工程管理专业外文文献及翻译

/本科毕业设计外文文献及译文文献、资料题目：ChangingrolesoftheclientsArchitectsandcontractorsThroughBIM文献、资料来源：Engineering,Construction,Archi-tectualManagement文献、资料发表（出版）日期：2010.2院（部）：专业：班级：姓名：学号：指导老师：翻译日期：外文文献：Changingrolesoftheclients,architectsandcontractorsthroughBIMRizalSebastianTNOBuiltEnvironmentandGeosciences,Delft,TheNetherlandsAbstractPurpose–Thispaperaimstopresentageneralreviewofthepracticalimplicationsofbuildinginformationmodelling(BIM)basedonliteratureandcasestudies.ItseekstoaddressthenecessityforapplyingBIMandre-organisingtheprocessesandrolesinhospitalbuildingprojects.Thistypeofprojectiscomplexduetocomplicatedfunctionalandtechnicalrequirements,decisionmakinginvolvingalargenumberofstakeholders,andlong-termdevelopmentprocesses.Design/methodology/approach–ThroughdeskresearchandreferringtotheongoingEuropeanresearchprojectInPro,theframeworkforintegratedcollaborationandtheuseofBIMareanalysed.Throughseveralrealcases,thechangingrolesofclients,architects,andcontractorsthroughBIMapplicationareinvestigated.Findings–OneofthemainfindingsistheidentificationofthemainfactorsforasuccessfulcollaborationusingBIM,whichcanberecognisedas“POWER”:productinformationsharing(P),organisationalrolessynergy(O),workprocessescoordination(W),environmentforteamwork(E),andreferencedataconsolidation(R).Furthermore,itisalsofoundthattheimplementationofBIMinhospitalbuildingprojectsisstilllimitedduetocertaincommercialandlegalbarriers,aswellasthefactthatintegratedcollaborationhasnotyetbeenembeddedintherealestatestrategiesofhealthcareinstitutions.Originality/value–ThispapercontributestotheactualdiscussioninscienceandpracticeonthechangingrolesandprocessesthatarerequiredtodevelopandoperatesustainablebuildingswiththesupportofintegratedICTframeworksandtools.Itpresentsthestate-of-the-artofEuropeanresearchprojectsandsomeofthefirstrealcasesofBIMapplicationinhospitalbuildingprojects.KeywordsEurope,Hospitals,TheNetherlands,Constructionworks,Responseflexibility,ProjectplanningPapertypeGeneralreview1.IntroductionHospitalbuildingprojects,areofkeyimportance,andinvolvesignificantinvestment,andusuallytakealong-termdevelopmentperiod.Hospitalbuildingprojectsarealsoverycomplexduetothecomplicatedrequirementsregardinghygiene,safety,specialequipments,andhandlingofalargeamountofdata.Thebuildingprocessisverydynamicandcomprisesiterativephasesandintermediatechanges.Manyactorswithshiftingagendas,rolesandresponsibilitiesareactivelyinvolved,suchas:thehealthcareinstitutions,nationalandlocalgovernments,projectdevelopers,financialinstitutions,architects,contractors,advisors,facilitymanagers,andequipmentmanufacturersandsuppliers.Suchbuildingprojectsareverymuchinfluenced,bythehealthcarepolicy,whichchangesrapidlyinresponsetothemedical,societalandtechnologicaldevelopments,andvariesgreatlybetweencountries(WorldHealthOrganization,2000).InTheNetherlands,forexample,thewayabuildingprojectinthehealthcaresectorisorganisedisundergoingamajorreformduetoafundamentalchangeintheDutchhealthpolicythatwasintroducedin2008.Therapidlychangingcontextpostsaneedforabuildingwithflexibilityoveritslifecycle.Inordertoincorporatelife-cycleconsiderationsinthebuildingdesign,constructiontechnique,andfacilitymanagementstrategy,amultidisciplinarycollaborationisrequired.Despitetheattemptforestablishingintegratedcollaboration,healthcarebuildingprojectsstillfacesseriousproblemsinpractice,suchas:budgetoverrun,delay,andsub-optimalqualityintermsofflexibility,end-user’sdissatisfaction,andenergyinefficiency.Itisevidentthatthelackofcommunicationandcoordinationbetweentheactorsinvolvedinthedifferentphasesofabuildingprojectisamongthemostimportantreasonsbehindtheseproblems.Thecommunicationbetweendifferentstakeholdersbecomescritical,aseachstakeholderpossessesdifferentsetofskills.Asaresult,theprocessesforextraction,interpretation,andcommunicationofcomplexdesigninformationfromdrawingsanddocumentsareoftentime-consuminganddifficult.Advancedvisualisationtechnologies,like4Dplanninghavetremendouspotentialtoincreasethecommunicationefficiencyandinterpretationabilityoftheprojectteammembers.However,theiruseasaneffectivecommunicationtoolisstilllimitedandnotfullyexplored(DawoodandSikka,2008).Therearealsootherbarriersintheinformationtransferandintegration,forinstance:manyexistingICTsystemsdonotsupporttheopennessofthedataandstructurethatisprerequisiteforaneffectivecollaborationbetweendifferentbuildingactorsordisciplines.Buildinginformationmodelling(BIM)offersanintegratedsolutiontothepreviouslymentionedproblems.Therefore,BIMisincreasinglyusedasanICTsupportincomplexbuildingprojects.AneffectivemultidisciplinarycollaborationsupportedbyanoptimaluseofBIMrequirechangingrolesoftheclients,architects,andcontractors;newcontractualrelationships;andre-organisedcollaborativeprocesses.Unfortunately,therearestillgapsinthepracticalknowledgeonhowtomanagethebuildingactorstocollaborateeffectivelyintheirchangingroles,andtodevelopandutiliseBIMasanoptimalICTsupportofthecollaboration.Thispaperpresentsageneralreviewofthepracticalimplicationsofbuildinginformationmodelling(BIM)basedonliteraturereviewandcasestudies.Inthenextsections,basedonliteratureandrecentfindingsfromEuropeanresearchprojectInPro,theframeworkforintegratedcollaborationandtheuseofBIMareanalysed.Subsequently,throughtheobservationoftwoongoingpilotprojectsinTheNetherlands,thechangingrolesofclients,architects,andcontractorsthroughBIMapplicationareinvestigated.Inconclusion,thecriticalsuccessfactorsaswellasthemainbarriersofasuccessfulintegratedcollaborationusingBIMareidentified.2.Changingrolesthroughintegratedcollaborationandlife-cycledesignapproachesAhospitalbuildingprojectinvolvesvariousactors,roles,andknowledgedomains.InTheNetherlands,thechangingrolesofclients,architects,andcontractorsinhospitalbuildingprojectsareinevitableduethenewhealthcarepolicy.PreviouslyundertheHealthcareInstitutionsAct(WTZi),healthcareinstitutionswererequiredtoobtainbothalicenseandabuildingpermitfornewconstructionprojectsandmajorrenovations.ThepermitwasissuedbytheDutchMinistryofHealth.Thehealthcareinstitutionsweretheneligibletoreceivefinancialsupportfromthegovernment.Since2008,newlegislationonthemanagementofhospitalbuildingprojectsandrealestatehascomeintoforce.Inthisnewlegislation,apermitforhospitalbuildingprojectundertheWTZiisnolongerobligatory,norobtainable(DutchMinistryofHealth,WelfareandSport,2008).Thischangeallowsmorefreedomfromthestate-directedpolicy,andrespectively,allocatesmoreresponsibilitiestothehealthcareorganisationstodealwiththefinancingandmanagementoftheirrealestate.Thenewpolicyimpliesthatthehealthcareinstitutionsarefullyresponsibletomanageandfinancetheirbuildingprojectsandrealestate.Thegovernment’ssupportforthecostsofhealthcarefacilitieswillnolongerbegivenseparately,butwillbeincludedinthefeeforhealthcareservices.Thismeansthathealthcareinstitutionsmustearnbacktheirinvestmentonrealestatethroughtheirservices.Thisnewpolicyintendstostimulatesustainableinnovationsinthedesign,procurementandmanagementofhealthcarebuildings,whichwillcontributetoeffectiveandefficientprimaryhealthcareservices.Thenewstrategyforbuildingprojectsandrealestatemanagementendorsesanintegratedcollaborationapproach.Inordertoassurethesustainabilityduringconstruction,use,andmaintenance,theend-users,facilitymanagers,contractorsandspecialistcontractorsneedtobeinvolvedintheplanninganddesignprocesses.Theimplicationsofthenewstrategyarereflectedinthechangingrolesofthebuildingactorsandinthenewprocurementmethod.Inthetraditionalprocurementmethod,thedesign,anditsdetails,aredevelopedbythearchitect,anddesignengineers.Then,theclient(thehealthcareinstitution)sendsanapplicationtotheMinistryofHealthtoobtainanapprovalonthebuildingpermitandthefinancialsupportfromthegovernment.Followingthis,acontractorisselectedthroughatenderprocessthatemphasisesthesearchforthelowest-pricebidder.Duringtheconstructionperiod,changesoftentakeplaceduetoconstructabilityproblemsofthedesignandnewrequirementsfromtheclient.Becauseofthehighleveloftechnicalcomplexity,andmoreover,decision-makingcomplexities,thewholeprocessfrominitiationuntildeliveryofahospitalbuildingprojectcantakeuptotenyearstime.Afterthedelivery,thehealthcareinstitutionisfullyinchargeoftheoperationofthefacilities.Redesignsandchangesalsotakeplaceintheusephasetocopewithnewfunctionsanddevelopmentsinthemedicalworld(vanReedtDortland,2009).Theintegratedprocurementpicturesanewcontractualrelationshipbetweenthepartiesinvolvedinabuildingproject.Insteadofarelationshipbetweentheclientandarchitectfordesign,andtheclientandcontractorforconstruction,inanintegratedprocurementtheclientonlyholdsacontractualrelationshipwiththemainpartythatisresponsibleforbothdesignandconstruction(JointContractsTribunal,2007).Thetraditionalbordersbetweentasksandoccupationalgroupsbecomeblurredsincearchitects,consultingfirms,contractors,subcontractors,andsuppliersallstandonthesupplysideinthebuildingprocesswhiletheclientonthedemandside.Suchconfigurationputsthearchitect,engineerandcontractorinaverydifferentpositionthatinfluencesnotonlytheirroles,butalsotheirresponsibilities,tasksandcommunicationwiththeclient,theusers,theteamandotherstakeholders.Thetransitionfromtraditionaltointegratedprocurementmethodrequiresashiftofmindsetofthepartiesonboththedemandandsupplysides.Itisessentialfortheclientandcontractortohaveafairandopencollaborationinwhichbothcanoptimallyusetheircompetencies.Theeffectivenessofintegratedcollaborationisalsodeterminedbytheclient’scapacityandstrategytoorganizeinnovativetenderingprocedures(Sebastianetal.,2009).Anewchallengeemergesincaseofpositioninganarchitectinapartnershipwiththecontractorinsteadofwiththeclient.Incaseofthearchitectentersapartnershipwiththecontractor,animportantissuesishowtoensuretherealisationofthearchitecturalvaluesaswellasinnovativeengineeringthroughanefficientconstructionprocess.Inanothercase,thearchitectcanstandattheclient’ssideinastrategicadvisoryroleinsteadofbeingthedesigner.Inthiscase,thearchitect’sresponsibilityistranslatingclient’srequirementsandwishesintothearchitecturalvaluestobeincludedinthedesignspecification,andevaluatingthecontractor’sproposalagainstthis.Inanyofthisnewrole,thearchitectholdstheresponsibilitiesasstakeholderinterestfacilitator,custodianofcustomervalueandcustodianofdesignmodels.Thetransitionfromtraditionaltointegratedprocurementmethodalsobringsconsequencesinthepaymentschemes.Inthetraditionalbuildingprocess,thehonorariumforthearchitectisusuallybasedonapercentageoftheprojectcosts;thismaysimplymeanthatthemoreexpensivethebuildingis,thehigherthehonorariumwillbe.Theengineerreceivesthehonorariumbasedonthecomplexityofthedesignandtheintensityoftheassignment.Ahighlycomplexbuilding,whichtakesanumberofredesigns,isusuallyfavourablefortheengineersintermsofhonorarium.Atraditionalcontractorusuallyreceivesthecommissionbasedonthetendertoconstructthebuildingatthelowestpricebymeetingtheminimumspecificationsgivenbytheclient.Extraworkduetomodificationsischargedseparatelytotheclient.Afterthedelivery,thecontractorisnolongerresponsibleforthelong-termuseofthebuilding.Inthetraditionalprocurementmethod,allrisksareplacedwiththeclient.Inintegratedprocurementmethod,thepaymentisbasedontheachievedbuildingperformance;thus,thepaymentisnon-adversarial.Sincethearchitect,engineerandcontractorhaveawiderresponsibilityonthequalityofthedesignandthebuilding,thepaymentislinkedtoameasurementsystemofthefunctionalandtechnicalperformanceofthebuildingoveracertainperiodoftime.Thehonorariumbecomesanincentivetoachievetheoptimalquality.Ifthebuildingactorssucceedtodeliverahigheradded-valuethatexceedtheminimumclient’srequirements,theywillreceiveabonusinaccordancetotheclient’sextragain.Theleveloftransparencyisalsoimproved.Openbookaccountingisanexcellentinstrumentprovidedthatthestakeholdersagreeontheinformationtobesharedandtoitslevelofdetail(InPro,2009).Nexttotheadoptionofintegratedprocurementmethod,thenewrealestatestrategyforhospitalbuildingprojectsaddressesaninnovativeproductdevelopmentandlife-cycledesignapproaches.Asustainablebusinesscasefortheinvestmentandexploitationofhospitalbuildingsreliesondynamiclife-cyclemanagementthatincludesconsiderationsandanalysisofthemarketdevelopmentovertimenexttothebuildinglife-cyclecosts(investment/initialcost,operationalcost,andlogisticcost).Comparedtotheconventionallife-cyclecostingmethod,thedynamiclife-cyclemanagementencompassesashiftfromfocusingonlyonminimizingthecoststofocusingonmaximizingthetotalbenefitthatcanbegained.Oneofthedeterminingfactorsforasuccessfulimplementationofdynamiclife-cyclemanagementisthesustainabledesignofthebuildingandbuildingcomponents,whichmeansthatthedesigncarriessufficientflexibilitytoaccommodatepossiblechangesinthelongterm(Prins,1992).Designingbasedontheprinciplesoflife-cyclemanagementaffectstheroleofthearchitect,asheneedstobewellinformedabouttheusagescenariosandrelatedfinancialarrangements,thechangingsocialandphysicalenvironments,andnewtechnologies.Designneedstointegratepeopleactivitiesandbusinessstrategiesovertime.Inthiscontext,thearchitectisrequiredtoalignthedesignstrategieswiththeorganisational,localandglobalpoliciesonfinance,businessoperations,healthandsafety,environment,etc.(Sebastianetal.,2009).Thecombinationofprocessandproductinnovation,andthechangingrolesofthebuildingactorscanbeaccommodatedbyintegratedprojectdeliveryorIPD(AIACaliforniaCouncil,2007).IPDisanapproachthatintegratespeople,systems,businessstructuresandpracticesintoaprocessthatcollaborativelyharnessesthetalentsandinsightsofallparticipantstoreducewasteandoptimizeefficiencythroughallphasesofdesign,fabricationandconstruction.IPDprinciplescanbeappliedtoavarietyofcontractualarrangements.IPDteamswillusuallyincludememberswellbeyondthebasictriadofclient,architect,andcontractor.Ataminimum,though,anIntegratedProjectshouldincludeatightcollaborationbetweentheclient,thearchitect,andthemaincontractorultimatelyresponsibleforconstructionoftheproject,fromtheearlydesignuntiltheprojecthandover.ThekeytoasuccessfulIPDisassemblingateamthatiscommittedtocollaborativeprocessesandiscapableofworkingtogethereffectively.IPDisbuiltoncollaboration.Asaresult,itcanonlybesuccessfuliftheparticipantsshareandapplycommonvaluesandgoals.3.ChangingrolesthroughBIMapplicationBuildinginformationmodel(BIM)comprisesICTframeworksandtoolsthatcansupporttheintegratedcollaborationbasedonlife-cycledesignapproach.BIMisadigitalrepresentationofphysicalandfunctionalcharacteristicsofafacility.Assuchitservesasasharedknowledgeresourceforinformationaboutafacilityformingareliablebasisfordecisionsduringitslifecyclefrominceptiononward(NationalInstituteofBuildingSciencesNIBS,2007).BIMfacilitatestimeandplaceindependentcollaborativeworking.AbasicpremiseofBIMiscollaborationbydifferentstakeholdersatdifferentphasesofthelifecycleofafacilitytoinsert,extract,updateormodifyinformationintheBIMtosupportandreflecttherolesofthatstakeholder.BIMinitsultimateform,asashareddigitalrepresentationfoundedonopenstandardsforinteroperability,canbecomeavirtualinformationmodeltobehandedfromthedesignteamtothecontractorandsubcontractorsandthentotheclient(Sebastianetal.,2009).BIMisnotthesameastheearlierknowncomputeraideddesign(CAD).BIMgoesfurtherthananapplicationtogeneratedigital(2Dor3D)drawings(Bratton,2009).BIMisanintegratedmodelinwhichallprocessandproductinformationiscombined,stored,elaborated,andinteractivelydistributedtoallrelevantbuildingactors.Asacentralmodelforallinvolvedactorsthroughouttheprojectlifecycle,BIMdevelopsandevolvesastheprojectprogresses.UsingBIM,theproposeddesignandengineeringsolutionscanbemeasuredagainsttheclient’srequirementsandexpectedbuildingperformance.ThefunctionalitiesofBIMtosupportthedesignprocessextendtomultidimensional(nD),including:three-dimensionalvisualisationanddetailing,clashdetection,materialschedule,planning,costestimate,productionandlogisticinformation,andas-builtdocuments.Duringtheconstructionprocess,BIMcansupportthecommunicationbetweenthebuildingsite,thefactoryandthedesignoffice–whichiscrucialforaneffectiveandefficientprefabricationandassemblyprocessesaswellastopreventorsolveproblemsrelatedtounforeseenerrorsormodifications.Whenthebuildingisinuse,BIMcanbeusedincombinationwiththeintelligentbuildingsystemstoprovideandmaintainup-to-dateinformationofthebuildingperformance,includingthelife-cyclecost.TounleashthefullpotentialofmoreefficientinformationexchangeintheAEC/FMindustryincollaborativeworkingusingBIM,bothhighqualityopeninternationalstandardsandhighqualityimplementationsofthesestandardsmustbeinplace.TheIFCopenstandardisgenerallyagreedtobeofhighqualityandiswidelyimplementedinsoftware.Unfortunately,thecertificationprocessallowspoorqualityimplementationstobecertifiedandessentiallyrendersthecertifiedsoftwareuselessforanypracticalusagewithIFC.IFCcompliantBIMisactuallyusedlessthanmanualdraftingforarchitectsandcontractors,andshowaboutthesameusageforengineers.ArecentsurveyshowsthatCAD(asaclosed-system)isstillthemajorformoftechniqueusedindesignwork(over60percent)whileBIMisusedinaround20percentofprojectsforarchitectsandinaround10percentofprojectsforengineersandcontractors(Kiviniemietal.,2008).TheapplicationofBIMtosupportanoptimalcross-disciplinaryandcross-phasecollaborationopensanewdimensionintherolesandrelationshipsbetweenthebuildingactors.Severalmostrelevantissuesare:thenewroleofamodelmanager;theagreementontheaccessrightandIntellectualPropertyRight(IPR);theliabilityandpaymentarrangementaccordingtothetypeofcontractandinrelationtotheintegratedprocurement;andtheuseofopeninternationalstandards.CollaborativeworkingusingBIMdemandsanewexpertroleofamodelmanagerwhopossessesICTaswellasconstructionprocessknow-how(InPro,2009).Themodelmanagerdealswiththesystemaswellaswiththeactors.HeprovidesandmaintainstechnologicalsolutionsrequiredforBIMfunctionalities,managestheinformationflow,andimprovestheICTskillsofthestakeholders.Themodelmanagerdoesnottakedecisionsondesignandengineeringsolutions,northeorganisationalprocesses,buthisrolesinthechainofdecisionmakingarefocusedon:thedevelopmentofBIM,thedefinitionofthestructureanddetaillevelofthemodel,andthedeploymentofrelevantBIMtools,suchasformodelschecking,merging,andclashdetections;thecontributiontocollaborationmethods,especiallydecisionmakingandcommunicationprotocols,taskplanning,andriskmanagement;andthemanagementofinformation,intermsofdataflowandstorage,identificationofcommunicationerrors,anddecisionorprocess(re-)tracking.Regardingthelegalandorganisationalissues,oneoftheactualquestionsis:“Inwhatwaydoestheintellectualpropertyright(IPR)incollaborativeworkingusingBIMdifferfromtheIPRinatraditionalteamwork?”.Intermsofcombinedwork,theIPRofeachelementisattachedtoitscreator.Althoughitseemstobeafullyintegrateddesign,BIMactuallyresultedfromacombinationofworks/elements;forinstance:theoutlineofthebuildingdesign,iscreatedbythearchitect,thedesignfortheelectricalsystem,iscreatedbytheelectricalcontractor,etc.Thus,incaseofBIMasacombinedwork,theIPRissimilartotraditionalteamwork.WorkingwithBIMwithauthorshipregistrationfunctionalitiesmayactuallymakeiteasiertokeeptrackoftheIPR(Chao-Duivis,2009).Howdoescollaborativeworking,usingBIM,effectthecontractualrelationship?Ontheonehand,collaborativeworkingusingBIMdoesnotnecessarilychangetheliabilitypositioninthecontractnordoesitobligateanalliancecontract.TheGeneralPrinciplesofBIMAddendumconfirms:‘ThisdoesnoteffectuateorrequirearestructuringofcontractualrelationshipsorshiftingofrisksbetweenoramongtheProjectParticipantsotherthanasspecificallyrequiredpertheProtocolAddendumanditsAttachments’(ConsensusDOCS,2008).Ontheotherhand,changesintermsofpaymentschemescanbeanticipated.CollaborativeprocessesusingBIMwillleadtotheshiftingofactivitiesfromtotheearlydesignphase.Much,ifnotall,activitiesinthedetailedengineeringandspecificationphasewillbedoneintheearlierphases.Itmeansthatsignificantpaymentfortheengineeringphase,whichmaycountupto40percentofthedesigncost,cannolongerbeexpected.Asengineeringworkisdoneconcurrentlywiththedesign,anewproportionofthepaymentintheearlydesignphaseisnecessary(Chao-Duivis,2009).4.ReviewofongoinghospitalbuildingprojectsusingBIMInTheNetherlands,thechangingrolesinhospitalbuildingprojectsarepartofthestrategy,whichaimsatachievingasustainablerealestateinresponsetothechanginghealthcarepolicy.Referringtoliteratureandpreviousresearch,themainfactorsthatinfluencethesuccessofthechangingrolescanbeconcludedas:theimplementationofanintegratedprocurementmethodandalife-cycledesignapproachforasustainablecollaborativeprocess;theagreementontheBIMstructureandtheintellectualrights;andtheintegrationoftheroleofamodelmanager.Theprecedingsectionshavediscussedtheconceptualthinkingonhowtodealwiththesefactorseffectively.Thiscurrentsectionobservestwoactualprojectsandcomparestheactualpracticewiththeconceptualviewrespectively.Themainissues,whichareobservedinthecasestudies,are:theselectedprocurementmethodandtherolesoftheinvolvedpartieswithinthismethod;theimplementationofthelife-cycledesignapproach;thetype,structure,andfunctionalitiesofBIMusedintheproject;theopennessindatasharingandtransferofthemodel,andtheintendeduseofBIMinthefuture;andtherolesandtasksofthemodelmanager.ThepilotexperienceofhospitalbuildingprojectsusingBIMintheNetherlandscanbeobservedatUniversityMedicalCentreStRadboud(furtherreferredasUMC)andMaximaMedicalCentre(furtherreferredasMMC).AtUMC,thenewbuildingprojectfortheFacultyofDentistryinthecityofNijmegenhasbeendedicatedasaBIMpilotproject.AtMMC,BIMisusedindesigningnewbuildingsforMedicalSimulationandMother-and-ChildCentreinthecityofVeldhoven.ThefirstcaseisaprojectattheUniversityMedicalCentre(UMC)StRadboud.UMCismorethanjustahospital.UMCcombinesmedicalservices,educationandresearch.Morethan8500staffand3000studentsworkatUMC.Asapartoftheinnovativerealestatestrategy,UMChasconsideredtouseBIMforitsbuildingprojects.ThenewdevelopmentoftheFacultyofDentistryandthesurroundingbuildingsontheKapittelweginNijmegenhasbeenchosenasapilotprojecttogatherpracticalknowledgeandexperienceoncollaborativeprocesseswithBIMsupport.ThemainambitiontobeachievedthroughtheuseofBIMinthebuildingprojectsatUMCcanbesummarisedasfollows:using3Dvisualisationtoenhancethecoordinationandcommunicationamongthebuildingactors,andtheuserparticipationindesign;facilitatingoptimalinformationaccessibilityandexchangeforahighconsistencyofthedrawingsanddocumentsacrossdisciplinesandphases;integratingthearchitecturaldesignwithstructuralanalysis,energyanalysis,costestimation,andplanning;interactivelyevaluatingthedesignsolutionsagainsttheprogrammeofrequirementsandspecifications;reducingredesign/remakecoststhroughclashdetectionduringthedesignprocess;andoptimisingthemanagementofthefacilitythroughtheregistrationofmedicalinstallationsandequipments,fixedandflexiblefurniture,productandoutputspecifications,andoperationaldata.ThesecondcaseisaprojectattheMaximaMedicalCentre(MMC).MMCisalargehospitalresultedfromamergerbetweentheDiaconessenhuisinEindhovenandStJosephHospitalinVeldhoven.Annuallythe3,400staffofMMCprovidesmedicalservicestomorethan450,000visitorsandpatients.Alarge-scaledextensionprojectofthehospitalinVeldhovenisapartofitsrealestatestrategy.Amedicalsimulationcentreandawomen-and-childrenmedicalcentreareamongthemostimportantnewfacilitieswithinthisextensionproject.Thedesignhas