工程管理专业外文文献及翻译.pdf

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1、本科毕业设计外文文献及译文文献、资料题目：Changing roles of the clientsArchitects and contractors Through BIM文献、资料来源：Engineering,Construction,Archi-tectual Management文献、资料发表（出版）日期：2010.2院（部）：专业：班级：姓名：学号：指导教师：翻译日期：外文文献：外文文献：ChangingChanging rolesroles ofof thethe clients,architectsclients,architects andand contractorscon

2、tractors throughthroughBIMBIMRizal SebastianTNO Built Environment and Geosciences,Delft,The NetherlandsAbstractAbstractPurposePurpose This paper aims to present a general review of the practical implicationsof building information modelling(BIM)based on literature and case studies.Itseeks to address

3、 the necessity for applying BIM and re-organising the processesand roles in hospital building projects.This type of project is complex due tocomplicated functional and technical requirements,decision making involving alarge number of stakeholders,and long-term development processes.Design/methodolog

4、y/approachDesign/methodology/approach Through desk research and referring to the ongoingEuropean research project InPro,the framework for integrated collaboration andthe use of BIM are analysed.Through several real cases,the changing roles ofclients,architects,and contractors through BIM application

5、 are investigated.FindingsFindings One of the main findings is the identification of the main factors fora successful collaboration using BIM,which can be recognised as“POWER”:productinformationsharing(P),organisationalrolessynergy(O),workprocessescoordination(W),environment for teamwork(E),and refe

6、rence data consolidation(R).Furthermore,it is also found that the implementation of BIM in hospitalbuilding projects is still limited due to certain commercial and legal barriers,as well as the fact that integrated collaboration has not yet been embedded in thereal estate strategies of healthcare in

7、stitutions.Originality/valueOriginality/value This paper contributes to the actual discussion in scienceand practice on the changing roles and processes that are required to develop andoperate sustainable buildings with the support of integrated ICT frameworks andtools.It presents the state-of-the-a

8、rt of European research projects and someof the first real cases of BIM application in hospital building projects.KeywordsKeywordsEurope,Hospitals,TheNetherlands,Constructionworks,Responseflexibility,Project planningPaper typePaper type General review1.Introduction1.IntroductionHospital building pro

9、jects,are of key importance,and involve significantinvestment,and usually take a long-term development period.Hospital buildingprojects are also very complex due tothe complicated requirements regardinghygiene,safety,special equipments,and handling of a large amount of data.Thebuilding process is ve

10、ry dynamic and comprises iterative phases and intermediatechanges.Many actors with shifting agendas,roles and responsibilities are activelyinvolved,such as:the healthcare institutions,national and local governments,project developers,financial institutions,architects,contractors,advisors,facility ma

11、nagers,and equipment manufacturers and suppliers.Such buildingprojects are very much influenced,by the healthcare policy,which changes rapidlyin response to the medical,societal and technological developments,and variesgreatly between countries(World Health Organization,2000).In The Netherlands,for

12、example,the way a building project in the healthcare sector is organised isundergoing a major reform due to a fundamental change in the Dutch health policythat was introduced in 2008.The rapidly changing context posts a need for a building with flexibility overits lifecycle.In order to incorporate l

13、ife-cycle considerations in the buildingdesign,constructiontechnique,andfacilitymanagementstrategy,amultidisciplinary collaboration is required.Despite the attempt for establishingintegratedcollaboration,healthcarebuildingprojectsstillfacesseriousproblems in practice,such as:budget overrun,delay,and

14、 sub-optimal quality interms of flexibility,end-users dissatisfaction,and energy inefficiency.It isevident that the lack of communication and coordination between the actors involvedin the different phases of a building project is among the most important reasonsbehind these problems.The communicati

15、on between different stakeholders becomescritical,as each stakeholder possesses different set of skills.As a result,theprocesses for extraction,interpretation,and communication of complex designinformation from drawings and documents are often time-consuming and difficult.Advanced visualisation tech

16、nologies,like 4D planning have tremendous potentialto increase the communication efficiency and interpretation ability of the projectteam members.However,their use as an effective communication tool is still limitedand not fully explored(Dawood and Sikka,2008).There are also other barriers inthe inf

17、ormation transfer and integration,for instance:many existing ICT systemsdo not support the openness of the data and structure that is prerequisite for aneffective collaboration between different building actors or disciplines.Building information modelling(BIM)offers an integrated solution to thepre

18、viously mentioned problems.Therefore,BIM is increasingly used as an ICTsupport in complex building projects.An effective multidisciplinary collaborationsupported by an optimal use of BIM require changing roles of the clients,architects,and contractors;new contractual relationships;and re-organised c

19、ollaborativeprocesses.Unfortunately,there are still gaps in the practical knowledge on howto manage thebuilding actors to collaborate effectively in their changing roles,and to develop and utilise BIM as an optimal ICT support of the collaboration.This paper presents a general review of the practica

20、l implications of buildinginformation modelling(BIM)based on literature review and case studies.In thenext sections,based on literature and recent findings from European researchproject InPro,the framework for integrated collaboration and the use of BIM areanalysed.Subsequently,through the observati

21、on of two ongoing pilot projects inThe Netherlands,the changing roles of clients,architects,and contractors throughBIM application are investigated.In conclusion,the critical success factors aswell as the main barriers of a successful integrated collaboration using BIM areidentified.2.2.ChangingChan

22、gingrolesrolesthroughthroughintegratedintegratedcollaborationcollaborationandandlife-cyclelife-cycledesigndesignapproachesapproachesA hospital building project involves various actors,roles,and knowledgedomains.In The Netherlands,the changing roles of clients,architects,andcontractors in hospital bu

23、ilding projects are inevitable due the new healthcarepolicy.Previously under the Healthcare Institutions Act(WTZi),healthcareinstitutions were required to obtain both a license and a building permit for newconstruction projects and major renovations.The permit was issued by the DutchMinistry of Heal

24、th.The healthcare institutions were then eligible to receivefinancial support from the government.Since 2008,new legislation on themanagement of hospital building projects and real estate has come into force.Inthis new legislation,a permit for hospital building project under the WTZi is nolonger obl

25、igatory,nor obtainable(Dutch Ministry of Health,Welfare and Sport,2008).This change allows more freedom from the state-directed policy,andrespectively,allocates more responsibilities to the healthcare organisations todeal with the financing and management of their real estate.The new policy impliest

26、hat the healthcare institutions are fully responsible to manage and finance theirbuilding projects and real estate.The governments support for the costs ofhealthcare facilities will no longer be given separately,but will be included inthe fee for healthcare services.This means that healthcare instit

27、utions must earnback their investment on real estate through their services.This new policy intendsto stimulate sustainable innovations in the design,procurement and management ofhealthcare buildings,which will contribute to effective and efficient primaryhealthcare services.The new strategy for bui

28、lding projects and real estate managementendorses anintegrated collaboration approach.In order to assure the sustainability duringconstruction,use,and maintenance,the end-users,facility managers,contractorsand specialist contractors need to be involved in the planning and design processes.The implic

29、ations of the new strategy are reflected in the changing roles of thebuilding actors and in the new procurement method.In the traditional procurement method,the design,and its details,aredeveloped by the architect,and design engineers.Then,the client(the healthcareinstitution)sends an application to

30、 the Ministry of Health to obtain an approvalon the building permit and the financial support from the government.Followingthis,a contractor is selected through a tender process that emphasises the searchfor the lowest-price bidder.During the construction period,changes often takeplace due to constr

31、uctability problems of the design and new requirements from theclient.Becauseofthehighleveloftechnicalcomplexity,andmoreover,decision-making complexities,the whole process from initiation until delivery ofa hospital building project can take up to ten years time.After the delivery,thehealthcare inst

32、itution is fully in charge of the operation of the facilities.Redesigns and changes also take place in the use phase to cope with new functionsand developments in the medical world(van Reedt Dortland,2009).The integrated procurement pictures a new contractual relationship between theparties involved

33、 in a building project.Instead of a relationship between the clientand architect for design,and the client and contractor for construction,in anintegrated procurement the client only holds a contractual relationship with themain party that is responsible for both design and construction(Joint Contra

34、ctsTribunal,2007).The traditional borders between tasks and occupational groupsbecome blurred since architects,consulting firms,contractors,subcontractors,and suppliers all stand on the supply side in the building process while the clienton the demand side.Such configuration puts the architect,engin

35、eer and contractorin a very different position that influences not only their roles,but also theirresponsibilities,tasks and communication with the client,the users,the team andother stakeholders.The transition from traditional to integrated procurement method requires ashift of mindset of the parti

36、es on both the demand and supply sides.It is essentialfor the client and contractor to have a fair and open collaboration in which bothcanoptimallyusetheircompetencies.Theeffectivenessofintegratedcollaboration is also determined by the clients capacity and strategy to organizeinnovative tendering pr

37、ocedures(Sebastian et al.,2009).A new challenge emerges in case of positioning an architect in a partnershipwith the contractor instead of with the client.In case of the architect entersa partnership with the contractor,an important issues is how to ensure therealisation of the architectural values

38、as well as innovative engineering throughan efficient construction process.In another case,the architect can stand at theclients side in a strategic advisory role instead of being the designer.In thiscase,the architects responsibility is translating clients requirements andwishes into the architectu

39、ral values to be included in the design specification,and evaluating the contractors proposal against this.In any of this new role,the architect holds the responsibilities as stakeholder interest facilitator,custodian of customer value and custodian of design models.The transition from traditional t

40、o integrated procurement method also bringsconsequences in the payment schemes.In the traditional building process,thehonorarium for the architect is usually based on a percentage of the project costs;this may simply mean that the more expensive the building is,the higher thehonorarium will be.The e

41、ngineer receives the honorarium based on the complexityof the design and the intensity of the assignment.A highly complex building,whichtakes a number of redesigns,is usually favourable for the engineers in terms ofhonorarium.A traditional contractor usually receives the commission based on thetende

42、r to construct the building at the lowest price by meeting the minimumspecifications given by the client.Extra work due to modifications is chargedseparately to the client.After the delivery,the contractor is no longerresponsible for the long-term use of the building.Inthe traditional procurementmet

43、hod,all risks are placed with the client.In integrated procurement method,the payment is based on the achieved buildingperformance;thus,the payment is non-adversarial.Since the architect,engineerand contractor have a wider responsibility on the quality of the design and thebuilding,the payment is li

44、nked to a measurement system of the functional andtechnical performance of the building over a certain period of time.The honorariumbecomes an incentive to achieve the optimal quality.If the building actors succeedto deliver a higher added-value that exceed the minimum clients requirements,they will

45、 receive a bonus in accordanceto the clients extra gain.The level oftransparency is also improved.Open book accounting is an excellent instrumentprovided that the stakeholders agree on the information to be shared and to itslevel of detail(InPro,2009).Next to the adoption of integrated procurement m

46、ethod,the new real estatestrategyforhospitalbuildingprojectsaddressesaninnovativeproductdevelopment and life-cycle design approaches.A sustainable business case for theinvestment and exploitation of hospital buildings relies on dynamic life-cyclemanagement that includes considerations and analysis o

47、f the market development overtime next to the building life-cycle costs(investment/initial cost,operationalcost,and logistic cost).Compared to the conventional life-cycle costing method,the dynamic life-cycle management encompasses a shift from focusing only onminimizing the costs to focusing on max

48、imizing the total benefit that can be gained.One of the determining factors for a successful implementation of dynamiclife-cycle management is the sustainable design of the building and buildingcomponents,which means that the designcarries sufficient flexibility toaccommodate possible changes in the

49、 long term(Prins,1992).Designing based on the principles of life-cycle management affects the roleof the architect,as he needs to be well informed about the usage scenarios andrelated financial arrangements,the changing social and physical environments,andnew technologies.Design needs to integrate p

50、eople activities and businessstrategies over time.In this context,the architect is required to align the designstrategies with the organisational,local and global policies on finance,businessoperations,health and safety,environment,etc.(Sebastian et al.,2009).The combination of process and product i