The objectives of this chapter are to:
本章的目标是：

Construction projects are varied and complex. They range from small-scale residential projects to large-scale industrial and infrastructure projects. This chapter introduces a generic construction project. The main areas that impact on the management of construction projects are briefly discussed and there is a description of the general construction life cycle and project stages. There are various stages to a construction project. These stages are represented in the life cycle of a construction project. In this chapter an outline of these stages is given and the various aspects involved in each stage are discussed. ${}^1$${}^1$^(1){ }^{1}
建设项目多种多样且复杂。它们的范围从小型住宅项目到大型工业和基础设施项目。本章介绍一个通用的施工项目。简要讨论了影响建设项目管理的主要领域，并描述了一般建设生命周期和项目阶段。建设项目有多个阶段。这些阶段在建设项目的生命周期中得到体现。本章概述了这些阶段，并讨论了每个阶段涉及的各个方面。 ${}^1$${}^1$^(1){ }^{1}

PMBOK, or the Project Management Body of Knowledge, is a collection of standards, best practices, and procedures for successfully planning and executing projects of all types, not just construction. ${}^2$${}^2$^(2){ }^{2} PMBOK is, however, used as a project management guide in the New Zealand construction industry, together with other project management methods and frameworks, such as PRINCE2 (PRojects IN Controlled Environments). ${}^3$${}^3$^(3){ }^{3} PMBOK was originally published by the Project Managers Institute (PMI) in 1996, with a guide to its use. PMBOK ${}^{\circledR }$${}^{\circledR }$^(®){ }^{\circledR} Guide states “Over the past few years, emerging technology,
PMBOK，即项目管理知识体系，是成功规划和执行所有类型项目（而不仅仅是建筑）的标准、最佳实践和程序的集合。然而， ${}^2$${}^2$^(2){ }^{2} PMBOK 与其他项目管理方法和框架（例如 PRINCE2（受控环境中的预测）一起用作新西兰建筑行业的项目管理指南。 ${}^3$${}^3$^(3){ }^{3} PMBOK 最初由项目经理协会 （PMI） 于 1996 年发布，并附有其使用指南。PMBOK ${}^{\circledR }$${}^{\circledR }$^(®){ }^{\circledR} 指南指出：“在过去的几年里，新兴技术，
new approaches and rapid market changes have changed the world of work, driving the profession to evolve.” PMBOK has recently released $A$$A$AA Guide to the Project Management Body of Knowledge (PMBOK ${}^{\circledR }$${}^{\circledR }$^(®){ }^{\circledR} Guide) Seventh Edition. PRINCE2 is “a structured project management method and practitioner certification programme.” PRINCE2 and PMBOK lead to professional project management certification/accreditation. PMBOK is broader than PRINCE2 and is therefore covered in this chapter.
新的方法和快速的市场变化改变了工作世界，推动了这个行业的发展。PMBOK 最近发布 $A$$A$AA 了项目管理知识体系指南（PMBOK ${}^{\circledR }$${}^{\circledR }$^(®){ }^{\circledR} 指南）第七版。PRINCE2 是“结构化的项目管理方法和从业者认证计划”。PRINCE2 和 PMBOK 带来专业的项目管理认证/认可。PMBOK 比 PRINCE2 更广泛，因此本章将介绍。
The PMBOK is a collection of best practices, procedures and standards to describe the depth of knowledge that a Project Manager must have in order to be certified as a Project Management Professional.
PMBOK 是最佳实践、程序和标准的集合，用于描述项目经理获得项目管理专业人员认证所必须具备的知识深度。
The Project Management Body of Knowledge defines a project as ‘…a temporary endeavour undertaken to create a unique product, service or result’. For construction projects this is an adequate definition since construction projects do tend to be temporary in nature - existing only until the structure is complete. Construction projects usually have a specified period and defined start and end points. The start point can often be traced to the moment when a person (usually called a client) decides that something needs to change, and that the change will require construction involving the skills of personnel in the construction industry. The construction project tends to be unique in the sense that no two buildings or constructions are the same, especially given the differences in the land and space that they occupy. Construction projects tend to be thought of as the building of new structures - like buildings, bridges or dams - but in fact, the term construction project covers a whole range of activities, from small refurbishments employing one or two people, to the building of large wastewater treatment plants employing thousands of people, and anything in between, for example, renovations of buildings; demolition of structures; replacement of structures; installation of transport systems; and new housing developments. All such projects are temporary in nature and unique in many aspects, such as the construction techniques employed, the space occupied, or the combination of personnel used.
项目管理知识体系将项目定义为“......为创造独特的产品、服务或结果而进行的临时努力“。对于建筑项目来说，这是一个适当的定义，因为建筑项目本质上确实是临时的——只存在到结构完成。建设项目通常有指定的期限和明确的起点和终点。起点通常可以追溯到一个人（通常称为客户）决定需要改变某些事情的那一刻，并且这种改变将需要涉及建筑行业人员技能的施工。从某种意义上说，建设项目往往是独一无二的，因为没有两座建筑物或构筑物是相同的，特别是考虑到它们所占用的土地和空间的差异。建筑项目往往被认为是建造新结构（如建筑物、桥梁或水坝），但实际上，建筑项目一词涵盖了一系列活动，从雇用一两个人的小型翻新，到雇用数千人的大型污水处理厂的建设，以及介于两者之间的任何活动，例如， 建筑物翻新;拆除结构;更换结构;安装运输系统;和新的住房开发。所有这些项目本质上都是临时的，在许多方面都是独一无二的，例如所采用的施工技术、占用的空间或使用的人员组合。

Construction projects fall into the following broad categories:
建设项目分为以下几大类：

The main objective of a construction project is to produce a completed structure that is finished at a specified time, within the required budget and to the desired quality standards. Time, cost and quality are the key management ingredients for achieving a successful project. A construction project may be complete but nevertheless not considered a success. Reasons for this usually relate to a project costing more than anticipated, being finished later than anticipated or required, and being of a lower quality than expected. Therefore, if the project is to be successful and meet the anticipated needs of the client, it must be completed within an agreed time frame, for an expected cost and must be of acceptable quality. A construction project manager will need to manage these three aspects of the project if the project is to be perceived by the client as a success. The effect of any decision on the project time, cost or quality should be taken into account to weigh up the benefits. For example, would altering a staircase have an impact on the time, cost and quality of the project? Often one of these three main objectives enjoy prominence in the project; for instance, changing the layout of a building will have both time implications and cost implications but may improve the building’s quality; similarly, a tight budget may require the use of cheaper materials, thus causing a reduction in the
建设项目的主要目标是在指定时间、在所需预算内并达到所需的质量标准完成完整的结构。时间、成本和质量是实现项目成功的关键管理要素。一个建设项目可能已经完成，但并不被认为是成功的。造成这种情况的原因通常与项目成本高于预期、完成时间晚于预期或要求以及质量低于预期有关。因此，如果项目要成功并满足客户的预期需求，就必须在商定的时间范围内完成，并支付预期的成本，并且必须具有可接受的质量。如果要让客户认为项目是成功的，建筑项目经理将需要管理项目的这三个方面。应考虑任何决定对项目时间、成本或质量的影响，以权衡收益。例如，改变楼梯会对项目的时间、成本和质量产生影响吗？通常，这三个主要目标之一在项目中占据突出地位;例如，改变建筑物的布局会产生时间影响和成本影响，但可能会提高建筑物的质量;同样，预算紧张可能需要使用更便宜的材料，从而导致