With the launch of the U.S.Green Building Council’s Leadership in Energy and Environmental Design(LEED^(■))rating system,new building construction in the United States has rapidly begun adopting this guide as the st...With the launch of the U.S.Green Building Council’s Leadership in Energy and Environmental Design(LEED^(■))rating system,new building construction in the United States has rapidly begun adopting this guide as the standard for sustainable building.The rating system profoundly alters the design and operation of buildings,however,to date,little has been documented on the cumulative effects of the rating system across different phases of the project lifecycle:planning,architecture/design,engineering,construction and operational facility management(AEC+P+F).Further,the ability to gain efficiencies in the building phase itself is still unknown.Implications of the delivery system in LEED^(■)attainment also have not been clearly associated with the level of AEC+P+F integration.To pursue this goal,project participants are becoming involved earlier in the process;information exchanges take place throughout the project lifecycle;and the results of those frequent exchanges impact the value to the owner through focus on attainment of a particular green rating score.These features are confi guring a framework for green project delivery.This framework approaches lean thinking by generating value to the owner,improving the flow of information,and transforming the inputs required for the selection of materials and systems,to outputs in the form of a sustainability rating certification.This research focuses on exploring associations between LEED^(■)criteria,project lifecycle,the stakeholders’interests,lean process improvements and typical delivery systems used in building construction.The paper proposes a matrix of weighted indexes to explain and provide increased collaboration among project participants,improved efficiency throughout the project lifecycle,and new techniques which may be incorporated into the construction process.展开更多
文摘With the launch of the U.S.Green Building Council’s Leadership in Energy and Environmental Design(LEED^(■))rating system,new building construction in the United States has rapidly begun adopting this guide as the standard for sustainable building.The rating system profoundly alters the design and operation of buildings,however,to date,little has been documented on the cumulative effects of the rating system across different phases of the project lifecycle:planning,architecture/design,engineering,construction and operational facility management(AEC+P+F).Further,the ability to gain efficiencies in the building phase itself is still unknown.Implications of the delivery system in LEED^(■)attainment also have not been clearly associated with the level of AEC+P+F integration.To pursue this goal,project participants are becoming involved earlier in the process;information exchanges take place throughout the project lifecycle;and the results of those frequent exchanges impact the value to the owner through focus on attainment of a particular green rating score.These features are confi guring a framework for green project delivery.This framework approaches lean thinking by generating value to the owner,improving the flow of information,and transforming the inputs required for the selection of materials and systems,to outputs in the form of a sustainability rating certification.This research focuses on exploring associations between LEED^(■)criteria,project lifecycle,the stakeholders’interests,lean process improvements and typical delivery systems used in building construction.The paper proposes a matrix of weighted indexes to explain and provide increased collaboration among project participants,improved efficiency throughout the project lifecycle,and new techniques which may be incorporated into the construction process.
文摘IPD(Integrated Project Delivery,综合项目交付)作为一种全新的工程项目交付模式,已经在美国、澳大利亚和英国等发达国家得到应用,并趋于成熟。但是,IPD在我国还没有实际应用案例,其本身仍然存在着定义模糊、法律合同体系不完善等问题。BIM(Building Information Modeling,建筑信息模型)技术的出现为推进IPD的发展和完善提供了条件。本文在广泛文献调研的基础上,首先回顾了IPD的发展历程,介绍了IPD的定义、特征及其应用的关键--专属工程合同体系并总结了IPD在工程实践中面临的主要问题,之后归纳了采用BIM技术解决IPD现有问题、提升IPD实施效果的可行途径。本文对在我国利用IPD具有参考作用。
