工程管理 外文翻译 英文文献 中英翻译 通过BIM改变业主、设计师、承包商的角色.doc

1、外文文献及译文文献、资料题目：Changing roles of the clients Architects 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）： 水利工程学院专 业： 水电国管班 级： 1101姓 名： 马锡学 号： 201119040317指导教师： 刘风云翻译日期：2015.2.3山东建筑大学毕业设计外文文献及译文外文文献：Changing roles of the clients,archite

2、cts and contractors through BIMRizal SebastianTNO Built Environment and Geosciences, Delft, The NetherlandsAbstractPurpose This paper aims to present a general review of the practical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the n

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

4、y/approach Through desk research and referring to the ongoing European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Through several real cases, the changing roles of clients, architects, and contractors through BIM application are investigated.F

5、indings One of the main findings is the identification of the main factors for a successful collaboration using BIM, which can be recognised as “POWER”: product information sharing (P),organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data

6、 consolidation (R). Furthermore, it is also found that the implementation of BIM in hospital building 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 the real estate strategies of healthcare instit

7、utions.Originality/value This paper contributes to the actual discussion in science and practice on the changing roles and processes that are required to develop and operate sustainable buildings with the support of integrated ICT frameworks and tools. It presents the state-of-the-art of European re

8、search projects and some of the first real cases of BIM application in hospital building projects.Keywords Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planningPaper type General review1. IntroductionHospital building projects, are of key importance, and invo

9、lve significant investment, and usually take a long-term development period. Hospital building projects are also very complex due to the complicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and comprises

10、iterative phases and intermediate changes. Many actors with shifting agendas, roles and responsibilities are actively involved, such as: the healthcare institutions, national and local governments, project developers, financial institutions, architects, contractors, advisors, facility managers, and

11、equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare policy, which changes rapidly in response to the medical, societal and technological developments, and varies greatly between countries (World Health Organization, 2000). In The Netherlands, for

12、 example, the way a building project in the healthcare sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorpo

13、rate life-cycle considerations in the building design, construction technique, and facility management strategy, a multidisciplinary collaboration is required. Despite the attempt for establishing integrated collaboration, healthcare building projects still faces serious problems in practice, such a

14、s: budget overrun, delay, and sub-optimal quality in terms of flexibility, end-users dissatisfaction, and energy inefficiency. It is evident that the lack of communication and coordination between the actors involved in the different phases of a building project is among the most important reasons b

15、ehind these problems. The communication between different stakeholders becomes critical, as each stakeholder possesses different set of skills. As a result, the processes for extraction, interpretation, and communication of complex design information from drawings and documents are often time-consum

16、ing and difficult. Advanced visualisation technologies, like 4D planning have tremendous potential to increase the communication efficiency and interpretation ability of the project team members. However, their use as an effective communication tool is still limited and not fully explored (Dawood an

17、d Sikka, 2008). There are also other barriers in the information transfer and integration, for instance: many existing ICT systems do not support the openness of the data and structure that is prerequisite for an effective collaboration between different building actors or disciplines. Building info

18、rmation modelling (BIM) offers an integrated solution to the previously mentioned problems. Therefore, BIM is increasingly used as an ICT support in complex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, archi

19、tects, and contractors; new contractual relationships; and re-organised collaborative processes. Unfortunately, there are still gaps in the practical knowledge on how to manage the building actors to collaborate effectively in their changing roles, and to develop and utilise BIM as an optimal ICT su

20、pport of the collaboration.This paper presents a general review of the practical implications of building information modelling (BIM) based on literature review and case studies. In the next sections, based on literature and recent findings from European research project InPro, the framework for int

21、egrated collaboration and the use of BIM are analysed. Subsequently, through the observation of two ongoing pilot projects in The Netherlands, the changing roles of clients, architects, and contractors through BIM application are investigated. In conclusion, the critical success factors as well as t

22、he main barriers of a successful integrated collaboration using BIM are identified.2. Changing roles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors, roles, and knowledge domains. In The Netherlands, the changing roles of clients,

23、architects, and contractors in hospital building projects are inevitable due the new healthcare policy. Previously under the Healthcare Institutions Act (WTZi), healthcare institutions were required to obtain both a license and a building permit for new construction projects and major renovations. T

24、he permit was issued by the Dutch Ministry of Health. The healthcare institutions were then eligible to receive financial support from the government. Since 2008, new legislation on the management of hospital building projects and real estate has come into force. In this new legislation, a permit fo

25、r hospital building project under the WTZi is no longer obligatory, nor obtainable (Dutch Ministry of Health, Welfare and Sport, 2008). This change allows more freedom from the state-directed policy, and respectively, allocates more responsibilities to the healthcare organisations to deal with the f

26、inancing and management of their real estate. The new policy implies that the healthcare institutions are fully responsible to manage and finance their building projects and real estate. The governments support for the costs of healthcare facilities will no longer be given separately, but will be in

27、cluded in the fee for healthcare services. This means that healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainable innovations in the design, procurement and management of healthcare buildings, which will contrib

28、ute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses an integrated collaboration approach. In order to assure the sustainability during construction, use, and maintenance, the end-users, facility managers, contractors a

29、nd specialist contractors need to be involved in the planning and design processes. The implications of the new strategy are reflected in the changing roles of the building actors and in the new procurement method.In the traditional procurement method, the design, and its details, are developed by t

30、he architect, and design engineers. Then, the client (the healthcare institution) sends an application to the Ministry of Health to obtain an approval on the building permit and the financial support from the government. Following this, a contractor is selected through a tender process that emphasis

31、es the search for the lowest-price bidder. During the construction period, changes often take place due to constructability problems of the design and new requirements from the client. Because of the high level of technical complexity, and moreover, decision-making complexities, the whole process fr

32、om initiation until delivery of a hospital building project can take up to ten years time. After the delivery, the healthcare institution is fully in charge of the operation of the facilities. Redesigns and changes also take place in the use phase to cope with new functions and developments in the m

33、edical world (van Reedt Dortland, 2009).The integrated procurement pictures a new contractual relationship between the parties involved in a building project. Instead of a relationship between the client and architect for design, and the client and contractor for construction, in an integrated procu

34、rement the client only holds a contractual relationship with the main party that is responsible for both design and construction ( Joint Contracts Tribunal, 2007). The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontrac

35、tors, and suppliers all stand on the supply side in the building process while the client on the demand side. Such configuration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and communication wit

36、h the client, the users, the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift of mindset of the parties on both the demand and supply sides. It is essential for the client and contractor to have a fair and open collaboration in which both

37、can optimally use their competencies. The effectiveness of integrated collaboration is also determined by the clients capacity and strategy to organize innovative tendering procedures (Sebastian et al., 2009).A new challenge emerges in case of positioning an architect in a partnership with the contr

38、actor instead of with the client. In case of the architect enters a partnership with the contractor, an important issues is how to ensure the realisation of the architectural values as well as innovative engineering through an efficient construction process. In another case, the architect can stand

39、at the clients side in a strategic advisory role instead of being the designer. In this case, the architects responsibility is translating clients requirements and wishes into the architectural values to be included in the design specification, and evaluating the contractors proposal against this. I

40、n 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 to integrated procurement method also brings consequences in the payment schemes. In the traditional buildi

41、ng process, the honorarium 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 the honorarium will be. The engineer receives the honorarium based on the complexity of the design and the intensity of the ass

42、ignment. A highly complex building, which takes a number of redesigns, is usually favourable for the engineers in terms of honorarium. A traditional contractor usually receives the commission based on the tender to construct the building at the lowest price by meeting the minimum specifications give

43、n by the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the long-term use of the building. In the traditional procurement method, all risks are placed with the client.In integrated procurement method, the p

44、ayment is based on the achieved building performance; thus, the payment is non-adversarial. Since the architect, engineer and contractor have a wider responsibility on the quality of the design and the building, the payment is linked to a measurement system of the functional and technical performanc

45、e of the building over a certain period of time. The honorarium becomes an incentive to achieve the optimal quality. If the building actors succeed to deliver a higher added-value that exceed the minimum clients requirements, they will receive a bonus in accordance to the clients extra gain. The lev

46、el of transparency is also improved. Open book accounting is an excellent instrument provided that the stakeholders agree on the information to be shared and to its level of detail (InPro, 2009).Next to the adoption of integrated procurement method, the new real estate strategy for hospital building

47、 projects addresses an innovative product development and life-cycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to

48、the building life-cycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional life-cycle costing method, the dynamic life-cycle management encompasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can

49、be gained. One of the determining factors for a successful implementation of dynamic life-cycle management is the sustainable design of the building and building components, which means that the design carries sufficient flexibility to accommodate possible changes in the long term (Prins, 1992).Designing based on the principles of life-cycle management affects the role of the architect, as he needs to be well informed abou