【正文】 information rather than physical resources. This information all describes or models the physical construction project, and thus it can be said that all designers and managers work with information models of the project. However, each task often works with its own unique view, perspective, or type of information model. This wide range of disparate views adds to the fragmentation of these tasks. There is very little of a mon, shared vision of the project across all participants—at least until the physical structure begins to emerge, which provides a unifying mon perspective for all participants. A unified IT view. One of the opportunities of emerging IT is the ability to create building information models: semantically rich information models of construction projects that include both 3D geometric information (3D CAD) along with nongeometric information (everything from material properties to construction costs and schedules). These models support a wide range of advanced analytical and predictive software tools, including virtual project representations such as photorealistic 3D renderings and walkthroughs, and they support extensive information sharing and software interoperability throughout the lifecycle of the project (as exemplified by the Industry Foundation Classes, IFCs, see International Alliance, 2021 and BLIS, 2021). This technology does not require that all project information be bined into a single model, but it allows linkages and interoperability between the various bodies of project information. This technology offers opportunities to create a more unified approach to project management in two ways. First, by linking together disparate views of project information and supporting software interoperability, it provides a technical platform for achieving a more integrated approach to project management. Second, the “ virtual building” created by these technologies has the potential of acting as a mon focal point, or unifying view, for all project participants, particularly during preconstruction design and management phases, much in the way that the physical structure does during the construction phase. 共 18 頁(yè) 第 4 頁(yè) Lean Construction and Workflows. There is currently a great deal of attention being paid to the area of lean construction, which spans a wide range of issues that relate to the management of AEC/FM projects (Lean Construction Institute, 2021). Among these issues is the concept that when a project is made up of many interdependent tasks, a focus on optimizing each task independently leads to suboptimization of the overall project. Therefore, project management practices should ensure that tasks are managed with careful consideration of their role within the overall project workflows。 共 18 頁(yè) 第 1 頁(yè) 英語(yǔ)原文 A Unified Approach to Project Management Thomas Froese* and Sheryl StaubFrench* *Dept. of Civil Engineering, Univ. of British Columbia, Vancouver, BC, Canada, V6T 1Z4. , Abstract In current project management practice, the overall task of designing, managing, and constructing a building is carried out by anizing the work into many distinct tasks assigned to many different groups. Most project effort is then directed towards carrying out these tasks in the most effective manner possible, while relatively little effort (concentrated within a few critical positions) is focused on managing the interdependencies between tasks and effectively bining these results to yield the overall result. We propose a unified approach to project management that brings an integrative view to the forefront, centered on the notion of defining multiple views of the project and the interrelationships that exist between the views. This integrated representation acts as a model or prototype of the physical facility, allowing more experimentation and optimization and providing a unifying focus for the ongoing work. The representational framework, proposed methodology, and acpanying IT issues for this approach to project management are discussed. Motivation Much of our previous research has been in the area of information technologies (IT) applied to the task of project management (PM) in the field of architecture, engineering, construction, and facilities management (AEC/FM). Within this field of research and development (Ramp。 they should not be treated as isolated, independent activities. Software Engineering and the Unified Modeling Language. Although project management has a much longer (and perhaps more successful) history within the field of AEC/FM than in the field of software engineering, there are some valuable lessons that AEC/FM can learn from developments in the software industry, particularly related to integrated information structures for managing projects. Much of the software engineering munity has consolidated around the Unified Modeling Language (UML) (Object Management Group, 2021), a standard language for representing the ponents involved in the design and implementation of software projects. The UML provides a much more uniform and integrated (if less prehensive) view of project requirements, processes, and elements, than parable representations within AEC/FM (., project plans and specifications, construction schedules, etc.). Furthermore, UMLbased software development methodologies have emerged (., the Unified Process, Kendall, 2021) that tightly integrate the various project workflows with the various project artifacts (deliverables) throughout each phase of the project lifecycle. These methodologies also accentuate the cyclical and repetitive nature of the related work tasks that are carried out within workflows as they move through the phases of the project lifecycle. Unlike approaches that treat each activity as an independent, onetime task, this reinforces attempts to continually impro