三峡工程覃家沱特大桥的设计与施工

覃家沱特大桥是一座多功能的特大重载桥，桥型为三跨连续刚构，主梁１３０ｍ，主要设计荷载为汽１３５级挂６６０级，设计荷载相当于双线路路荷载，与目前国内同类经线铁路桥相比主跨度居国内第一，大桥上部结构箱梁采用单箱双室截面，设置纵，横，竖三向预应力；下部结构主墩为单壁实体墩，主墩及桥台基础均为灌注桩，在结构设计及重载挂篮悬臂施工技术等方面具有特点，对桥梁工程的设计与施工具有借鉴价值。     

X80级管线钢管和感应加热弯管的开发

分析了X80级管线钢管的试制开发及其在西气东输二线的应用情况,通过试验论证了X80级管线钢管的强度、韧性指标的可靠性。部分工程应用证明,该类管线钢管达到了高压输气管线的要求,且可节约管线工程的建设成本。提出了下一步需要继续研究的管线钢管问题,并对X80高频加热弯管的试制及性能做了简要分析。     

110 kV GIS设备在金河水电站的应用

西藏金河水电站采用GIS全封闭组合电器，它改善了恶劣环境对电气设备的危害，提高了供电的可靠性及电站综合自动化水平，有利于运行管理。GIS设备在金河电站的成功应用说明，GIS完全可以在西藏地区推广应用．这也完全符合电力行业的发展趋势。     

天生桥一级水电站施工总布置研究

天生桥一级水电站采用合同管理方式建设，主体工程划分为四个土建及金属结构安装合同和一个厂房永久机电设备安装工程合同，为满足合同管理的要求，进行了场内外交通运输设计、施工场地划分、公用施工临时设施和专用施工临时设施的划分、土石方平衡规划等设计工作，潢足了工程建设的需要     

三里坪双曲拱坝接触、接缝灌浆施工工艺

为了加强三里坪大坝混凝土与坝肩的结合力, 增强接触面的密实性并防止漏水,对大坝混凝土与坝拱肩岩石之间缝隙进行接触灌浆。同时,为了保证坝体在蓄水运行后的整体性和有效传递应力,在蓄水前用水泥浆对大坝诱导缝进行接缝灌浆。介绍了大坝岸坡接触灌浆与坝体接缝灌浆的具体施工工艺,提出了有针对性的质量控制策略,包括管路埋设、灌浆材料、灌浆压力和灌浆结束标准等控制措施。     

三峡船闸下游引航道防渗工程施工质量监理

华东勘测设计研究院监理中心在三峡工程通航建筑物下游引航道防渗工程施工阶段狠抓质量监理。监理工程师在开工申请，试验，工序控制，质量缺陷处理和竣工验收等方面严格起来，总结了一套理工程师在现场管理模式。     

Parametric virtual laboratory development: A hydropower case study with student perspectives

In order to take advantage of trends such as genetic-design students need to be familiar, and comfortable, with the concept of parametric computer models and how their parameters relate to physical-forms. Virtual learning software can aid in creating that understanding and help support studies at all undergraduate levels in engineering design disciplines. As an example, hydropower rotors are complex and largely rely on computational analysis of geometries for single rotor types. That problem can be significantly overcome using a parametric algorithm capable of creating an almost-infinite variety of computer models. Therefore, this paper investigates the shared parametric properties of common crossflow hydropower rotor geometries, resulting in a generic model that is then used to illustrate application in real-time interactive virtual learning software capable of producing accurate stereoscopic images and stereolithography files for 3D printing, as well as linking to constructive solid geometry software for slower, but more detailed, analysis. A pilot survey of student attitudes to the virtual learning prototype and resulting geometries is then discussed, illustrating the potential for 3D graphics as an effective addition to virtual learning of parametric design methods, and giving initial direction for future work.     

The Ergonomics Society Annual Conference 1977 Abstracts of Papers

In multi-disciplinary design projects (e.g. the design of traffic-control rooms) it can be difficult for the applied ergonomist to emphasize the human factor. A workshop with all the members of the project team in an early stage of the project has been shown to improve the cohesiveness in the team during the process. The applied ergonomist should uphold ('market') his ergonomic contributions to those from other disciplines in this workshop. In other stages of the process, the applied ergonomist can act as an intermediary between divergent disciplines, due to his multi-disciplinary approach and know-how. Presentation of concepts and solutions to the client and the end-users should be done in a professional way. This improves feedback and effects a more positive attitude towards the final solution.     

The Titanic sunk,so what? Project manager response to unexpected events

Projects are inherently uncertain and face unexpected events, from small changes in scope to unforeseen client’s bankruptcy. This paper studies how project managers respond to such events and how successful and unsuccessful responses differ from the perspective of the practitioner. We analysed 44 unexpected events faced by 22 experienced project managers in defence and defence-related organisations. The project managers compared two unexpected events that they faced, one that they considered the response successful and the other unsuccessful. We identified three pillars supporting successful responses to unexpected events: (1) responsive and functioning structure at the organisational level, (2) good interpersonal relationship at the group level and (3) competent people at the individual level. The events and respective responses analysed suggest that improvement in project management can be achieved by better managing these three pillars, allowing project and programme managers to “create their own luck”.