【正文】 ues that are not specifically IT related. These are not new concepts, but a collection of several current trends in AEC/FM and relevant ideas from other industries. In this paper, we consider several of these views on weakness in current project management practices and opportunities for improvements. We then synthesize these into a proposed framework for a unified approach to project management in AEC/FM. Perspectives on Weaknesses and Opportunities for Project Management Complexity and Interdependencies in AEC/FM projects. AEC/FM projects are often described as large and increasingly plex. A greater understanding of the nature of this plexity can point to the areas where the need for improved management is greatest. Studies have identified the following characteristics as generally mon to any 共 18 頁 第 2 頁 type of plex system11: 1. Complex systems are prised of a multiplicity of things。 and productivity, cost, and project duration will be improved. Similarly, good practices using the unified approach will improve the project outes through more effective planning, particularly with respect to the interdependencies between project views. The process would be approximately as follows: ? The project management team would define the project views to be used on the project. ? Project planning would be carried out much as on a typical project, except that the results would be represented using the defined project views. This would result in lists or breakdown structures for the project phases, workflows/tasks,deliverables, etc. This would be analogous to a typical project scheduling process, where the results are represented in a CPM work. ? The key interrelationships between the views would be defined. This would be analogous to the way that precedence relationships are captured in a schedule, or the way that a schedule can be mapped to cost accounts, resource plans, or to a building information model (as in the case of 4D CAD). Other than the precedence relationships, this type of mapping is not typically done in current project management practices, so it represents some additional work for project planners. However, it need not be done at a very detailed level, and the use of hierarchical relationships and effective planning tools may minimize the effort required for this task. ? The execution of the resulting plan (., initiating work tasks), project controland feedback (collecting progress information and monitoring results), and replanning activities all take place using the representational framework. Work tasks themselves remain essentially unchanged, but because the planning and management system explicitly captures the interrelationships, the causal links between actions will be better recognized and understood, and the potential negative impacts of any action will be identified earlier and mitigated or avoided more easily. For example, in the case of the change in the intended use of some space in a building mentioned previously, the threads of the causal impacts of this change may be more easily traced through the design,construction, procurement, time, and financial aspects of the project—appropriate adjustments can be made in advance, rather than allowing the impact to propagate as a series of unanticipated, reactionary actions. ? As with scheduling, detail is important, but not all detail is required in advance. Planning for each view might be carried out at a summary level initially, with greater detail add。 共 18 頁 第 1 頁 英語原文 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。 it will be easier to measure progress。 they have a large number of entities or parts. Generally, the more parts a system contains, the more plex it is. 2. Complex systems contain a dense web of causal connections among their ponents. The parts affect each other in many ways. 3. Complex systems exhibit interdependence of their ponents. The behavior of parts is dependant upon other parts. If the system is broken apart, the ponents no longer function (like the parts of the human body). 4. Complex systems are open to their outside environments. They are not selfcontained, but are affected by outside events. 5. Complex systems normally show a high degree of synergy among their ponents: the whole is more than the sum of its parts. 6. Complex systems exhibit nonlinear behav