工程管理專業(yè)外文文獻及翻譯--通過bim改變業(yè)主、設計師、承包商的角色（英文）

1、Changing roles of the clients, architects and contractors through BIMRizal Sebastian TNO Built Environment and Geosciences, Delft, The NetherlandsAbstractPurpose – This paper aims to present a general review of the pract

2、ical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the necessity for applying BIM and re-organising the processes and roles in hospital building projects.

3、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/methodology/approach – Throug

4、h 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, archite

5、cts, and contractors through BIM 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”: pr

6、oduct information sharing (P), organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data consolidation (R). Furthermore, it is also found that the implementation

7、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

8、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

9、 of integrated ICT frameworks and tools. It presents the 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 Ne

10、therlands, Construction works, Response flexibility, Project planningPaper type General review1. Introduction Hospital building projects, are of key importance, and involve significant investment, and usually take a long

11、-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 i

12、s 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 govern

13、ments, project developers, financial institutions, architects, contractors, advisors, facility managers, and equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare polic

14、y, 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 example, the way a building pr

15、oject in theThe current issue and full text archive of this journal is available atwww.emeraldinsight.com/0969-9988.htmECAM 18,2176Received January 2010 Accepted February 2010Engineering, Construction and Architectural M

16、anagement Vol. 18 No. 2, 2011 pp. 176-187 q Emerald Group Publishing Limited 0969-9988 DOI 10.1108/096999811111111482008, new legislation on the management of hospital building projects and real estate has come into forc

17、e. In 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 stat

18、e-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 implies that the healthcare institutions

19、 are fully responsible to manage and finance their building projects and real estate. The government’s support for the costs of healthcare facilities will no longer be given separately, but will be included in the fee fo

20、r 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, procuremen

21、t 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 an integrated collaborati

22、on 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 the planning and design proces

23、ses. 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

24、 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 governmen

25、t. Following this, a contractor is selected through 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 th

26、e design and new requirements 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 projec

27、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

28、 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

29、client and architect for design, and the client and contractor for construction, in an integrated procurement the client only holds a contractual relationship with the main party that is responsible for both design and c

30、onstruction (Joint Contracts Tribunal, 2007). The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on the s

31、upply 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 res

32、ponsibilities, 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

33、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 competencies. The effectiveness of integrated collaboration is also deter