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1、-第 1 页工程管理以及工程工程管理以及工程造价外文翻译造价外文翻译-好东好东西西-第 1 页外文文献：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 buildinginformation modelling(BIM)based o
2、n literature and case studies.It seeks to address thenecessity 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,an
3、d long-term development processes.Design/methodology/approach Through desk research and referring to the ongoing Europeanresearch project InPro,the framework for integrated collaboration and the use of BIM areanalysed.Through several real cases,the changing roles of clients,architects,and contractor
4、sthrough BIM application are investigated.Findings One of the main findings is the identification of the main factors for a successfulcollaboration using BIM,which can be recognised as“POWER”:product information sharing(P),organisational roles synergy(O),work processes coordination(W),environment fo
5、rteamwork(E),and reference data consolidation(R).Furthermore,it is also found that theimplementation of BIM in hospital building projects is still limited due to certain commercial andlegal barriers,as well as the fact that integrated collaboration has not yet been embedded in thereal estate strateg
6、ies of healthcare institutions.Originality/value This paper contributes to the actual discussion in science and practice on thechanging roles and processes that are required to develop and operate sustainable buildings withthe support of integrated ICT frameworks and tools.It presents the state-of-t
7、he-art of Europeanresearch projects and some of the first real cases of BIM application in hospital building projects.Keywords Europe,Hospitals,The Netherlands,Construction works,Response flexibility,ProjectplanningPaper type General review1.Introduction-第 2 页Hospital building projects,are of key im
8、portance,and involve significant investment,andusually take a long-term development period.Hospital building projects are also very complexdue to the complicated requirements regarding hygiene,safety,special equipments,and handlingof a large amount of data.The building process is very dynamic and co
9、mprises iterative phasesand intermediate changes.Many actors with shifting agendas,roles and responsibilities areactively involved,such as:the healthcare institutions,national and local governments,projectdevelopers,financial institutions,architects,contractors,advisors,facility managers,andequipmen
10、t manufacturers and suppliers.Such building projects are very much influenced,by thehealthcare policy,which changes rapidly in response to the medical,societal and technologicaldevelopments,and varies greatly between countries(World Health Organization,2000).In TheNetherlands,for example,the way a b
11、uilding project in the healthcare sector is organised isundergoing a major reform due to a fundamental change in the Dutch health policy that wasintroduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle.Inorder to incorporate life-cycle considera
12、tions in the building design,construction technique,andfacility management strategy,a multidisciplinary collaboration is required.Despite the attemptfor establishing integrated collaboration,healthcare building projects still faces serious problemsin practice,such as:budget overrun,delay,and sub-opt
13、imal quality in terms of flexibility,end-users dissatisfaction,and energy inefficiency.It is evident that the lack of communicationand coordination between the actors involved in the different phases of a building project isamong the most important reasons behind these problems.The communication bet
14、ween differentstakeholders becomes critical,as each stakeholder possesses different set of skills.As a result,theprocesses for extraction,interpretation,and communication of complex design information fromdrawings and documents are often time-consuming and difficult.Advanced visualisationtechnologie
15、s,like 4D planning have tremendous potential to increase the communicationefficiency and interpretation ability of the project team members.However,their use as aneffective communication tool is still limited and not fully explored(Dawood and Sikka,2008).There are also other barriers in the informat
16、ion transfer and integration,for instance:manyexisting ICT systems do not support the openness of the data and structure that is prerequisite foran effective collaboration between different building actors or disciplines.-第 3 页Building information modelling(BIM)offers an integrated solution to the p
17、reviouslymentioned problems.Therefore,BIM is increasingly used as an ICT support in complex buildingprojects.An effective multidisciplinary collaboration supported by an optimal use of BIM requirechanging roles of the clients,architects,and contractors;new contractual relationships;andre-organised c
18、ollaborative processes.Unfortunately,there are still gaps in the practicalknowledge 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.This paper presents a general review of the practi
19、cal implications of building informationmodelling(BIM)based on literature review and case studies.In the next sections,based onliterature and recent findings from European research project InPro,the framework for integratedcollaboration and the use of BIM are analysed.Subsequently,through the observ
20、ation of twoongoing pilot projects in The Netherlands,the changing roles of clients,architects,andcontractors through BIM application are investigated.In conclusion,the critical success factors aswell as the main barriers of a successful integrated collaboration using BIM are identified.2.Changing r
21、oles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors,roles,and knowledge domains.In TheNetherlands,the changing roles of clients,architects,and contractors in hospital building projectsare inevitable due the new healthcare policy.P
22、reviously under the Healthcare Institutions Act(WTZi),healthcare institutions were required to obtain both a license and a building permit fornew construction projects and major renovations.The permit was issued by the Dutch Ministry ofHealth.The healthcare institutions were then eligible to receive
23、 financial support from thegovernment.Since 2008,new legislation on the management of hospital building projects andreal estate has come into force.In this new legislation,a permit for hospital building projectunder the WTZi is no longer obligatory,nor obtainable(Dutch Ministry of Health,Welfare and
24、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 financing andmanagement of their real estate.The new policy implies that the healthcare institutions are fullyresponsible to ma
25、nage and finance their building projects and real estate.The governmentssupport for the costs of healthcare facilities will no longer be given separately,but will beincluded in the fee for healthcare services.This means that healthcare institutions must earn back-第 4 页their investment on real estate
26、 through their services.This new policy intends to stimulatesustainable innovations in the design,procurement and management of healthcare buildings,which will contribute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses
27、 an integratedcollaboration approach.In order to assure the sustainability during construction,use,andmaintenance,the end-users,facility managers,contractors and specialist contractors need to beinvolved in the planning and design processes.The implications of the new strategy are reflectedin the ch
28、anging roles of the building actors and in the new procurement method.In the traditional procurement method,the design,and its details,are developed by thearchitect,and design engineers.Then,the client(the healthcare institution)sends an applicationto the Ministry of Health to obtain an approval on
29、the building permit and the financial supportfrom the government.Following this,a contractor is selected through a tender process thatemphasises the search for the lowest-price bidder.During the construction period,changes oftentake place due to constructability problems of the design and new requir
30、ements from the client.Because of the high level of technical complexity,and moreover,decision-making complexities,the whole process from initiation until delivery of a hospital building project can take up to tenyears time.After the delivery,the healthcare institution is fully in charge of the oper
31、ation of thefacilities.Redesigns and changes also take place in the use phase to cope with new functions anddevelopments in the medical world(van Reedt Dortland,2009).The integrated procurement pictures a new contractual relationship between the partiesinvolved in a building project.Instead of a rel
32、ationship between the client and architect for design,and the client and contractor for construction,in an integrated procurement the client only holds acontractual relationship with the main party that is responsible for both design and construction(Joint Contracts Tribunal,2007).The traditional bo
33、rders between tasks and occupational groupsbecome blurred since architects,consulting firms,contractors,subcontractors,and suppliers allstand on the supply side in the building process while the client on the demand side.Suchconfiguration puts the architect,engineer and contractor in a very differen
34、t position thatinfluences not only their roles,but also their responsibilities,tasks and communication with theclient,the users,the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift of mindset-第 5 页of the parties on both the demand and supp
35、ly sides.It is essential for the client and contractor tohave a fair and open collaboration in which both can optimally use their competencies.Theeffectiveness of integrated collaboration is also determined by the clients capacity and strategyto organize innovative tendering procedures(Sebastian et
36、al.,2009).A new challenge emerges in case of positioning an architect in a partnership with thecontractor instead of with the client.In case of the architect enters a partnership with thecontractor,an important issues is how to ensure the realisation of the architectural values as wellas innovative
37、engineering through an efficient construction process.In another case,the architectcan 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 architecturalvalues to be inc
38、luded in the design specification,and evaluating the contractors proposal againstthis.In any of this new role,the architect holds the responsibilities as stakeholder interestfacilitator,custodian of customer value and custodian of design models.The transition from traditional to integrated procureme
39、nt method also brings consequencesin the payment schemes.In the traditional building process,the honorarium for the architect isusually based on a percentage of the project costs;this may simply mean that the more expensivethe building is,the higher the honorarium will be.The engineer receives the h
40、onorarium based onthe complexity of the design 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 theb
41、uilding at the lowest price by meeting the minimum specifications given by the client.Extrawork due to modifications is charged separately to the client.After the delivery,the contractor isno longer responsible for the long-term use of the building.In the traditional procurement method,all risks are
42、 placed with the client.中文译文：中文译文：BIMBIM 带来角色的变化带来角色的变化Rizal Sebastian，荷兰建筑环境与地球科学研究院，代尔夫特省，荷兰摘要摘要目的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-第 6 页试图解决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。设计设计/方法方法/途径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。调查结果调查结果其中一个主要发现是识别为
43、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)、环境对于团队(E),然后参考数据整合(R)。独创性独创性/价值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：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：论文类型：综述1 1 导言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
44、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
45、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
46、是不同的建筑角色或-第 7 页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
47、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。2.2.通过统一协作和生命周期设计的角色变化方法通过统一协作和生命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
48、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
49、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-第 8 页在使用阶段，以应付新的功能和医学界的发展。(van Reedt Dortl
50、and,2009)综合采购描绘了有关各方在建筑项目上的新的合同之间的关系。在综合采购项目中，顾客只跟建筑施工方保持契约关系，而与建筑设计师和承包方之间没关系(JointContracts Tribunal,2007)。而在需求方面的客户端任务和职业群体之间的传统边界变得模糊，因为建筑师，顾问公司，承包商，分包商和供应商都在建设过程中的供应方的立场。这样的配置使建筑师，工程师和承包商在一个非常不同的位置，影响不仅自己的角色，而且他们的职责，任务和与客户，用户，团队和其他利益相关者沟通。从传统采购法到综合采购法的过渡需要供给双方当事人心态上的一个转变。它是为客户和承包商能有一个公平和公开的合作，使