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【正文】 tween 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。 there will be more certainty about the timing of events。 it will be easier to measure progress。 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 ad