超越边界的bim工程管理毕业论文外文文献翻译

中英文对照外文翻译文献中英文对照外文翻译The Internet is Applicated in Real EstateThe Real Estate Industry and the World Wide Web: Changing Technology, Changing Location.The Internet, in its Web based graphics version, has captured the imagination of both consumers and businesses. Its convenience, speed, low cost and versatility are being exploited on a daily basis in ever-changing ways. Together with its capacity to transform existing businesses, promote new businesses and facilitate exchange of information and data, its other striking attribute has been the speed with which this new technology has spread throughout the global economy.Keywords:The internet;Real Estate;ApplicatedThe number of computer hosts grew by more than ten-fold between 1995 and early 1999. The number of Web sites increased almost 100-fold, to over two million, between 1995 and 1998.Ｂy the year 2000, there will be approximately 400-500 million Internet users in the world, and the total number of Web sites will exceed five million.This new technology has the potential for affecting the real estate industry directly and indirectly. Directly, it may become a tool that allows a real estate business to expand its information and sales network. Indirectly, it may change the location equation where and how firms do business which in turn will affect the role of firms involved in real estate development, investment and transactions.Measuring the Spread of the WebThere are few reliable published statistics on Internet or Web use, and statistics reported by different analysts are often inconsistent. Our discussion of the Web and real estate is based on limited information from surveys and on examination of Web sites rather than on more comprehensive data. We have built our overview of the role of the World Wide Web and real estate by examining a variety of sources(including trade publications, existing Web sites, and our own survey of selected real estate firms)From E-mail to E-commerceBefore the advent of the World Wide Web, the Internet existed mostly for the purposes of e-mail, data transfers, newsgroups and bulletin boards, and its reach was limited primarily to the academic and the defense community. The technology itself was not particularly user-friendly, the network speed was not very high, the medium was limited to text and data, and accessing information was cumbersome and time-consuming. The browser technology greatly simplified usage, enabled multimedia information, and created interactive possibilities. The technology brought together TV entertainment, library information, news bulletins, communication and data in one desktop machine.Although initially the greatest patrons of the Internet were the academic community, the commercial sector quickly caught on to the potential of the Web. The private sector saw in the Web an opportunity to widen its marketing reach, lower costs of information dissemination, improve customer relations, and ultimately to conduct sales. Existing private sector Web sites can be roughly categorized into three types, as summarized. The most basic level is for simple information dissemination. The firm registers a Web site and develops a page giving basic company information. The second stage is an expansion of information, marketing goods and services or providing other customer information. The third stage is the addition of transactions tothe activities possible on the Web site.Most business sites at present are in Stage 2. The use of the World Wide Web for detailed information dissemination, and marketing has had several advantages. For the firm, marketing, information dissemination and customer services on the Web can be monitored and analyzed with some details unavailable from conventional methods of marketing using other media. Internet tools can now provide a firm with data on who accessed the site, which pages were visited most, heavily, from where and for how long. This information contributes to improved measures of the results of promotional efforts. The promotional costs associated with the Internet have also been very low. For example, in direct mail marketing, to send a one-page color brochure to 5,000 random addresses will cost upwards of $2,500. The cost of setting up a Web site could be one-tenth of this amount or less (although tracking and analysis can quickly add to the cost)?Many different sectors, including real estate, have found the Internet to be both efficient and cost-effective as a marketing device.The next logical step - a full-fledged office/store on the Web with transaction capability and commerce on the Internet is now being attempted in varying degrees depending on the firm's area of business. Retail sites selling products between $10 and $100, the kind that are traditionally part of a direct mail sales catalog, seem to be the ones having the greatest success(although 4% of sites sell products over $10,000 and another 13% sell products ranging from $100 to$9,999)?A number of retail sites have also harnessed a secondary revenue stream from advertising. Advertising revenues on the Web have crossed the billion-dollar mark and total Internet generated revenue will approach$100 billion this year.Consumers' Use of the WebSurveys of consumers using the Web suggest that a Web site does notsubstitute for the more traditional forms of business, but can greatly facilitate the run-up to the final transaction. The most common use of the Web is for information searching, closely followed by work-related uses, education, and entertainment. A significant majority of those that use the Web for shopping do so to carry out detailed research on product information（90%）and to do price comparisons（85%）. This more often leads to purchases through normal channels（67%）. Most of the online purchases tend to be of items that are standardized-four of the five top items bought on the Web, according to survey, are software, books, hardware and music (the fifth is travel). More than half of consumers who make purchases on the Web spend less than $500 in a six-month period.The demographics of Web users vary widely in age and income. Surveys by Georgia Tech, Active Media and Web indicate that the average age of Web users is 35 years, with average household income $67,000. Most are college educated (65%). A high proportion of the respondents (42%) has accessed real estate sites.Limits to the Web - Some "Catches" to the New Technology New technology is frequently a mixed blessing, and the World Wide Web is no exception. Apart from the teething troubles that any new technology faces and the time, as well as resources needed to learn, adapt and master it, the Web poses some unique issues and problems of its own. Consumers today are facing information overload of taxing proportions. It is not always easy, or even possible, to locate the relevant information on the Web, despite sophisticated search engines. Once the site is located, fancy graphics, complex linkages, labyrinthine routings, and a lot of irrelevant information may overwhelm the consumer - in short, poor and confusing site design can reduce the site's effectiveness.From the point of view of the business, there are two commonly heardcomplaints. First, the business may find that its site does not figure prominently on search results, limiting the number of customers reached. Second, for many firms, Web initiated leads are as yet few and far between. Real Estate Web SitesReal Estate firms and related businesses were among the early private sector pioneers of Internet use and have had a fast growing presence on the Web. presence on the Web. One example of the real estate sector's presence on the Internet in its pre-World Wide Web incarnation was the real estate classified bulletin board of Prodigy, the online service, which had listings for homes and other real estate. A few real estate related Web sites started in 1994 (generally regarded as the inaugural year of the Web). The New York City Real Estate Guide Web site, created in the summer of 1994, was one of the first to offer free access to the latest New York real estate information. By the summer of 1995, the site was receiving more than 100,000 inquiries a month.The real estate industry registered its entry on the Web in a dramatic way in 1995. By the end of that year there were close to 4,000 real estate Web sites. The content matter of the sites, as well as the mix of real estate related firms on the Web have changed over time. Initially, quite a few of the sites were residential real estate brokerages and listing guides, but fairly rapidly the list expanded to include commercial and retail listings, mortgage brokers,appraisers, architects, real estate attorneys, developers, construction firms, and suppliers. As investment vehicles for real estate expanded, REITs, publicly held firms, and investment advisors also added Web sites.The early real estate broker Web sites quickly took advantage of the unique features of the Web. Prospective customers could find out what properties were for sale or rent, look up detailed descriptions of each listing, view photographs and floor plans, and contact the broker by e-mail. Viewerscould also look up statistical and data reports on conditions in various geographical areas and on emerging macroeconomic trends.Ever since then, the real estate industry has been among the most enthusiastic users of the Web, by some measures accounting for 4% to 6% of commercial Web sites. A survey conducted by Real Estate Broker's Insider in early 1998 confirmed that nearly 95% of the respondents/brokers had a Web site, and more than 90% of the housing stock on sale at a given time is now listed on the Web. Indeed, because of the dispersed, localized nature of the role of information in real estate, the prospective gains from information dissemination, comparability, and Web links were particularly significant in real estate.For much of the real estate sector, the Internet generates not so much the actual transactions themselves, but creates initial leads that are later followed by transactions, purchases and sales. Web sites frequently lead to contacts that are then nurtured through telephone and person-to-person meetings. For residential real estate, Web activity includes residential searches, housing details, and pricing information (both on houses and mortgages), with follow-up contact with brokers. Real estate-related transactions are seen in the hospitality industry (making reservations for hotels and vacation homes and in online mortgage applications). Mortgage and home loan finance companies report both inquiries from mortgage shoppers who obtained initial information from their Web sites, as well as closing of loans through the Web, lead to great savings in time and overhead costs.It is not just the real estate professionals who are enthusiastic about their Internet presence, judging it to be as effective as print and radio advertising. Mortgage shoppers, homebuyers and vacation rental seekers as well applaud, in particular, the convenience it brings to the entire process of searching, researching, comparing, communicating and transacting business.Beyond these sectors, many other types of real-estate related firms are using the Web to broaden their market areas, increase the depth of their marketing, and to provide a range of services to existing customers. Commercial brokers provide not only information on available sites but also on market conditions for different locations and sometimes more in-depth economic analysis of a region. REITs and other investment firms provide detailed information on their products as well as background market or economic information. Public companies provide up-to-date stock quotes and quarterly and annual reports on the Web.Web Penetration and Use: The Experience of Leading Real Estate Firms We conducted a limited survey of a sample of leading real-estate related firms in the US and California. Responses from approximately 60 of these firms showed that over four-fifths had Web Sites by March 1999. 2 Of those with Web sites, one-third had inaugurated their sites by the end of 1996. Among the earliest with a Web presence were brokers, investment firms, lenders, business and financial services firms, law firms, residential developers, and a trade organization. Another third of the group were newcomers, with sites inaugurated in 1998 or early 1999. Commercial developers were prominent among this group, with residential developers, consultants and advisors, lenders, REITs and investment firms also among this group. Those without sites were more likely to be privately held firms with a relatively narrow base of activity (for example, a commercial developer centered in the San Francisco Bay Area)?Most with Web sites used their site to provide information about the company and to market services. In addition, about one-third marketed property from their site, providing detailed information on the characteristics of buildings available, surrounding communities, and other related data. Other Web site uses include employee recruiting, providing information formembers or investors, and disseminating related information on topics such as regulations or real estate markets.What does the Web specifically do for Real Estate?According to Activemedia, an internet research company, some of the sectors experiencing the greatest growth in terms of their presence on the Web in 1998 were computer hardware and software, real estate, publishing and information, finance and Internet services. A significant initial motivation for this rush for the Web is provided by, what can be termed, the "tiptoe" effect. The first ones on the Web had an additional advantage over those who did not; information on their services, products, home listings now be accessed conveniently by those with computers. The low setup cost, however, and the potential disadvantage of not having a Web presence has propelled others in the profession to set up their own sites.Real estate shares in some of the basic advantages of the Web mentioned earlier, such as ease of marketing, communication and feedback from clients, lowered costs of operations and convenience of customer service and support. In addition, the Web provides positive features specific to the real estate industry.Key elements include the following.1.Increased geographic reach.The Web has dramatically increased the geographic reach of both buyers and sellers. Although the "local" aspect of real estate will perhaps never be whittled away completely, there is no doubt that inquiries about properties can now emanate from far away to a much greater degree than before. This, in turn, potentially increases the size and "depth" of the market and makes it more efficient.2.Capability of visualization.In some sense, increased geographic reach has become possible due tothe other emergent feature of the Web, the capability of visualization. In its most state-of-the-art form, Web sites now allow prospective buyers to take virtual tours of homes, resorts, hotels and convention centers.3.Reduced transaction costs.The Web may reduce transactions costs. This has been particularly apparent in the case of mortgages. According to Fannie Mae, 1.5% of all mortgages were handled online this past year. The Web-attributable features that make this kind of a transaction possible are instantaneous comparability, interactive capability, online calculation, online applications, and continuous updating of the sites.4.Improved information dissemination.The Web offers broad opportunities for increasing the scope and depth of information provided by many different types of firms. A well constructed home page gives an overview of a firm's range of services or activities. Links allow the customer or client to learn much more detail about the selected items of most interest, while ignoring less relevant pieces of information. A number of sites take advantage of the ability to link to resources beyond the company's Web pages, linking customers and clients to related Web resources.Unlike retail sectors, such as books and computer hardware, the Web as yet has not become a threat to the "middle man" role of many real estate firms. Instead, it is more likely to be used as a means of expanding services offered or locations served. However, in the long term, the Web and related Internet technology have the potential to change the structure of business activity, which in turn will affect the demand for real estate in type if not in quantity. For example, some retailers already have closed stores while expanding sales on the Web. Also, the Internet has been seen as one factor allowing the decentralization of office space. These trends to date have notled to a decline, but rather to a redistribution in the demand for office, retail and warehouse space.These are summarized .Speculation on Potential Impact of Internet on Real Estate Industry.1.Shortening of Transaction Cycle2.Precise Market Targeting3.Transformed Competition4.Cost savings:a)Marketing,b)Sales,c)Operation5.Possibility of Disintermediation;Lowering of Commissionsbination of Comparison Shopping and Direct Sales7.Access to MBS Secondary MarketHow to Find the Real Estate Sector on the WebThere are a few key sites that can be used to access the broad range of real-estate related Web sites. These include:-Site sponsored by the National Association of Realtors, linking users to realtor, home sales and market information.-Site sponsored by the National Association of Home Builders, providing a wide range of market information.-Directory to commercial real estate sites, including brokers,developers, investors and analysts. and , two sites that provide users with information about mortgage rates, mortgage brokers and with the opportunity to submit an application online. (National Association of Real Estate Investment Trusts) and (Real Estate Investment Advisory Council), two associations related to real estate investment trusts.-The California Association of Realtors site.the site for the Urban Land Institute, with information onthe organization, programs, conferences, and publications related to real estate and land use. has three online magazines including National Real Estate Investor, Shopping Center World, and Midwest Real Estate News. An additional real estate online magazine, can available at .Ashok Deo BardhanRESEARCH FELLOWCynthia A. KrollREGIONAL ECONOMIST互联网在房地产业的应用摘要：互联网，仅仅它的网页图形版本，就已经吸引了众多消费者和商家的目光。

bim技术应用外文文献BIM技术（Building Information Modeling）是近年来建筑设计和施工领域中备受瞩目的一项技术。

其应用可帮助建筑领域中的设计师和工程师利用信息技术优化项目管理和增强协同工作流程。

在BIM 技术的应用方面，有很多外文文献值得参考。

以下是BIM技术应用方面的外文文献相关资料：一、BIM技术的概述关于BIM技术的起源和其在建筑工程中的应用，有一篇被广泛引用的外文文献：“Building Information Modeling – A New Paradigm for Design and Construction”. 随着BIM技术的发展, 该文探讨了BIM技术的一些优势和技术特点, 并且强调了BIM技术的发展趋势和应用前景。

二、BIM技术协同和项目管理的应用在建筑实践中，BIM技术是协同工作和项目管理的重要工具。

BIM 技术应用可以协调合作过程中复杂的信息流和控制建筑项目的进度。

关于BIM技术在项目管理和协同方面的研究，有一份被广泛引用的外文文献：“Collaboration in the Construction Industry: An Overview of Key Trends and Drivers”. 该文详细解释了BIM技术在项目管理和协同方面的优势，以及增加协同工作能力的挑战。

三、BIM技术在建筑设计中的应用BIM技术在建筑设计中的应用已经成为一个日益流行的概念。

使用BIM技术的建筑设计可以减少错误和过度冗余的设计，最终提供更优质、更经济并且更可持续的设计方案。

关于BIM技术在建筑设计方面的研究，有一篇被广泛引用的外文文献：“Building Information Modeling: a Brief Overv iew”. 该文讲解了BIM技术在建筑设计中的应用，对于建筑师从传统的2D草图技术向3D设计转换的思路做了详细探究。

以上是BIM技术应用外文文献的三个主要方面。

外文文献:The project management office as an organisational innovationBrian Hobbs ＊, Monique Aubry，Denis ThuillierUniversity of Quebec at Montreal, Department of Management and Technology，PO Box 8888，Downtown Station，Montreal，Que，Canada H3C 3P8Received 15 May 2008; accepted 20 May 2008AbstractThe paper presents an investigation of the creation and the reconfiguration of project management offices （PMOs) as an organizational innovation。

The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to contribute to a better understanding of PMOs and of the dynamic relationship between project management and the organisational context。

The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of project management in organisations and more widely to the ‘‘rethinking of project management.”1。

Building engineering biddingYang Cao a,*, Shuhua Wang b, Heng Li aaDepartment of Building and Real Estate, Hong Kong Polytechnic University, HongKong, ChinabState Key Laboratory of Novel Software Technology, Nanjing University, Nanjing210093, ChinaAbstractNowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively. bidding documents should be well formulated ,which is the improtment to a successful bidding and direct influence the success or failure of the biddingwork.Becasue the success or failure of the bidding for the survival and development of enterprise has a direct impact, so we have a high quality, improve the bid documents of the unit, prevent invalid and successful pass mark appear, become a research topic.[key] : bidding drawbacks of unfair competition countermeasuresBidding is a form of project transactions, project bidding process is to determine the successful bidder and the cost of the process and the price of the project, project bidding work of a very important link, do a good job bidding to determine the price, we can effectively control construction costs, and create a fair and equitable market environment, create orderly competition mechanism. Bidding in construction activities, construction enterprises in order to tender invincible works to be successful, And from the contracted projects profitable, it needs to integrate various subjective and objective conditions, the tender research strategy determine tender. Tender bidding strategy, including pricing strategies and skills. All of the strategies and skills from the numerous contractors bidding on the accumulated experience and objective understanding of the law and of the actual situation understanding, but also with the contractor's decision-making ability and courage are closely related.Bidding documents is the general programme and play book of the bidding activity through the process of bidding. The bidding documents will specify that How to conduct each bidding work, how to dispatch bidding documents, the requirements for tenderer,how to rate and decide bidding and the procedures of bidding. Therefore, the personnel who is responsible for prepare bidding documents should first have a general view of the bidding work, include all the requirements and arrangements into the bidding documents. If meet problems that have not been considered previously, then resolve them one by one during the preparation. The course of bidding documents preparation is also the course of making bidding scheme .In another respect, bidding documents is also the legal instuments. Besides relevant law and rules, the bidding documents are the common game rules that bidder,bidding agent and tenderer should subject to through the bidding. Bidding documents are the legal instuments that all the three bidding related parties should subject to, have legal force, therefore, the bidding documents -making personnel required to have the awareness and quality of leagal in order to reflect the fair, just and legal requirement in the bidding documents.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.Nowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.The practice of project bidding purpose is to market competition of openness, fairness and justice. However, due to the construction market development is not standard, management system and the experience of inadequate, architectural engineering bidding in concrete operation exist in ACTS of unfair competition, and some drawbacks. This obviously violate the bidding, the bidding process, and will lose its significance for other bidder fails to bid is unjust, disturbed the bidding(project contracting market economic order, for activities), this kind of behavior must be prohibited, only in this way can we make construction engineering competitive trading activity lawfully healthy. This subject will I learned and social practice, present situation and construction project bidding system is expounded, and the disadvantages of bidding for construction project with ACTS of unfair competition phenomenon and analysis of causes, and finally make corresponding preventive countermeasures.Construction cost management system, both theoretical discussion, but also need to practice innovation. Under the conditions of market economy, project cost management, competitive and orderly market for construction management services platform structures. In such a premise, the original scale and method of valuation is inappropriate, and this needs to be reformed and improved. The spirit of "the government's macro regulation and control, enterprise autonomy offer, the market will price" principle, to implement the implementation specification bill of quantity. Inventory Valuation bidding activities are based on market economy mechanism, based on legal, scientific, fair, open and reasonable way to determine the winning bidder of an economic activity. Bidding is bidding activities constitute two basic aspects. The bidding activity is merely that by bidding to choose the one with the workConstruction process capability, moderate cost, quality is excellent, short duration of construction enterprises, and this is the ultimate goal tender. I have participated in internships over the course of the project bidding, and completed over part of the calculation of quantities, combined with graduate experience in the design process, a brief analysis of the mode Quantities Call for TenderThe meaning of risk and risk characteristics of the general construction, the lowest price sealed bidding construction method produces several risks and incentives, according to their characteristics discussed the feasibility of risk control and prevention. Comparison of engineering and engineering security risk management, insurance, similarities and differences between the two projects and benefits; construction project bidding and tendering process characteristics of human behavior is analyzed to reveal the bidder's risk appetite and behavioral characteristics with changes in the external environment change, when the default punishment is light, the bidder preference appetite for risk and default penalties, with the increase exceeds a certain value, the risk of bidders to show preference for behavior change to avoid the risk of penalties, the greater the bidder biased in favor of a more risk-averse behavior, the results of the control and prevention of risk behavior of bidders has an important and practical significanceConstruction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost.This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.With the construction of in-depth development of the market, the traditional fixed pricing model no longer suited to market-oriented economic development needs. In order to adapt to the current project bidding by the market needs of a project cost, we must work on the existing valuation methods and pricing model for reform, the implementation of projects bill pricing. Engineering is a list of pricing model and adapt to the market economy, allowing independent contractor pricing through market competition determine prices, with the international practice of pricing model. With the bill pricing model projects to promote, in accordance with international bidding practices is imperative. Therefore, "the lowest reasonable price of the successful bidder" My future is the most important evaluation methods. At this stage due to the implementation of projects bill pricing model and the problems mainly against China at this stage " in the minimum reasonable price of the principles of the successful bidder, most contractors have not yet set up their own enterprises of scale, companies unable to determine the reasonable Cost. This article is a scientific and fast set "reasonable cost" to study the key. First, from the project cost of the basic concept, of the engineering bill pricing model under the cost structure, to accurately predict costs of the project provided the basis, considering the average cost of the social cost to individual enterprises and the tender stage of the cost estimates. Followed through on fuzzy math and technology for smooth in-depth analysis, through "close-degree," the concept of reasonable fuzzy math and exponential smoothing technologies, construction of the project cost vague prediction model, and in accordance with the relevant information and statistics Information and experience to establish a "framework structure," the comparison works Construction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.A healthy bidding system should be in accordance with the "open, fair and justice" and the principle of good faith, and establish a unified, open, competitive and orderly construction market. In view of the current problems existing in the bidding process,adopt regulations, and formulate and perfect the institution, strengthening process supervision measures, they can better regulate construction market order, prevent corruption from its source, purify construction market, promote the construction market order progressively toward standardization, institutionalized, and constantly improve the quality and lev建筑项目招投标杨曹*,王建民,b, 李亨a建筑部门和房地产、香港理工大学、香港、中国b国家重点实验室的小说软件技术、南京大学、南京210093,中国摘要目前在工程建设项目行业中，以工程招投标为特征的建筑市场已经形成，施工企业为创造良好经济效益，必须严格控制成本，加强成本控制管理，才能提高市场适应能力和竞争力。

心之所向，所向披靡工程技术协调与社会经济建模的公共政策的影响：交通基础设施管理中的应用摘要：持续的基础设施投资不足和显著增长的商业及非商业的交通需求，已经使美国的当前和未来的交通设施消化不良。

显然我们的交通基础设施条件的改善必须建立在更可持续的和积极的方法上，并且满足存在的差距之间的短期和长期需要的承诺。

本文演示了长期投资克服基础设施改造的历史障碍的价值，包括需要积极的政治体系来弥补公共责任的缺陷，以及对交通基础设施的故障造成的社会经济影响的缺乏了解。

而这些过程可以避免即将到来的灾难。

本文提出了一种建模范式，描述了一种系统的制度中，一个长期的交通基础设施建设的建模，多个利益相关者的视角和涉及公共政策的构思。

该方法促进了利益相关者和决策者他们共同的利益和个人决定的协调，实现更多的符合条件的系统目标的整体系统的水准。

为了说明该建模方案的实用性，把它应用到一个桥梁的维修问题中，我们综合讨论了已有的工程实践和社会经济因素，帮助简化基础设施的长期目标与短期需求。

并且我们可以从该系统方法论点到为了基础设施维护采取一种更具前瞻性和协作性的公共政策中获得见解。

2013Elsevier 公司保留所有权利1.引言美国的交通基础设施，几十年来一直在恶化。

然而，恶化的过程是缓慢的，更广泛的影响并不总是显而易见。

今天，这种退化过程的影响比以往任何时候都更加明显和不祥，众多的报告表明，各种各样的后果会导致交通基础设施建设的失败。

这些措施包括，增加经济成本的货运拥挤，美国全球竞争力下降，增加了旅行成本和减少旅客的安全等等。

美国土木工程师学会（ASCE）表明，美国现有交通基础设施未能维持经济增长，以及各种各样的解决方案将建立在各级政府确保未来基础设施的正常运转这一条件上（ASCE，2011）。

在应对这一挑战，奥巴马总统已经要求立法者建立一个国家基础设施银行，并批准20亿美元改善国家的交通基础设施的预算。

如果实施基础改善方案失败了，将会导致美国企业和家庭的开支显著加大。

外文文献：BIM Beyond BoundariesSeptember 10, 2012 · by Randy DeutschAbstract: Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.Keywords: BIM, expertise, anti-learning, master builderSeveral forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces —including the rise of the expert, the growing comple xity and speed of projects, and BIM’s increasing recognition as an enabler, catalyst, and facilitator of team collaboration — also present significant challenges that can be overcome with the right approach and mindset.At one time, being an expert meant k nowing more than one’s competitors in a particular field. Firms that reinforced their expert culture hoarded information, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technology exper ts, shortsightedly addressing today’s needs at the expense of tomorrow’s. While architects have always been trees with many branches, our current economic climate has discouraged them from being anything but palm trees: all trunk, no branches.And yet things change so quickly that those who went to bed experts are unlikely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way — slowly, over time, through traditional means. Even when we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new information in our industry.Expertise today is a much more social, fluid, and iterative process than it used to be. Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specific situation at hand. Expertise has often been associated with teach ing and mentoring. Today it’s more concerned with learning than knowing: less to do with continuing education and more with practicing and engaging in continuous education.Social media presents the would-be expert with both opportunities and challenges. Working with the understanding that somebody somewhere has already done what you are trying to do, design professionals, like agile technology experts, can find what they’re looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.An expert today is someone whose network, community, or team deems him or her so. Such acknowledgment from one’s community can be considered a form of social certification. To grow one’s professional rep utation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.BIM EXPERTISE REQUIRES UNLEARNINGAs we grow in our careers, we tend to focus more on people issues and less on technology. We also tend to cooperate conditionally, responding to the behavior of others. This has huge implications for design and construction professionals who might be naturally collaborative —through sharing knowledge, learning, mentoring, and teaching — but are otherwise conditioned and tempered by the culture of the firm where they work.Working in BIM provides an unprecedented opportunity to learn: how buildings go together, how projects are scheduled, cost implications of decisions, and impact on the environment. At the same time, there is a great deal we still need to unlearn with BIM. We can start by asking some questions: Which aspects of the traditional design process change with BIM and which stay the same? What knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most important: What, while learning to work in BIM, needs to be unlearned?While unlearning habits we picked up working in CAD would seem like a good place to start, there’s als o a great deal we need to unlearn in order to return to our original sharing attitude and cooperative ways. These include bad habits we’ve acquired since we left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we may have learned to be mistrustful, skeptical, competitive, secretive, and working independently in silos. In doing so, we’ve unlearned many of the critical natural habits, attitudes, and mindsetsnecessary to work effectively and collaboratively on integrated teams.BIM EXPERTISE REQUIRES DETACHMENTFrom Japanese martial arts there’s the concept of shuhari: First learn, then detach, and finally transcend. As consultant Ian Rusk has explained, shu, ha, and ri are considered three phases of knowledge that one passes through in the study of an art. They can be described as the phases of traditional knowledge, breaking with tradition, and transcending it.Working in BIM, we need to address all three steps to meet our goals. Of the steps, the second (detachment, or breaking with tradition) is the most important. Detachment requires that we remain flexible and agile while learning, not holding on tightly to our ideas, agendas, or prejudices, so that we can move beyond them.BIM EXPERTISE REQUIRES COLLABORATIONWhile we as an industry have now lived with BIM for more than two decades, most firms have acquired and implemented the technology primarily as a visualization and coordination tool in the past several years. We appear to have reached a standst ill in the software’s use, with many firm leaders wondering how to make the leap to more advanced uses. Further mastery of the application through traditional means won’t help us get there. If we are to achieve our personal, organizational, professional, and industry-wide goals of fully participating in public, community, creative, and economic life, something more needs to happen.Achieving higher levels of BIM use — including analysis, computation, and fabrication —requires skills and a mindset that allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesn’t necessarily lead to collaboration. We each have to decide whether or not to look beyond BIM as a tool and embrace it as a process. When recognized as a process, BIM can be a powerful catalyst and facilitator of team collaboration.BIM EXPERTISE REQUIRES DEPTH AND BREADTHIt would be a mistake to assume that expertise in BIM as a technology alone will lead to greater leadership opportunities on integrated teams. In this capacity, BIM requires attention to acquiring skills that, while easy to attain, can be overlooked if we focus primarily on the software tools.With BIM, technical expertise should not be considered more important than increasing one’s so cial intelligence, empathy, or the ability to relate well with others. Additionally, theconventional window for achieving technological expertise is too long. Better that one achieves a high level of BIM competency motivated by passion and curiosity. Having competency in one subject doesn’t preclude you from addressing others. In fact, it can be a determinant for doing so.Being versatile flies in the face of current thinking that to succeed we should bolster our strengths over our weaknesses. The answer to Should I be a specialist or generalist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift of the design professional is the rare (and underappreciated) ability to do both simultaneously. As with any hybrid —generalizing specialist or specializing generalist —one’s strength provides the confidence to contribute openly from many vantage points and perspectives.It is critical for “T-shaped” experts to reach out and make connections (the horizonta l arm of the T) in all the areas they know little or nothing about from their base of technical competence (the vertical arm of the T). T-shaped experts have confidence because of their assurance that they know or do one thing well. Their confidence allows them to see as others see by means of — not through —what they know. Their expertise doesn’t color their perception so much as provide a home base to venture from and return to with some assurance that they’ll maintain their bearings when venturing out across the table.Broad-minded design professionals often find themselves in the role of “anti-experts,” approaching challenges from the perspective of the outsider. To this Paula Scher of Pentagram said, “When I’m totally unqualified for a job, that’s when I do my best work.” Once we balance, own, and ultimately realize our expert and anti-expert selves, we (as a community, profession, and industry) will do our best work.WHAT DO WE DO NOW?Firms want to know how to optimize their work processes to become more efficient at what they do best, to remain competitive by leveraging the competitive advantage of BIM and integrated design. One of the ironies facing the industry is that in order to master BIM, don’t learn more BIM. Instead, do other things.What will bring about greater efficiencies and effectiveness, increase productivity and deliver value, is not additional technology knowledge but our ability to communicate, relate, work together, think like one another, have empathy, understand, and listen. If design professionals want to lead they will do so not by increasing their depth but by benefit of broadercapabilities involving their reach.What do we do now? Go wide and deep. Go against common wisdom and fortify your soft skills, your reach and wingspan. To master BIM you have to transcend BIM.We need to develop both sides of ourselves in order to move beyond our own and others’ biases and anticipate consequences for courses of action before they are acted upon. We need to develop the ability to put the project first, navigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and subliminal responses, have the confidence to ask questions without feeling threatened and be asked questions without becoming defensive. It is as though we have placed so much emphasis on the bricks we’ve forgotten the mortar that allows us to communicate genuinely, to relate well with one another and integrate.Having to choose between depth and breadth is a false choice that heads our profession and industry in the wrong direction. Rather than focusing on one over the other, we need to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weaknesses, to be expert and anti-expert, specialist and generalist, to design from evidence and from intuition, to be task- and people-oriented, to have mastery over one thing and be a jack-of-all-trades.As one blog commenter recently asserted, “In order to practice architecture well, you nee d to understand a lot of things that aren’t architecture.” BIM technology experts know one thing. To flourish and persevere, we need to know and do many things.Often overlooked in mutual mentoring of computer technology and building technology by senior and junior staff are basic people skills: listening, questioning, negotiating, collaborating, communicating. The concern is that the emerging design professional —adept at BIM tools while learning how buildings come together —won’t learn the necessary com munication and people management skills to negotiate a table full of teammates on an integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as computer and building technology skills. These skills require the same amount of deliberate practice and feedback as the mastery of technology skills. Developing complementary, collaborative skills is as critical as becoming competent with the technology. As Ernest Boyer anticipated, “The future belongs to the integrators.” And that fu ture has arrived.Succeeding in practice today is a both/and, not an either/or, proposition. Designprofessionals must be both BIM technologist and building technologist. Those who accept this model will lead, persevere, and flourish in our new economy.Last year in Design Intelligence, Stephen Fiskum wrote, “One thing is certain: The solution to the current malaise in our profession is not for us to go broader but to go deeper” (“Preparing for a New Practice Paradigm,” January/February 2010). This is a new world: By going wider and deeper we provide owners and our organizations with the most value and increased productivity. Working effectively and collaboratively in BIM will help us transcend our current state, bridge the gap, and cross over to more advanced uses.THE MULTIDISCIPLINARY MINDSETIt is not just that the integrated team is now multidisciplinary, but we each must become multidisciplinary. Doing so requires a multidisciplinary mindset. This entails empathy, a genuine appreciation for others’ idea s, seeing from many perspectives, and anticipating possible consequences to any course of action. An industry representative recently stated in a public forum, “I don’t want the architect to think like a structural engineer. I need for him to think like an architect!” To leverage our technology tools and work processes, being an architect today means that we think like a structural engineer as well as a contractor and owner. Doing so doesn’t take away from architects’ role but increases their credibility by making them more effective and influential at what they do well.Working in BIM — inward focused, object-oriented, filling-in dialog boxes — discourages this mindset. It is a mistake to think that those who work in BIM are technicians and that a firm principal or senior designer who sees the big picture will mediate between the model and the world in which the model operates. Leaders must see to it that their teams look outward, keeping an eye on the model while seeing the horizon.THE TECHNOLOGY/SOCIAL CONTINUUMWorking in CAD, there are those who focus on drafting and those more adept at communication, negotiation, and persuasion. With BIM, technical understanding and people know-how must exist in each and every design professional.The majority of BIM-related literature has been focused on the technology, not on the people who use it. People issues and attitudes are the main impediment to the collaborative work processes enabled by the technology. Human issues, issues of communication and collaboration,firm culture, motivation, and workflow —all exacerbated by the advent of BIM into the workplace — are an even greater challenge than the admittedly considerable software application and technical problems associated with BIM’s use.LEADING FROM THE MODELWorking in CAD, a senior team member would redline an emerging employee’s work. Leadership was decidedly top-down: Someone senior designed or detailed, and someone less senior drew it up. The problem was that the senior team member never knew whether the emerging employee understood what was being drawn.Working in BIM provides a completely different work flow — one we have yet to leverage fully. Because those on the front lines are not only the first to discover clashes and inconsistencies but also to visualize what something looks like and how it might function, BIM allows our emerging talent to lead the process —to learn on the job while recognizing their power from their privileged position of the first look in the model.The new leadership mandate in this process is for architects to lead from their involvement in the BIM environment. Leading from the model can be likened to leading from the middle in that BIM requires and even enables followership, and servant- and situational-leadership, as opposed to top-down or command-and-control. While leadership historically has been top-down, working in BIM and on integrated teams changes that. Leading in BIM and integrated design is more similar to followership, in which middle managers lead from within the organization. Thus with BIM, the top-down and bottom-up approaches converge, where leading from the middle becomes leading from the model.BIM AND THE MASTER BUILDER TEAMArchitects who find themselves on increasingly large teams must find a way to lead and regain their voice in the design and construction process. If architects learn how to design buildings that are optimized to give owners, contractors, and other team members what they need — of high quality, low cost, sooner, with less waste, while acquiring the mindsets, attitudes, and skills necessary to collaborate with others — then architects will be trusted, newly esteemed, and return to their desired leadership role. What is critical is not that we linearly help emerging professionals move from technical experts to leaders but to be technical experts and project, team, and process leaders at the same time. Expertise is cultivated by creating the right conditions forexperts to flourish; people cannot be forced to learn and grow.Many A/E/C professionals are stressing the role of the team over the role of any one individual mastering any one subject or technology in advancing practice. The general consensus is that appointing any one individual as master of the project is largely irrelevant. Instead, the architect who works in BIM serves as master facilitator or strategic orchestrator on integrated teams. By working with as well as through others, we get the most out of fellow teammates.The concept of the composite master builder is the brainchild of visionary environmentalist Bill Reed. The term recasts the historical single master builder (or virtual master builder) as a diverse group of professionals working together toward a common end: the master builder team. The intention is to bring all specialists together, allowing them to function as if they were one mind. A better prescription for what ails our industry would be hard to find.中文译文：超越边界的BIM2012年9月10，兰迪•多伊奇摘要：在BIM 应用中，对于专业的深度要求超过了广度是一个错误的选择，这将使个人、组织，以及这个职业和整个产业走向错误的方向。

bim施工组织设计外文文献BIM（BuildingInformationModeling）是一种基于建筑信息模型的数字化设计和施工方法。

在BIM的支持下，建筑施工团队可以更加高效地协作和管理项目。

本文将介绍一些与BIM施工组织设计相关的外文文献。

1. “BIM-based Construction Organization Design using the Analytic Hierarchy Process” by Y.H. Wang and C. Lu 本文提出了一种基于层次分析法的BIM施工组织设计方法。

该方法可以帮助建筑施工团队在BIM模型中制定施工组织方案，并通过对各种方案进行分析和比较，选出最优的施工组织方案。

该方法可以提高施工过程的效率和质量。

2. “BIM-enabled construction planning and organization design” by H. Li and Y. Lu本文介绍了一种基于BIM的施工规划和组织设计方法。

该方法可以通过BIM模型中的空间、时间和资源信息，制定施工计划和组织方案。

该方法可以提高施工效率和质量，并降低项目成本。

3. “BIM-enabled construction organization design for prefabrication projects” by Y. Lu and H. Li本文介绍了一种针对预制建筑项目的BIM施工组织设计方法。

该方法可以通过BIM模型中的构件信息，制定优化的施工组织方案。

该方法可以提高预制建筑项目的效率和质量，并减少施工时间和成本。

4. “Applying BIM to Construction Organization Design” byR. A. Issa and F. Olawale本文介绍了BIM在施工组织设计中的应用。

作者通过案例研究，阐述了BIM在施工组织设计中的优势和挑战。

Engineering supervision system in China's Engineering constructionin the positionWith the dominance of China's socialist market economy, the determination of the project supervision system in China's highway construction is gradually becoming more mature. Talking about the project in the country, people always focus on project quality side, it seems that the focus of the task of supervision is to protect the quality of projects, in fact, it is very comprehensive, according to FIDIC provisions in the project construction, project quality, of course, crucial, but only to protect the project supervision of the three objectives (quality, duration, cost), one of these three goals are interrelated and influence, from different angles to protect the owners of the project efficiency. Of which cost control is also very important to the management aspect of this work, good or bad, is directly related to whether the quality of the project can achieve the desired goals, and whether the progress can be completed on time.First, the design phase of the design phase of SupervisionThe introduction of engineering supervision, determine a reasonable design, mature technology, reduce the construction phase of major design changes and program changes to occur, the effective cost control will play a certain role. Experts say: If the project supervision involved in the design stage, then, and can be ruled out, to correct 80% of the errors, but to the construction stage to be involved in supervision of works, at best, can only save 20% of the investment. According to the information briefing, a German university laboratory building, the original design is three and a basement, the project management company to meet the commission's space requirements and functional conditions, proposed to increase the layer to shorten the two-axis then the abolition of the basement. But also reduces the flow of people to evacuate distance (to the required standards), so modified after the design is not only reduced costs, has also been improved functionality, access to credit and praise of the municipal government. At present, China for engineering supervision at the design stage to introduce the practice is still rare, we should learn from foreign countries mature and developed system, the development of relevant systems, and standardize the market. Advocates strengthening the design phase of the supervision, control and management from a cost sense, ex ante control, prevention, which is scientific and reasonable. Therefore, to enhance the design stage to control the cost ofsupervision is necessary.Second, the construction phase of the SupervisionAs we all know, domestic and international construction markets are the dominant owners of a buyer's market, the construction of competition among enterprises is very cruel. In order to bid, bidders tend to almost zero profits or even below cost bids, but the owners often use low-cost way of winning. While the bidders promised to abide by the provisions of contract documents, but once the contract, they refused to the end there is no profit or losing money, so, often with inferior materials, do not follow standard construction, bribery, or layers of subcontracting means to profit. This time, the absence of an effective supervision mechanism, the victims can only be the owners.From the process, process control the cost of supervision of supervision engineer should not only be concerned with whether the works to meet the required quality goals, he should be the focus all the objectives of the project design, in the actual operation, the contractor engaged in construction prior to permanent per days must be carried out by a variety of inspection, testing, content or face a new job, workload, construction methods, measures, materials testing and sub-contracting part of the work or works submitted to the approval of supervisory engineer. The contractor can only work within the approved, without approval or beyond the approved engineer's work can not be recognized. At the same time is also an engineer approved the contractor to obtain a basis for progress payments. Engineers, contractors, any non-approved inputs (manpower, materials, equipment) will not receive compensation, meaning that there is no engineer's approval, the contractor shall not proceed to the next one process or face, shall not be put into construction materials, use, shall not subcontract part of the project or work.Supervision and Control of project cost from the cost of the engineering supervision of the project cost management goal is to project to be completed within the contract price can not be there far exceed estimates. Supervision of the strict monitoring of the project, due to the contractor causes the possibility of super-budget is almost zero. This is because: Engineering Super-budget, no more than two kinds of reasons, the first rise in unit labor and materials, first, during the construction works increased volume, while the contractor's bid is a commitment to its binding, and the contractor not entitled to their own works to increase the amount of the project, even if there are engineers, required the contractor to increase the input of resources toprotect the project design goals, the contractor has no right to be compensated, therefore, because in the tender document, the contractor can protect a large number of frequently cited the successful completion of the project personnel and mechanical equipment. From equipment costs, materials costs and equipment costs control supervision, materials costs in the capital projects account for about 70% of the entire cost. It is the project a major component of direct costs. Materials, equipment, high and low prices will directly affect the size of the construction costs.Thus, in the supervision process, can not be ignored that part. To introduce competition, and create competitive conditions. Owners can delegate the direct supervision through public tender selecting the suppliers, so that contractors can avoid unauthorized lower prices, delays in provider payments and thus lead to shoddy supplier, delivery is not timely, thereby affecting the progress of projects happening. The contractor in the preparation of tender prices, mainly the prices of materials and equipment owners and suppliers signed price quotation, by the suppliers of materials and equipment will be mainly transported to the scene by the supervising engineers and contractors to co-sign, the by the owner will focus on the procurement of materials and equipment shall be paid directly to suppliers.From the above procedures is easy to see the contractor in addition to supervising engineers no choice but to obey. This is because the supervising engineer contractor performance has a strong economic constraints means, economic means of payment by the project system and the deposit system, composition, they are the heads of the two contractors, "inhibition".The project payment system: in fact, the project payment system is to project the economic risk of being transferred to the contractor. Contractor must obtain economic benefits (the bid price and the difference between the actual cost of the project) prior advance money or other resources, that is: He had to buy the materials, equipment, payment of wages and other expenses, under the supervision of the supervising engineer contract documents all requests to create a project. Can only be the work of the contractor to complete the written approval of the supervisory engineer and the quality of bond, after deducting there from the owner to obtain compensation (for projects). If the contractor's work should not be so satisfied with supervision, he not only no hope of profit, and even the cost of inputs can not be recovered.Project Margin System: As a rule, signed contract before the contractor must pay the contract price equal to 10% of the performance bond or letter of guarantee. Thecontractor prior to commencement of course, can be obtained from the owners of 10% of the total contract price of the advance payment, but he must also be matched to the owners to submit a bond or letter of guarantee. Even if the contractor has received final acceptance certificates from the project, he will be leaving 5% of total contract price of the retention money. Here the performance bond and retention payments totaling 15% of the project contract price, far greater than the contractor's profit margin. The contractor's default can cause bond be forfeited, and whether the breach of contract only to evaluate the supervisory engineer.Third, completion of the project closing of SupervisionThe first job done in several stages, based on the completion of settlement on a lot easier. Labor Exchange acceptance of the project handled immediately after completion of billing processing. Completion of the contract price settlement value is value of claims already liquidated damages.According to FIDIC terms or model of China's construction contract terms and the actual text of the provisions of the terms of the contract is signed: involving construction claims and breach of contract issues, supervision engineers must clearly define the responsibilities to minimize the claims, to reduce the claim should note the following: strengthening contract management, improve the terms of the contract; before projects should be fully prepared to work; enhance the design of the review, the timely detection of problems in the design to avoid the construction.Engineering design changes due to claims arising; to strengthen quality management, and strengthen the quality of tracking, to avoid or reduce the contract sample tests or works outside the review of claims arising; to improve the quality of supervision engineers found that claims in a timely manner.In short, the supervision engineer in Cost Control of the importance of the role and status is beyond question, supervision is entrusted by the owners on the implementation of the project to conduct supervision and management, reform and opening up of China's foreign towards WTO needs. Project Management is a need for a variety of professional and technical, economic, legal and other integrated management of multi-disciplinary knowledge and skills in intellectual-intensive service work, which requires supervisors controlling costs, management contracts and information, the ability to mediate economic disputes, continually improve their own quality, and enhance awareness of contract management, improve the legal system. To this end, the state unit of the Ministry of Construction Supervision of social hierarchyand the corresponding conditions and qualification standards, supervision of qualified engineers to make separate provision accordingly. Project Management in China has generally been carried out, as a mature project management experience in the management of cost control will certainly play a key role.最新文件仅供参考已改成word文本。

文献信息文献标题：Exploitation and Benefits of BIM in Construction Project Management（建筑信息模型（BIM）在建设工程项目管理中的开发与效益）文献作者：Peter Mesároš，TomášMandi ák文献出处：《IOP Conference Series: Materials Science and Engineering. IOP Publishing》,2017,245(6):062056．字数统计：英文 2319 单词，12930 字符；中文 3709 汉字外文文献Exploitation and Benefits of BIM in Construction ProjectManagementAbstract BIM is increasingly getting into the awareness in construction industry. BIM is the process of creating and data managing of the building during its life cycle. BIM became a part of management tools in modern construction companies. Construction projects have a number of participants. It means difficulty process of construction project management and a serious requirement for processing the huge amount of information including design, construction, time and cost parameters, economic efficiency and sustainability. Progressive information and communication technologies support cost management and management of construction project. One of them is Building Information Modelling. Aim of the paper is to examine the impact of BIM exploitation and benefits on construction project management in Slovak companies.1．IntroductionThe exploitation of progressive technologies in the construction project management represents a greater potential each day. The possibility of using new technologies in construction project management (especially for cost management, cost reducing, design of buildings, drawing and planning of construction projects generally) is steadily increasing by developing of new software solutions. According to Mesároš et al., cost management is therefore an essential condition for the effective management of construction projects. In fact, the cost reducing is not the only one benefit of exploitation progressive technology. According to other researchers, it is nowadays necessary to analyse the other benefits that new technologies bring in every area. In construction project management, BIM technology is one of the possible and available solutions for the above mentioned tasks.BIM (Building Information Modelling) therefore was generally mentioned and defined in a number of publications, conferences and workshops. Other authors ware talking about BIM like the term that is increasingly getting into the awareness in construction industry. The first mention of the BIM concept was recorded in 2002．Very often, the concept of BIM is perceived as a computer program or a 3D modelthat is only part of it. BIM concept has several definitions. Building information modelling is the process of creating and data managing about the building model during its life cycle. According to National Institute of Building Science, information obtained through information modelling are crucial for effective and accurate design of construction documents, construction planning, cost estimating and predicting traffic building. Information modelling thus not only creates a 3D model, but 4D (time), 5D (cost) and XD model. In addition, it is possible to say that BIM is the tool for managing relations between the participants a construction project. BIM is currently the most common denomination for a new way of approaching the design, construction and maintenance of buildings.Due to the overview of available resources and of the discussion of BIM, it may seem that we shall all was said about BIM and that this tool is often used. There is a question whether this is actually true. Do the construction companies really use this tool as spoken about? And what is perception of construction companies on BIM tool? What are benefits of exploitation of BIM? There are only a few questions, that are necessary discusses in BIM topic. That is basic of this research problem, what was formulated to these research questions:▪What are benefits of BIM using?▪What is perception of this benefits by construction companies?▪What is exploitation level of BIM in construction companies?▪What is impact o n the biggest benefit of BIM using?There are some questions that is necessary to find the answers, when we are analysing the issue of BIM in selected market or environment in construction project management.2．Literature reviewThe issue of BIM is devoted to a series of authors. In terms of the status of basic research questions it is the right to talk primarily about research aimed on benefits of using BIM technology. According a lot of studies and investigations, cost reducing is one of the biggest benefit of BIM exploitation. Next benefits was set as time reducing, productivity increasing and more. One of the biggest benefit of BIM exploitation in construction project are cost reducing and control. It represents 60 % of respondents in their research.The other authors were talking about benefits in their investigation too. They mentioned s mainly budget aspect and design aspect as main benefit.Between mainly benefits of BIM exploitation it can be possible include time reducing and cost reducing in construction project management. It confirmed research realised by Ian and Damian. In addition to the above benefits, the authors mentioned the saving of human resources.Other research study confirmed savings of project cost by using of BIM. The biggest benefit is time reducing in schedule preparing trough BIM technology. This research described possibilities of measurement in the issue of BIM exploitation and benefits. The main area of investigation for measurement of BIM benefits was specified. Between main area it was selected by research results especially area: changes to processes, IT investments to supported improvements, business performance improvements and improved profit and ROI. Overview of selected researches and investigation is more detailed described in table 1．Table 1．O verview of selected researches and investigation on benefits of BIM exploitationBased on a lot of researches and literature resources about benefits of BIM, the list of main benefits was done for purposes of this research:▪cost reducing in construction project management▪time reducing in project documentation,▪time reducing for the entire lifecycle of the construction project, including the design phase,▪faster access to information and relevant documents all participants of construction project,▪increasing of employee productivity,▪increasing of financial control,▪support and facilitate of decision-making,▪increasing the quality of the documents, the elimination of error documentation,▪elimination of errors in the construction process – increasing of construction quality,▪increasing revenues from contracts.3．Methodology3．1．Research questions and aimsBased on the evaluation of the current state of art, basic research questions wereraised:▪What are benefits of BIM using?▪What is perception of this benefits by construction companies?▪What is exploitation level of BIM in construction companies?▪What is impact on the biggest benefit of BIM using?The subject of research was Slovak construction industry. Construction project management and BIM exploitation in Slovakia is not well researched, despite frequent discussions on this issue.Based on the determination of research questions, the research objectives have been set. Main objective of this research was to analyze and quantify the benefits of BIM using in terms of Slovak construction project management. Another aim of research was to examine the exploitation of BIM tool is in Slovak construction industry. Based on this aims of research, the partial aim was set: answer to the question “what is impact of the biggest benefit of BIM using on construction project management”.3．2．Data collection and r esearch sampleData collection was conducted by the questionnaire. Questionnaire was designed and distributed in electronic form. Questionnaire was produced by online platform FORMEES in electronic form. The research sample was approached by e-mail with the request to participate in the research. Total were interviewed 1276 of respondents (construction companies in Slovakia). It participated in the questionnaire survey 85 respondents. It represents a return of 6．66%. Generally, it is possible to return to the level of 4．31% is considered as good. Research sample is more described in Table2．Table 2．Research sample3．3．Data processing methodData were evaluated based on several statistical methods through software STATISTICA version 12．When processing the results of research conducted within the research, mostly descriptive and inductive statistics were used. When evaluating the results of the research areas, importance index was used on the basis of which the ranking of benefits of using BIM technology has been compiled. This importance index was used by Mutesi and Kyakula in research of ICT benefits in construction industry.Index importance is determined by the relationship Ii = (Σ wi. F XI) 100 / 5n, wherein:Ii - Importance indexwi - weight is based on the Likert scale (1-5) (the weight given to response; I =1, 2, 3, 4 or 5 is response frequency = very weak/low)F XI - Response raten - Number of respondentsDue to the nature of the problem and the main objective of the paper appropriate statistical methods that can detect and analyses relationships between research groups - Kruskal-Wallis test was selected. To determine the answer was used “Likert scaleranging” from 1 to 5 on the basis of fixed values the arithmetic average of the values has been done for the selected area under consideration. It means performance of companies. 1 - is very low performance and 5 - is the very high performance. This data was comparison with cost reducing indicator and profit.4．Discussion and resultsThe issue of use of BIM technology as already outlined, it is current topic. This research had among others to answer to the question: How BIM is used in the Slovak construction industry. This state is shown in Figure 1．Figure 1．E xploitation of BIM technology in construction project management in Slovakia In spite of often discusses of BIM technology, it is using in a low rate. Only 24．71 % respondents are using BIM technology in construction project management. It is very low value. A lot of construction companies do not use BIM technology. These companies try the quantifying benefits of BIM exploitation. All results are in Table 3．Table 3．Ranking of BIM benefits in Slovak construction project managementBenefits and advantages Importance index Ranking cost reducing in construction project management 89．34% 1increasing the quality of the documents, the elimination of87．56% 2 error documentationincreasing of financial control 75．36% 3 time reducing in project documentation 62．36% 4faster access to information and relevant documents all60．98% 5 participants of construction projectelimination of errors in the construction process – increasing54．89% 6of construction qualitytime reducing for the entire lifecycle of the construction51．47% 7 project, including the design phasesupport and facilitate of decision-making 48．79% 8 increasing revenues from contracts 44．52% 9 increasing of employee productivity 39．84% 10 The biggest benefit of BIM exploitation presents cost reducing in construction project management. It achieved 89．34% importance index. In comparison with other research in other countries, that´s not surprising. The second biggest benefit of use of BIM technology represents increasing the quality of the documents and elimination of error in documentation. Importance index of this benefit is on level of 87．56%. Other benefits are increasing of financial control, time reducing in project documentation, faster access to information and relevant documents all participants of construction project, faster access to information and relevant documents all participants of construction project, elimination of errors in the construction process – increasing of construction quality and time reducing for the entire lifecycle of the construction project, including the design phase. All of these benefits achieved more than 50%. Next benefits didn't achieve more than 50%. This ranking of benefits shown main advantages and quantifying these advantages based on Slovak construction companies. This ranking shows the biggest benefit of BIM exploitation. It is very necessary explores the impact BIM exploitation to cost reducing. Next figures describes impact rate of BIM exploitation to cost reducing.Figure 2．Impact rate of BIM exploitation to cost reducing in construction project management inSlovakiaThis research confirmed impact BIM to cost reducing. Companies used BIM technology achieved bigger impact rate than companies don't use BIM technology. BIM technology has impact to cost reducing. This is often reason, why this companies want to implement BIM technology.5．ConclusionsBIM technology offered a lot of functionality and it s very helpful tool in construction project management. Cost management is very important part of construction project management. Accurate and information based cost management may have a serious impact on the success of construction project. BIM technology has a lot of functionality, includes cost management too. Research tried to provide the answers to benefits of BIM technology. Ranking of benefits was based on Slovak construction companies. As examined, quality of documentation and cost reducing are the biggest benefit of BIM technology.中文译文建筑信息模型（BIM）在建设工程项目管理中的开发与效益摘要建筑信息模型（BIM）越来越受到建筑业的重视。

工程管理论文中英文资料对照外文翻译The Internet is Applicated in Real EstateThe Real Estate Industry and the World Wide Web: Changing Technology, Changing Location.The Internet, in its Web based graphics version, has captured the imagination of both consumers and businesses. Its convenience, speed, low cost and versatility are being exploited on a daily basis in ever-changing ways. Together with its capacity to transform existing businesses, promote new businesses and facilitate exchange of information and data, its other striking attribute has been the speed with which this new technology has spread throughout the global economy.Keywords:The internet;Real Estate;ApplicatedThe number of computer hosts grew by more than ten-fold between 1995 and early 1999. The number of Web sites increased almost 100-fold, to over two million, between 1995 and 1998.Ｂy the year 2000, there will be approximately 400-500 million Internet users in the world, and the total number of Web sites will exceed five million.This new technology has the potential for affecting the real estate industry directly and indirectly. Directly, it may become a tool that allows a real estate business to expand its information and sales network. Indirectly, it may change the location equation where and how firms do business which in turn will affect the role of firms involved in real estate development, investment and transactions.Measuring the Spread of the WebThere are few reliable published statistics on Internet or Web use, and statistics reported by different analysts are often inconsistent. Our discussion of the Web and real estate is based on limited information from surveys and on examination of Web sites rather than on more comprehensive data. We have built our overview of the role of the World Wide Web and real estate by examining a variety of sources(including trade publications, existing Web sites, and our own survey of selected real estate firms)From E-mail to E-commerceBefore the advent of the World Wide Web, the Internet existed mostly for the purposes of e-mail, data transfers, newsgroups and bulletin boards, and its reach was limited primarily to the academic and the defense community. The technology itself was not particularly user-friendly, the network speed was not very high, the medium was limited to text and data, and accessing information was cumbersome and time-consuming. The browser technology greatly simplified usage, enabled multimedia information, and created interactive possibilities. The technology brought together TV entertainment, library information, news bulletins, communication and data in one desktop machine.Although initially the greatest patrons of the Internet were the academic community, the commercial sector quickly caught on to the potential of the Web. The private sector saw in the Web an opportunity to widen its marketing reach, lower costs of information dissemination, improve customer relations, and ultimately to conduct sales. Existing private sector Web sites can be roughly categorized into three types, as summarized. The most basic level is for simple information dissemination. The firm registers a Web site and develops a page giving basic company information. The second stage is an expansion of information, marketing goods and services or providing other customer information. The third stage is the addition of transactions tothe activities possible on the Web site.Most business sites at present are in Stage 2. The use of the World Wide Web for detailed information dissemination, and marketing has had several advantages. For the firm, marketing, information dissemination and customer services on the Web can be monitored and analyzed with some details unavailable from conventional methods of marketing using other media. Internet tools can now provide a firm with data on who accessed the site, which pages were visited most, heavily, from where and for how long. This information contributes to improved measures of the results of promotional efforts. The promotional costs associated with the Internet have also been very low. For example, in direct mail marketing, to send a one-page color brochure to 5,000 random addresses will cost upwards of $2,500. The cost of setting up a Web site could be one-tenth of this amount or less (although tracking and analysis can quickly add to the cost)?Many different sectors, including real estate, have found the Internet to be both efficient and cost-effective as a marketing device.The next logical step - a full-fledged office/store on the Web with transaction capability and commerce on the Internet is now being attempted in varying degrees depending on the firm's area of business. Retail sites selling products between $10 and $100, the kind that are traditionally part of a direct mail sales catalog, seem to be the ones having the greatest success(although 4% of sites sell products over $10,000 and another 13% sell products ranging from $100 to$9,999)?A number of retail sites have also harnessed a secondary revenue stream from advertising. Advertising revenues on the Web have crossed the billion-dollar mark and total Internet generated revenue will approach$100 billion this year.Consumers' Use of the WebSurveys of consumers using the Web suggest that a Web site does notsubstitute for the more traditional forms of business, but can greatly facilitate the run-up to the final transaction. The most common use of the Web is for information searching, closely followed by work-related uses, education, and entertainment. A significant majority of those that use the Web for shopping do so to carry out detailed research on product information（90%）and to do price comparisons（85%）. This more often leads to purchases through normal channels（67%）. Most of the online purchases tend to be of items that are standardized-four of the five top items bought on the Web, according to survey, are software, books, hardware and music (the fifth is travel). More than half of consumers who make purchases on the Web spend less than $500 in a six-month period.The demographics of Web users vary widely in age and income. Surveys by Georgia Tech, Active Media and Web indicate that the average age of Web users is 35 years, with average household income $67,000. Most are college educated (65%). A high proportion of the respondents (42%) has accessed real estate sites.Limits to the Web - Some "Catches" to the New Technology New technology is frequently a mixed blessing, and the World Wide Web is no exception. Apart from the teething troubles that any new technology faces and the time, as well as resources needed to learn, adapt and master it, the Web poses some unique issues and problems of its own. Consumers today are facing information overload of taxing proportions. It is not always easy, or even possible, to locate the relevant information on the Web, despite sophisticated search engines. Once the site is located, fancy graphics, complex linkages, labyrinthine routings, and a lot of irrelevant information may overwhelm the consumer - in short, poor and confusing site design can reduce the site's effectiveness.From the point of view of the business, there are two commonly heardcomplaints. First, the business may find that its site does not figure prominently on search results, limiting the number of customers reached. Second, for many firms, Web initiated leads are as yet few and far between. Real Estate Web SitesReal Estate firms and related businesses were among the early private sector pioneers of Internet use and have had a fast growing presence on the Web. presence on the Web. One example of the real estate sector's presence on the Internet in its pre-World Wide Web incarnation was the real estate classified bulletin board of Prodigy, the online service, which had listings for homes and other real estate. A few real estate related Web sites started in 1994 (generally regarded as the inaugural year of the Web). The New York City Real Estate Guide Web site, created in the summer of 1994, was one of the first to offer free access to the latest New York real estate information. By the summer of 1995, the site was receiving more than 100,000 inquiries a month.The real estate industry registered its entry on the Web in a dramatic way in 1995. By the end of that year there were close to 4,000 real estate Web sites. The content matter of the sites, as well as the mix of real estate related firms on the Web have changed over time. Initially, quite a few of the sites were residential real estate brokerages and listing guides, but fairly rapidly the list expanded to include commercial and retail listings, mortgage brokers,appraisers, architects, real estate attorneys, developers, construction firms, and suppliers. As investment vehicles for real estate expanded, REITs, publicly held firms, and investment advisors also added Web sites.The early real estate broker Web sites quickly took advantage of the unique features of the Web. Prospective customers could find out what properties were for sale or rent, look up detailed descriptions of each listing, view photographs and floor plans, and contact the broker by e-mail. Viewerscould also look up statistical and data reports on conditions in various geographical areas and on emerging macroeconomic trends.Ever since then, the real estate industry has been among the most enthusiastic users of the Web, by some measures accounting for 4% to 6% of commercial Web sites. A survey conducted by Real Estate Broker's Insider in early 1998 confirmed that nearly 95% of the respondents/brokers had a Web site, and more than 90% of the housing stock on sale at a given time is now listed on the Web. Indeed, because of the dispersed, localized nature of the role of information in real estate, the prospective gains from information dissemination, comparability, and Web links were particularly significant in real estate.For much of the real estate sector, the Internet generates not so much the actual transactions themselves, but creates initial leads that are later followed by transactions, purchases and sales. Web sites frequently lead to contacts that are then nurtured through telephone and person-to-person meetings. For residential real estate, Web activity includes residential searches, housing details, and pricing information (both on houses and mortgages), with follow-up contact with brokers. Real estate-related transactions are seen in the hospitality industry (making reservations for hotels and vacation homes and in online mortgage applications). Mortgage and home loan finance companies report both inquiries from mortgage shoppers who obtained initial information from their Web sites, as well as closing of loans through the Web, lead to great savings in time and overhead costs.It is not just the real estate professionals who are enthusiastic about their Internet presence, judging it to be as effective as print and radio advertising. Mortgage shoppers, homebuyers and vacation rental seekers as well applaud, in particular, the convenience it brings to the entire process of searching, researching, comparing, communicating and transacting business.Beyond these sectors, many other types of real-estate related firms are using the Web to broaden their market areas, increase the depth of their marketing, and to provide a range of services to existing customers. Commercial brokers provide not only information on available sites but also on market conditions for different locations and sometimes more in-depth economic analysis of a region. REITs and other investment firms provide detailed information on their products as well as background market or economic information. Public companies provide up-to-date stock quotes and quarterly and annual reports on the Web.Web Penetration and Use: The Experience of Leading Real Estate Firms We conducted a limited survey of a sample of leading real-estate related firms in the US and California. Responses from approximately 60 of these firms showed that over four-fifths had Web Sites by March 1999. 2 Of those with Web sites, one-third had inaugurated their sites by the end of 1996. Among the earliest with a Web presence were brokers, investment firms, lenders, business and financial services firms, law firms, residential developers, and a trade organization. Another third of the group were newcomers, with sites inaugurated in 1998 or early 1999. Commercial developers were prominent among this group, with residential developers, consultants and advisors, lenders, REITs and investment firms also among this group. Those without sites were more likely to be privately held firms with a relatively narrow base of activity (for example, a commercial developer centered in the San Francisco Bay Area)?Most with Web sites used their site to provide information about the company and to market services. In addition, about one-third marketed property from their site, providing detailed information on the characteristics of buildings available, surrounding communities, and other related data. Other Web site uses include employee recruiting, providing information formembers or investors, and disseminating related information on topics such as regulations or real estate markets.What does the Web specifically do for Real Estate?According to Activemedia, an internet research company, some of the sectors experiencing the greatest growth in terms of their presence on the Web in 1998 were computer hardware and software, real estate, publishing and information, finance and Internet services. A significant initial motivation for this rush for the Web is provided by, what can be termed, the "tiptoe" effect. The first ones on the Web had an additional advantage over those who did not; information on their services, products, home listings now be accessed conveniently by those with computers. The low setup cost, however, and the potential disadvantage of not having a Web presence has propelled others in the profession to set up their own sites.Real estate shares in some of the basic advantages of the Web mentioned earlier, such as ease of marketing, communication and feedback from clients, lowered costs of operations and convenience of customer service and support. In addition, the Web provides positive features specific to the real estate industry.Key elements include the following.1.Increased geographic reach.The Web has dramatically increased the geographic reach of both buyers and sellers. Although the "local" aspect of real estate will perhaps never be whittled away completely, there is no doubt that inquiries about properties can now emanate from far away to a much greater degree than before. This, in turn, potentially increases the size and "depth" of the market and makes it more efficient.2.Capability of visualization.In some sense, increased geographic reach has become possible due tothe other emergent feature of the Web, the capability of visualization. In its most state-of-the-art form, Web sites now allow prospective buyers to take virtual tours of homes, resorts, hotels and convention centers.3.Reduced transaction costs.The Web may reduce transactions costs. This has been particularly apparent in the case of mortgages. According to Fannie Mae, 1.5% of all mortgages were handled online this past year. The Web-attributable features that make this kind of a transaction possible are instantaneous comparability, interactive capability, online calculation, online applications, and continuous updating of the sites.4.Improved information dissemination.The Web offers broad opportunities for increasing the scope and depth of information provided by many different types of firms. A well constructed home page gives an overview of a firm's range of services or activities. Links allow the customer or client to learn much more detail about the selected items of most interest, while ignoring less relevant pieces of information. A number of sites take advantage of the ability to link to resources beyond the company's Web pages, linking customers and clients to related Web resources.Unlike retail sectors, such as books and computer hardware, the Web as yet has not become a threat to the "middle man" role of many real estate firms. Instead, it is more likely to be used as a means of expanding services offered or locations served. However, in the long term, the Web and related Internet technology have the potential to change the structure of business activity, which in turn will affect the demand for real estate in type if not in quantity. For example, some retailers already have closed stores while expanding sales on the Web. Also, the Internet has been seen as one factor allowing the decentralization of office space. These trends to date have notled to a decline, but rather to a redistribution in the demand for office, retail and warehouse space.These are summarized .Speculation on Potential Impact of Internet on Real Estate Industry.1.Shortening of Transaction Cycle2.Precise Market Targeting3.Transformed Competition4.Cost savings:a)Marketing,b)Sales,c)Operation5.Possibility of Disintermediation;Lowering of Commissionsbination of Comparison Shopping and Direct Sales7.Access to MBS Secondary MarketHow to Find the Real Estate Sector on the WebThere are a few key sites that can be used to access the broad range of real-estate related Web sites. These include:-Site sponsored by the National Association of Realtors, linking users to realtor, home sales and market information.-Site sponsored by the National Association of Home Builders, providing a wide range of market information.-Directory to commercial real estate sites, including brokers,developers, investors and analysts. and , two sites that provide users with information about mortgage rates, mortgage brokers and with the opportunity to submit an application online. (National Association of Real Estate Investment Trusts) and (Real Estate Investment Advisory Council), two associations related to real estate investment trusts.-The California Association of Realtors site.the site for the Urban Land Institute, with information onthe organization, programs, conferences, and publications related to real estate and land use. has three online magazines including National Real Estate Investor, Shopping Center World, and Midwest Real Estate News. An additional real estate online magazine, can available at .Ashok Deo BardhanRESEARCH FELLOWCynthia A. KrollREGIONAL ECONOMIST互联网在房地产业的应用摘要：互联网，仅仅它的网页图形版本，就已经吸引了众多消费者和商家的目光。

Concrete Construction matterT. Pauly, M. J. N. PriestleyAbstractViewed in terms of accepted practices, concrete construction operations leave much to be desired with respect to the quality, serviceability, and safety of completed structures. The shortcomings of these operations became abundantly clear when a magnitude 7.6 earthquake struck northern Paki-stan on October 8, 2005, destroying thousands of buildings, damaging bridges, and killing an esti-mated 79,000 people. The unusually low quality of construction operations prevalent was a major cause of the immense devastation.Keywords: Concrete Placing Curing Construction TechnologyPlacing ConcreteIf concrete is placed in the surface, the sur-face should be filled with water sufficiently to prevent it from absorbing the concrete of its water. If fresh concrete is to be placed on or nearby to concrete that has solidified, the surface of the placed concrete should be cleaned absolutely, preferably with a high-pressure air or water jet or steel-wire brushes. The surface should be wet, but there should be no much water. A little quantity of cement grout should be brushed over the whole area, and then followed immediately with the application of a 1/2-in Layer of mortar. The fresh concrete should be placed on or against the mortar.In order to decrease the disintegration re-sulting from carriage after it is placed. The con-crete should be placed as nearly as probably in itsfinal point. It should be placed in layers to permit uniform compaction. The time interval between the placing of layers should be limited to assure perfect bond between the fresh and previously placed concrete.In placing concrete in deeper patters, a ves-sel should be used to limit the free fall to not over 3 or 4 ft, in order to prevent concrete disintegra-tion. The vessel is a pipe made of lightweight metal, having adjustable lengths and attached to the bottom of a hopper into which the concrete is deposited. As the patters are filled, sections of the pipe may be removed.Immediately after the concrete is placed, it should be compacted by hand pudding or a me-chanical vibrator to eliminate voids. The vibrator should be left in one position only long enough to reduce the concrete around it to a plastic mass; then the vibrator should be moved, or disintegra-tion of the aggregate will occur. In general, the vibrator should not be permitted to penetrate concrete in the prior lift.The mainly advantage of vibrating is that it permits the use of a drier concrete, which has a higher strength because of the reduced water content. Among the advantages of vibrating con-crete are the following:1.The decreased water permits a reduction in the cement and fine aggregate because less cement paste is needed.2.The lower water content decreases shrinkage and voids.3.The drier concrete decreases the cost of finishing the surface.4.Mechanical vibration may replace three to eight hand puddles.5.The lower water content increases the strength of the concrete.6.The drier mixture permits theremoval of some patters more quickly, which may reduce the cost of patters.Curing ConcreteIf concrete is to gain its maximum strength and other desirable properties, it should be cured with adequate moisture and at a favorable tem-perature. Failure to provide these conditions may result in an inferior concrete.The initial moisture in concrete is adequate to hydrate all the cement, provided it is not should replace the moisture that does evaporate. This may be accomplished by many methods, such as leaving the patters in place, keeping the surface wet, or covering the surface with a liquid curing compound, which comes being to a water-tight membrane that prevents the escape of the initial water. Curing compounds may be applied by brushes or pressure sprayers. A gallon will cover 200 to 300 sq ft.Concrete should be placed at a temperature not less than 40 or more than 80°F.A lower tem-perature will decrease the rate of setting, while ahigher temperature will decrease the ultimate strength.Placing Concrete in Cold WeatherWhen the concrete is placed during cold weather, it is usually necessary to preheat the water, the aggregate, or both in order that the ini-tial temperature will assure an initial set and gain in strength .Preheating the water is the most ef-fective method of providing the necessary tem-perature. For this purpose a water reservoir should be equipped with pipe coils through which steam can be passed, or steam may bedischarged directly into the water, several outlets being used to given better distribution of the heat.When the temperatures of the mixtures are known, some specific charts may be used to cal-culate the temperature of concrete. A straight line pass all three scales, passing through every two known temperatures, will assure the determina-tion of the third temperature. If the surface of sand isdry, the fact lines of the scales giving the temperature of concrete should be used. However, if the sand contains about 3 percent moisture, the dotted lines should be used.Specifications usually demand that freshly placed concrete shall be kept at a temperature of not less than 70°F for 3 days or 50°F for 5 days after it is placed. Some proper method must be provided to keep the demanded temperature when the cold weather is estimated.Reinforcing steels for concreteCompared with concrete, steel is a high strength material. The useful strength of ordinary reinforcing steels in tension as well as compres-sion, i.e., the yield strength, is about 15 times the compressive strength of common structural con-crete, and well over 100 times its tensile strength. On the other hand, steel is a high-cost material compared with concrete. It follow that the two materials are the best used in combination if theconcrete is made to resist the compressive stresses and the compressive force, longitudinal steel reinforcing bars are located close to the ten-sion face to resist the tension force., and usually additional steel bars are so disposed that they re-sist the inclined tension stresses that are caused by the shear force in the beams. However, rein-forcement is also used for resisting compressive forces primarily where it is desired to reduce the cross-sectional dimensions of compression members, as in the lower-floor columns of multi-story buildings. Even if no such necessity exits , a minimum amount of reinforce- ment is placed in all compression members to safeguard them against the effects of small accidental bending moments that might crack and even fail an unre-inforced member.For most effective reinforcing action, it is essential that steel and concrete deform together, i. e., that there be a sufficiently strong bond be-tween the two materials to ensure that no relative movements of the steel bars and the surrounding concrete occur. This bond is provided by the rela-tively large chemical adhesion which develops at the steel-concrete interface, by the natural roughness of the mill scale of hot-rolled rein-forcing bars , and by the closely spaced rib-shap-ed surface deformations with which reinforcing bars are furnished in order to provide a high de-gree of interlocking of the two materials.Steel is used in two different ways in con-crete structures: as reinforcing steel and as prestressing steel .reinforcing steel is placed in the forms prior to casting of the concrete. Stresses in the steel, as in the hardened concrete, are caused only by the loads on the structure, except for possible parasitic stresses from shrinkage or similar causes. In contrast, in priestesses concrete structures large tension forces are applied to the reinforcement prior to letting it act jointly with the concrete in resistingexternal.The most common type of reinforcing steel is in the form of round bars, sometimes called rebars, available in a large range of diameters,from 10 to 35 mm for ordinary applications and in two heavy bar sizes off 44 and 57 mm these bars are furnished with surface deformations for the purpose of increasing resistance to slip be-tween steel and concrete minimum requirements for these deformations have been developed in experimental research. Different bar producers use different patterns, all of which satisfy these requirements.Welding of rebars in making splices, or for convenience in fabricating reinforcing cages for placement in the forms, may result in metal-lurgical changes that reduce both strength and ductility, and special restrictions must be placed both strength and ductility, and special restric-tions must be placed both on the type of steel used and the welding procedures the provisions of ASTM A706 relatespecifically to welding.In reinforced concrete a long-time trend is evident toward the use of higher strength materi-als, both steel and concrete.Reinforcing bars with 40ksi yield stress , almost standard 20 years ago , have largely been replaced by bars with 60ksi yield stress , both because they are more economical and because their use tends to reduce congestion of steel in the forms .The ACI Code permits reinforcing steels up to Fy=80ksi. Such high strength steels usually yield gradually but have no yield plateau in this situation the ACI Code requires that at the speci-fied minimum yield strength the total strain shall not exceed 0.0035 this is necessary to make cur-rent design methods, which were developed for sharp-yielding steels with a yield plateau, appli-cable to such higher strength steels. there is no ASTM specification for deformed bars may be used , according to the ACI Code , providing they meet the requirements stated under special circumstances steel in this higher strength range has its place, e.g., in lower-story columns of high-rise buildings.In order to minimize corrosion of rein-forcement and consequent spelling of concrete under sever exposure conditions such as in bridge decks subjected to deicing chemicals , galvanized or epoxy-coated rebars may be specified.Repair of Concrete StructuresReinforced concrete is generally a very du-rable structural material and very little repair work is usually needed. However, its durability can be affected by a variety of causes, including those of design and construction faults, use of inferior materials and exposure to aggressive en-vironment. The need for a repair is primarily dic-tated by the severity of the deterioration as de-termined from the diagnosis. Good workmanship is essential if any thing more than just a cosmetic treatment to the creation is required.1. performance requirements of repair systemHaving established the causes of the defect by carefully diagnosing the distress, the next step should be to consider the requirements of the re-pair method that will offer an effective solution to the problem (see fig.).①DurabilityIt is important to select repair materials that provide adequate durability. Materials used for the repair job should be at least as durable as the substrate concrete to which it is applied.②Protection of steelThe mechanism of protection provided to the reinforcing depends on the type of repair ma-terials used. For example, cementations materials can protect the steel from further corrosion by their inhibitive effect of increasing the alkalinity of the concrete, whereas epoxy resin mortars can give protection against the ingress of oxygen,moisture and other harmful agents.③Bond with substrateThe bond with the substrate must produce an integral repair to prevent entry of moisture and atmospheric gases at the interface. With most re-pair materials, the bond is greatly enhanced with the use of a suitable bonding aid such as an un-filled epoxy resin systems and slurry of Portland cement, plus any latex additives for a Portland cement-based repair system. Precautions should also be takento remove all loose and friable ma-terials from the surfaces to be bonded.④Dimensional StabilityShrinkage of materials during curing should be kept to a minimum. Subsequent dimensional change should be very close in the substrate in order to prevent failure⑤Initial Resistance to Environmentally In-duced DamageSome initial exposure conditions may lead to premature damage lo repairs. For example, partially cured Portland cement repairs can dete-riorate from hot weather preventing full hydration of the cement. To prevent this from happening extra protection during curing time may be nec-essary.⑥Ease of ApplicationMaterials should be easily mixed and ap-plied so that they can be worked readily into small crevices and voids. Ideally, the material should not stick to tools, and should not shear while being trowel led nor slump after placement.⑦AppearanceThe degree to which the repair material should match the existing concrete will depend on the use of the structure and the client' s re-quirements. A surface coating may be required when appearance is important or when cover to reinforcement is small.2. Selection of Repair MethodsA suitable repair counteracts all the defi-ciencies which are relevant to the use of the structure.The selection of tile correct method and material for a particular, application requires careful consideration, whether to meet special requirements for placing strength, durability or other short-or long-term properties. These con-siderations include:1. Nature of the DistressIf alive crack is filled with a rigid material, then either the repair material will eventually fail or some new cracking will occur adjacent to the original crack. Repairs to live cracks must either use flexible materials to accommodate move-ments or else steps must be taken prior to the re-pair to eliminate the movement.2. Position of the CrackTechniques which rely on gravity to intro-duce the material into the crack are more suc-cessfully carried out on horizontal surfaces but are rarely effective on vertical ones.3. EnvironmentIf moisture, water or contaminants are found in the crack, then it is necessary to rectify the leaks Repair to slop leaks may be further com-plicated by the need to make the repairs while the structure is in service and the environment is damp.4. WorkmanshipThe skill the operatives available to carry put the repairs is another relevant factors. Some-times this can mean the difference between a permanent repair and premature failure of the re-pair material.5. CostThe cost of repair materials is usually small compared with the costs of providing access, preparation and actual labor.6. AppearanceThe repair surface may be unsightly, par-ticularly when it appears on a prominent part of the building. In this case, the repair system will include some form of treatment over the entire surface.Reference[1]Philip Jodidio, Contemporary European Architecture, Taschen, Koln, pp.148-153[2]Ann Breen & Dick Rigby, Waterfronts, McGraw-Hill, Inc. New York, 1994, pp.297-300[3]Ann Breen & Dick Rigby, The New Waterfront, Thames and Hudson, London, 1996, pp.118-120[4]Ann Breen & Dick Rigby, The New Waterfront, Thames and Hudson, London, 1996, pp.52-55[5]Robert Holden, International Landscape Design, Laurence King Publishing, London, 1996, pp.10-27[6] A new concept in refrigerant control for heat pumps ,J.R.Harnish,IIR Conference Pa-per,Cleveland,Ohio.May,1996[7]Carrier Corporation-Catalog 523 848,1997[8]Waste Heat Management Handbook, Na-tional Bureau of Standardc Handbook 121, Pub-lica-tion PB 264959, February,1997Ten design principles for air to air heat pumps,Allen Trask,ASHRAE Journal,July,1997重庆科技学院学生毕业设计（论文）外文译文学院建建筑工程学院专业班级工管103学生姓名李学号201044241附件1：外文资料翻译译文混凝土施工事项T.Pauly, M.J.N.Priestley摘要：根据一般承认的惯例看,巴基斯坦的混凝土结构建筑物在结构上的质量，效用和安全需要上都留下了很多值得关注的问题。

外文文献：Building engineering biddingYang Cao a,*, Shuhua Wang b, Heng Li aaDepartment of Building and Real Estate, Hong Kong Polytechnic University,Hong Kong, ChinabState Key Laboratory of Novel Software Technology, Nanjing University, Nanjing210093, ChinaAbstractNowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively. bidding documents should be well formulated ,which is the improtment to a successful bidding and direct influence the success or failure of the bidding the success or failure of the bidding for the survival and development of enterprise has a direct impact, so we have a high quality, improve the bid documents of the unit, prevent invalid and successful pass mark appear, become a research topic.[key] : bidding drawbacks of unfair competition countermeasuresBidding is a form of project transactions, project bidding process is to determine the successful bidder and the cost of the process and the price of the project, project bidding work of a very important link, do a good job bidding to determine the price, we can effectively control construction costs, and create a fair and equitable market environment, create orderly competition mechanism. Bidding in construction activities, construction enterprises in order to tender invincible works to be successful, And from the contracted projects profitable, it needs to integrate various subjective and objective conditions, the tender research strategy determine tender. Tender bidding strategy, including pricing strategies and skills. All of the strategies and skills from the numerous contractors bidding on the accumulated experience and objective understanding of the law and of the actual situation understanding, but also with the contractor's decision-making ability and courage are closely related.Bidd ing documents is the general programme and play book of the bidding activity through the process of bidding. The bidding documents will specify that How to conduct each bidding work, how to dispatch bidding documents, the requirements for tenderer,how to rate and decide bidding and the procedures of bidding. Therefore, the personnel who is responsible for prepare bidding documents should first have a general view of the bidding work, include all the requirements and arrangements into the bidding documents. If meet problems that have not been considered previously, then resolve them one by one during the preparation. The course of bidding documents preparation is also the course of making bidding scheme .In another respect, bidding documents is also the legal instuments. Besides relevant law and rules, the bidding documents are the common game rules that bidder,bidding agent and tenderer should subject to through the bidding. Bidding documents are the legal instuments that all the three bidding related parties should subject to, have legal force, therefore, the bidding documents -making personnel required to have the awareness and quality of leagal in order to reflect the fair, just and legal requirement in the bidding documents.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementing exist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.Nowadays in the engineering construction industry, the market which is characteristic for project bidding, has formed. The construction companies,which want to create good benefits, have to control their cost and improve management to enhance the capacity of adapting and competing in this market. This article focuses on how to decrease cost and increase income so as to control the construction cost effectively.In building engineering bidding law enforcement and the practice of project construction supervision system on standardizing China's construction market, improve the construction quality and played an active role. But in the process of implementingexist some disadvantages, needs to perfect, enrich and improve. This project bidding documents in accordance with the bidding law of the People's Republic of China for bidders, bidding regulation, enterprise strictly, put forward to bidders professional requirements of project profile was illustrated.The practice of project bidding purpose is to market competition of openness, fairness and justice. However, due to the construction market development is not standard, management system and the experience of inadequate, architectural engineering bidding in concrete operation exist in ACTS of unfair competition, and some drawbacks. This obviously violate the bidding, the bidding process, and will lose its significance for other bidder fails to bid is unjust, disturbed the bidding (project contracting market economic order, for activities), this kind of behavior must be prohibited, only in this way can we make construction engineering competitive trading activity lawfully healthy. This subject will I learned and social practice, present situation and construction project bidding system is expounded, and the disadvantages of bidding for construction project with ACTS of unfair competition phenomenon and analysis of causes, and finally make corresponding preventive countermeasures.Construction cost management system, both theoretical discussion, but also need to practice innovation. Under the conditions of market economy, project cost management, competitive and orderly market for construction management services platform structures. In such a premise, the original scale and method of valuation is inappropriate, and this needs to be reformed and improved. The spirit of "the government's macro regulation and control, enterprise autonomy offer, the market willprice" principle, to implement the implementation specification bill of quantity. Inventory Valuation bidding activities are based on market economy mechanism, based on legal, scientific, fair, open and reasonable way to determine the winning bidder of an economic activity. Bidding is bidding activities constitute two basic aspects. The bidding activity is merely that by bidding to choose the one with the workConstruction process capability, moderate cost, quality is excellent, short duration of construction enterprises, and this is the ultimate goal tender. I have participated in internships over the course of the project bidding, and completed over part of the calculation of quantities, combined with graduate experience in the design process, a brief analysis of the mode Quantities Call for TenderThe meaning of risk and risk characteristics of the general construction, the lowest price sealed bidding construction method produces several risks and incentives, according to their characteristics discussed the feasibility of risk control and prevention. Comparison of engineering and engineering security risk management, insurance, similarities and differences between the two projects and benefits; construction project bidding and tendering process characteristics of human behavior is analyzed to reveal the bidder's risk appetite and behavioral characteristics with changes in the external environment change, when the default punishment is light, the bidder preference appetite for risk and default penalties, with the increase exceeds a certain value, the risk of bidders to show preference for behavior change to avoid the risk of penalties, the greater the bidder biased in favor of a more risk-averse behavior, the results of thecontrol and prevention of risk behavior of bidders has an important and practical significanceConstruction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.With the construction of in-depth development of the market, the traditional fixed pricing model no longer suited to market-oriented economic development needs. In order to adapt to the current project bidding by the market needs of a project cost, we must work on the existing valuation methods and pricing model for reform, the implementation of projects bill pricing. Engineering is a list of pricing model and adapt to the market economy, allowing independent contractor pricing through market competition determine prices, with the international practice of pricing model. With the bill pricing model projects to promote, in accordance with international bidding practices is imperative. Therefore, "the lowest reasonable price of the successful bidder" My future is the most important evaluation methods. At this stage due to the implementation ofprojects bill pricing model and the problems mainly against China at this stage " in the minimum reasonable price of the principles of the successful bidder, most contractors have not yet set up their own enterprises of scale, companies unable to determine the reasonable Cost. This article is a scientific and fast set "reasonable cost" to study the key. First, from the project cost of the basic concept, of the engineering bill pricing model under the cost structure, to accurately predict costs of the project provided the basis, considering the average cost of the social cost to individual enterprises and the tender stage of the cost estimates. Followed through on fuzzy math and technology for smooth in-depth analysis, through "close-degree," the concept of reasonable fuzzy math and exponential smoothing technologies, construction of the project cost vague prediction model, and in accordance with the relevant information and statistics Information and experience to establish a "framework structure," the comparison works Construction Cost Management from the "quantity-one price" plan model to "price of separation volume" model of the market, and gradually establish a market price-based price formation mechanism, the price of the decision in the hands of the parties involved in the market, and ultimately the allocation of resources through the market in order to realize through the market mechanism to decide on project cost. This will standardize the construction market-competitive behavior and the promotion of project bidding mechanisms play an important role in innovation. It can be said that the implementation of the project bill of quantities is a project cost management system in our country a big step forward, but also in China's accession to the WTO, the global construction industry a powerful tool for peer competition.A healthy bidding system should be in accordance with the "open, fair and justice" and the principle of good faith, and establish a unified, open, competitive and orderly construction market. In view of the current problems existing in the bidding process, adopt regulations, and formulate and perfect the institution, strengthening process supervision measures, they can better regulate construction market order, prevent corruption from its source, purify construction market, promote the construction market order progressively toward standardization, institutionalized, and constantly improve the quality and level of the bidding work.References[1] . Casey, . Ferguson, Intelligent forms processing, IBMSystem Journal 29 (3) (1990) 435– 450.[2] T. Watanabe, Q. Luo, N. Sugie, Layout recognition of multikindsof table-form documents, IEEE Transactions on Pattern Analysis and Machine Intelligence 17 (4) (1995) 422–445.[3] . Chen, . Lee, An efficient algorithm for form structureExtr ction using strip projection, Pattern Recognition 31 (9)Fig. 9. Table with no obvious separating symbol between records. (1998) 1353– . Cao et al. / Automation in Construction 11 (2002) 573–584 583[4] . Tseng, . Chen, Recognition and data extraction of form documents based on three types of line segments, Pattern Recognition 31 (10) (1998) 1525– 1540.[5] . Fan, . Lu, . Chen, A feature point clustering approach to the recognition of form documents, Pattern Recognition 31 (9) (1998) 1205–1220.[6] S. Chandran, R. Kasturi, Structure recognition of tabulated data,Proceedings of 2nd International Conference on Document Analysis and Recognition, Tsukuba Science City, Jap20– 22, 1993, pp. 516– 519.[7] K. Itonori, Table structure recognition based on textblock arrangement and ruled line position, Proceedings of 2nd International Conference on Document Analysis and Recognition, Tsukuba Science City, Japan, Oct. 20– 22, 1993, pp. 765– 768.[8] . Shamilian, . Baird, . Wood, A retargetable table reader, Proceedings of 4th International Conference on Document Analysis and Recognition, Ulm, Germany, Aug.18– 20,1997, pp. 158–163.[9] . Chiang, . Tue, . Leu, A new algorithm for line image vectorization, Pattern Recognition 31 (10) (1998) 1541–1549.建筑项目招投标杨曹*,王建民,b, 李亨a建筑部门和房地产、香港理工大学、香港、中国b国家重点实验室的小说软件技术、南京大学、南京210093,中国摘要目前在工程建设项目行业中，以工程招投标为特征的建筑市场已经形成，施工企业为创造良好经济效益，必需严格控制本钱，增强本钱控制管理，才能提高市场适应能力和竞争力。

bim技术应用外文文献BIM技术是一种在建筑设计、施工和运营过程中应用的数字化技术，已经成为建筑行业中不可或缺的工具。

BIM技术可以协调和整合建筑设计过程中的各个环节，从而提高建筑设计质量，降低建筑项目成本。

本文将介绍几篇关于BIM技术应用的外文文献。

1. 'Building Information Modeling (BIM): Implementation Strategies for Construction Organizations'（作者：Sulaiman Almutairi，发表于2014年）：该文研究了BIM技术在建筑施工过程中的应用，探讨了BIM技术的实施策略，提出了一些可行的建议和建议。

2. 'Building Information Modeling (BIM) for Facility Management: A Review and Future Directions'（作者：Nawari O. Nawari，发表于2016年）：该文综述了BIM技术在设施管理中的应用，分析了BIM技术在设施管理中的优点和局限性，并探讨了BIM技术在未来的发展方向。

3. 'Building Information Modeling (BIM) in Construction Industry: A Review'（作者：Mohammed Arif，发表于2017年）：该文回顾了BIM技术在建筑行业中的应用，分析了BIM技术对建筑行业的影响，探讨了BIM技术的未来发展方向。

4. 'Building Information Modeling (BIM) and Construction Safety: A Review'（作者：Md. Tahmidul Islam，发表于2018年）：该文探讨了BIM技术在建筑施工安全方面的应用，分析了BIM技术在施工安全中的作用和局限性，提出了一些改进建议。

Study on Project Cost Control of Construction EnterprisesBy: R. Max WidemanAbstract With the increasing maturity of construction market, the competition between construction enterprises is becoming fierce. The project profit is gradually decreasing. It demands that all construction enterprises enhance their cost control, lower costs, improve management efficiency and gain maximal profits. This paper analyses the existing problems on project cost control of Chinese construction enterprises, and proposes some suggestions to improve project cost control system.Key Words ：Construction enterprises, Project management, Cost controlAfter joining the WTO, with Chinese construction market becoming integrated, the competition among architectural enterprises is turning more intense. Construction enterprises must continually enhance the overall competitiveness if they want to develop further at home and abroad construction market. Construction Enterprises basically adopt the "project management-centered" model, therefore, it is particularly important to strengthen project cost control.1.The Current Domestic Project Cost Classification and Control MethodsCost refers to the consumption from producing and selling of certain products, with the performance of various monetary standing for materialized labor and labor-consuming. Direct and indirect costs constitute the total cost, also known as production cost or manufacturing cost. Enterprise product cost is the comprehensive indicator to measure enterprise quality of all aspects. It is not only the fund compensation scale, but also the basis to examine the implementation of cost plan. Besides, it can provide reference for product pricing According to the above-mentioned definition and current domestic cost classification, construction project cost can be divided into direct costs and indirect costs. Direct costs include material cost, personnel cost, construction machinery cost, material transportation cost, temporarily facility cost, engineering cost and other direct cost. Indirect costs mainly result from project management and company's cost-sharing, covering project operating costs (covering the commission of foreign projects), project's management costs (including exchange losses of foreign projects)and company's cost-sharing.At present the main method for domestic construction enterprises to control project cost is to analyze cost, naming economic accounting, which is the major components of cost management and the analysis of economic activities. In accordance with its scope of target and deep-level of content, GM project cost analysis method can be divided into two categories, namely, comprehensive analysis of project cost and cost analysis of unit project Comprehensive analysis of project cost. It is carried in terms of budget and final accounts, cost reduction programs and construction installation costs. The methods used are as follows: (1) comparing the estimated cost and actual cost. Check the result to reduce cost, lower cost index and budget status. (2) comparing actual cost and project cost. Check cost reduction programs as well as the windage between the actual cost and plan cost. Inspect the rationality and implementation of techniques organizational measures and management plans.(3) comparing lower cost of the same period last year. Aanalyze causes and propose the improving direction. (4) Comparison between engineering units in cost-cutting. Identify the units cost-reducing, which finishes projects, with a view to further cost analysis.Cost analysis of unit project. Comprehensive analysis only understand project cost overruns or lower. If we want to get more detailed information, each cost item analysis of unit project is needed. Analysis mainly from the following aspects:(1) Materials cost analysis. From the view of material stock, production, transportation, inventory and management, we can analyze the discrepancy impact of material price and quantity, the cost-reducing effectiveness resulting from various technical measures, the loss from poor management.(2) Labor cost analysis . From the number of employment, hours of use, ergonomics, as well as wage situation, we can identify the savings and waste during labor use and fixed management.(3) Construction machinery cost analysis. From the construction options, mechanization degree, mechanical efficiency, fuel consumption, mechanical maintenance, good rates and utilization, we can analyze the yield and cost discrepancy of fixed-class ergonomics, the cost of poor classes, focused on improving mechanical utilization efficiency and waste caused by poor management.(4) Management cost analysis. From construction task and organizational staffing changes,non-production personnel changes, as well as other expenditure savings and waste, we can analyze management fees and justify the rationality of expenditure.(5) Technology organization measures implementing analysis. It can increase experience for future establishment and implementation of technical organization projects.(6) Other direct costs analysis. Focus on the analysis of second removal and water, electricity, wind, gas and other expenses situation during construction.2. The shortcomings of cost-control methodsAt present, domestic construction projects cost-control methods have played a significant role for Chinese construction industry and construction enterprises to reduce cost and gain sustainable development. However, we should be aware that these methods exist some shortcomings as follows:2.1 Lack of systemization.Presently, the cost control of construction enterprises is a simple control on cost. In fact, project cost control is closely related with project plans and progress, quality and safety. Therefore, cost control should include above-mentioned elements.2.2 Lack of real timeModern project management is increasingly tending real-time management and forward-looking management, paying more attention to "promptly identify and solve problems", emphasizing as much as possible to identify and solve problems before problems occur. The current control system is to control after problems occur, which can't avoid loss.In addition, current cost-control method is static. It can't monitor and reflect timely costs change, therefore, this method can't provide the support of decision-making for projects management under construction.2.3 Lack of error-checking and error-correcting mechanismThe current cost-control method is the single-class without error-checking and error-correcting mechanism. If mistakes occur in the future, we can't discover timely, or even impossible found. 2.4 Lack of compatibilityThere is lack of compatibility between project cost-control and project finance and corporate management system. The project budget is built on ration, but project financial item subjects are based on current financial general regulation. This is not consistent betweenmethods. Specific to the software, financial sector of domestic construction enterprises is generally adopting some general financial software, such as UF, IBM. The software is not specifically for the development of construction enterprise, not reflecting the special nature of construction enterprises. However, the budget software is also not considered financial aspect. The lack of compatibility leads to void labor and low management efficiency. At the same time, it increases the probability of error information and error decision2.5 Limitation on notions and quality of personnelThese days, most of construction enterprises are faced with the shortage of qualified personnel during improving cost-control system. It is difficult to find a suitable person with budget and financial knowledge and practical experience in project management.3. Suggestions for improving domestic cost-control methodsFrom the view of enterprises and projects, project cost control is a system engineering. It needs standardization and systematization, closely related to many factors. If current domestic construction enterprises want to establish a practical and efficient cost control systems, the cost-control methods must be improved as follows:3.1 Establish systemic cost-control systemAccording to the specific situation of enterprises, company's cost-control guiding documents should be developed. Based on current fixed budget, enterprises develop work breakdown structure of specific conditions. And on these base, along with progress, quality and safety factors, cost control system will be established ultimately, including the establishment of project cost real-time control (the first class by full-time staff in the execution of project cost control, reporting cycle for one week or fortnight), project cost integrated control (the second class, by financial officers in the execution of projects, reporting cycle for fortnight or a month) and corporate cost control (the third class, by company's financial sector, reporting cycle for a month or a quarter). Such three class cost control system resolve the problems of real-time and error-correcting mechanism.3.2 Develop specific control processesAccording to enterprises' specific circumstances, we should formulate specific control processes, identify levels for controlling reporting periods, and arrange specific persons to monitor. Throughout reporting period, two kinds of data or information need to be collected: (1)the actual execution of data, including the actual time for beginning or end, and the actual cost.(2) the project scope, progress plan and budget change information. These changes may result from the clients or project teams, or from some unforeseen things such as natural disasters, labor strikes or key project team members to resign. These changes should be included in project plan and obtained the consent of customers, then new baseline plan need to establish. The scope, progress and budget of new plan may be different from initial plan.Above-discussed data or information must be timely collected, so that it can become the base to update project progress and budget. For example, if the project reporting period is a month, data and information should be collected at the end of month as far as possible, which can guarantee progress in the updated plan and budget.3.3 Improve project financial subjectBased on work breakdown structure, enpterpries should improve project financial subjects so that projects match with real-time cost control, company's financial and cost control systems, which can solve the compatibility between cost control and finance. At the same time, financial system and cost control system using the same data format, similar forms and data-sharing can improve effectively. In the short term, construction enterprise can transform the existing software and statements to achieve cost savings and reduce the impact of system transformation. In the long-term, enterprises can adopt suitable management software and build company's integrated management system.3.4 Balance precision control and cost controlWhen improving project control system, we should pay attention to balance precision control and cost control. Cost control is through the whole process of project. Under normal circumstances, enterprises can take a fixed period report. If new problems will be detected, then enterprises should increase the reporting frequency until problems are resolved.3.5 Train current staffEnterprises should gradually train the existing staff for the future reserves. In any system, human element is always the first one. No matter how perfect and advanced a management system is, and it ultimately relies on people.3.6 Identify core contentsThe core contents for cost control are team spirit, technology and work process consistency,standard management methods, foreseeing difficulties and contradictions, fostering a challenging work environment and continuing improvement.研究建筑施工企业的项目成本控制马克斯.怀德曼摘要：随着建筑市场的日趋成熟,建筑施工企业之间的竞争变得激烈。

外文文献：Project portfolio management –There’s more to it thanwhat management enactsAbstractAlthough companies manage project portfolios concordantly with project portfolio theory, they may experience problems in the form of delayed projects, resource struggles, stress, and a lack of overview. Based on a research project compromised of 128 in-depth interviews in 30 companies, we propose that a key reason why companies do not do well in relation to project portfolio management (PPM) is that PPM often only covers a subset of on-going projects, while projects that are not subject to PPM tie up resources that initially were dedicated to PPM projects. We address and discuss the dilemma of wanting to include all projects in PPM, and aiming at keeping the resource and cognitive burden of doing PPM at a reasonable level.Keywords：Managing programmes，Managing projects，Organisation resources，Strategy1.IntroductionAt any given point in time, most companies engage in many projects. Some of these projects may relate to product development and marketing, others relate to changes in work processes and production flows, while yet others relate to competency development, strategic turns, the implementation of new IT systems, environmental issues etc.A key managerial task is to dedicate resources across all of these projects (as well as do daily work) and consequently,management across projects (project portfolio management (PPM)) is critical to company performance.This paper is based on a large-scale qualitative study,which shows that many project-oriented companies do not perform well when it comes to PPM. This relates to the inability to accomplish projects that are initiated. In particular, we identify the following problems:(1) Projects are not completed according to plan (or they even peter out during their project life cycle);(2) Management and employees feel they lack a broad overview of on-going projects (especially when the number of on-going projects increases as more and more projects are not completedaccording to plan);(3)People experience stress as resources are continuously reallocated across projects in order to make ends meet.These observations are especially interesting because the companies were included in the research project because they were supposed to be especially,experienced in PPM, and because they actually engage in PPM according to the extant body of literature on PPM. For example, part of the companies‘ PPM included an effort to pick the best projects on the basis of explicit or implicit criteria, and an effort to allocate sufficient resources to these projects.However, despite efforts,to practice ‗good‘ PPM, these companies experience severe problems in relation to PPM – especially in letting enough resources go into the ‗right‘ pr ojects. The purpose of this paper is to confront PPM as advocated by normative theories with actual PPM practices. Hence, the purpose is to confront PPM theories with PPM as perceived by managers and other employees for whom PPM is part of, or affects, their work conditions.However, in this paper, we are more interested in PPM as enacted by companies than in universally true perceptions. Hence, we adhere to Weick‘s [1–3] notion of enactment as the preconceptions that are used to set aside a portion of the field of experience for further attention. In regard to PPM, enacted projects are thus the ones management sets aside for further attention (i.e. PPM). As such, we focus especially on ways actors define or enact projects [4] and make sense of how to manage the sum of the projects. Drawing on this perspective, we account for findings that suggest why companies that do engage in PPM still experience problems.2. Project portfolio theoryThis paper draws on Archer and Ghasemzadeh‘s [5, p.208] definition of p roject portfolios as ‗‗a group of projects that are carried out under the sponsorship and/or management of a particular organization‘‘. Henceforth, we define PPM as the managerial activities that relate to(1) the initial screening, selection and prioritisation of project proposals,(2) the concurrent reprioritisation of projects in the portfolio,(3) the allocation and reallocation of resources to projects according to priority.For quite some time researchers have suggested that low completion rates for new product development (NPD) projects and new product failure relate to resource deficiencies in key areas [6,7]. Furthermore, while a host of researchers [8–10] have focused on the dimension of PPM that concernsprocesses relating to selection of projects to be included in the portfolio, research e.g. [11] also increasingly focuses on the day-today management of the project portfolio.3. MethodologyOver a period of two years, we did empirical research on how companies manage their entire range of projects, e.g. renewal projects, strategic projects, IT projects, departmentally specific projects, and production based projects. In relation to the selection of companies to be included in the empirical study, a key criterion was that the study should cover a wide variety of industries. As a result, the empirical study covers 30 companies from industries as diverse as, e.g. mobile telephone communications, finances, energy, pharmaceuticals, toys, software, and foods.However, due to the fact that we were looking for companies, where the amount of on-going projects suggested they were engaged in PPM, the study is biased towards larger companies as well as companies that define at least a substantial part of their activities as projects. The degree to which the companies participated in the study varies. Hence, half of the companies are labelled ‗inner circle‘ companies due to the fact that we drew extensively on these 15 companies. For example, in these companies more interviews were conducted at various points in time and at various organizational levels. Hence, a longitudinal perspective characterizes the involvement of these companies.The remaining half of the companies are labelled ‗outer circle‘ companies because their participation in the study has included fewer top-management interviews, the purpose of which was to gain insight into ways in which (top) management defines the content of their project portfolios and manages them.4. Managerial implicationsA key finding is that the gap between required and available resources is very much attributable to the existence of a host of smaller projects that never become part of enacted project portfolios. Thus, at an aggregated level, the empirical study suggests smaller, un-enacted projects qualify as resources crunchers in so far they are not considered to be a part of enacted project portfolios. In order to overcome this crunch in resources, two solutions seem obvious:(1) Enacting more, i.e. having PPM embrace all projects.(2) Allocating more resources to a pool of loosely-controlled resources for the un-enacted projects to draw on.5. Research implicationsThe empirical study elaborates on the ‗‗significant shortage of resources devoted to NPD‘‘ that Cooper and Edgett argue is the fundamental problem ‗‗that p lagues most firms‘ product development efforts‘‘.Our work especially suggests that the shortage of resources devoted to enacted projects is not a problem that primarily arises in relation to top management‘s PPM. On the contrary, in-good-faith top management dedicates resources to enacted projects on the basis of sound PPM. However, what top managers do not do is take into account the host of smaller projects that individuals initiate and – more importantly – top managers ignore (or at least heavily under-estimate) the amount of resources that these smaller projects tie up. Hence, we argue that especially the crunch in resources may be attributable to the un-enacted competition for resources that smaller projects subject enacted projects to.Consequently, the key contribution of our empirical work to research is that it emphasises that if we wish to study PPM (and especially if we wish to relate PPM to project performance), we might be better off taking into account the entire range of projects that actual (not enacted) portfolios are comprised of. Thus, if we as researchers only enact the projects that are neatly listed by top management, then our research will neglect the host of projects that are not subject to PPM, projects that nonetheless take up valuable, and scarce, resources.The fact that the empirical study includes interviews with managers, i.e. those who do PPM, and interviews with personnel at lower organisational levels, i.e. those whose work is subject to PPM, is the reason why we were able to identify un-enacted projects. Thus, researchers interested in PPM should be careful not to rely too heavily on a management perspective.6. Conclusion and limitationsThe main conclusion is that as long as some projects are un-enacted, companies may experience a drain on resources that reduces the time and resources actually devoted to projects subject to PPM. Hence, each individual company should decide whether or not all projects should be part of PPM and if the end result of such a decision is not to make comprehensive project lists (i.e. lists that include all minor projects), then management should decide how many resources should be set aside for the plethora of small projects that do not appear on the project list.One way in which the crunch in resources can be reduced is by ensuring that smaller projects do not take up a critical portion of the resources that are – officially – set aside for the completion ofprojects subject to PPM. However, due to the exploratory nature of the study accounted for in this paper, our findings relate far more to what companies actually do (positive theory in Hunt‘s terms), rather than to what they ought to do (normative theory in Hunt‘s terms). Although generating positive theory is indeed a crucial first step – especially in relation to the future of PPM theory –positive theory cannot, and should not, stand alone. Hence, the key challenges for PPM theory in the future are to produce normative theory that offers sound suggestions as to how companies can improve their PPM.Another limitation of our study is that the empirical part was carried out in a Danish context as the 30 companies involved are located in Denmark, which may not be sufficiently representative for companies worldwide because Denmark has, to a larger extent, a bottom-up culture. Therefore, the portion of smaller un-enacted projects may be bigger here than in companies in other countries. We hope that our study will inspire other researchers to carry our similar studies in other countries.References[1] Aboloafia MY, Killduff D. Enacting market crisis: the social construction of a speculative bubble.Admin Sci Quart 1988;33(1): 177–93.[2] Archer NP, Ghasemzadeh F. An integrated framework for project portfolio selection.Int J Project Manage 1999;17(4):207–16.[3] Cooper RG. Benchmarking new product performance: results of the best practices study.Eur Manage J 1998;16(1):1–7.[4] Cooper RG, Edgett SJ. Overcoming the crunch in resources for new product development.Res Technol Manage 2003;46:48–58.[5] Cooper RG, Edgett SJ, Kleinschmidt EJ. Best practices for managingR&D portfolios. Res Technol Manage 1998;41:20–33.[6] Cooper RG, Edgett SJ, Kleinschmidt EJ. New product portfolio management: practices and performance.J Prod Innovat Manage[7] Cooper RG, Edgett SJ, Kleinschmidt EJ. New problems, new solutions: making portfolio management more effective. Res Technol Manage 2000;43:18–33. 1999;16(3):333–51.[8] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management for new products.Cambridge MA: Perseus Publishing; 2001.[9] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management in new product development: lessons from the leaders – I. Res Technol Manage 1997;40:16–28.[10] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management in new product development: lessons from the leaders – II. Res Technol Manage 1997;40:43–52.[11] Cooper RG, Edgett SJ, Kleinschmidt EJ. Portfolio management for new product development: results of an industry practices study. R&D Manage 2001;31(4):361–80.中文译文：项目组合管理——远非现今管理所制定的方案摘要尽管公司一向致力于处理项目股份单与项目股份单理论，他们也许会经历在工程延迟，资源短缺，压力，缺乏整体概要的形式上遇到问题。

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 BIMAbstractPurpose– 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 thereal 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 planningPaper type General review1. IntroductionHospital 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 isamong 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 approachesA 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 ofHealth. 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 partiesinvolved 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 thebuilding 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).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 applicationBuilding 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,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 technologicalsolutions 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 thedeployment of relevant BIM tools, such as for models checking, merging, and clash detections;●the contribution to collaboration methods, especially decision making and communicationprotocols, task planning, and risk management;●and the management of information, in terms of data flow and storage, identification ofcommunication 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 designcost, 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 BIMIn 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 thefuture; 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 apilot 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 buildingactors, 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 andspecifications;●reducing redesign/remake costs through clash detection during the design process; and●optimising the management of the facility through the registration of medical installationsand 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 designcommenced. 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。

介绍bim的英文作文English:Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility. It is a collaborative process that allows multiple stakeholders and AEC (Architecture, Engineering, and Construction) professionals to work together on the planning, design, construction, and management of a building. BIM goes beyond traditional 3D modeling by incorporating additional dimensions such as 4D (time), 5D (cost), and even 6D (sustainability) to provide a more comprehensive view of a project. By using BIM, stakeholders can make more informed decisions, reduce errors, and improve efficiency throughout the building lifecycle.Chinese:建筑信息模型（BIM）是一个设施的物理和功能特征的数字表示。

这是一个协作过程，允许多个利益相关者和AEC（建筑，工程和施工）专业人员一起进行建筑的规划，设计，施工和管理。

BIM超越了传统的3D建模，还增加了4D（时间），5D（成本），甚至6D（可持续性）等额外维度，提供了一个更全面的项目视图。

外文文献：BIM Beyond BoundariesSeptember 10, 2012 - by Randy DeutschAbstract: Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.Keywords: BIM, expertise, anti-learning, master builderSeveral forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces —including the rise of the expert, the growing complexity and speed of projects, and BIM's increasing recognition as an enabler, catalyst, and facilitator of team collaboration —also present significant challenges that can be overcome with the right approach and mindset.At one time, being an expert meant knowing more than one,s competitors in a particular field. Firms that reinforced their expert culture hoarded information, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technology experts, shortsightedly addressing today,s needs at the expense of tomorrow,s. While architects have always been trees with many branches, our current economic climate has discouraged them from being anything but palm trees: all trunk, no branches.And yet things change so quickly that those who went to bed experts are unlikely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way — slowly, over time, through traditional means. Even when we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new information in our industry.Expertise today is a much more social, fluid, and iterative process than it used to be. Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specific situation at hand. Expertise has often been associated with teaching and mentoring. Today it's more concerned with learning than knowing: less to do with continuing education and more with practicing and engaging in continuous education.Social media presents the would-be expert with both opportunities and challenges. Working with the understanding that somebody somewhere has already done what you are trying to do, design professionals, like agile technology experts, can find what they,re looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.An expert today is someone whose network, community, or team deems him or her so. Such acknowledgment from one,s community can be considered a form of social certification. To grow one,s professional reputation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.BIM EXPERTISE REQUIRES UNLEARNINGAs we grow in our careers, we tend to focus more on people issues and less on technology. We also tend to cooperate conditionally, responding to the behavior of others. This has huge implications for design and construction professionals who might be naturally collaborative 一through sharing knowledge, learning, mentoring, and teaching — but are otherwise conditioned and tempered by the culture of the firm where they work.Working in BIM provides an unprecedented opportunity to learn: how buildings go together, how projects are scheduled, cost implications of decisions, and impact on the environment. At the same time, there is a great deal we still need to unlearn with BIM. We can start by asking some questions: Which aspects of the traditional design process change with BIM and which stay the same? What knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most important: What, while learning to work in BIM, needs to be unlearned?While unlearning habits we picked up working in CAD would seem like a good place to start, there,s also a great deal we need to unlearn in order to return to our original sharing attitude and cooperative ways. These include bad habits we,ve acquired since we left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we may have learned to be mistrustful, skeptical, competitive, secretive, and working independently in silos. In doing so, we've unlearned many of the critical natural habits, attitudes, and mindsets necessary to work effectively and collaboratively on integrated teams.BIM EXPERTISE REQUIRES DETACHMENTFrom Japanese martial arts there,s the concept of shuhari: First learn, then detach, and finally transcend. As consultant Ian Rusk has explained, shu, ha, and ri are considered three phases of knowledge that one passes through in the study of an art. They can be described as the phases of traditional knowledge, breaking with tradition, and transcending it.Working in BIM, we need to address all three steps to meet our goals. Of the steps, the second (detachment, or breaking with tradition) is the most important. Detachment requires that we remain flexible and agile while learning, not holding on tightly to our ideas, agendas, or prejudices, so that we can move beyond them.BIM EXPERTISE REQUIRES COLLABORATIONWhile we as an industry have now lived with BIM for more than two decades, most firms have acquired and implemented the technology primarily as a visualization and coordination tool in thepast several years. We appear to have reached a standst ill in the software,s use, with many firm leaders wondering how to make the leap to more advanced uses. Further mastery of the application through traditional means won,t help us get there. If we are to achieve our personal, organizational, professional, and industry-wide goals of fully participating in public, community, creative, and economic life, something more needs to happen.Achieving higher levels of BIM use 一including analysis, computation, and fabrication 一requires skills and a mindset that allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesn,t necessarily lead to collaboration. We each have to decide whether or not to look beyond BIM as a tool and embrace it as a process. When recognized as a process, BIM can be a powerful catalyst and facilitator of team collaboration.BIM EXPERTISE REQUIRES DEPTH AND BREADTHIt would be a mistake to assume that expertise in BIM as a technology alone will lead to greater leadership opportunities on integrated teams. In this capacity, BIM requires attention to acquiring skills that, while easy to attain, can be overlooked if we focus primarily on the software tools.With BIM, technical expertise should not be considered more important than increasing one,s social intelligence, empathy, or the ability to relate well with others. Additionally, the conventional window for achieving technological expertise is too long. Better that one achieves a high level of BIM competency motivated by passion and curiosity. Having competency in one subject doesn,t preclude youfrom addressing others. In fact, it can be a determinant for doing so.Being versatile flies in the face of current thinking that to succeed we should bolster our strengths over our weaknesses. The answer to Should I be a specialist or generalist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift of the design professional is the rare (and underappreciated) ability to do both simultaneously. As with any hybrid 一generalizing specialist or specializing generalist 一one,s strength provides the confidence to contribute openly from many vantage points and perspectives.It is critical for “T-shaped” experts to reach out and make connections (the hor izonta l arm of the T) in all the areas they know little or nothing about from their base of technical competence (the vertical arm of the T). T-shaped experts have confidence because of their assurance that they know or do one thing well. Their confidence allows them to see as others see by means of 一not through —what they know. Their expertise doesn,t color their perception so much as provide a home base to venture from and return to with some assurance that they,ll maintain their bearings when venturing out across the table.Broad-minded design professionals often find themselves in the role of “anti-experts,” approaching challenges from the perspective of the outsider. To this Paula Scher of Pentagram said, “When I,m totally unqualified for a job, that,s when I do my best work.” Once we balance, own, and ultimately realize our expert and anti-expert selves, we (as a community, profession, and industry) will do our best work.WHAT DO WE DO NOW?Firms want to know how to optimize their work processes to become more efficient at what they do best, to remain competitive by leveraging the competitive advantage of BIM and integrated design. One of the ironies facing the industry is that in order to master BIM, don't learn more BIM. Instead, do other things.What will bring about greater efficiencies and effectiveness, increase productivity and deliver value, is not additional technology knowledge but our ability to communicate, relate, work together, think like one another, have empathy, understand, and listen. If design professionals want to lead they will do so not by increasing their depth but by benefit of broader capabilities involving their reach.What do we do now? Go wide and deep. Go against common wisdom and fortify your soft skills, yourreach and wingspan. To master BIM you have to transcend BIM.We need to develop both sides of ourselves in order to move beyond our own and others, biases and anticipate consequences for courses of action before they are acted upon. We need to develop the ability to put the project first, navigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and subliminal responses, have the confidence to ask questions without feeling threatened and be asked questions without becoming defensive. It is as though we have placed so much emphasis on the bricks we,ve forgotten the mortar that allows us to communicate genuinely, to relate well with one another and integrate.Having to choose between depth and breadth is a false choice that heads our profession and industry in the wrong direction. Rather than focusing on one over the other, we need to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weaknesses, to be expert and anti-expert, specialist and generalist, to design from evidence and from intuition, to be task- and people-oriented, to have mastery over one thing and be a jack-of-all-trades.As one blog commenter recently asserted, “In order to practice architecture well, you nee d to understand a lot of things that aren,t architecture.” BIM technology experts know one thing. To flourish and persevere, we need to know and do many things.Often overlooked in mutual mentoring of computer technology and building technology by senior and junior staff are basic people skills: listening, questioning, negotiating, collaborating, communicating. The concern is that the emerging design professional 一adept at BIM tools while learning how buildings come together - won,t learn the necessary communication and people management skills to negotiate a table full of teammates on an integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as computer and building technology skills. These skills require the same amount of deliberate practice and feedback as the mastery of technology skills. Developing complementary, collaborative skills is as critical as becoming competent with the technology. As Ernest Boyer anticipated, “The future belongs to the integrators.” And th at future has arrived.Succeeding in practice today is a both/and, not an either/or, proposition. Design professionals must be both BIM technologist and building technologist. Those who accept this model will lead, persevere, and flourish in our new economy.Last year in Design Intelligence, Stephen Fiskum wrote, “One thing is certain: The solution to the current malaise in our profession is not for us to go broader but to go deeper” (“Preparing fora New Practice Paradigm,” January/February 2010). This is a new world: By going wider and deeper we provide owners and our organizations with the most value and increased productivity. Working effectively and collaboratively in BIM will help us transcend our current state, bridge the gap, and cross over to more advanced uses.THE MULTIDISCIPLINARY MINDSETIt is not just that the integrated team is now multidisciplinary, but we each must become multidisciplinary. Doing so requires a multidisciplinary mindset. This entails empathy, a genuine appreciation for others, ideas, seeing from many perspectives, and anticipating possible consequences to any course of action. An industry representative recently stated in a public forum, “I don,t want the architect to think like a structural engineer. I need for him to think li ke an architect!” To leverage our technology tools and work processes, being an architect today means that we think like a structural engineer as well as a contractor and owner. Doing so doesn,t take away from architects, role but increases their credibility by making them more effective and influential at what they do well.Working in BIM 一inward focused, object-oriented, filling-in dialog boxes 一discourages this mindset. It is a mistake to think that those who work in BIM are technicians and that a firm principal or senior designer who sees the big picture will mediate between the model and the world in which the model operates. Leaders must see to it that their teams look outward, keeping an eye on the model while seeing the horizon.THE TECHNOLOGY/SOCIAL CONTINUUMWorking in CAD, there are those who focus on drafting and those more adept at communication, negotiation, and persuasion. With BIM, technical understanding and people know-how must exist in each and every design professional.The majority of BIM-related literature has been focused on the technology, not on the people who use it. People issues and attitudes are the main impediment to the collaborative work processes enabled by the technology. Human issues, issues of communication and collaboration, firm culture, motivation, and workflow — all exacerbated by the advent of BIM into the workplace — are an even greater challenge than the admittedly considerable software application and technical problems associated with BIM,s use.LEADING FROM THE MODELWorking in CAD, a senior team member would redline an emerging employee,s work. Leadership was decidedly top-down: Someone senior designed or detailed, and someone less senior drew it up. The problemwas that the senior team member never knew whether the emerging employee understood what was being drawn.Working in BIM provides a completely different work flow — one we have yet to leverage fully. Because those on the front lines are not only the first to discover clashes and inconsistencies but also to visualize what something looks like and how it might function, BIM allows our emerging talent to lead the process — to learn on the job while recognizing their power from their privileged position of the first look in the model.The new leadership mandate in this process is for architects to lead from their involvement in the BIM environment. Leading from the model can be likened to leading from the middle in that BIM requires and even enables followership, and servant- and situational-leadership, as opposed to top-down or command-and-control. While leadership historically has been top-down, working in BIM and on integrated teams changes that. Leading in BIM and integrated design is more similar to followership, in which middle managers lead from within the organization. Thus with BIM, the top-down and bottom-up approaches converge, where leading from the middle becomes leading from the model.BIM AND THE MASTER BUILDER TEAMArchitects who find themselves on increasingly large teams must find a way to lead and regain their voice in the design and construction process. If architects learn how to design buildings that are optimized to give owners, contractors, and other team members what they need 一of high quality, low cost, sooner, with less waste, while acquiring the mindsets, attitudes, and skills necessary to collaborate with others —then architects will be trusted, newly esteemed, and return to their desired leadership role. What is critical is not that we linearly help emerging professionals move from technical experts to leaders but to be technical experts and project, team, and process leaders at the same time. Expertise is cultivated by creating the right conditions for experts to flourish; people cannot be forced to learn and grow.Many A/E/C professionals are stressing the role of the team over the role of any one individual mastering any one subject or technology in advancing practice. The general consensus is that appointing any one individual as master of the project is largely irrelevant. Instead, the architect who works in BIM serves as master facilitator or strategic orchestrator on integrated teams. By working with as well as through others, we get the most out of fellow teammates.The concept of the composite master builder is the brainchild of visionary environmentalist BillReed. The term recasts the historical single master builder (or virtual master builder) as a diverse group of professionals working together toward a common end: the master builder team. The intention is to bring all specialists together, allowing them to function as if they were one mind. A better prescription for what ails our industry would be hard to find.中文译文:超越边界的BIM2012年9月10,兰迪•多伊奇摘要：在BIM应用中，对于专业的深度要求超过了广度是一个错误的选择，这将使个人、组织，以及这个职业和整个产业走向错误的方向。