工程管理專業(yè)外文文獻(xiàn)及翻譯

1、. .本科畢業(yè)設(shè)計(jì)外文文獻(xiàn)及譯文文獻(xiàn)、資料題目： Changing roles of the clients Architects and contractors Through BIM 文獻(xiàn)、資料來源：Engineering, Construction, Archi- tectual Management 文獻(xiàn)、資料發(fā)表出版日期：2022.2院 部：專 業(yè)：班 級：姓 名：學(xué) 號：指導(dǎo)老師：翻譯日期：. .word.zl. .外文文獻(xiàn)：Changing roles of the clients,architects and contractorsthrough BIM Rizal Sebas

2、tian TNO Built Environment and Geosciences, Delft, The Netherlands Abstract Purpose 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 necessity for applying BIM and re-organisi

3、ng the processes and roles in hospital building projects. This type of project is plex due to plicated functional and technical requirements, decision making involving a large number of stakeholders, and long-term development processes. Design/methodology/approach Through desk research and referring

4、 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. One of the main findings is the identification

5、 of the main factors for a successful Findings 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, andreference data consolidation R. Furthermore, it is also found that t

6、he implementation of BIM in hospital building projects is still limited due to certain mercial and legal barriers, as well as the fact that integrated collaboration has not yet been embedded in the real estate strategies of healthcare institutions. Originality/value This paper contributes to the act

7、ual discussion in science and practice on the . .word.zl. .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 research projects and some of the first real ca

8、ses of BIM application in hospital building projects. Keywords Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planning Paper type General review 1. Introduction Hospital building projects, are of key importance, and involve significant investment,and usually ta

9、ke a long-term development period. Hospital building projects are also very plex due to the plicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and prises iterative phases and intermediate changes. Many act

10、ors 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 equipmentmanufacturers and suppliers. Such building

11、 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, 2022. In The Netherlands, for example, the way a building project in the healthcare

12、 sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2022. The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorporate life-cycle considerations in the building design

13、, construction technique, and . .word.zl. .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 as: budget overrun, delay, and sub-optima

14、l quality in terms of flexibility, end-user s dissatisfaction, and energy inefficiency. It is evident that the lack of munication and coordinationbetween the actors involved in the different phases of a building project is among the most important reasons behind these problems. The munication betwee

15、n different stakeholders bees critical, as each stakeholder possesses different set of skills. As a result, the processes for extraction, interpretation, and munication of plex designinformation from drawings and documents are often time-consuming and difficult. Advanced visualisation technologies,

16、like 4D planning have tremendous potential to increase the munication efficiency and interpretation ability of the project team members. However, their use as an effective munication tool is still limited and not fully explored Dawood and Sikka, 2022. There are also other barriers in the information

17、 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 information modelling BIM offers an integrated solution to the previ

18、ously mentioned problems. Therefore, BIM is increasingly used as an ICT support in plex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, architects, and contractors; new contractual relationships; and re-organis

19、ed 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 support of the collaboration. . .word.zl. .This paper presents a genera

20、l 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 integrated collaboration and the use of BIM are analysed. Su

21、bsequently, 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 the main barriers of a successful integrated collaboration

22、 using BIM are identified. 2. Changing roles through integrated collaboration and life-cycle designapproaches A hospital building project involves various actors, roles, and knowledge domains. In The Netherlands, the changing roles of clients, architects, and contractors in hospital building project

23、s 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. The permit was issued by the Dutch Ministry of Health. The

24、healthcare institutions were then eligible to receive financial support from the government. Since 2022, new legislation on the management of hospital building projects and real estate has e into force. In this new legislation, a permit for hospital building project underthe WTZi is no longer obliga

25、tory, nor obtainable Dutch Ministry of Health, Welfare and Sport, 2022. This change allows more freedom from the state-directed policy, and respectively, allocates more responsibilities to the healthcare organisations to deal with the financing and management of their real estate. The new policy imp

26、lies 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 included in the fee for healthcare services. This means that . .wo

27、rd.zl. .healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainableinnovations in the design, procurement and management of healthcare buildings, which will contribute to effective and efficient primary healthcare se

28、rvices. 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 and specialist contractors need to be involved in th

29、e 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 the architect, and design engineers. Then, the clie

30、nt 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 emphasises the search for the lowest-price bidder. During th

31、e 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 plexity, and moreover, decision-making plexities, the whole process from initiation until delivery of a hospital building projec

32、t 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 medical world van Reedt Dortland, 2022. The integrated proc

33、urement 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 procurement the client only holds a . .word.zl. .contractual rel

34、ationship with the main party that is responsible for both design and construction Joint Contracts Tribunal, 2022. The traditional borders between tasks and occupational groups bee blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on thesupply side in t

35、he building process while the client on the demand side. Suchconfiguration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and munication with the client, the users, the team and other stakeholders.

36、 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 can optimally use their petencies. The effectiveness of

37、integrated collaboration is also determined by the clientcapacity and strategy to organize innovative tendering proceduresSebastian et al., 2022. A new challenge emerges in case of positioning an architect in a partnership with the contractor instead of with the client. In case of the architect ente

38、rs 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 at the clients side in a strategic advisory role instead of bei

39、ng the designer. In this case, the architect responsibility is translating clientrequirements and wishes into the architectural values to be included in the design specification, and evaluating the contractors proposal this new role, the architect holds the responsibilities as stakeholderinterest fa

40、cilitator, custodian customer value and custodian of design models. The transition from traditional to integrated procurement method also brings consequences in . .word.zl. .the payment schemes. In the traditional building process, the honorarium for the architect is usually based on a percentage of

41、 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 plexity of the design and the intensity of the assignment. A highly plex building, which takes a number of redesigns, is usually favo

42、urable for the engineers in terms of honorarium. A traditional contractor usually receives the mission based on the tender to construct the building at the lowest price by meeting the minimum specifications given by theclient. Extra work due to modifications is charged separately to the client. Afte

43、r 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 payment is based on the achieved building performance; thus, the payment is non-adversaria

44、l. 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 performance of the building over a certain period of time. The honorarium bees an incentive to achi

45、eve the optimal quality. If the building actors succeed to deliver s requirements, they will receive a bonus in a higher added-value that exceed the minimum client accordanceto the clientextra gain. The level of transparency is also improved. Open book accounting is an excellent instrument provided

46、that the stakeholders agree on the information to be shared and to its level of detail InPro, 2022. Next to the adoption of integrated procurement method, the new real estate strategy for hospital building projects addresses an innovative product development and life-cycle design approaches. A susta

47、inable business case for the investment and exploitation of hospital buildings . .word.zl. .relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to the building life-cycle costs investment/initial cost, operational cost, and logis

48、tic cost. pared to the conventional life-cycle costing method, the dynamic life-cycle management enpasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can be gained. One of the determining factors for a successful implementation of dynamic life-

49、cycle management is the sustainable design of the building and building ponents, which means that the design carries sufficient flexibility to acmodate 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 n

50、eeds to be well informed about the usage scenarios and related financial arrangements, the changing social and physical environments, and new technologies. Design needs to integrate people activities and business strategies over time. In this context, the architect is required to align the design st

51、rategies with the organisational, local and global policies on finance, business operations, health and safety, environment, etc. Sebastian et al., 2022. The bination of process and product innovation, and the changing roles of the building actors can be acmodated by integrated project delivery or I

52、PD AIA California Council, 2022. IPD is an approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and cons

53、truction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually include members well beyond thebasic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect

54、, and the main contractor . .word.zl. .ultimately responsible for construction of the project, from the early design until the project handover. The key to a successful IPD is assembling a team that is mitted to collaborative processes and is capable of working together effectively. IPD is built on

55、collaboration. As a result, it can only be successful if the participants share and apply mon values and goals. 3. Changing roles through BIM application Building information model BIM prises ICT frameworks and tools that can support the integrated collaboration based on life-cycle design approach.

56、BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward National Institute of Building Sciences NIBS,

57、2022. BIM facilitates time and place independent collaborative working. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakehold

58、er. BIM in its ultimate form, as a shared digital representation founded on open standards for interoperability, can bee a virtual information model to be handed from the design team to the contractor and subcontractors and then to the client Sebastian et al., 2022. BIM is not the same as the earlie

59、r known puter aided design CAD. BIM goes further than an application to generate digital 2D or 3D drawings Bratton, 2022. BIM is an integrated model in which all process and product information is bined, stored, elaborated, and interactively distributed to all relevant building actors. As a central

60、model for all involved actors throughout the project lifecycle, BIM develops and evolves as the project progresses. Using BIM, the proposed design and engineering solutions can be measured against the clientrequirements and expected building . .word.zl. .performance. The functionalities of BIM to su