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毕业设计外文文献及译文
中英文对照资料外文翻译文献
外文文献：
Changing roles of the
clients,architects and contractors
through BIM
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-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 development
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 BIM application are
investigated.
Findings
–
One
of
the
main
findings
is
the
identification
of
the
main
factors
for
a
successful
collaboration
using
BIM,
which
ca
n
be
recognised
as
“POWER”:
product
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 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
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毕业设计外文文献及译文
real
estate 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
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 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 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 process 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,
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
Organization, 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 its 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 serious problems
in
practice,
such
as:
budget
overrun,
delay,
and
sub-optimal
quality
in
terms
of
flexibility,
end-
user?s 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
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among
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
and
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 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 actors 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
changing
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 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 project 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
critical 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 approaches
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 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 projects
and major renovations. The permit was issued by
the Dutch Ministry of
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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
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
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
government?s
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 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
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
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 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,
and
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
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 the
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
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
functions and
developments in the
medical world (van Reedt Dortland, 2009).
The
integrated
procurement
pictures
a
new
contractual
relationship
between
the
parties
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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
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,
consulting
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 responsibilities, 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
open
collaboration
in
which
both
can
optimally
use
their
competencies.
The
effectiveness of
integrated collaboration is also determined by the
client?s capacity and strategy
to
organize innovative tendering procedures
(Sebastian et al., 2009).
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
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 another case, the architect
can stand at the client?s side in a
strategic advisory role instead of being the
designer. In this case,
the architect?s
responsibility is translating client?s
requirements and wishes into the architectural
values to be included in the design
specification, and evaluating the contractor?s
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
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
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
the
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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 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-adversarial.
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
becomes
an
incentive
to
achieve
the
optimal
quality.
If
the
building
actors
succeed
to
deliver
a
higher
added-
value
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
life-cycle
design
approaches. A
sustainable business case for the investment and
exploitation of hospital buildings
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
logistic
cost).
Compared
to
the
conventional
life-cycle
costing
method,
the
dynamic
life-
cycle
management
encompasses
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-
cycle
management
is
the
sustainable
design
of
the
building
and
building
components,
which
means
that
the
design
carries
sufficient
flexibility
to
accommodate 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 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).
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The combination of process and product
innovation, and the changing roles of the building
actors
can
be
accommodated
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
committed
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 common
values and goals.
3.
Changing roles through BIM application
Building information model (BIM)
comprises ICT frameworks and tools that can
support the
integrated collaboration
based on life-cycle 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 become 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 computer 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
combined,
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,
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the
proposed design and engineering solutions can be
measured against the client?s requirements
and
expected
building
performance.
The
functionalities
of
BIM
to
support
the
design
process
extend to multidimensional (nD),
including: three-dimensional visualisation and
detailing, clash
detection,
material
schedule,
planning,
cost
estimate,
production
and
logistic
information,
and
as-built
documents.
During
the
construction
process,
BIM
can
support
the
communication
between the building site, the factory
and the design office
–
which
is crucial for an effective and
efficient prefabrication and assembly
processes as well as to prevent or solve problems
related to
unforeseen errors or
modifications. When the building is in use, BIM
can be used in combination
with
the
intelligent
building
systems
to
provide
and
maintain
up-to-date
information
of
the
building performance,
including the life-cycle cost.
To
unleash
the
full
potential
of
more
efficient
information
exchange
in
the
AEC/FM
industry in
collaborative working using BIM, both high quality
open international standards and
high
quality
implementations
of
these
standards
must
be
in
place.
The
IFC
open
standard
is
generally agreed to be of
high quality and is widely implemented in
software. Unfortunately, the
certification process allows poor
quality implementations to be certified and
essentially renders
the certified
software useless for
any practical
usage with
IFC.
IFC
compliant BIM is
actually
used less than
manual drafting for architects and contractors,
and show about the same usage for
engineers.
A
recent
survey
shows
that
CAD
(as
a
closed-
system)
is
still
the
major
form
of
technique
used
in
design
work
(over
60
per
cent)
while
BIM
is
used
in
around
20
percent
of
projects
for
architects
and
in
around
10
per
cent
of
projects
for
engineers
and
contractors
(Kiviniemi et
al., 2008).
The
application
of
BIM
to
support
an
optimal
cross-disciplinary
and
cross-phase
collaboration opens a new dimension in
the roles and relationships between the building
actors.
Several most relevant issues
are: the new role of a model manager; the
agreement on the access
right and
Intellectual Property Right (IPR); the liability
and payment arrangement according to
the
type
of
contract
and
in
relation
to
the
integrated
procurement;
and
the
use
of
open
international standards.
Collaborative
working
using
BIM
demands
a
new
expert
role
of
a
model
manager
who
possesses
ICT
as
well
as
construction
process
know-how
(InPro,
2009).
The
model
manager
deals
with
the
system
as
well
as
with
the
actors.
He
provides
and
maintains
technological
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solutions required for BIM
functionalities, manages the information flow, and
improves the ICT
skills of the
stakeholders. The model manager does not take
decisions on design and engineering
solutions,
nor
the
organisational
processes,
but
his
roles
in
the
chain
of
decision
making
are
focused on:
?
the development
of BIM, the definition of the structure and detail
level of the model, and the
deployment
of
relevant
BIM
tools,
such
as
for
models
checking,
merging,
and
clash
detections;
?
the
contribution
to
collaboration
methods,
especially
decision
making
and
communication
protocols, task planning, and risk
management;
?
and
the
management
of
information,
in
terms
of
data
flow
and
storage,
identification
of
communication errors, and decision or
process (re-)tracking.
Regarding the
legal and organisational issues, one of the actual
questions is: “In what way
does the
intellectual property right (IPR) in collaborative
working using BIM differ from the IPR
in a traditional teamwork?”. In terms
of combined work, the IPR of each element is
attached to its
creator.
Although
it
seems
to
be
a
fully
integrated
design,
BIM
actually
resulted
from
a
combination of works/elements; for
instance: the outline of the building design, is
created by the
architect, the design
for the electrical system, is created by the
electrical contractor, etc. Thus, in
case of BIM as a combined work, the IPR
is similar to traditional teamwork. Working with
BIM
with
authorship
registration
functionalities
may
actually
make
it
easier
to
keep
track
of
the
IPR(Chao-Duivis, 2009).
How does collaborative working, using
BIM, effect the contractual relationship? On the
one
hand, collaborative working using
BIM does not necessarily change the liability
position in the
contract
nor
does
it
obligate
an
alliance
contract.
The
General
Principles
of
BIM
Addendum
confirms:
?This
does
not
effectuate
or
require
a
restructuring
of
contractual
relationships
or
shifting of risks between
or among the Project Participants other than as
specifically required per
the
Protocol
Addendum
and
its
Attachments?
(ConsensusDOCS,
2008).
On
the
other
hand,
changes in terms of payment schemes can
be anticipated. Collaborative processes using BIM
will
lead to the shifting of activities
from to the early design phase. Much, if not all,
activities in the
detailed
engineering
and
specification
phase
will
be
done
in
the
earlier
phases.
It
means
that
significant payment for
the engineering phase, which may count up to 40
per cent of the design
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cost,
can no longer be expected. As engineering work is
done concurrently with the design, a new
proportion of the payment in the early
design phase is necessary(Chao-Duivis, 2009).
4. Review of ongoing hospital building
projects using BIM
In The Netherlands,
the changing roles in hospital building projects
are part of the strategy,
which aims at
achieving a sustainable real estate in response to
the changing healthcare policy.
Referring to literature and previous
research, the main factors
that
influence the success of the
changing
roles can be concluded as: the implementation of
an integrated procurement method and
a
life-cycle design approach for a sustainable
collaborative process; the agreement on the BIM
structure
and
the
intellectual
rights;
and
the
integration
of
the
role
of
a
model
manager.
The
preceding
sections
have
discussed
the
conceptual
thinking
on
how
to
deal
with
these
factors
effectively.
This
current
section
observes
two
actual
projects
and
compares
the
actual
practice
with the conceptual view respectively.
The main issues, which are observed in
the case studies, are:
?
the selected procurement method and the
roles of the involved parties within this method;
?
the
implementation of the life-cycle design approach;
?
the type,
structure, and functionalities of BIM used in the
project;
?
the
openness in data sharing and transfer of the
model, and the intended use of BIM in the
future; and
?
the roles and tasks of the model
manager.
The
pilot
experience
of
hospital
building
projects
using
BIM
in
the
Netherlands
can
be
observed
at
University
Medical
Centre
St
Radboud
(further
referred
as
UMC)
and
Maxima
Medical Centre
(further referred as MMC). At UMC, the new
building project for the Faculty of
Dentistry in the city of Nijmegen has
been dedicated as a BIM pilot project. At MMC, BIM
is
used in designing new buildings for
Medical Simulation and Mother-and-Child Centre in
the city
of Veldhoven.
The
first
case
is
a
project
at
the
University
Medical
Centre
(UMC)
St
Radboud.
UMC
is
more than
just a hospital. UMC combines medical services,
education and research. More than
8500
staff and 3000 students work at UMC. As a part of
the innovative real estate strategy, UMC
has
considered
to
use
BIM
for
its
building
projects.
The
new
development
of
the
Faculty
of
Dentistry
and the
surrounding buildings
on the
Kapittelweg in
Nijmegen has
been chosen as
a
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毕业设计外文文献及译文
pilot
project to gather practical knowledge and
experience on collaborative processes with BIM
support.
The main ambition
to be achieved through the use of BIM in the
building projects at UMC
can be
summarised as follows:
?
using 3D visualisation to enhance the
coordination and communication among the building
actors, and the user participation in
design;
?
facilitating optimal information
accessibility and exchange for a high
?
consistency of
the drawings and documents across disciplines and
phases;
?
integrating the architectural design
with structural analysis, energy analysis, cost
estimation,
and planning;
?
interactively
evaluating
the
design
solutions
against
the
programme
of
requirements
and
specifications;
?
reducing redesign/remake costs through
clash detection during the design process; and
?
optimising
the
management
of
the
facility
through
the
registration
of
medical
installations
and
equipments,
fixed
and
flexible
furniture,
product
and
output
specifications,
and
operational data.
The
second
case
is
a
project
at
the
Maxima
Medical
Centre
(MMC).
MMC
is
a
large
hospital
resulted
from
a
merger
between
the
Diaconessenhuis
in
Eindhoven
and
St
Joseph
Hospital in Veldhoven. Annually the
3,400 staff of MMC provides medical services to
more than
450,000 visitors and
patients. A large-scaled extension project of the
hospital in Veldhoven is a
part of its
real
estate strategy. A medical
simulation
centre and a
women-and-children medical
centre are
among the most important new facilities within
this extension project. The design has
been developed using 3D modelling with
several functionalities of BIM.
The
findings from both cases and the analysis are as
follows. Both UMC and MMC opted
for
a
traditional
procurement
method
in
which
the
client
directly
contracted
an
architect,
a
structural
engineer,
and
a
mechanical,
electrical
and
plumbing
(MEP)
consultant
in
the
design
team. Once the design
and detailed specifications are finished, a tender
procedure will follow to
select a
contractor. Despite the choice for this
traditional method, many attempts have been made
for a closer and more effective
multidisciplinary collaboration. UMC dedicated a
relatively long
preparation phase with
the architect,
structural
engineer
and MEP consultant
before the design
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commenced. This preparation phase was
aimed at creating a common vision on the optimal
way
for
collaboration
using
BIM
as
an
ICT
support.
Some
results
of
this
preparation
phase
are:
a
document
that
defines
the
common
ambition
for
the
project
and
the
collaborative
working
process
and
a
semi-formal
agreement
that
states
the
commitment
of
the
building
actors
for
collaboration. Other
than UMC, MMC selected an architecture firm with
an in-house engineering
department.
Thus, the collaboration between the architect and
structural engineer can take place
within the same firm using the same
software application.
Regarding
the
life-cycle
design
approach,
the
main
attention
is
given
on
life-
cycle
costs,
maintenance
needs,
and
facility
management.
Using
BIM,
both
hospitals
intend
to
get
a
much
better insight in these
aspects over the life-cycle period. The life-cycle
sustainability criteria are
included in
the assignments for the design teams.
Multidisciplinary designers and engineers are
asked
to
collaborate
more
closely
and
to
interact
with
the
end-users
to
address
life-cycle
requirements. However, ensuring the
building actors to engage in an integrated
collaboration to
generate
sustainable
design
solutions
that
meet
the
life-
cycle
performance
expectations
is
still
difficult. These
actors are contracted through a traditional
procurement method. Their tasks are
specific, their involvement is rather
short-term in a certain project phase, their
responsibilities and
liabilities are
limited, and there is no tangible incentive for
integrated collaboration.
From the
current progress of both projects, it can be
observed that the type and structure of
BIM
relies
heavily
on
the
choice
for
BIM
software
applications.
Revit
Architecture
and
Revit
Structure
by
Autodesk
are
selected
based
on
the
argument
that
it
has
been
widely
used
internationally and it is compatible
with AutoCAD, a widely known product of the same
software
manufacturer.
The
compatibility
with
AutoCAD
is
a
key
consideration
at
MMC
since
the
drawings of the existing
buildings were created with this application.
These 2D drawings were
then
used
as
the
basis
to
generate
a
3D
model
with
the
BIM
software
application.
The
architectural
model
generated
with
Revit
Architecture
and
the
structural
model
generated
by
Revit Structure can be
linked directly. In case of a change in the
architectural model, a message
will
be
sent
to
the
structural
engineer.
He
can
then
adjust
the
structural
model,
or
propose
a
change
in
return
to
the
architect,
so
that
the
structural
model
is
always
consistent
with
the
architectural one.
Despite the attempt of the design team
to agree on using the same software application,
the
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