【正文】 can link participants to workflows/tasks, deliverables, etc. ? Cost View: This view identifies the various cost schedules (estimates, costcontrol accounts, etc.) that are important to the project. Costs can be related to workflows/tasks, deliverables, anizational units, etc. ? Risk View: As part of a risk management approach, significant risks can be identified and associated with specific workflows/tasks, deliverables, anizational units, cost items, etc. ? Quality View: Quality management programs may identify quality metrics, inspection tasks and results, etc., associated with the workflow/tasks and deliverables. ? Requirements View: Software engineering methods formally capture system requirements using constructs such as use cases. On AEC/FM projects, requirements would typically be less structured, but it may be possible to define a view that explicitly represents the project requirements in a way that helps ? AsBuilt View: As construction work proceeds, the actual results of the work, in terms of final construction results, actual cost and productivity data, etc., can be captured in an asbuilt view. ? Other Views: A view can be created for any other area of interest on a project where a set of items can meaningfully be identified that relate to other defined view, such as a contractual view, safety view, environmental impact/sustainability view, punch list/defect view, maintenance view, etc. The possibility of defining a large number of views does not imply that a significant amount of additional management work is required. Rather, it suggests that when issues are already being addressed with some form of explicit management effort, that a representation structure can be used that can capture the relationships with other management issues. In many cases, the relationships between any two views may form a narrowly banded matrix: each item in one view would be associated with a small number of items in the other view. This may lead to interesting possibilities, such as the ability to partially automate the creation of one view from another (., automatic generation of approximate lists of construction activities and estimate items from a building product model), or the ability to recognize “exceptions”, cases where relationships deserve extra management attention because they lie outside of the typical band of interrelationships. Changing the Project Mindset. The unified approach to project management involves not only a change to the representational structures as outlined above, but this also a change in the way participants think of the underlying project mechanism and their role in it. Currently, projects are regarded as custom, unique endeavors and project tasks as a collection of oneoff activities. The thought process is to find a satisfactory solution to the project requirements rather than to find “the best” solution. In part, this is because there is no room for trialanderror exploration. Fullscale models are impossible and smallscale physical models are of limited use. In the unified approach to project management, the integrated project representations acts as project prototypes or models that can play the same centralrole in construction as prototypes do in manufacturing. They provide integrated, puterbased collections of all known project information. They may contain geometric information to allow tools like 3D visualization, but they also contain nongeometric design and management information, such as material properties, supplier information, cost and schedule data, anizational information, etc. Thus, the perspective is changed to be more like that of manufacturing: a prototyping process followed by an ongoing production process. Design and planning tasks 共 18 頁 第 8 頁 first work towards the creation of prototypes or models. In these models, alternatives are developed and explored, new issues are identified and resolved, and interactions and interfaces are hammered out. Once all concerns are satisfied, the prototype is used to anize the production process. Every participant views their role as carrying out their tasks by drawing information from the project model, placing their results back into the project model, and using the model to explore the interaction of their work with others and to support munications. In this way, the overall concerns of the project are more prominent to all and are easier to identify and explore—we believe this will produce better solutions. Working with the Unified Approach to Project Management. As shown, the unified approach to project management is based on defining formalized views of project information along with the interrelationships between the views. This section will discuss how this approach might be carried out by paring it with best practices in how project scheduling is carried out. If good scheduling and schedule control practices are used on an AEC/FM project, the project will benefit from good work coordination。D has not had greater impact. One significant problem seems to be that the resulting technologies and tools do not fit particularly well with current project management practices. More specifically, the new tools assume and require a level of integration and coordination among project participants that is seldom found in practice. Clearly, the technologies require further development towards tools that better suit current practice. Yet it may be useful to also consider current project management practices to see if changes could be introduced that would allow projects to better exploit the advances that have been made in IT. From this initial perspective of IT, we have begun to explore potential weakness and opportunities for improvement in current project management practices. In the process, the perspective has broadened to identify several iss