterallpartieshadexaminedthefactsandevidencebeforethem,itbecameclearthattherewasagreatprobabilitythatthecourtsmightrulethatboththearchitectsandthecontractorwereliable.Itwasatthisstagethatthedefendants’lawyersrequestedthatthematterbesettledoutofcourt.Theplaintiffagreedtothissuxaminedthepriorrolesplayedbytheprojectmanagementfunctionandconstructionprofessionalsinpreventing/mitigatingpotentialconstructionproblems.Itfurtherassessedtheextenttowhichtheemployer/clientandpartiestoaconstructioncontractareabletorecoverdamagesunderthatcontract.Themainobjectiveofthiscriticalanalysiswastoidentifyaneffectiveriskmanagementstrategyforfutureconstructionprojects.Theimportanceofthisstudyisitsmultidimensionalexaminationapproach.Experiencesuggebemisleading.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,mitigatanditslocation.Thisissaidtobenecessarynotonlytoallowalternativeresponsestobeexplored.Butalsotoensurethattherightquestionsareaskedandthemajorrisksidentified.Headsofsourcesofriskaresaidtobeaconvenientwayofprovidingastructureforidentifyingriskstocompletionofaparticipant’spartoftheproject.Effectiveriskmanagementissaidtorequireamulti-disciplinaryapproach.Inevitablyriskmanagementrequiresexaminationofengineering,legalandinsurancerelatedsolutions.Itisstatedthattheuseofanalyticaltechniquesbasedonastatisticalapproachcouldbeofenormoususeindecisionmaking.Manyofthesetechniquesaresaidtoberelevanttoestimationoftheconsequencesofriskevents,andnothowallocationofriskistobeachieved.Inaddition,atthepresentstageofthedevelopmentofriskmanagement,Atkinsonstatesthatitmustberecognizedthatmajordecisionswillbemadethatcannotbebasedsolelyonmathematicalanalysis.Thecomplexityofconstructionprojectsmeansthattheprojectdefinitionintermsofbothphysicalformandorganizationalstructurewillbebasedonconsiderationofonlyarelativelysmallnumberofrisks.Thisissaidtothenallowageneralstructuredapproachthatcanbeappliedtoanyconstructionprojecttoincreasetheawarenessofparticipants.Thenew,simplifiedConstructionDesignandManagementRegulations(CDMRegulations)whichcameintof1996,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.TheAEcanreviewtogettheprojec.Competitioninthecommunityismoreequitable:allsubcontractorshaveafairshotatthework.AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility.AcontingencywithintheGMPcoversunexpectedbutjustifiablecosts,andacontingencyabovetheGMPallowsforclientchanges.AslongasthesubcontractorsarewithintheGMPtheyarereimbursedtotheCM,sotheCMrepresentstheclientinnegotiatinginevitablechangeswithsubcontractors.Therecanbesimilarproblemswhereeachpartyinaprojectisseparatelyinsured.Forthisreasonamovetowardsprojectinsuranceisrecommended.Thetraditionalapproachreinforcesadversarialattitudes,andevenprovidesincentivesforpeopletooverlookorconcealrisksinanattempttoavoidortransferresponsibility.Itwasreasonabletoassumethatbetweenthemthedefectsshouldhavebeendetectedearlierandrectifiedingoodtimebeforethepartialrooffailure.Itdidappearjustifiedfortheplaintifftohavebroughtanegligenceclaimagainstboththecontractorandthearchitects.Inmanyprojectsclientsdonotunderstandtheimportanceoftheirroleinfacilitatingcooperationandcoordination;thedesirecompense.Theydonotwantsurprises,andaremorelikelytoengageinlitigationwhenthingsgowrong.譯文：國際建設工程風險分析索賠看來是合乎情理的。風險分析，通過多方位方法分析建設問題的決定性查問，使有效風險管理策略對失敗建設問題的鑒定容易。越強調服務的重點，委托方的要求越來越高，挑剔越來越多，并不太愿意接受沒有賠償的風險。委托方不想要驚喜，并且當事情出現問題更可能去訴訟。關鍵詞：仲裁，索賠，建設，合同，訴訟，工程和風險加強的混凝土構件的結構設計由KP咨詢工程師設計。工料測量服務由HLB提供。該合同授予非洲中心建筑公司（CABCO），該公司也負責提供采用專利的“四人幫釘”屋架屋頂結構。建筑建設完工后，于1991年9月12日移交給業主。津巴布韋標準協會總部實際接受了對沒有占有證書的總部房屋的占有。另外，不合格責任期只有3個月。屋頂結構在1999年12月局部坍塌前已經用了10年。該房屋并不在保險范圍內，哈拉雷城市，一個政府自治區,10年之后下發了占有證書,并且是在部分屋頂坍塌之后。起初津巴布韋標準協會總部決定去仲裁,但未能產生一個即時的解決辦法。津巴布韋標準協會總部然后決定在法庭上進行對簿，并且因為非洲中心建筑公司的疏忽向非洲中心建筑公司索賠。準備為仲裁再次訴訟。津巴布韋標準協會總部的量化損失大約為600萬津巴布韋幣（折合120萬美元）。所有當事人都已檢查進行了評估。這種重要的分析的主要目的是確定一種未來建設工程風險管理的有效策略。這項研究的重要性在于它多方面的審查方式。經驗表明，一個工程的參與者以自己的經驗為基礎也能夠很好的識別出風險。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定的低風險環境中工作。在有變化的地方這是不可能有效的。這是因為需要改變以往的經驗推斷，這可能會產生誤導。所有建設工程都在一定程度上暗示原型和改變。建筑行業本身的變化表明，過去的經驗是不可能自行足夠的。一個結構化的方法是必需的。這種結構不能，并且絕對不能取代參與者的經驗和專業知識。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，提高了決策，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。建筑專業人員需要知道如何用他們具體的合同，財務，業務和組織需求平衡不可預見的風險。許多建筑專業人士鼠目寸光的看個人的風險，并且沒有意識到其他相關的風險可能對他們的業務產生潛在影響。用全面的風險管理方法，能使一個公司確定該組織的業務的所有風險。用總風險排除的最大目標，會增加減輕風險的概率。為未來的建筑工程推薦的關鍵建設風險策略已經被考慮，并且它們的解釋如下。HincheyJ.W.聲稱在一個高利潤的工程中不可能存在風險分配問題的最佳實踐標準，任何工程都是這樣的。他說，相反的，成功的風險管理是一種心態也是一個過程。根據Hinchey，對一個特定的項目，理想的心態的當事人及其代表者，首先在有意的關于工程項目風險識別中，然后是在發展系統和理解的過程中，通過合同避免，緩解，管理和最終分配這些風險的最佳方式。據說這個過程需要以一種科學形式開始并且以一種藝術形式結束。根據D.Atkinson，無