Estudi dels efectes del tractament amb CPAP

The roles and responsibilities of parties involved in the development of a BIM process are no different from those of involved in traditional delivery processes. The main difference is in the effort required by the team members to produce, manage, and deliver more detailed, precise, and accurate information (CURT, 2010).

In the final report for National Building Information Modelling Standards by the National Institute of Building Sciences (NIBS, 2007), the roles and disciplines were defined. Roles refer to the players involved in the business process along with information flows, which are both critical to reducing the cost of data recollection. Individual disciplines are often involved in more than one view as either a provider or consumer of information. The goal is to include both internal and external roles as both providers and consumers use the same information so that data does not have to be re-created and that the authoritative source is the true provider of the information. At the start of a project, it is important to identify the roles and responsibilities of the design team and of specialist subcontractors who have design content in their work packages (Richards, 2010). It is also necessary to define the roles and responsibilities of individual team members as well as the schedule of responsibilities for deliverables of the overall team with the important factors a being ownership, responsibility and authority.

3.4.1 Consultants

The consultants consist of a group of designers including architects as well as structural and MEP engineers. A lead designer is responsible for co-ordinating the designs of the various disciplines, checking their information as it is produced and generally ensuring that design work is co-ordinated. In BIM cases, it will also be

important to clarify how this design leadership role differs from the design management role, i.e. the information manager.

There is lack of clarity regarding the role of information or model manager which is frequently used in relation to BIM. However, if the lead designer role remains, it is clear that the information manager’s role cannot conflict with the design responsibilities of this role. A sensible interpretation is that the information manager becomes responsible for managing the inputs of each designer into the project model and for ensuring that all of the designers are utilising compatible software using a software sharing matrix. The role might also entail ensuring that the right party is working on the right aspect of the design at a given time by managing the design programme that dictates when each party enters their shared information into the project model (RIBA, 2012).

Consultants (both design and pre-construction) should be bound by metrics established in the BIM implementation plan and monitored closely to avoid unexpected cost overruns or delays due to indecisiveness about design changes CURT (2010) outlines the responsibilities of the consultant. These have been summarised as follows:

i. Model Creation

Determine if the project will have a federated or an integrated modelling approach. The “federated model” concept requires that all component models be combined for coordination only and that each model creator retains responsibility and ownership for their model and work. Whereas the “integrated model” concept requires that all component models exist within one entity that is responsible for maintaining the integrated model.

ii. Use of Information in the Model

Determine the decisions regarding how project stakeholders need to interact with the information. This will influence the final deliverable and formats for data access. Required Levels of Details (LOD) should be defined at each level of the model development whereby the required information can be used and extracted from the model.

3.4.2 Contractors and Sub-Contractors

Traditionally, contractors deal with all problems, of varying levels of difficulty, which arise at any stage of the design and construction process. The traditional design-bid- build approach limits the contractor’s ability to contribute their knowledge to the project during the design phase, when they can add significant value (Eastman et al., 2011). However, to makes the best use of BIM as a collaborative tool, a joint contract requires the architect, designers, contractor and sub-contractors to work together from the start of a project. In this context, Winberg and Dahlqvist (2010) and VA (2010) highlighted the contractors and sub-contractors responsibilities as follows:

i. Acquire detailed information from the BIM model such as getting quantities and relevant information from the model.

ii. Acquire specific data about all the different construction components that they must purchase or construct.

iii. Check the structural data analysis that has been made by the designer; such as structural loads, connection reactions, maximum expected moments, shear forces and so on.

iv. Coordinate the design model with any conflicts to the design model being made prior to fabrication and construction and reported to the design team in the form of a Request for Information (RFI). Clash reports may also be issued by the contractor as background information for RFI’s and submittals.

v. Evaluate the design and construction status: contractors should be able to give input to the model about the construction’s progress and be able compare the progress with the actual construction plan.

vi. Determine the use of BIM for simulations of maintenance, space analysis, and documentation.

3.4.3 Clients

Client teams will evolve to include more advisors who can add specific value to the design, construction and in-use process in order to ensure the success of BIM on each project. The RIBA (2012) proposed a list of individuals that a client teams might comprise of. This included:

i. Client Representative

It is a representative from the client body, who has the delegated authority to make key project decisions, to appoint technical advisors and a delivery manager and to act on the advice of such individuals on behalf of the client.

ii. Technical Advisors

Advisors are appointed by the client representative to provide them with specific advice on technical items such as the development of an intelligent brief that considers in-use aspects and the preparation of the project Program. It is a representative from the client body, who has the delegated authority to make key project decisions, to appoint technical advisors and a delivery manager and to act on the advice of such individuals on behalf of the client.me or specific aspects of the project that may require strategic advice.

iii. Delivery Manager

The Delivery Manager will be accountable to the client representative and their role will entail ensuring that the supply chain is progressing in line with the project programme, evaluating supplier assessment forms submitted at the tender stage and preparing and revising the delivery plan as information is received from the supply chain.

To ensure that projects start on the right path, it is likely that the client representative and their advisors (or a third party) will prepare a delivery plan at the commencement of the project. This would be the primary plan for setting out how project information is to be prepared, who does so, and what protocols and procedures to use. The document would be owned by the client but may be updated and managed using

change control as the supply chain procedures and protocols are expanded and agreed (RIBA, 2012).