工程管理以及工程造價(jià)外文翻譯-好東西

大學(xué)畢業(yè)設(shè)計(jì)外文文獻(xiàn)及譯文-PAGE8-外文文獻(xiàn)：ThechangesofrulesbroughtbyBIMRizalSebastianTNOBuiltEnvironmentandGeosciences,Delft,TheNetherlandsAbstractPurpose–Thispaperaimstopresentageneralreviewofthepracticalimplicationsofbuildinginformationmodelling(BIM)basedonliteratureandcasestudies.ItseekstoaddressthenecessityforapplyingBIMandre-organisingtheprocessesandrolesinhospitalbuildingprojects.Thistypeofprojectiscomplexduetocomplicatedfunctionalandtechnicalrequirements,decisionmakinginvolvingalargenumberofstakeholders,andlong-termdevelopmentprocesses.Design/methodology/approach–ThroughdeskresearchandreferringtotheongoingEuropeanresearchprojectInPro,theframeworkforintegratedcollaborationandtheuseofBIMareanalysed.Throughseveralrealcases,thechangingrolesofclients,architects,andcontractorsthroughBIMapplicationareinvestigated.Findings–OneofthemainfindingsistheidentificationofthemainfactorsforasuccessfulcollaborationusingBIM,whichcanberecognisedas“POWER”:productinformationsharing(P),organisationalrolessynergy(O),workprocessescoordination(W),environmentforteamwork(E),andreferencedataconsolidation(R).Furthermore,itisalsofoundthattheimplementationofBIMinhospitalbuildingprojectsisstilllimitedduetocertaincommercialandlegalbarriers,aswellasthefactthatintegratedcollaborationhasnotyetbeenembeddedintherealestatestrategiesofhealthcareinstitutions.Originality/value–ThispapercontributestotheactualdiscussioninscienceandpracticeonthechangingrolesandprocessesthatarerequiredtodevelopandoperatesustainablebuildingswiththesupportofintegratedICTframeworksandtools.Itpresentsthestate-of-the-artofEuropeanresearchprojectsandsomeofthefirstrealcasesofBIMapplicationinhospitalbuildingprojects.KeywordsEurope,Hospitals,TheNetherlands,Constructionworks,Responseflexibility,ProjectplanningPapertypeGeneralreview1.IntroductionHospitalbuildingprojects,areofkeyimportance,andinvolvesignificantinvestment,andusuallytakealong-termdevelopmentperiod.Hospitalbuildingprojectsarealsoverycomplexduetothecomplicatedrequirementsregardinghygiene,safety,specialequipments,andhandlingofalargeamountofdata.Thebuildingprocessisverydynamicandcomprisesiterativephasesandintermediatechanges.Manyactorswithshiftingagendas,rolesandresponsibilitiesareactivelyinvolved,suchas:thehealthcareinstitutions,nationalandlocalgovernments,projectdevelopers,financialinstitutions,architects,contractors,advisors,facilitymanagers,andequipmentmanufacturersandsuppliers.Suchbuildingprojectsareverymuchinfluenced,bythehealthcarepolicy,whichchangesrapidlyinresponsetothemedical,societalandtechnologicaldevelopments,andvariesgreatlybetweencountries(WorldHealthOrganization,2000).InTheNetherlands,forexample,thewayabuildingprojectinthehealthcaresectorisorganisedisundergoingamajorreformduetoafundamentalchangeintheDutchhealthpolicythatwasintroducedin2008.Therapidlychangingcontextpostsaneedforabuildingwithflexibilityoveritslifecycle.Inordertoincorporatelife-cycleconsiderationsinthebuildingdesign,constructiontechnique,andfacilitymanagementstrategy,amultidisciplinarycollaborationisrequired.Despitetheattemptforestablishingintegratedcollaboration,healthcarebuildingprojectsstillfacesseriousproblemsinpractice,suchas:budgetoverrun,delay,andsub-optimalqualityintermsofflexibility,end-user’sdissatisfaction,andenergyinefficiency.Itisevidentthatthelackofcommunicationandcoordinationbetweentheactorsinvolvedinthedifferentphasesofabuildingprojectisamongthemostimportantreasonsbehindtheseproblems.Thecommunicationbetweendifferentstakeholdersbecomescritical,aseachstakeholderpossessesdifferentsetofskills.Asaresult,theprocessesforextraction,interpretation,andcommunicationofcomplexdesigninformationfromdrawingsanddocumentsareoftentime-consuminganddifficult.Advancedvisualisationtechnologies,like4Dplanninghavetremendouspotentialtoincreasethecommunicationefficiencyandinterpretationabilityoftheprojectteammembers.However,theiruseasaneffectivecommunicationtoolisstilllimitedandnotfullyexplored(DawoodandSikka,2008).Therearealsootherbarriersintheinformationtransferandintegration,forinstance:manyexistingICTsystemsdonotsupporttheopennessofthedataandstructurethatisprerequisiteforincludedinthefeeforhealthcareservices.Thismeansthathealthcareinstitutionsmustearnbacktheirinvestmentonrealestatethroughtheirservices.Thisnewpolicyintendstostimulatesustainableinnovationsinthedesign,procurementandmanagementofhealthcarebuildings,whichwillcontributetoeffectiveandefficientprimaryhealthcareservices.Thenewstrategyforbuildingprojectsandrealestatemanagementendorsesanintegratedcollaborationapproach.Inordertoassurethesustainabilityduringconstruction,use,andmaintenance,theend-users,facilitymanagers,contractorsandspecialistcontractorsneedtobeinvolvedintheplanninganddesignprocesses.Theimplicationsofthenewstrategyarereflectedinthechangingrolesofthebuildingactorsandinthenewprocurementmethod.Inthetraditionalprocurementmethod,thedesign,anditsdetails,aredevelopedbythearchitect,anddesignengineers.Then,theclient(thehealthcareinstitution)sendsanapplicationtotheMinistryofHealthtoobtainanapprovalonthebuildingpermitandthefinancialsupportfromthegovernment.Followingthis,acontractorisselectedthroughatenderprocessthatemphasisesthesearchforthelowest-pricebidder.Duringtheconstructionperiod,changesoftentakeplaceduetoconstructabilityproblemsofthedesignandnewrequirementsfromtheclient.Becauseofthehighleveloftechnicalcomplexity,andmoreover,decision-makingcomplexities,thewholeprocessfrominitiationuntildeliveryofahospitalbuildingprojectcantakeuptotenyearstime.Afterthedelivery,thehealthcareinstitutionisfullyinchargeoftheoperationofthefacilities.Redesignsandchangesalsotakeplaceintheusephasetocopewithnewfunctionsanddevelopmentsinthemedicalworld(vanReedtDortland,2009).Theintegratedprocurementpicturesanewcontractualrelationshipbetweenthepartiesinvolvedinabuildingproject.Insteadofarelationshipbetweentheclientandarchitectfordesign,andtheclientandcontractorforconstruction,inanintegratedprocurementtheclientonlyholdsacontractualrelationshipwiththemainpartythatisresponsibleforbothdesignandconstruction(JointContractsTribunal,2007).Thetraditionalbordersbetweentasksandoccupationalgroupsbecomeblurredsincearchitects,consultingfirms,contractors,subcontractors,andsuppliersallstandonthesupplysideinthebuildingprocesswhiletheclientonthedemandside.Suchconfigurationputsthearchitect,engineerandcontractorinaverydifferentpositionthatinfluencesnotonlytheirroles,butalsotheirresponsibilities,tasksandcommunicationwiththeclient,theusers,theteamandotherstakeholders.Thetransitionfromtraditionaltointegratedprocurementmethodrequiresashiftofmindsetofthepartiesonboththedemandandsupplysides.Itisessentialfortheclientandcontractortohaveafairandopencollaborationinwhichbothcanoptimallyusetheircompetencies.Theeffectivenessofintegratedcollaborationisalsodeterminedbytheclient’scapacityandstrategytoorganizeinnovativetenderingprocedures(Sebastianetal.,2009).Anewchallengeemergesincaseofpositioninganarchitectinapartnershipwiththecontractorinsteadofwiththeclient.Incaseofthearchitectentersapartnershipwiththecontractor,animportantissuesishowtoensuretherealisationofthearchitecturalvaluesaswellasinnovativeengineeringthroughanefficientconstructionprocess.Inanothercase,thearchitectcanstandattheclient’ssideinastrategicadvisoryroleinsteadofbeingthedesigner.Inthiscase,thearchitect’sresponsibilityistranslatingclient’srequirementsandwishesintothearchitecturalvaluestobeincludedinthedesignspecification,andevaluatingthecontractor’sproposalagainstthis.Inanyofthisnewrole,thearchitectholdstheresponsibilitiesasstakeholderinterestfacilitator,custodianofcustomervalueandcustodianofdesignmodels.Thetransitionfromtraditionaltointegratedprocurementmethodalsobringsconsequencesinthepaymentschemes.Inthetraditionalbuildingprocess,thehonorariumforthearchitectisusuallybasedonapercentageoftheprojectcosts;thismaysimplymeanthatthemoreexpensivethebuildingis,thehigherthehonorariumwillbe.Theengineerreceivesthehonorariumbasedonthecomplexityofthedesignandtheintensityoftheassignment.Ahighlycomplexbuilding,whichtakesanumberofredesigns,isusuallyfavourablefortheengineersintermsofhonorarium.Atraditionalcontractorusuallyreceivesthecommissionbasedonthetendertoconstructthebuildingatthelowestpricebymeetingtheminimumspecificationsgivenbytheclient.Extraworkduetomodificationsischargedseparatelytotheclient.Afterthedelivery,thecontractorisnolongerresponsibleforthelong-termuseofthebuilding.Inthetraditionalprocurementmethod,allrisksareplacedwiththeclient.中文譯文：BIM帶來角色的變化RizalSebastian，荷蘭建筑環(huán)境與地球科學(xué)研究院，代爾夫特省，荷蘭摘要目的——本文旨在介紹一種具有實(shí)際意義的基于文獻(xiàn)和案例研究的建筑信息模型(BIM)。它試圖解決BIM和重組的過程和角色在醫(yī)院建設(shè)項(xiàng)目中應(yīng)用的必要性。這種類型的項(xiàng)目很復(fù)雜是由于復(fù)雜的功能與技術(shù)要求,做出決定涉及大量的涉眾,和長期的開發(fā)過程。設(shè)計(jì)/方法/途徑——通過文獻(xiàn)研究和參考?xì)W洲正在進(jìn)行的研究項(xiàng)目InPro,框架集成協(xié)作和使用BIM進(jìn)行了分析。調(diào)查結(jié)果——其中一個(gè)主要發(fā)現(xiàn)是識(shí)別為一個(gè)成功寫作使用BIM的主要因素，這可以被視為“POWER”:產(chǎn)品信息共享(P),組織角色協(xié)同(O),工作流程協(xié)調(diào)(W)、環(huán)境對(duì)于團(tuán)隊(duì)(E),然后參考數(shù)據(jù)整合(R)。獨(dú)創(chuàng)性/價(jià)值——本文有助于在改變所需角色和過程開發(fā)與經(jīng)營可持續(xù)建筑環(huán)境支持集成的ICT的框架和工具的科學(xué)和實(shí)踐。介紹了先進(jìn)的歐洲研究項(xiàng)目和一些真實(shí)的應(yīng)用于醫(yī)院建設(shè)項(xiàng)目BIM的真實(shí)案例。關(guān)鍵字：歐洲、醫(yī)院、荷蘭、工程施工、響應(yīng)的靈活性，項(xiàng)目計(jì)劃論文類型：綜述1導(dǎo)言醫(yī)院建設(shè)項(xiàng)目非常關(guān)鍵，涉及到重要投資且建設(shè)周期長。醫(yī)院建設(shè)項(xiàng)目也非常復(fù)雜，因?yàn)樯婕靶l(wèi)生安全、特殊設(shè)備和大量數(shù)據(jù)的處理。建設(shè)過程是動(dòng)態(tài)的，包括迭代階段和中間的變化。轉(zhuǎn)移議程、角色和責(zé)任的許多建筑相關(guān)人員都積極參與，比如：醫(yī)療保健機(jī)構(gòu)，國家和地方政府，項(xiàng)目開發(fā)商，金融機(jī)構(gòu)，建筑師，承建商，顧問，設(shè)施管理，設(shè)備制造商和供應(yīng)商。這些建設(shè)項(xiàng)目的影響很大，隨著醫(yī)學(xué)、社會(huì)、科技的發(fā)展，醫(yī)療政策也在迅速變化。在不同國家之間同樣如此（世界醫(yī)療組織2000）。比如在荷蘭，因?yàn)?008年推出的荷蘭衛(wèi)生政策，衛(wèi)生保健部門的建設(shè)項(xiàng)目組織方式經(jīng)歷了巨大的變革。迅速變化的環(huán)境要求一個(gè)建筑在其生命周期中具有靈活性。出于整合生命周期的考慮，在建筑設(shè)計(jì)、施工技術(shù)和設(shè)施的管理策略，多學(xué)科的合作是必要的。醫(yī)療建設(shè)項(xiàng)目建立全面合作的嘗試在實(shí)踐中仍面臨著嚴(yán)重問題，如預(yù)算超支、延時(shí)、靈活性帶來的次優(yōu)的質(zhì)量、用戶不滿和能源效率。顯而易見的是，在這些問題背后的最重要原因是缺乏一個(gè)建設(shè)項(xiàng)目的不同階段所涉及的角色之間的溝通和協(xié)調(diào)。不同的利益相關(guān)者之間的溝通變得非常重要，因?yàn)槊總€(gè)利益相關(guān)者具有不同的技能。因此，復(fù)雜的設(shè)計(jì)圖紙和文件信息的提取，解釋和通信的過程往往耗時(shí)和困難。先進(jìn)的可視化技術(shù)，如4D規(guī)劃，有巨大的潛力可以提高項(xiàng)目團(tuán)隊(duì)的溝通效率和項(xiàng)目成員的解釋能力。然而，作為一個(gè)有效的溝通工具的使用仍然有限，并沒有充分探討(DawoodandSikka,2008)。在信息傳遞和集成也有其他方面的障礙，例如：許多現(xiàn)有的信息和通信技術(shù)系統(tǒng)不支持的數(shù)據(jù)和結(jié)構(gòu)的先決條件是不同的建筑角色或?qū)W科之間的有效合作的開放性。建筑信息模型（BIM）為事前問題的解決提供了整體方法。因此，BIM是越來越多地使用信息和通信技術(shù)作為一個(gè)在復(fù)雜的建設(shè)項(xiàng)目的支持。一個(gè)有效的多學(xué)科協(xié)作，最佳使用BIM的支持，需要不斷變化的客戶，建筑師和承包商的角色，新的合同關(guān)系;和重新組織的合作進(jìn)程。不幸的是，在實(shí)踐方面仍然存在一些差距，比如怎樣使建筑參與者們?cè)僮儞Q的角色中有效合作、改進(jìn)并利用BIM作為一個(gè)最佳的信息和通信技術(shù)的協(xié)作支持。基于文獻(xiàn)回顧和案例研究，本文全面回顧了建筑信息建模（BIM）。在下一部分將重點(diǎn)分析全面合作框架和BIM的應(yīng)用，這部分研究會(huì)基于文獻(xiàn)和來自歐洲的研究項(xiàng)目inpro。隨后，通過觀察在荷蘭進(jìn)行的兩個(gè)試點(diǎn)項(xiàng)目，將研究通過IBM的應(yīng)用，客戶、建筑師和承包商之間的角色轉(zhuǎn)換?？傊瑧?yīng)用IBM的統(tǒng)一協(xié)作，其成功因素和障礙都是確定的。2.通過統(tǒng)一協(xié)作和生命周期設(shè)計(jì)的角色變化方法一個(gè)醫(yī)院建設(shè)項(xiàng)目涉及不同的參與人員，角色和知識(shí)領(lǐng)域。在荷蘭，因?yàn)樾碌尼t(yī)療政策，醫(yī)院建設(shè)項(xiàng)目中的客戶，建筑師和承包商的角色變化是不可避免的。以前，醫(yī)療機(jī)構(gòu)根據(jù)醫(yī)療機(jī)構(gòu)法（WTZi）需要獲得新的建設(shè)項(xiàng)目和重大整修許可證和建筑許可證。許可證由荷蘭衛(wèi)生部頒發(fā)，醫(yī)療機(jī)構(gòu)從政府獲得財(cái)政支持。2008年以來，管理醫(yī)院建筑項(xiàng)目和房地產(chǎn)所有權(quán)的法令已經(jīng)生效。在新法律中，為醫(yī)院下建設(shè)項(xiàng)目許可證不是強(qiáng)制的，也不是能獲得的（荷蘭健康法，福利與體育，2008）。這種變化從國家政策導(dǎo)向方面給與了更多的自由，也分配了更多的責(zé)任給醫(yī)療機(jī)構(gòu)對(duì)其房地產(chǎn)融資和管理。新政策意味著醫(yī)療機(jī)構(gòu)對(duì)建設(shè)項(xiàng)目和房地產(chǎn)所有權(quán)