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大學(xué)畢業(yè)設(shè)計外文文獻(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)項目中應(yīng)用的必要性。這種類型的項目很復(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/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——其中一個主要發(fā)現(xiàn)是識別為一個成功寫作使用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)境對于團(tuán)隊(E),然后參考數(shù)據(jù)整合(R)。獨(dú)創(chuàng)性/價值——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)的歐洲研究項目和一些真實(shí)的應(yīng)用于醫(yī)院建設(shè)項目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,項目計劃論文類型:綜述1導(dǎo)言醫(yī)院建設(shè)項目非常關(guān)鍵,涉及到重要投資且建設(shè)周期長。醫(yī)院建設(shè)項目也非常復(fù)雜,因為涉及衛(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)項目的影響很大,隨著醫(yī)學(xué)、社會、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,因為2008年推出的荷蘭衛(wèi)生政策,衛(wèi)生保健部門的建設(shè)項目組織方式經(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、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、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建設(shè)項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,因為每個利益相關(guān)者具有不同的技能。因此,復(fù)雜的設(shè)計圖紙和文件信息的提取,解釋和通信的過程往往耗時和困難。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目團(tuán)隊的溝通效率和項目成員的解釋能力。然而,作為一個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)作為一個在復(fù)雜的建設(shè)項目的支持。一個有效的多學(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再變換的角色中有效合作、改進(jìn)并利用BIM作為一個最佳的信息和通信技術(shù)的協(xié)作支持?;谖墨I(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,這部分研究會基于文獻(xiàn)和來自歐洲的研究項目inpro。隨后,通過觀察在荷蘭進(jìn)行的兩個試點(diǎn)項目,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?,應(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)計的角色變化方法一個醫(yī)院建設(shè)項目涉及不同的參與人員,角色和知識領(lǐng)域。在荷蘭,因為新的醫(yī)療政策,醫(yī)院建設(shè)項目中的客戶,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)從政府獲得財政支持。2008年以來,管理醫(yī)院建筑項目和房地產(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)對其房地產(chǎn)融資和管理。新政策意味著醫(yī)療機(jī)構(gòu)對建設(shè)項目和房地產(chǎn)所有權(quán)
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