工程管理專業外文文獻及翻譯(編輯修改稿)

　

【文章內容簡介】 nsequences in the payment schemes. 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 plexity of the design and the intensity of the assignment. A highly plex building, which takes a number of redesigns, is usually favourable 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 the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the longterm 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 nonadversarial. 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 achieve the optimal quality. If the building actors succeed to deliver a higher addedvalue that exceed the minimum client’s requirements, they will receive a bonus in accordance to the client’s extra gain. The level 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 projects addresses an innovative product development and lifecycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic lifecycle management that includes considerations and analysis of the market development over time next to the building lifecycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional lifecycle costing method, the dynamic lifecycle 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 lifecycle 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 lifecycle management affects the role of the architect, as he needs 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 strategies with the organisational, local and global policies on finance, business operations, health and safety, environment, etc. (Sebastian et al., 2009).The bination of process and product innovation, and the changing roles of the building actors can be acmodated by integrated project delivery or IPD (AIA California Council, 2007). 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 construction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually include members well beyond the basic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect, and the main contractor 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 collaboration. As a result, it can only be successful if the participants share and apply mon values and goals.3. Changing roles through BIM applicationBuilding information model (BIM) prises ICT frameworks and tools that can support the integrated collaboration based on lifecycle design approach. 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, 2007). 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 stakeholder. 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., 2009).BIM is not the same as the earlier known puter aided design (CAD). BIM goes further than an application to generate digital (2D or 3D) drawings (Bratton, 2009). 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 model for all involved actors throughout the project lifecycle, BIM develops and evolves as the project progresses. Using BIM, the proposed design a