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1、精品文档，仅供学习与交流，如有侵权请联系网站删除外文文献：The changes of rules brought by 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 s
2、tudies. It seeks to address the necessity 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 develo
3、pment processes.Design/methodology/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 B
4、IM application are investigated.Findings 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
5、 teamwork (E), and reference data 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 estat
6、e strategies of healthcare institutions.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 th
7、e state-of-the-art of European research 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
8、, are of key importance, and involve 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 proce
9、ss is very dynamic and comprises 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,
10、advisors, facility managers, and 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 Organizatio
11、n, 2000). In The Netherlands, for 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 i
12、ts lifecycle. In order to incorporate 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 ser
13、ious problems in practice, such as: 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 a
14、mong the most important reasons behind 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 an
15、d documents are often time-consuming 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
16、and not fully explored (Dawood and 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 act
17、ors or disciplines. Building information 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 cha
18、nging roles of the clients, architects, 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
19、 utilise BIM as an optimal ICT support 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 pro
20、ject InPro, the framework for integrated 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 crit
21、ical success factors as well as the 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
22、, the changing roles of clients, 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
23、projects and major renovations. The 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
24、this new legislation, a permit for 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
25、 organisations to deal with the financing 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
26、 given separately, but will be included 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 healthc
27、are buildings, which will contribute 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,
28、 facility managers, contractors and 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, an
29、d its details, are developed by the 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 throu
30、gh a tender process that emphasises 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 c
31、omplexities, the whole process from 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 fu
32、nctions and developments in the medical 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 con
33、struction, in an integrated procurement 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, consulti
34、ng firms, contractors, subcontractors, 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 responsibili
35、ties, tasks and communication with 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
36、open collaboration in which both 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 architec
37、t in a partnership with the contractor 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 anoth
38、er case, the architect can stand 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 con
39、tractors 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 to integrated procurement method also brings consequences in the payment s
40、chemes. In the traditional building 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 de
41、sign and the intensity of the assignment. 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 meetin
42、g the minimum specifications given 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.中文译文：B
43、IM带来角色的变化Rizal Sebastian，荷兰建筑环境与地球科学研究院，代尔夫特省，荷兰摘要目的本文旨在介绍一种具有实际意义的基于文献和案例研究的建筑信息模型(BIM)。它试图解决BIM和重组的过程和角色在医院建设项目中应用的必要性。这种类型的项目很复杂是由于复杂的功能与技术要求,做出决定涉及大量的涉众,和长期的开发过程。设计/方法/途径通过文献研究和参考欧洲正在进行的研究项目InPro,框架集成协作和使用BIM进行了分析。调查结果其中一个主要发现是识别为一个成功写作使用BIM的主要因素，这可以被视为“POWER”:产品信息共享(P),组织角色协同(O),工作流程协调(W)、环境对于团
44、队(E),然后参考数据整合(R)。独创性/价值本文有助于在改变所需角色和过程开发与经营可持续建筑环境支持集成的ICT的框架和工具的科学和实践。介绍了先进的欧洲研究项目和一些真实的应用于医院建设项目BIM的真实案例。关键字：欧洲、医院、荷兰、工程施工、响应的灵活性，项目计划论文类型：综述1 导言医院建设项目非常关键，涉及到重要投资且建设周期长。医院建设项目也非常复杂，因为涉及卫生安全、特殊设备和大量数据的处理。建设过程是动态的，包括迭代阶段和中间的变化。转移议程、角色和责任的许多建筑相关人员都积极参与，比如：医疗保健机构，国家和地方政府，项目开发商，金融机构，建筑师，承建商，顾问，设施管理，设备
45、制造商和供应商。这些建设项目的影响很大，随着医学、社会、科技的发展，医疗政策也在迅速变化。在不同国家之间同样如此（世界医疗组织2000）。比如在荷兰，因为2008年推出的荷兰卫生政策，卫生保健部门的建设项目组织方式经历了巨大的变革。迅速变化的环境要求一个建筑在其生命周期中具有灵活性。出于整合生命周期的考虑，在建筑设计、施工技术和设施的管理策略，多学科的合作是必要的。医疗建设项目建立全面合作的尝试在实践中仍面临着严重问题，如预算超支、延时、灵活性带来的次优的质量、用户不满和能源效率。显而易见的是，在这些问题背后的最重要原因是缺乏一个建设项目的不同阶段所涉及的角色之间的沟通和协调。不同的利益相关者
46、之间的沟通变得非常重要，因为每个利益相关者具有不同的技能。因此，复杂的设计图纸和文件信息的提取，解释和通信的过程往往耗时和困难。先进的可视化技术，如4D规划，有巨大的潜力可以提高项目团队的沟通效率和项目成员的解释能力。然而，作为一个有效的沟通工具的使用仍然有限，并没有充分探讨(Dawood and Sikka, 2008)。在信息传递和集成也有其他方面的障碍，例如：许多现有的信息和通信技术系统不支持的数据和结构的先决条件是不同的建筑角色或学科之间的有效合作的开放性。建筑信息模型（BIM）为事前问题的解决提供了整体方法。因此，BIM是越来越多地使用信息和通信技术作为一个在复杂的建设项目的支持。一
47、个有效的多学科协作，最佳使用BIM的支持，需要不断变化的客户，建筑师和承包商的角色，新的合同关系;和重新组织的合作进程。不幸的是，在实践方面仍然存在一些差距，比如怎样使建筑参与者们再变换的角色中有效合作、改进并利用BIM作为一个最佳的信息和通信技术的协作支持。基于文献回顾和案例研究，本文全面回顾了建筑信息建模（BIM）。在下一部分将重点分析全面合作框架和BIM的应用，这部分研究会基于文献和来自欧洲的研究项目inpro。随后，通过观察在荷兰进行的两个试点项目，将研究通过IBM的应用，客户、建筑师和承包商之间的角色转换。总之，应用IBM的统一协作，其成功因素和障碍都是确定的。2.通过统一协作和生命
48、周期设计的角色变化方法一个医院建设项目涉及不同的参与人员，角色和知识领域。在荷兰，因为新的医疗政策，医院建设项目中的客户，建筑师和承包商的角色变化是不可避免的。以前，医疗机构根据医疗机构法（WTZi）需要获得新的建设项目和重大整修许可证和建筑许可证。许可证由荷兰卫生部颁发，医疗机构从政府获得财政支持。2008年以来，管理医院建筑项目和房地产所有权的法令已经生效。在新法律中，为医院下建设项目许可证不是强制的，也不是能获得的（荷兰健康法，福利与体育，2008）。这种变化从国家政策导向方面给与了更多的自由，也分配了更多的责任给医疗机构对其房地产融资和管理。新政策意味着医疗机构对建设项目和房地产所有权
49、进行全面负责管理和资金拨付。将不再得到政府单独的医疗保健设施拨款，但将包括对医疗服务的费用。这意味着，医疗机构必须通过他们的服务，他们对房地产的投资赚回来。这项新政策旨在刺激医疗建筑的设计，采购和管理，这将有助于有效和高效的初级卫生保健服务的可持续创新。这个建设项目和房地产管理的新战略找到了集成的协作方式。以保证在施工期间，使用和维护的可持续性，最终用户、设备管理人员、承建商及专门承建商需要在规划和设计过程中涉及。新战略的影响，反映在建筑者角色的转变和新的采购方法上。在传统的采购方法中，建筑师和设计工程师改进设计和细节。然后，客户端（医疗机构）给卫生部发送申请获得建筑许可证和政府财政支持。在此之后，选择承包商的招标过程中，强调为寻找最低价格的投标人。施工期间，变化往往发生由于施工问题和客户需求的新要求。由于技术的复杂性、决策的高水平，从开始直到交付医院建设项目全过程可能需要长达十几年的时间。交付后，医疗机构完全负责设施的运作。重新设计和变化也发生在使用阶段，以应付新的功能和医学界的发展。(van Reedt Dortland, 2009)综合采购描绘了有关