Architectural Management of Synchronous and Asynchronous Interactions a Reference Architect
建筑类汉英翻译_2全球化背景下建筑师个人风格与建筑的结合_汉英对照
全球化背景下建筑师个人风格与建筑的结合Architect’s Individual Styles Combined with Architectures under theBackground of Globalization格伦·马库特：作为来自澳大利亚的一个外国人，我觉得中国已经经历了多次改革。
改革中一个很难避免的问题就是遗忘传统，不想提及过去。
中国在高速往前发展，但是我认为回顾过去同样非常重要，这样才能更好更全面的朝着未来发展。
全球化的迅速发展使得全世界的建筑风格逐渐趋于相似，几百年以后，你会发现，这些建筑都没什么特色。
全球化的另一个弊端是削弱了世界各国的本土文化特色，比如现在肯塔基当地的一座标志性建筑可能跟全世界很多地方的建筑风格相似，这是个很严重的问题。
中国也需要多重视这个问题，要注意不要完全抛弃那么丰富的传统建筑文化，要更全面的进行现代化建设。
拉斯维加斯就是个值得大家关注的例子。
就我自己来说，和在座各位成功人士不同，我没有什么员工为我工作。
但是我也生活在这个多元化文化的社会，我的工作让我有机会向很多来澳大利亚游览的人介绍各种多元化的文化和建筑特色。
Glenn Murcutt：As a foreigner from Australia, I think China has already experienced reforms many times. In the reform, one unavoidableproblemisforgetting the traditions and mentioning no past. China’s development is in high-speed forward, but I think looking back into the past is also very important, only in this way can we develop towards the future better and more comprehensively. The rapid development of globalization makes the world’s architectural styles become more and more similar, after hundreds of years; you will find these architectures have no distinguishing features at all. Another disadvantage of globalization is that the local cultural features of countries around the world are weakened, for example, one local landmark building in Kentucky may be similar with the architectural style of many places around the world, which is a very serious problem. China needs to lay emphasis on this problem, keep in mind not to completely abandon the rich culture of traditional architectures, and carry out the modernization more comprehensively. Las Vegas is just the example worthy of our attentions. As for myself, I am different from you successful people present here, as I have no employees working for me. Nevertheless, I am also living in the multicultural society, and my work gives me an opportunity to introduce a variety of diversified cultures and architectural features to the tourists in Australia.黄艳：请问弗兰克·盖里先生，您的建筑包括您的个人的住宅，往往成为游客蜂拥而至的地方，据我所知在2010年世界建筑的调查中，认为您的这些作品是当代建筑中最重要的作品之一。
你如何设计圣母院英语建议作文
你如何设计圣母院英语建议作文Notre-Dame Cathedral, an iconic symbol of French Gothic architecture, has stood as a testament to the nation's rich history and artistic prowess. However, the recent fire that partially destroyed this masterpiece of stone and glass has left the world in a state of shock and mourning. As the discussions turn to restoration and reconstruction, here are my suggestions on how to approach the task of rebuilding the Notre-Dame:1. Preservation of Historical Integrity: The restoration should prioritize maintaining the historical and architectural integrity of the cathedral. This means that while modern techniques and materials can be employed, the essence of the original design should be preserved.2. Incorporate Modern Safety Standards: While respecting the past, it's also crucial to bring the cathedral up to modern safety codes. This includes fire safety, structural stability, and accessibility for all visitors.3. Sustainability and Eco-Friendly Materials: The use of sustainable and eco-friendly materials should be considered. This not only aligns with current environmental concerns but also ensures the longevity of the structure.4. Public Input and International Collaboration: Engage the public in the restoration process. An internationaldesign competition could be held to invite innovative ideas from architects and designers worldwide.5. Documentation and Transparency: Ensure that the entire process is well-documented and transparent. This will not only serve as a historical record but also allow for public oversight and trust in the project.6. Cultural and Artistic Inclusion: The restoration could be an opportunity to include contemporary artistic elements that reflect the diversity and cultural evolution of France today.7. Fundraising and Financial Oversight: Given the significant costs involved, a transparent and accountable fundraising campaign should be launched. Financial oversight will be crucial to ensure that funds are used efficiently and for their intended purpose.8. Educational Programs: Develop educational programs and materials that explain the history, architecture, andcultural significance of Notre-Dame to both the public and students.9. Community Involvement: Involve local communities and craftsmen in the restoration process. This not only provides employment but also helps to pass on traditional skills and knowledge.10. Long-Term Maintenance Plan: Create a comprehensive maintenance plan that ensures the ongoing preservation of thecathedral once it is restored.The restoration of Notre-Dame Cathedral is not just a task for architects and engineers; it is a collective effort that requires the input and support of the global community. By approaching the restoration with care, respect for the past, and an eye towards the future, we can ensure that Notre-Dame continues to inspire awe and reverence for generations to come.。
高层建筑设计中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)Structural Systems to resist lateral loadsmonly Used structural SystemsWith loads measured in tens of thousands kips, there is little room in the design of high-rise buildings for excessively complex thoughts. Indeed, the better high-rise buildings carry the universal traits of simplicity of thought and clarity of expression.It does not follow that there is no room for grand thoughts. Indeed, it is with such grand thoughts that the new family of high-rise buildings has evolved. Perhaps more important, the new concepts of but a few years ago have become commonplace in today’ s technology.Omitting some concepts that are related strictly to the materials of construction, the most commonly used structural systems used in high-rise buildings can be categorized as follows:1.Moment-resisting frames.2.Braced frames, including eccentrically braced frames.3.Shear walls, including steel plate shear walls.4.Tube-in-tube structures.5.Tube-in-tube structures.6.Core-interactive structures.7.Cellular or bundled-tube systems.Particularly with the recent trend toward more complex forms, but in response also to the need for increased stiffness to resist the forces from wind and earthquake, most high-rise buildings have structural systems built up of combinations of frames, braced bents, shear walls, and related systems. Further, for the taller buildings, the majorities are composed of interactive elements in three-dimensional arrays.The method of combining these elements is the very essence of the design process for high-rise buildings. These combinations need evolve in response to environmental, functional, and cost considerations so as to provide efficient structures that provoke the architectural development to new heights. This is not to say that imaginative structural design can create great architecture. To the contrary, many examples of fine architecture have been created with only moderate support from the structural engineer, while only fine structure, not great architecture, can be developed without the genius and the leadership of a talented architect. In any event, the best of both is needed to formulate a truly extraordinary design of a high-rise building.While comprehensive discussions of these seven systems are generally available in the literature, further discussion is warranted here .The essence of the design process is distributed throughout the discussion.2.Moment-Resisting FramesPerhaps the most commonly used system in low-to medium-rise buildings, the moment-resisting frame, is characterized by linear horizontal and vertical members connected essentially rigidly at their joints. Such frames are used as a stand-alone system or in combination with other systems so as to provide the needed resistance to horizontal loads. In the taller of high-rise buildings, the system is likely to be found inappropriate for a stand-alone system, this because of the difficulty in mobilizing sufficient stiffness under lateral forces.Analysis can be accomplished by STRESS, STRUDL, or a host of other appropriatecomputer programs; analysis by the so-called portal method of the cantilever method has no place in today’s technology.Because of the intrinsic flexibility of the column/girder intersection, and because preliminary designs should aim to highlight weaknesses of systems, it is not unusual to use center-to-center dimensions for the frame in the preliminary analysis. Of course, in the latter phases of design, a realistic appraisal in-joint deformation is essential.3.Braced FramesThe braced frame, intrinsically stiffer than the moment –resisting frame, finds also greater application to higher-rise buildings. The system is characterized by linear horizontal, vertical, and diagonal members, connected simply or rigidly at their joints. It is used commonly in conjunction with other systems for taller buildings and as a stand-alone system in low-to medium-rise buildings.While the use of structural steel in braced frames is common, concrete frames are more likely to be of the larger-scale variety.Of special interest in areas of high seismicity is the use of the eccentric braced frame.Again, analysis can be by STRESS, STRUDL, or any one of a series of two –or three dimensional analysis computer programs. And again, center-to-center dimensions are used commonly in the preliminary analysis.4.Shear wallsThe shear wall is yet another step forward along a progression of ever-stiffer structural systems. The system is characterized by relatively thin, generally (but not always) concrete elements that provide both structural strength and separation between building functions.In high-rise buildings, shear wall systems tend to have a relatively high aspect ratio, that is, their height tends to be large compared to their width. Lacking tension in the foundation system, any structural element is limited in its ability to resist overturning moment by the width of the system and by the gravity load supported by the element. Limited to a narrow overturning, One obvious use of the system, which does have the needed width, is in the exterior walls of building, where the requirement for windows is kept small.Structural steel shear walls, generally stiffened against buckling by a concrete overlay, have found application where shear loads are high. The system, intrinsically more economicalthan steel bracing, is particularly effective in carrying shear loads down through the taller floors in the areas immediately above grade. The sys tem has the further advantage of having high ductility a feature of particular importance in areas of high seismicity.The analysis of shear wall systems is made complex because of the inevitable presence of large openings through these walls. Preliminary analysis can be by truss-analogy, by the finite element method, or by making use of a proprietary computer program designed to consider the interaction, or coupling, of shear walls.5.Framed or Braced TubesThe concept of the framed or braced or braced tube erupted into the technology with the IBM Building in Pittsburgh, but was followed immediately with the twin 110-story towers of the World Trade Center, New York and a number of other buildings .The system is characterized by three –dimensional frames, braced frames, or shear walls, forming a closed surface more or less cylindrical in nature, but of nearly any plan configuration. Because those columns that resist lateral forces are placed as far as possible from the cancroids of the system, the overall moment of inertia is increased and stiffness is very high.The analysis of tubular structures is done using three-dimensional concepts, or by two- dimensional analogy, where possible, whichever method is used, it must be capable of accounting for the effects of shear lag.The presence of shear lag, detected first in aircraft structures, is a serious limitation in the stiffness of framed tubes. The concept has limited recent applications of framed tubes to the shear of 60 stories. Designers have developed various techniques for reducing the effects of shear lag, most noticeably the use of belt trusses. This system finds application in buildings perhaps 40stories and higher. However, except for possible aesthetic considerations, belt trusses interfere with nearly every building function associated with the outside wall; the trusses are placed often at mechanical floors, mush to the disapproval of the designers of the mechanical systems. Nevertheless, as a cost-effective structural system, the belt truss works well and will likely find continued approval from designers. Numerous studies have sought to optimize the location of these trusses, with the optimum location very dependent on the number of trusses provided. Experience would indicate, however, that the location of these trusses is provided by the optimization of mechanical systems and by aesthetic considerations,as the economics of the structural system is not highly sensitive to belt truss location.6.Tube-in-Tube StructuresThe tubular framing system mobilizes every column in the exterior wall in resisting over-turning and shearing forces. The term‘tube-in-tube’is largely self-explanatory in that a second ring of columns, the ring surrounding the central service core of the building, is used as an inner framed or braced tube. The purpose of the second tube is to increase resistance to over turning and to increase lateral stiffness. The tubes need not be of the same character; that is, one tube could be framed, while the other could be braced.In considering this system, is important to understand clearly the difference between the shear and the flexural components of deflection, the terms being taken from beam analogy. In a framed tube, the shear component of deflection is associated with the bending deformation of columns and girders (i.e, the webs of the framed tube) while the flexural component is associated with the axial shortening and lengthening of columns (i.e, the flanges of the framed tube). In a braced tube, the shear component of deflection is associated with the axial deformation of diagonals while the flexural component of deflection is associated with the axial shortening and lengthening of columns.Following beam analogy, if plane surfaces remain plane (i.e, the floor slabs),then axial stresses in the columns of the outer tube, being farther form the neutral axis, will be substantially larger than the axial stresses in the inner tube. However, in the tube-in-tube design, when optimized, the axial stresses in the inner ring of columns may be as high, or even higher, than the axial stresses in the outer ring. This seeming anomaly is associated with differences in the shearing component of stiffness between the two systems. This is easiest to under-stand where the inner tube is conceived as a braced (i.e, shear-stiff) tube while the outer tube is conceived as a framed (i.e, shear-flexible) tube.7.Core Interactive StructuresCore interactive structures are a special case of a tube-in-tube wherein the two tubes are coupled together with some form of three-dimensional space frame. Indeed, the system is used often wherein the shear stiffness of the outer tube is zero. The United States Steel Building, Pittsburgh, illustrates the system very well. Here, the inner tube is a braced frame, the outer tube has no shear stiffness, and the two systems are coupled if they were considered as systemspassing in a straight line from the “hat” structure. Note that the exterior columns would be improperly modeled if they were considered as systems passing in a straight line from the “hat” to the foundations; these columns are perhaps 15% stiffer as they follow the elastic curve of the braced core. Note also that the axial forces associated with the lateral forces in the inner columns change from tension to compression over the height of the tube, with the inflection point at about 5/8 of the height of the tube. The outer columns, of course, carry the same axial force under lateral load for the full height of the columns because the columns because the shear stiffness of the system is close to zero.The space structures of outrigger girders or trusses, that connect the inner tube to the outer tube, are located often at several levels in the building. The AT&T headquarters is an example of an astonishing array of interactive elements:1.The structural system is 94 ft (28.6m) wide, 196ft(59.7m) long, and 601ft (183.3m)high.2.Two inner tubes are provided, each 31ft(9.4m) by 40 ft (12.2m), centered 90 ft (27.4m)apart in the long direction of the building.3.The inner tubes are braced in the short direction, but with zero shear stiffness in the longdirection.4. A single outer tube is supplied, which encircles the building perimeter.5.The outer tube is a moment-resisting frame, but with zero shear stiffness for thecenter50ft (15.2m) of each of the long sides.6. A space-truss hat structure is provided at the top of the building.7. A similar space truss is located near the bottom of the building8.The entire assembly is laterally supported at the base on twin steel-plate tubes, becausethe shear stiffness of the outer tube goes to zero at the base of the building.8.Cellular structuresA classic example of a cellular structure is the Sears Tower, Chicago, a bundled tube structure of nine separate tubes. While the Sears Tower contains nine nearly identical tubes, the basic structural system has special application for buildings of irregular shape, as the several tubes need not be similar in plan shape, It is not uncommon that some of the individual tubes one of the strengths and one of the weaknesses of the system.This special weakness of this system, particularly in framed tubes, has to do with the concept of differential column shortening. The shortening of a column under load is given by the expression△=ΣfL/EFor buildings of 12 ft (3.66m) floor-to-floor distances and an average compressive stress of 15 ksi (138MPa), the shortening of a column under load is 15 (12)(12)/29,000 or 0.074in (1.9mm) per story. At 50 stories, the column will have shortened to 3.7 in. (94mm) less than its unstressed length. Where one cell of a bundled tube system is, say, 50stories high and an adjacent cell is, say, 100stories high, those columns near the boundary between .the two systems need to have this differential deflection reconciled.Major structural work has been found to be needed at such locations. In at least one building, the Rialto Project, Melbourne, the structural engineer found it necessary to vertically pre-stress the lower height columns so as to reconcile the differential deflections of columns in close proximity with the post-tensioning of the shorter column simulating the weight to be added on to adjacent, higher columns.抗侧向荷载的结构体系1.常用的结构体系若已测出荷载量达数千万磅重，那么在高层建筑设计中就没有多少可以进行极其复杂的构思余地了。
construction and architectural management
construction and architecturalmanagementConstruction and architectural management is an essential part of the building industry. It is the process of managing and overseeing the construction process from conceptualization to completion. This process involves a wide range of activities, including the hiring of contractors, procurement of materials, budget management, quality control, and safety compliance, among others. In this article, we will discuss the steps involved in construction and architectural management.Step 1: Pre-Construction PhaseThe pre-construction phase is where the construction and architectural management process begins. In this phase, the project team conducts feasibility studies, site assessments, and develops a project plan. It involves developing a project schedule, budget, and procurement strategy. The project team will also ensure that all necessary permits and other regulatory requirements are met.Step 2: Construction PhaseThe construction phase is where the actual construction work begins. The project team will monitor the progress of the construction work and ensure that it is carried out according to the specifications, budget, and schedule. The team will also ensure that health and safety guidelines are adhered to, and that quality control standards are met.Step 3: Post-Construction PhaseThe post-construction phase involves project closeoutactivities such as commissioning, turnover, and documentation. The project team will ensure that the building is finished according to the initial design and specifications. It also involves handing over the building to the owner, addressing any defects or issues that may arise and obtaining final approvals and sign-offs.Step 4: Environmental Management and Sustainability Construction and architectural management also involves environmental management and sustainability. The project team must ensure that the construction process is environmentally friendly and sustainable. Examples of measures that can be taken include using green materials, reducing waste, andusing renewable energy sources.Step 5: Project Management Tools and Techniques Construction and architectural management also involves the use of several project management tools and techniques. These can include scheduling tools, cost management tools, project management software, and risk management tools. The project team must have a sound understanding of these tools and techniques to ensure effective management of the project.In conclusion, construction and architectural management is a complex process that involves several steps, includingthe pre-construction phase, the construction phase, and the post-construction phase. Environmental management and sustainability also play a crucial role in this process, and the use of project management tools and techniques is essential. By following these steps, the project team can effectively manage the construction process and ensure thatthe building is completed on time, on budget, and to the required quality standards.。
建筑与设计英语培训教材
04
With the help of charts and diagrams: Use auxiliary tools such as charts and
diagrams to visually display the design plan.
03
English expression of building materials and
next year."
02
Architectural design concepts and expressions
Basic Principles and Concepts of Architectural Design
01
Functionalism principle: emphasizes that buildings
Nanomate rials
Phase Change Materials
Composite Materials
04
English expression of building regulations
and contracts
Overview of Building Regulations and English Expressions
Extensive use of professional vocabulary and terminology requires familiarity with relevant vocabulary in the construction
industry.
The passive voice is often used, such as "The building was designed
建筑工程项目管理英文版
Construction engineering is a complex and multifaceted field that requires meticulous planning, execution, and control. Effective project management plays a crucial role in ensuring the successful completion of construction projects. This paper aims to provide an overview of construction project management, highlighting its key components and strategies.I. IntroductionConstruction project management involves the coordination andintegration of various activities, such as planning, design, execution, and completion, to deliver a construction project within the specified time, budget, and quality requirements. The project manager is responsible for overseeing the project's progress, ensuring that all stakeholders are satisfied, and achieving the project's objectives.II. Key Components of Construction Project Management1. Project PlanningProject planning is the first step in construction project management. It involves defining the project's scope, objectives, and deliverables, as well as identifying the resources required to complete the project. This stage also includes establishing a project schedule, budget, and risk management plan.2. Project DesignProject design is the process of creating the technical drawings and specifications required for the construction project. It involves collaboration with architects, engineers, and other stakeholders to ensure that the project meets the required standards and regulations.3. Project ExecutionProject execution is the phase where the construction work is carried out. This involves managing the project team, coordinating with suppliers and subcontractors, and overseeing the construction activities to ensure that they are completed on time and within budget.4. Project ControlProject control is a continuous process that monitors and manages the project's progress, budget, and quality. It involves comparing actual performance against the planned objectives and making adjustments as necessary to ensure that the project remains on track.III. Strategies for Effective Construction Project Management1. Risk ManagementRisk management is essential in construction project management to identify, assess, and mitigate potential risks that may impact the project's success. This involves implementing risk mitigation strategies and contingency plans to minimize the impact of unforeseen events.2. Communication ManagementEffective communication is crucial in construction project management to ensure that all stakeholders are aligned and informed throughout the project lifecycle. This involves establishing clear communication channels, holding regular meetings, and using appropriate tools and technologies to facilitate communication.3. Resource ManagementResource management involves effectively allocating and utilizing resources, such as labor, materials, and equipment, to complete the project on time and within budget. This includes workforce planning, procurement, and logistics management.4. Quality ManagementQuality management is essential in construction project management to ensure that the project meets the required standards and specifications. This involves implementing quality control measures, conducting inspections, and addressing any issues that arise during the construction process.IV. ConclusionConstruction project management is a critical component of the construction industry, ensuring the successful completion of projects within the specified time, budget, and quality requirements. By implementing effective strategies and focusing on key components, project managers can enhance the likelihood of project success and ensure stakeholder satisfaction.。
建筑师职责英文
建筑师职责英文English:The responsibilities of an architect are diverse and multifaceted, ranging from designing and planning buildings to overseeing the construction process and ensuring that the final product meets both aesthetic and functional requirements. Architects are tasked with creating innovative and sustainable designs that harmonize with their surroundings while also addressing the needs and preferences of their clients. They must possess a deep understanding of architectural principles, building codes, and construction techniques to effectively translate their vision into reality. Additionally, architects are often required to collaborate with engineers, contractors, and other professionals to coordinate all aspects of a project and ensure its successful completion. Communication skills are also crucial for architects, as they must be able to effectively convey their ideas to clients, stakeholders, and team members. Overall, architects play a crucial role in shaping the built environment and enriching the lives of individuals through their creative and technical expertise.中文翻译:建筑师的责任是多种多样且多方面的，从设计和规划建筑到监督建设过程，并确保最终产品符合美学和功能要求。
建筑工程施工管理英文文献
建筑工程施工管理英文文献Construction Project Management in the Field of Architecture: An OverviewIntroductionIn the realm of architecture, effective construction project management is crucial for ensuring the successful completion of projects. This article aims to provide an overview of construction project management in the field of architecture, exploring key concepts, methodologies, and best practices.1. Definition and Importance of Construction Project ManagementConstruction project management refers to the planning, coordination, and control of a project from inception to completion. It involves various tasks, such as organizing resources, managing budgets, scheduling timelines, and ensuring quality control. The role of a construction project manager is pivotal in driving the project towards success while simultaneously navigating challenges and mitigating risks.2. Key Components of Construction Project Management2.1 Project InitiationThe project initiation phase involves defining project goals, determining feasibility, and establishing the project scope. During this stage, a project manager identifies key stakeholders, assesses available resources, and prepares a preliminary budget and schedule.2.2 Planning and DesignIn the planning and design phase, the project manager collaborates with architects, engineers, and other experts to develop detailed blueprints, technical drawings, and specifications. This phase also includes obtaining necessary permits and approvals, conducting site surveys, and outlining construction methodologies.2.3 Procurement and Resource ManagementEfficient procurement and resource management are vital aspects of construction project management. This involves sourcing materials, equipment, and labor, while ensuring cost-effectiveness, quality assurance, and adherence to project schedules. Effective communication and negotiation skills are essential in establishing partnerships with suppliers, contractors, and subcontractors.2.4 Construction and ExecutionThe construction and execution phase involves overseeing and coordinating the actual construction process. A project manager must monitor progress, enforce safety protocols, manage change orders, and address any unexpected issues that arise onsite. Regular site inspections, progress reports, and communication with the project team are essential during this stage.2.5 Risk Management and Quality ControlConstruction projects are inherently subject to risks, such as delays, budget overruns, and safety hazards. A skilled project manager implements risk management strategies to identify potential risks, develop contingency plans, and mitigate their impact. Additionally, ensuring quality controlthroughout the construction process is crucial to achieving a satisfactory result.2.6 Project CloseoutThe project closeout phase involves final inspections, ensuring regulatory compliance, and coordinating the handover of the completed project to the client. Documentation of warranties, as-built drawings, and operation manuals are also essential components of closing out a construction project.3. Best Practices in Construction Project Management3.1 Effective CommunicationClear and timely communication is a fundamental factor in successful construction project management. A project manager must establish open lines of communication among all stakeholders, fostering collaboration, addressing concerns, and ensuring that objectives are effectively shared.3.2 Comprehensive Project DocumentationMaintaining accurate and detailed project documentation is crucial throughout the entire construction process. This includes contracts, permits, change orders, progress reports, and meeting minutes. Well-organized documentation facilitates smooth communication, aids in dispute resolution, and forms a valuable resource for future reference.3.3 Regular Monitoring and ReportingRegular monitoring of project progress is essential for identifying issues, tracking milestones, and evaluating the project's overall performance.Timely reporting allows for effective decision-making, enables proactive risk management, and ensures that project goals are being met.3.4 Embracing TechnologyThe use of advanced construction project management software and tools can significantly enhance project efficiency. These tools aid in scheduling, budgeting, collaboration, and data analysis, providing real-time insights and facilitating informed decision-making.ConclusionConstruction project management is a critical aspect of successful architecture projects. Through effective planning, coordination, and control, project managers navigate challenges, ensure timely completion, and deliver high-quality results. By adhering to best practices and utilizing cutting-edge tools, the field of construction project management continues to evolve, contributing to the growth and success of the architectural industry.。
土木工程项目管理英文文献
Abstract: This paper aims to discuss the importance of effective project management in civil engineering construction projects. It highlights the key aspects of project management such as planning, execution, and control. Furthermore, it provides insights into the challenges faced by project managers in civil engineering projects and suggests strategies to overcome these challenges. The paper also emphasizes the role of technology in improving project management efficiency.Introduction:Civil engineering construction projects are complex and involve multiple stakeholders, resources, and activities. Effective project management is crucial to ensure the successful completion of these projects within the specified time, budget, and quality standards. This paper explores the significance of effective project management in civil engineering construction projects and presents strategies to enhance project management practices.1. Key Aspects of Project Management in Civil Engineering Construction1.1 Planning:Proper planning is essential for the successful execution of civil engineering projects. This involves identifying project objectives, defining scope, estimating resources, and establishing a realistic timeline. A well-defined plan helps in allocating resources efficiently, minimizing risks, and ensuring project success.1.2 Execution:Once the plan is in place, project execution becomes the primary focus. This stage involves coordinating various activities, managing resources, and ensuring that the project progresses as per the plan. Effective communication, leadership, and teamwork are crucial during this phase.1.3 Control:Control is the process of monitoring and adjusting the projectactivities to ensure that they are aligned with the planned objectives. This includes tracking progress, identifying deviations, andimplementing corrective actions. Effective control helps in minimizing risks, avoiding cost overruns, and ensuring project quality.2. Challenges in Civil Engineering Project Management2.1 Stakeholder Management:Civil engineering projects involve various stakeholders, including clients, contractors, consultants, and regulatory authorities. Managing these stakeholders' expectations, concerns, and conflicts is a significant challenge for project managers.2.2 Resource Allocation:Resource allocation is another critical challenge in civil engineering projects. Ensuring that resources such as labor, materials, and equipment are available when needed requires effective planning and coordination.2.3 Time Constraints:Time constraints are common in civil engineering projects. Adhering to project schedules and meeting deadlines is essential for project success.3. Strategies to Overcome Challenges in Civil Engineering Project Management3.1 Effective Communication:Establishing clear and open communication channels among all stakeholders is crucial for effective project management. Regular updates, meetings, and feedback sessions help in addressing concerns and ensuring alignment with project objectives.3.2 Utilizing Technology:Leveraging technology can significantly improve project management efficiency. Tools like project management software, Building Information Modeling (BIM), and mobile applications can help in tracking progress, managing resources, and facilitating communication.3.3 Risk Management:Identifying potential risks and developing mitigation strategies is essential for successful project management. Conducting risk assessments, implementing risk mitigation plans, and monitoring risks throughout the project lifecycle can help in avoiding cost overruns and delays.Conclusion:Effective project management plays a vital role in the success of civil engineering construction projects. By addressing the key aspects of project management, overcoming challenges, and utilizing technology, project managers can ensure the timely completion of projects within budget and quality standards. This paper emphasizes the importance of effective project management in civil engineering construction and provides insights into strategies to enhance project management practices.。
建筑工程项目管理中英文
Abstract:Construction project management plays a crucial role in ensuring the successful completion of building projects. This article discusses the key aspects of construction project management, including planning, execution, monitoring, and control. By integrating both theoretical frameworks and practical approaches, this article aims to provide a comprehensive understanding of the management process in theconstruction industry.Introduction:Construction projects are complex endeavors that involve numerous stakeholders, resources, and activities. Effective project management is essential to ensure that projects are completed on time, within budget, and meet the required quality standards. This article outlines the fundamental principles and practices of construction project management, emphasizing the importance of coordination and communication among all parties involved.Project Planning:The first step in construction project management is thorough planning. This involves defining project objectives, identifying the scope of work, and developing a detailed project plan. Key components of project planning include:- Scope Definition: Clearly defining the project's objectives and deliverables.- Resource Allocation: Identifying the necessary resources, such as labor, materials, and equipment.- Schedule Development: Creating a timeline that outlines the sequenceof activities and their durations.- Budgeting: Estimating the costs associated with the project and developing a budget plan.Project Execution:Once the project plan is in place, the execution phase begins. This involves coordinating the activities and resources to complete theproject according to the plan. Key aspects of project execution include:- Resource Management: Assigning tasks to team members and ensuring that they have the necessary resources to perform their work effectively.- Contract Management: Administering contracts with suppliers, contractors, and other stakeholders.- Risk Management: Identifying potential risks and developing mitigation strategies to minimize their impact on the project.- Quality Control: Implementing quality assurance processes to ensurethat the project meets the required standards.Project Monitoring and Control:Throughout the project lifecycle, it is crucial to monitor progress and control any deviations from the plan. This involves:- Performance Measurement: Tracking project progress against the planand identifying any discrepancies.- Problem Solving: Addressing any issues or challenges that arise during the project.- Change Management: Managing any changes to the project scope, schedule, or budget.- Communication: Maintaining open and effective communication among all stakeholders.Conclusion:Construction project management is a dynamic and challenging processthat requires a combination of technical skills, leadership, and interpersonal abilities. By following a structured approach and leveraging both theoretical knowledge and practical experience, project managers can successfully navigate the complexities of construction projects and deliver high-quality results.中文摘要：建筑工程项目管理在确保建筑项目成功完成中扮演着至关重要的角色。
建筑设计师英文名词
建筑设计师英文名词IntroductionIn the field of architecture, there are numerous technical terminologies that are predominantly used by architects and professionals in the industry. These terms help to describe various aspects of architectural design, construction, and planning. In this document, we will explore some commonly used English terms that are associated with the profession of architectural design. Acquiring knowledge of these terms will not only enhance your understanding of architectural concepts but also enable effective communication within the industry.1. ArchitectAn architect is a professional who is trained and licensed to plan, design, and supervise the construction of buildings. Architects are responsible for creating functional and aesthetically pleasing structures while considering factors such as safety, building codes, and environmental impact.2. BlueprintA blueprint is a detailed technical drawing or plan of a building that shows the arrangement of rooms, dimensions, and other architectural features. It serves as a guide for construction contractors and other professionals involved in the building process.3. Floor planA floor plan is a two-dimensional diagram that illustrates the layout of a building from a top-down perspective. It shows the arrangement of rooms, walls, windows, and other structural elements. Floor plans are essential tools for visualizing and understanding the spatial organization of a building.4. ElevationAn elevation is a drawing that represents the vertical projection of a building’s facade or any other visible vertical surface. It provides an external view of the building, showcasing the arrangement of windows, doors, and architectural details.5. SectionA section is a drawing that represents a vertical cut through a building, showing the internal arrangement of spaces, structural elements, and building systems. Sections provide a clear understanding of the relationship between different levels and components of a structure.6. ScaleScale refers to the proportional relationship between the size of an object and its representation on a drawing or model. Architects use scale to ensure accurate and detailed representation while working within the constraints of the drawing space.7. FacadeThe facade, also known as the frontage or exterior, refers to the external face of a building. It often showcases the architectural style and decorative elements of a structure. Facades play a crucial role in creating the overall visual impact of a building.8. Structural integrityStructural integrity refers to the ability of a building or structure to withstand loads and forces without experiencing failure or collapse. Architects must ensure that their designs incorporate appropriate structural systems to maintain the building’s stability and safety.9. SustainabilitySustainability in architecture refers to the practice of designing buildings that minimize negative environmental impacts and promote energy efficiency. Architects strive to create sustainable designs by considering factors such as material selection, energy consumption, and waste management.10. Site analysisSite analysis involves evaluating the characteristics and constraints of a location before designing a building. It includes factors such as topography, climate, accessibility, and zoning regulations. Architects conduct site analysis to inform their design decisions and ensure the compatibility of the building with its surroundings.ConclusionThis document has introduced some key terms related to architectural design. Familiarizing yourself with these terms will help you comprehend architectural drawings, communicate effectively with professionals in the field, and gain a broader understanding of the architectural design process. As you delve deeper into the world of architecture, you will encounter many more specialized terms and concepts that will further enhance your knowledge and expertise.。
Architectural Cost Management Techniques
Architectural Cost Management Techniques Architectural cost management is a critical aspect of any construction project. It involves the effective planning, monitoring, and controlling of the costs associated with architectural design and construction. In today's competitive market, it is essential for architectural firms to employ cost management techniques to ensure the success and profitability of their projects. This article will discuss various architectural cost management techniques from different perspectives, including the architect, the client, and the project manager.From the perspective of the architect, cost management is crucial for maintaining the financial health of the firm and ensuring the success of the project. One of the key techniques used by architects is value engineering. Value engineering involves analyzing the functions of a building to find alternative design solutions that can reduce costs without sacrificing quality. By working closely with the client and other stakeholders, architects can identify areas where cost savings can be achieved without compromising the overall design and functionality of the building.Another important cost management technique for architects is accurate cost estimation. This involves developing detailed cost estimates for the entire project, including materials, labor, and overhead costs. Accurate cost estimation is essential for setting realistic budgets and avoiding cost overruns. Architects can use historical cost data, industry benchmarks, and input from subcontractors and suppliers to develop reliable cost estimates.From the client's perspective, cost management is important for ensuring that the project is completed within budget and meets their financial goals. Clients rely on architects to provide cost-effective design solutions that align with their budget constraints. Effective communication between the architect and the client is essential for managing costs and ensuring that the client's expectations are met. Clients may also benefit from cost management techniques such as value engineering, which can help them achieve their desired project outcomes while minimizing costs.Project managers play a crucial role in architectural cost management by overseeing the overall financial aspects of the project. They are responsible for developing and monitoring the project budget, identifying cost-saving opportunities, and managing financial risks. Project managers work closely with architects, contractors, and other stakeholders to ensure that the project stays within budget and meets financial targets. They also play a key role in identifying and addressing cost overruns and implementing corrective actions to keep the project on track.In conclusion, architectural cost management is a complex and multifaceted process that requires collaboration and coordination among architects, clients, and project managers. By employing cost management techniques such as value engineering, accurate cost estimation, and effective communication, architectural firms can successfully manage costs and deliver high-quality projects that meet the needs of their clients. Effective cost management not only ensures the financial success of the project but also contributes to the overall success and reputation of the architectural firm.。
Architectural Cost Management Insights
Architectural Cost Management Insights As an architect, managing costs is a crucial aspect of every project. It requires a deep understanding of the various factors that contribute to the overall cost, as well as the ability to make informed decisions that align with the client's budget and expectations. In this article, we will delve into some key insights into architectural cost management, considering the perspectives of both the architect and the client.From the architect's perspective, cost management begins with a thorough understanding of the project requirements and the client's budget. It involves conducting a comprehensive cost analysis, considering factors such as materials, labor, and other expenses. This analysis allows the architect to develop a realistic budget and identify potential cost-saving opportunities. It also requires effective communication with the client to manage their expectations and ensure that the project stays within budget.One of the key challenges architects face in cost management is the fluctuating nature of construction costs. Material prices, labor rates, and other expenses can vary significantly, making it essential for architects to stay updated on market trends and potential cost implications. This requires a proactive approach to cost management, including regular cost reviews and adjustments to the budget as needed.Another important aspect of architectural cost management is the integration of sustainable design principles. While sustainable materials and technologies may have higher upfront costs, they can lead to long-term savings through reduced energy consumption and maintenance expenses. By incorporating sustainable design practices, architects can not only create cost-effective solutions for their clients but also contribute to environmental conservation.From the client's perspective, cost management is a critical factor in the decision-making process. Clients have specific budgetary constraints and financial objectives that need to be met, making it essential for architects to align their design and cost management strategies with the client's goals. This requires a transparent and collaborative approach, with open communication regarding cost implications and potential trade-offs.Clients also value cost-effective solutions that offer long-term value and return on investment. While upfront costs are important, clients are often willing to invest in high-quality materials and design solutions that offer durability, energy efficiency, and aesthetic appeal. Architects can add value to their services by presenting cost-effective design options that align with the client's financial objectives while delivering long-term benefits.In conclusion, effective architectural cost management requires a proactive and collaborative approach that considers the perspectives of both the architect and the client. By conducting thorough cost analysis, staying updated on market trends, integrating sustainable design principles, and maintaining open communication with clients, architects can successfully manage costs while delivering high-quality design solutions that meet the client's budget and expectations. This approach not only adds value to the architect-client relationship but also contributes to the overall success and sustainability of the project.。
建筑设计事务所 档案管理制度
建筑设计事务所档案管理制度英文回答：Architectural Firm Archive Management Policy.Purpose.The purpose of this policy is to establish guidelines for the management of architectural records and documents within the firm. This policy applies to all employees and contractors of the firm.Scope.This policy covers all records and documents related to the firm's architectural projects, including:Design drawings.Specifications.Construction documents.Correspondence.Site photographs.Project files.Objectives.The objectives of this policy are to:Ensure the safekeeping and preservation of important architectural records.Facilitate easy access to records for current and future projects.Comply with applicable laws and regulations regarding the retention and disposal of records.Definitions.Active Records: Records that are currently in use or being actively referenced by the firm.Inactive Records: Records that are not currently in use but may be needed for future reference.Permanent Records: Records that have historical or legal significance and must be retained indefinitely.Responsibilities.Project Managers: Responsible for ensuring that all project records are properly documented and stored.Records Manager: Responsible for implementing and maintaining the firm's archive management system.All Employees: Responsible for following the procedures outlined in this policy.Procedures.Document Creation and Management.All project records must be created and stored in a consistent and organized manner.Electronic files must be saved in standardized file formats.Physical documents must be stored in secure and climate-controlled facilities.Record Retention.The following record retention periods apply:Active Records: Retain for the duration of the project plus one year.Inactive Records: Retain for seven years after the completion of the project.Permanent Records: Retain indefinitely.Record Disposal.Records that have reached the end of their retention period may be disposed of in accordance with the firm's approved disposal procedures.Sensitive information must be properly redacted or destroyed prior to disposal.Access to Records.Active records are accessible to all employees involved in the relevant project.Inactive records are accessible to employees with a valid business purpose.Permanent records are accessible to employees with a legal or historical need.Compliance.This policy is in compliance with all applicable laws and regulations regarding the retention and disposal of records. The firm will regularly review and update this policy as needed to ensure compliance.中文回答：建筑设计事务所档案管理制度。
澳大利亚格兰诺奇艺术与雕塑公园二期
澳大利亚格兰诺奇艺术与雕塑公园二期McGregor Coxal事务所;Room建筑事务所【期刊名称】《风景园林》【年(卷),期】2017(000)009【总页数】9页(P68-76)【作者】McGregor Coxal事务所;Room建筑事务所【作者单位】【正文语种】中文澳大利亚格兰诺奇艺术与雕塑公园（GASP!）二期具备了2016年澳大利亚风景园林师协会（AILA）国家奖的核心标准——思考、引领与成果。
获奖理由如下。
该场地对当地社区和塔斯马尼亚州来说都具有很高的价值。
自1920年殖民者在此地定居之后，该区域由单纯承载农业遗产和工业用途的空间逐渐转变为可以开展休闲娱乐活动的场所，以承载不断扩增的社区人口。
如今，德温特娱乐中心和埃尔威克赛马场附近的场地坐落着众多的重工业厂址，其中包括一个炼锌厂。
随着“新amp;旧”艺术馆（MONA）的开幕，大量新的资源和资金开始流入。
在此独特的背景下，原本只作为建造与组装平台的威尔金森岬角( Wilkinsons Point )在后工业时代被赋予了新的使命，获得了蜕变的机遇。
场地曾作为波温大桥和塔斯曼大桥新段的建设平台，而1975年塔斯曼大桥被伊拉瓦拉湖的大吨位矿石运输船撞击而部分坍塌，而后这块后工业场地逐渐被废弃。
场地环境异常恶劣，暴露在强风和高含盐量的空气中。
作为城市基础设施建设的场地，地下基底中存在着数层的垃圾碎片残余。
预算对于理想成果来说极其紧张。
这些挑战都是设计亟需解决的基础问题。
设计回望过去并展望未来。
主要设计目标是以对称形式来布局和组织元素，在项目建设的同时，尊重场地现有的背景、区位、地形、过去的功能以及常出现的天气条件。
入口序列包括裸露的沙滩和步行木栈道，连接的平台及开放的景观与被展厅和景观墙围合的庭院相对。
庭院形成了一个修道院式的空间，用于冥想或举办文化和社区活动。
场地的工业遗迹通过多项设计策略得以保留，包括重新利用现有的混凝土码头及其配套基础设施，以及更新原有的防洪堤支柱作为座凳。
中西方建筑艺术 英文论文
AcknowledgementsThe process of writing this thesis brings a great pleasure to me. It really broadens my mind and enlarges my vision. First of all, I would like to express my gratitude to the School of Foreign Languages of Hainan University to give me such a good chance to know more about “Situational Context and Text Coherence” and many linguists who have made great effort on those themes related to my topic, so that I can show some of my humble views. I would especially like to give my heartiest thanks to Mrs B, my supervisor, who devotes herself to enlightening me on the specific patterns and styles; I am really obsessed with her brilliant guidance and earnest attitudes towards those which are taken charge of by her. Without her assistance and encouragement, this thesis would not have achieved its present form.Over the course of writing this thesis, I am more than grateful to my parents and sisters for their continuous love and care from beginning until the end of this thesis. I would also like to take this opportunity to acknowledge the support and encouragement from my manager, colleagues, friends and home fellows who stand by me for their assistance in stuff collection and suggestions leading to the success of this thesis. Last but not least I should thank Miss Liling from the College of Liberal Arts for her constructive views on how to improve and better organize it. I sincerely bow to all those who have been kind enough to help me, their subtle and fruitful arguments have benefited me a great deal. Whatever splendid words used here cannot show my sincere acknowledgements more.AbstractArchitecture is a comprehensive art , is a solidification of the epic . Both ancient and spiritual civilization , human beings are a cultural form of speace . Architectural expression of a certain outlook on life ,cosmology , aesthetics and thus a comprehensive reflection of both the characteristics of the times is the concentrated expression of national culture . The difference between Chinese and western architectural forms , the performance of cultural differences . It reflects the difference between physicial and natural environment, social structure and morphology of the differences and the difference between the aesthetic realm .Keywords : material; layout ; traditional values ; aesthetic摘要建筑是一门综合性艺术，是一部凝固了的史诗。
Architectural Cost Management Principles
Architectural Cost Management Principles Architectural cost management principles are crucial in ensuring the successful completion of a construction project within budget. It involves the careful planning, monitoring, and control of costs throughout the entire project lifecycle. This is essential to prevent cost overruns, delays, and potential financial losses. There are several key principles that are fundamental to effective architectural cost management, including accurate cost estimation, value engineering, cost monitoring and control, risk management, and effective communication.Accurate cost estimation is the foundation of architectural cost management. It involves the thorough assessment of all project costs, including materials, labor, equipment, and overhead expenses. Accurate cost estimation requires a deep understanding of the project scope, specifications, and local market conditions. It is essential to engage experienced estimators who can provide reliable cost projections based on historical data and industry benchmarks. By establishing realistic cost estimates at the outset, project stakeholders can make informed decisions and allocate resources effectively.Value engineering is another critical principle in architectural cost management. It involves the systematic review of project components to identify opportunities for cost savings without compromising quality or performance. Value engineering seeks to optimize the project's functionality, durability, and aesthetics while minimizing costs. This process requires collaboration among architects, engineers, contractors, and other stakeholders to explore alternative design solutions, materials, and construction methods. By incorporating value engineering early in the project lifecycle, potential cost savings can be realized without sacrificing the project's overall objectives.Cost monitoring and control are essential to ensure that the project stays within budget. This involves the regular tracking of actual costs against the budgeted amounts and identifying any discrepancies or variances. Effective cost monitoring requires the use of robust project management systems and tools to capture and analyze cost data in real-time. By proactively monitoring costs, project managers can identify potential cost overruns andtake corrective actions to mitigate risks. This may involve revising the project schedule, negotiating with suppliers, or re-evaluating design decisions to align with budget constraints.Risk management is an integral part of architectural cost management. Construction projects are inherently complex and prone to various risks that can impact costs, such as changes in market conditions, labor shortages, material price fluctuations, and unforeseen site conditions. It is essential to conduct a comprehensive risk assessment and develop risk mitigation strategies to address potential cost implications. This may involve establishing contingency reserves, implementing insurance coverage, or negotiating favorable contract terms with suppliers and subcontractors. By proactively managing risks, project stakeholders can minimize the impact of unforeseen events on project costs.Effective communication is vital in architectural cost management. Clear and transparent communication among project stakeholders is essential to ensure that cost-related decisions are well-informed and aligned with the project's objectives. This requires regular collaboration and coordination among the project team, including architects, engineers, contractors, suppliers, and clients. By fostering open communication channels, potential cost issues can be identified and addressed in a timely manner, preventing costly rework or disputes. Additionally, effective communication helps to build trust and confidence among stakeholders, fostering a collaborative and productive project environment.In conclusion, architectural cost management principles play a critical role in the successful delivery of construction projects. By adhering to key principles such as accurate cost estimation, value engineering, cost monitoring and control, risk management, and effective communication, project stakeholders can effectively manage costs and minimize the risk of budget overruns. Embracing these principles requires a proactive and collaborative approach, leveraging the expertise of all project stakeholders to make informed decisions and optimize project outcomes. Ultimately, effective architectural cost management contributes to the overall success and sustainability of construction projects.。
工程管理专业外文文献及翻译
本科毕业设计外文文献及译文文献、资料题目：Changing roles of the clientsArchitects and contractors Through BIM文献、资料来源：Engineering, Construction, Archi-tectual Management文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期：外文文献：Changing roles of the clients,architects and contractors throughBIMRizal SebastianTNO Built Environment and Geosciences, Delft, The NetherlandsAbstractPurpose–This paper aims to present a general review of the practical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the necessity for applying BIM and re-organising the processes and roles in hospital building projects. This type of project is complex due to complicated functional and technical requirements, decision making involving a large number of stakeholders, and long-term development processes.Design/methodology/approach–Through desk research and referring to the ongoing European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Through several real cases, the changing roles of clients, architects, and contractors through BIM application are investigated. Findings–One of the main findings is the identification of the main factors for a successful collaboration using BIM, which can be recognised as “POWER”: product information sharing (P),organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data consolidation (R). Furthermore, it is also found that the implementation of BIM in hospital building projects is still limited due to certain commercial and legal barriers, as well as the fact that integrated collaboration has not yet been embedded in the real estate strategies of healthcare institutions.Originality/value– This paper contributes to the actual discussion in science and practice on the changing roles and processes that are required to develop and operate sustainable buildings with the support of integrated ICT frameworks and tools. It presents the state-of-the-art of European research projects and some of the first real cases of BIM application in hospital building projects.Keywords Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planningPaper type General review1. IntroductionHospital building projects, are of key importance, and involve significant investment, and usually take a long-term development period. Hospital building projects are also very complex due to the complicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and comprises iterative phases and intermediate changes. Many actors with shifting agendas, roles and responsibilities are actively involved, such as: the healthcare institutions, national and local governments, project developers, financial institutions, architects, contractors, advisors, facility managers, and equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare policy, which changes rapidly in response to the medical, societal and technological developments, and varies greatly between countries (World Health Organization, 2000). In The Netherlands, for example, the way a building project in the healthcare sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorporate life-cycle considerations in the building design, construction technique, and facility management strategy, a multidisciplinary collaboration is required. Despite the attempt for establishing integrated collaboration, healthcare building projects still faces serious problems in practice, such as: budget overrun, delay, and sub-optimal quality in terms of flexibility, end-user’s dissatisfaction, and energy inefficiency. It is evident that the lack of communication and coordination between the actors involved in the different phases of a building project is among the most important reasons behind these problems. The communication between different stakeholders becomescritical, as each stakeholder possesses different set of skills. As a result, the processes for extraction, interpretation, and communication of complex design information from drawings and documents are often time-consuming and difficult. Advanced visualisation technologies, like 4D planning have tremendous potential to increase the communication efficiency and interpretation ability of the project team members. However, their use as an effective communication tool is still limited and not fully explored (Dawood and Sikka, 2008). There are also other barriers in the information transfer and integration, for instance: many existing ICT systems do not support the openness of the data and structure that is prerequisite for an effective collaboration between different building actors or disciplines.Building information modelling (BIM) offers an integrated solution to the previously mentioned problems. Therefore, BIM is increasingly used as an ICT support in complex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, architects, and contractors; new contractual relationships; and re-organised collaborative processes. Unfortunately, there are still gaps in the practical knowledge on how to manage the building actors to collaborate effectively in their changing roles, and to develop and utilise BIM as an optimal ICT support of the collaboration.This paper presents a general review of the practical implications of building information modelling (BIM) based on literature review and case studies. In the next sections, based on literature and recent findings from European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Subsequently, through the observation of two ongoing pilot projects in The Netherlands, the changing roles of clients, architects, and contractors through BIM application are investigated. In conclusion, the critical success factors as well as the main barriers of a successful integrated collaboration using BIM are identified.2. Changing roles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors, roles, and knowledgedomains. In The Netherlands, the changing roles of clients, architects, and contractors in hospital building projects are inevitable due the new healthcare policy. Previously under the Healthcare Institutions Act (WTZi), healthcare institutions were required to obtain both a license and a building permit for new construction projects and major renovations. The permit was issued by the Dutch Ministry of Health. The healthcare institutions were then eligible to receive financial support from the government. Since 2008, new legislation on the management of hospital building projects and real estate has come into force. In this new legislation, a permit for hospital building project under the WTZi is no longer obligatory, nor obtainable (Dutch Ministry of Health, Welfare and Sport, 2008). This change allows more freedom from the state-directed policy, and respectively, allocates more responsibilities to the healthcare organisations to deal with the financing and management of their real estate. The new policy implies that the healthcare institutions are fully responsible to manage and finance their building projects and real estate. The government’s support for the costs of healthcare facilities will no longer be given separately, but will be included in the fee for healthcare services. This means that healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainable innovations in the design, procurement and management of healthcare buildings, which will contribute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses an integrated collaboration approach. In order to assure the sustainability during construction, use, and maintenance, the end-users, facility managers, contractors and specialist contractors need to be involved in the planning and design processes. The implications of the new strategy are reflected in the changing roles of the building actors and in the new procurement method.In the traditional procurement method, the design, and its details, are developed by the architect, and design engineers. Then, the client (the healthcare institution) sends an application to the Ministry of Health to obtain an approvalon the building permit and the financial support from the government. Following this, a contractor is selected through a tender process that emphasises the search for the lowest-price bidder. During the construction period, changes often take place due to constructability problems of the design and new requirements from the client. Because of the high level of technical complexity, and moreover, decision-making complexities, the whole process from initiation until delivery of a hospital building project can take up to ten years time. After the delivery, the healthcare institution is fully in charge of the operation of the facilities. Redesigns and changes also take place in the use phase to cope with new functions and developments in the medical world (van Reedt Dortland, 2009).The integrated procurement pictures a new contractual relationship between the parties involved in a building project. Instead of a relationship between the client and architect for design, and the client and contractor for construction, in an integrated procurement the client only holds a contractual relationship with the main party that is responsible for both design and construction ( Joint Contracts Tribunal, 2007). The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on the supply side in the building process while the client on the demand side. Such configuration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and communication with the client, the users, the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift of mindset of the parties on both the demand and supply sides. It is essential for the client and contractor to have a fair and open collaboration in which both can optimally use their competencies. The effectiveness of integrated collaboration is also determined by the client’s capacity and stra tegy to organize innovative tendering procedures (Sebastian et al., 2009).A new challenge emerges in case of positioning an architect in a partnership with the contractor instead of with the client. In case of the architect entersa partnership with the contractor, an important issues is how to ensure the realisation of the architectural values as well as innovative engineering through an efficient construction process. In another case, the architect can stand at the client’s side in a strategic advisory r ole instead of being the designer. In this case, the architect’s responsibility is translating client’s requirements and wishes into the architectural values to be included in the design specification, and evaluating the contractor’s proposal against this. In any of this new role, the architect holds the responsibilities as stakeholder interest facilitator, custodian of customer value and custodian of design models.The transition from traditional to integrated procurement method also brings consequences in the payment schemes. In the traditional building process, the honorarium for the architect is usually based on a percentage of the project costs; this may simply mean that the more expensive the building is, the higher the honorarium will be. The engineer receives the honorarium based on the complexity of the design and the intensity of the assignment. A highly complex building, which takes a number of redesigns, is usually favourable for the engineers in terms of honorarium. A traditional contractor usually receives the commission based on the tender to construct the building at the lowest price by meeting the minimum specifications given by the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the long-term use of the building. In the traditional procurement method, all risks are placed with the client.In integrated procurement method, the payment is based on the achieved building performance; thus, the payment is non-adversarial. Since the architect, engineer and contractor have a wider responsibility on the quality of the design and the building, the payment is linked to a measurement system of the functional and technical performance of the building over a certain period of time. The honorarium becomes an incentive to achieve the optimal quality. If the building actors succeed to deliver a higher added-value that exceed the minimum client’s requirements, they will receive a bonus in accordance to the client’s extra gain. The level oftransparency is also improved. Open book accounting is an excellent instrument provided that the stakeholders agree on the information to be shared and to its level of detail (InPro, 2009).Next to the adoption of integrated procurement method, the new real estate strategy for hospital building projects addresses an innovative product development and life-cycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to the building life-cycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional life-cycle costing method, the dynamic life-cycle management encompasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can be gained. One of the determining factors for a successful implementation of dynamic life-cycle management is the sustainable design of the building and building components, which means that the design carries sufficient flexibility to accommodate possible changes in the long term (Prins, 1992).Designing based on the principles of life-cycle management affects the role of the architect, as he needs to be well informed about the usage scenarios and related financial arrangements, the changing social and physical environments, and new technologies. Design needs to integrate people activities and business strategies over time. In this context, the architect is required to align the design strategies with the organisational, local and global policies on finance, business operations, health and safety, environment, etc. (Sebastian et al., 2009).The combination of process and product innovation, and the changing roles of the building actors can be accommodated by integrated project delivery or IPD (AIA California Council, 2007). IPD is an approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually includemembers well beyond the basic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect, and the main contractor ultimately responsible for construction of the project, from the early design until the project handover. The key to a successful IPD is assembling a team that is committed to collaborative processes and is capable of working together effectively. IPD is built on collaboration. As a result, it can only be successful if the participants share and apply common values and goals.3. Changing roles through BIM applicationBuilding information model (BIM) comprises ICT frameworks and tools that can support the integrated collaboration based on life-cycle design approach. BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward (National Institute of Building Sciences NIBS, 2007). BIM facilitates time and place independent collaborative working. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakeholder. BIM in its ultimate form, as a shared digital representation founded on open standards for interoperability, can become a virtual information model to be handed from the design team to the contractor and subcontractors and then to the client (Sebastian et al., 2009).BIM is not the same as the earlier known computer aided design (CAD). BIM goes further than an application to generate digital (2D or 3D) drawings (Bratton, 2009). BIM is an integrated model in which all process and product information is combined, stored, elaborated, and interactively distributed to all relevant building actors. As a central model for all involved actors throughout the project lifecycle, BIM develops and evolves as the project progresses. Using BIM, the proposed design and engineering solutions can be measured against the client’s requirements and expected building performance. The functionalities of BIM to support the designprocess extend to multidimensional (nD), including: three-dimensional visualisation and detailing, clash detection, material schedule, planning, cost estimate, production and logistic information, and as-built documents. During the construction process, BIM can support the communication between the building site, the factory and the design office–which is crucial for an effective and efficient prefabrication and assembly processes as well as to prevent or solve problems related to unforeseen errors or modifications. When the building is in use, BIM can be used in combination with the intelligent building systems to provide and maintain up-to-date information of the building performance, including the life-cycle cost.To unleash the full potential of more efficient information exchange in the AEC/FM industry in collaborative working using BIM, both high quality open international standards and high quality implementations of these standards must be in place. The IFC open standard is generally agreed to be of high quality and is widely implemented in software. Unfortunately, the certification process allows poor quality implementations to be certified and essentially renders the certified software useless for any practical usage with IFC. IFC compliant BIM is actually used less than manual drafting for architects and contractors, and show about the same usage for engineers. A recent survey shows that CAD (as a closed-system) is still the major form of technique used in design work (over 60 per cent) while BIM is used in around 20 percent of projects for architects and in around 10 per cent of projects for engineers and contractors (Kiviniemi et al., 2008).The application of BIM to support an optimal cross-disciplinary and cross-phase collaboration opens a new dimension in the roles and relationships between the building actors. Several most relevant issues are: the new role of a model manager; the agreement on the access right and Intellectual Property Right (IPR); the liability and payment arrangement according to the type of contract and in relation to the integrated procurement; and the use of open international standards.Collaborative working using BIM demands a new expert role of a model manager who possesses ICT as well as construction process know-how (InPro, 2009). The modelmanager deals with the system as well as with the actors. He provides and maintains technological solutions required for BIM functionalities, manages the information flow, and improves the ICT skills of the stakeholders. The model manager does not take decisions on design and engineering solutions, nor the organisational processes, but his roles in the chain of decision making are focused on: the development of BIM, the definition of the structure and detail level of the model, and the deployment of relevant BIM tools, such as for models checking, merging, and clash detections;the contribution to collaboration methods, especially decision making and communication protocols, task planning, and risk management;and the management of information, in terms of data flow and storage, identification of communication errors, and decision or process (re-)tracking.Regarding the legal and organisational issues, one of the actual questions is: “In what way d oes the intellectual property right (IPR) in collaborative working using BIM differ from the IPR in a traditional teamwork?”. In terms of combined work, the IPR of each element is attached to its creator. Although it seems to be a fully integrated design, BIM actually resulted from a combination of works/elements; for instance: the outline of the building design, is created by the architect, the design for the electrical system, is created by the electrical contractor, etc. Thus, in case of BIM as a combined work, the IPR is similar to traditional teamwork. Working with BIM with authorship registration functionalities may actually make it easier to keep track of the IPR(Chao-Duivis, 2009).How does collaborative working, using BIM, effect the contractual relationship? On the one hand, collaborative working using BIM does not necessarily change the liability position in the contract nor does it obligate an alliance contract. The General Principles of BIM Addendum confirms: ‘This does not effectuate or require a restructuring of contractual relationships or shifting of risks between or among the Project Participants other than as specifically required per the Protocol Addendum and its Attachments’ (ConsensusDOCS, 2008). On the other hand, changesin terms of payment schemes can be anticipated. Collaborative processes using BIM will lead to the shifting of activities from to the early design phase. Much, if not all, activities in the detailed engineering and specification phase will be done in the earlier phases. It means that significant payment for the engineering phase, which may count up to 40 per cent of the design cost, can no longer be expected. As engineering work is done concurrently with the design, a new proportion of the payment in the early design phase is necessary(Chao-Duivis, 2009).4. Review of ongoing hospital building projects using BIMIn The Netherlands, the changing roles in hospital building projects are part of the strategy, which aims at achieving a sustainable real estate in response to the changing healthcare policy. Referring to literature and previous research, the main factors that influence the success of the changing roles can be concluded as: the implementation of an integrated procurement method and a life-cycle design approach for a sustainable collaborative process; the agreement on the BIM structure and the intellectual rights; and the integration of the role of a model manager. The preceding sections have discussed the conceptual thinking on how to deal with these factors effectively. This current section observes two actual projects and compares the actual practice with the conceptual view respectively.The main issues, which are observed in the case studies, are:the selected procurement method and the roles of the involved parties within this method;the implementation of the life-cycle design approach;the type, structure, and functionalities of BIM used in the project;the openness in data sharing and transfer of the model, and the intended use of BIM in the future; andthe roles and tasks of the model manager.The pilot experience of hospital building projects using BIM in the Netherlands can be observed at University Medical Centre St Radboud (further referred as UMC) and Maxima Medical Centre (further referred as MMC). At UMC, the new building project for the Faculty of Dentistry in the city of Nijmegen has been dedicatedas a BIM pilot project. At MMC, BIM is used in designing new buildings for Medical Simulation and Mother-and-Child Centre in the city of Veldhoven.The first case is a project at the University Medical Centre (UMC) St Radboud. UMC is more than just a hospital. UMC combines medical services, education and research. More than 8500 staff and 3000 students work at UMC. As a part of the innovative real estate strategy, UMC has considered to use BIM for its building projects. The new development of the Faculty of Dentistry and the surrounding buildings on the Kapittelweg in Nijmegen has been chosen as a pilot project to gather practical knowledge and experience on collaborative processes with BIM support.The main ambition to be achieved through the use of BIM in the building projects at UMC can be summarised as follows:using 3D visualisation to enhance the coordination and communication among the building actors, and the user participation in design;facilitating optimal information accessibility and exchange for a highconsistency of the drawings and documents across disciplines and phases;integrating the architectural design with structural analysis, energy analysis, cost estimation, and planning;interactively evaluating the design solutions against the programme of requirements and specifications;reducing redesign/remake costs through clash detection during the design process; andoptimising the management of the facility through the registration of medical installations and equipments, fixed and flexible furniture, product and output specifications, and operational data.The second case is a project at the Maxima Medical Centre (MMC). MMC is a large hospital resulted from a merger between the Diaconessenhuis in Eindhoven and St Joseph Hospital in Veldhoven. Annually the 3,400 staff of MMC provides medical services to more than 450,000 visitors and patients. A large-scaled extension project of the hospital in Veldhoven is a part of its real estate strategy. A medical simulation centre and a women-and-children medical centre are among the mostimportant new facilities within this extension project. The design has been developed using 3D modelling with several functionalities of BIM.The findings from both cases and the analysis are as follows. Both UMC and MMC opted for a traditional procurement method in which the client directly contracted an architect, a structural engineer, and a mechanical, electrical and plumbing (MEP) consultant in the design team. Once the design and detailed specifications are finished, a tender procedure will follow to select a contractor. Despite the choice for this traditional method, many attempts have been made for a closer and more effective multidisciplinary collaboration. UMC dedicated a relatively long preparation phase with the architect, structural engineer and MEP consultant before the design commenced. This preparation phase was aimed at creating a common vision on the optimal way for collaboration using BIM as an ICT support. Some results of this preparation phase are: a document that defines the common ambition for the project and the collaborative working process and a semi-formal agreement that states the commitment of the building actors for collaboration. Other than UMC, MMC selected an architecture firm with an in-house engineering department. Thus, the collaboration between the architect and structural engineer can take place within the same firm using the same software application.Regarding the life-cycle design approach, the main attention is given on life-cycle costs, maintenance needs, and facility management. Using BIM, both hospitals intend to get a much better insight in these aspects over the life-cycle period. The life-cycle sustainability criteria are included in the assignments for the design teams. Multidisciplinary designers and engineers are asked to collaborate more closely and to interact with the end-users to address life-cycle requirements. However, ensuring the building actors to engage in an integrated collaboration to generate sustainable design solutions that meet the life-cycle performance expectations is still difficult. These actors are contracted through a traditional procurement method. Their tasks are specific, their involvement is rather short-term in a certain project phase, their responsibilities and liabilities are limited, and there is no tangible incentive for integrated。
建筑美学 翻译
建筑美学翻译建筑美学翻译建筑美学翻译是一项对建筑美学理论和概念进行跨语言转换的翻译工作。
作为一名资深的翻译工作者，我理解并掌握了建筑美学的核心原则和词汇，能够准确地将其转化为目标语言。
以下是关于建筑美学翻译的几个重要方面和相应例句：1.建筑美学理论翻译–翻译：根据建筑美学理论，建筑物的形式应与其功能相一致，以创造出一种和谐与平衡的视觉效果。
–例句：According to the theory of architectural aesthetics, the form of a building should beconsistent with its function in order to create aharmonious and balanced visual effect.2.建筑元素翻译–翻译：在建筑美学中，线条、形状、色彩和纹理等元素起着重要的作用，它们共同塑造了建筑的整体感受。
–例句：In architectural aesthetics, elements such as lines, shapes, colors, and textures play a vitalrole in shaping the overall perception of abuilding.3.建筑风格翻译–翻译：不同的建筑风格具有各自独特的美学特征，如现代主义、古典主义、哥特式等。
–例句：Different architectural styles have their own unique aesthetic features, such as modernism,classicism, and gothic.4.建筑史翻译–翻译：建筑史对于理解建筑美学的发展和演变至关重要，从古代建筑到当代建筑，它们都对我们的视觉体验产生了影响。
–例句：Architectural history is crucial for understanding the development and evolution ofarchitectural aesthetics, as ancient andcontemporary buildings alike have had an impact on our visual experience.5.建筑评价翻译–翻译：建筑师和评论家常用美学术语来评价建筑作品的艺术价值和美的程度。
建筑工程合同管理外文文献
Title: Effective Contract Management in Construction ProjectsAbstract: The successful completion of a construction project depends heavily on effective contract management. This paper aims to provide an overview of the importance of contract management in construction projects and discuss the key factors that contribute to its effectiveness. The paper also explores the potential challenges andrisks associated with contract management and suggests strategies to mitigate them.Introduction: Contract management is a critical aspect of construction project management. It involves the negotiation, drafting, and implementation of contracts between project stakeholders, including contractors, subcontractors, and clients. Effective contract management ensures that all parties involved in the project are aware of their rights, responsibilities, and obligations, thereby minimizing disputes and ensuring project success.Importance of Contract Management: Contract management is essential for several reasons in construction projects. Firstly, it helps in defining the scope of work, deliverables, and project timelines clearly. This enables effective project planning and execution. Secondly, contract management ensures that the project is completed within the allocated budget and reduces the risk of cost overruns.第三ly, it helps in establishing a framework for communication and collaboration between project stakeholders, leading to better coordination and project efficiency. Lastly, effective contract management provides a legal basis for resolving disputes and enforcing contractual obligations, thereby minimizing legal risks.Key Factors for Effective Contract Management: To ensure effective contract management in construction projects, several key factors should be considered. Firstly, clear and comprehensive contract documentationis crucial. This includes detailed specifications, terms and conditions, and payment schedules. Secondly, proper contract negotiation anddrafting are essential to ensure that the interests of all parties are adequately protected.第三ly, effective communication and collaboration between project stakeholders are necessary to address any issues ordisputes promptly. Additionally, regular contract reviews and updatesare necessary to accommodate changes in project scope or unforeseen circumstances.Challenges and Risks: Despite the importance of contract management, various challenges and risks can arise. These include ambiguous contract terms, unforeseen changes in project scope, delays, and cost overruns. Miscommunication and lack of coordination between project stakeholders can also lead to disputes and legal issues. To mitigate these risks, it is essential to establish clear contractual provisions for change orders, dispute resolution, and payment terms. Furthermore, effective project management practices, such as regular project monitoring and reporting, can help identify and address potential issues early on.Conclusion: Effective contract management is crucial for the successful completion of construction projects. It ensures clear definition of project scope, budget control, and legal protection for all parties involved. To achieve effective contract management, project stakeholders should focus on comprehensive contract documentation, proper negotiation and drafting, effective communication, and regular contract reviews. By addressing potential challenges and risks, construction projects can be completed successfully, leading to satisfied clients and improvedindustry reputation.。
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Architectural Management of Synchronous and Asynchronous Interactions; a Reference Architecture Model for Synchronous and Asynchronous Interactions Juan Muñoz1, Jaime Muñoz1, Francisco J. Álvarez1, Francisco J. Álvarez1, RicardoMendoza1, Humberto Cervantes21 Universidad Autónoma de Aguascalientes, Av. Universidad 940,20100 Aguascalientes, México{JMunoz, JMunozAr, FJAlvar}@correo.uaa.mx; mendozagric@.mx2 Universidad Autónoma Metropolitana - Iztapalapa, San Rafael Atlixco 186, Col. Vicentina09340 Delegación Iztapalapa, D. F., Méxicohcm@xanum.uam.mxAbstract.Asynchronous and Synchronous interaction between humans andsystems are commonly implemented using differentiated architectural elements.This causes a combination of components and connectors which expandsarchitectural models making them more complicated. In This paper we describea mechanism to combine both kinds of connections simplifying softwarearchitectures at the same time that they can be used in hybrid ways to increasesoftware usability. The mechanism is implemented by means of a generalpurpose component that can be used as a reference architectural element thatcan be used in different systems.Keywords: Software architecture, human interaction, synchronousasynchronous interaction.1 IntroductionAlmost any (known) system has different relations with its environment. Interactions have different effects in the system and the outputs produced by it. Those reactions can be perceived immediately or not.When we talk about information technologies we can identify many kinds of systems. Also, users can be considered as systems.Systems that are based on software are designed to interact with other systems in its environment. Their functionalities must respond on different times to request of information depending of volume, speed, order process, etc. Human interaction is one of the most complex but common relations that must be established by software programs.We can identify synchronous and asynchronous interactions between a human being and a software system. A synchronous interaction is given by a set of one or more sequential action – reaction events which occurs one in response to other, while this sequence occurs the flow of the system is blocked. An asynchronous interactionrepresents a set of one or more events that will cause one or more results that not necessary are generated immediately or sequentially.Dix et al. [18] says that Human Computer Interaction (or HCI) is “the study of people, computer technology and the ways these influence each other. We study HCI to determine how we can ma ke this computer technology more usable by people”.Hewett et al. [1] in their definition of HCI say that the principal concerns of this area are: “the design, evaluation, and implementation of interactive computing systems for human use and the study of major phenomena, surrounding them”.Software architecture describes system components and connectors and rationality used to build and distribute them. An architectural model establishes mechanisms of interaction among components of the system itself, with components from other systems and with users. Meanwhile, HCI field provides theoretical background for supporting the relations between software and people.Avouris [14] says that HCI also provides support for developing “usable” software systems, this is, systems that will have a set of attributes based in necessary effort for using it and for assessment of their use by a given set of users.Human System Interaction is an aspect that has been associated with usability in the ISO TR 18529 [3]; according to this standard, the term is related to how people can use system’s capabilities in a certain context. In a paper written by Abran et al.[16], we can find that usability has been defined in several ways by researchers and standardization bodi es; consequently in this article we don’t find a unique definition of the term, but we can read three descriptions for this quality characteristic, each one from a different viewpoint:“1. For the end-user, software usability is essential because it is a determinant of performance: an application, which features good usability, will allow the user to perform the expected task faster and more efficiently.2. For managers, usability is a major decision point in selecting a product, as this decision will have a direct influence on the learnability of the chosen system, and hence on the productivity of those who use it.3. For software developers, usability describes the internal attributes of a system, including issues like design quality, documentation maintainability.”We can see that the affirmation of Abran et al. sounds logic because usability is a broad concept that has been studied and defined by many authors [9], [10], [11], [12], [13], [16], [17] (and a long list of etc.). Those researchers have associated this characteristic to manageability, learnability, attractiveness, performance, time behavior, understandability, correctness, easiness to use and memorize, etc. In this article we only use this concept as a synonym of expected system behavior in a general way, because boarding all these concepts could take us to a different field out of the scope of the paper.2 ProblemSeveral authors like Bass et al. [2] have established that usability, a central concern of HCI, needs to be supported by well designed software architectures. But in these works, usability has been closely related only to synchronous interactions.Asynchronous relations between users and software systems are hardly studied in these days where usability of graphical user interfaces represents the main concern of computer communication with humans, and they are expected to give immediate answer to each action. But, a lot of GUI’s also need to make use of asynchronous interactions. A web form used for collecting information from the user is an example of this need. If those interactions aren’t properly described by architectural models they will affect usability.Both kinds of interactions have applications for different problems so they need to be considered when designing software architectures for usable systems. Needless to say that synchronous system interaction (SSI) and asynchronous system interaction (ASI) have different characteristics and uses.SSI is very flexible, and it can be adapted to situations where a process is not defined by an ordered sequence of tasks that will be repeated every time in the same way. User can get control of the application to make tasks requiring precision and immediate response to decisions that must be taken by people.ASI is suitable for management of large volumes of information which require a lot of processing time and little attention of the user. This mechanism can help to reduce variability of processes and to simplify applications by reducing unexpected inputs. Also, if we cannot establish immediate communication with the system, for example, when we have to take measures on extreme conditions with a remote autonomous device, ASI could be the best approach.An architectural model must describe at a high abstraction level a solution space for a given set of requirements and constraints established for a group of stakeholders [4]. Therefore, software architecture must define a system with enough elements to satisfy stakeholders’ concerns under process constraints.Deciding when a system must employ asynchronous or synchronous interaction is critical for system usability perception. When a user takes control of a system he expects to receive answers from it in a given way and time under certain conditions. If a user is expecting an immediate (synchronous) response from a system and it isn´t produced he will think that system is not working correctly. In the other hand, if user is not expecting to receive an answer from the system maybe he will not be attending the system when needed and it will stop working until response have been given.We can describe systems with efficient mechanisms for human-computer interactions in an architectural model. Software architecture will define system capability to interact with people in a synchronous or asynchronous way. Many systems will need to combine both kinds of interactions. Without adequate software architecture, design of those systems could be too complex.Selecting the best suited interaction type will impact usability perception about the system. The kind of interaction must guide design efforts to select or create architectural patterns to support it and to enhance not only usability but also other qualities of the system like performance or security, for example.But, architectural patterns might be generalized; after all, they need to be extensively used in the system. Simplification can be done by implementing reusable components to reduce system complexity and encourage developers to produce other critical common fu nctionalities with “less effort” and “more quality”.3 ProposalThis work has its focus on interactions, as one of the elements that must be described by a component to be integrated as a common element of a software architecture. We distinguish two kinds of interactions: synchronous (SSI), which deal with sequential pairs of action-reaction processes; and asynchronous (ASI), related to multiple inputs with no special order, and a final output which contain results and information of found exceptions.Fig. 1. Synchronous and asynchronous human-system interaction mechanisms In Fig. 1, we can see how SSI and ASI work. Synchronous interaction establish a close human-system relation; user must be continuously attending to processing behavior and correct immediately any unexpected situation. Asynchronous interaction doesn’t expect to have support from the user to continue its operation when an exception occurs.We can think that SSI must take care of a mechanism for a sequential model of input, processing of tasks, output and exception handling, blocking the whole system until finishing a task. But, this is just a simplistic approach of the process.Sometimes, a n input must be validated; if it’s incorrect a feedback mechanism will be needed. More complex interactions will need to implement mechanism for management of: user identity, access authorization level, contextual help, etc. But, all this interactions have something in common; they have an immediate response to each event.Events can be produced by human, hardware or software actions and they can occur sequentially or in parallel. SSI processes can be well managed when events take place sequentially; but, parallel events bring some troubles when handling them. In a SSI interaction process with multiple parallel events, users might need to answer tomultiple questions sequentially to go on with a process, but probably they will not know in which order they must do that.ASI produces an output as SSI does, but we don’t expect to have immediate feedback of each event. We can have multiple inputs that aren´t in a specific order; maybe they are processed in a parallel way, and at last will have an output and a report of exceptions.When using ASI, design of GUI is simplified because outputs will be recorded prior to being showed. When we have parallel processing this characteristic is very useful, because the order of required answers can be stated by a program and displayed in just one view.ASI has other kind of risks; a large job executed by different processors might stop working or give us incorrect outputs when a failure in one of its task occurs if the user doesn’t correct an input when an exception is detected.Fig. 2. Synchronous and asynchronous messages representation in UMLSynchronous and asynchronous human system interactions must be combined in a system to complement each one. UML’s sequence diagrams can help us to express these interactions (see Figure 2). But, we need to develop architectural components to handle those combinations that could be too complex.Fig. 3. Asynchronous-Synchronous System Interaction controlA coordination mechanism to guide switching of both interactions can simplify the effort that must be invested while creating instruments for controlling human-system interactions. This could be done by implementing a component to control them, like the one described in Figure 3.This mechanism has a module of interaction control that conducts any kind of input (synchronous or asynchronous). Each input must be tagged to know the expected behavior (ASI or SSI). High priority messages will be treated all times as Synchronous Interactions.The interaction control will add a sequence id, a flow id, a context id and output id to guarantee correct processing of all inputs. Also this id can be used to help user on knowing the correct answering sequence to multiple messages. The flow id has an effect of a session control; it helps to manage multiple input devices (or users) acting in parallel.The mechanism generates multiple dispatching lists for ASI. The dispatching module will inform of any change of state of any element of its lists to the interaction control, doing this, interaction control can monitor state of all inputs, and if it would be necessary, it could make changes in the lists to improve performance, or even, solve deadlocks.Validation will act for every input based on rules described by scripts the context id will serve to recognize the appropriate script that must be applied. Exceptions will be sent to the exception handling module.Valid inputs will be sent to the task module, this is an interface to send messages to system objects, running legacy systems, components or web services.Exceptions will be managed on the handling module using scripts developed to express how the interaction control module must give feedback to the user.The output module will receive valid outputs and exception feedback to show them on different windows. Those windows can be located on different devices so is possible to multiplex outputs and direct them to various devices. We can include mechanisms to translate those outputs to different languages or graphical representations.The ASI-SSI control mechanism is a proposal of a multi-purpose component that can be developed as a reusable component or as a service to simplify software architectures. It also helps to implement flexible systems that can be adapted to different input or output devices and technologies.An example of how the component for interaction control could be implemented is described in figure 4. We start receiving tagged messages from other components of the syste m; generically will call these components as “sender”. The ASI-SSI control component will work in a synchronous mode if it receives a high priority message.Normal messages from a sequence received in greater time intervals to an acceptable minimum previously established will be managed in an asynchronous way too.Synchronous interactions will be subject to time control. If a message doesn’t receive an answer under a limit time it will be changed to asynchronous mode unless it has a high priority tag. High priority messages always will be time controlled.If an answer is not received in the expected time the component will send the message again. Messages will have a limited number of retries, if the number of predefined retries is rebased an exception message (error) will be generated. Numberof retries can be defined to be infinite, but this can cause that some message could never be answered.Fig. 4. UML activities model of the interaction control componentAsynchronous messages will be managed by means of a queue. This mechanism will help to sort messages and to have a checklist for ensuring that all messages will have an answer. Message control mechanism will have a defined time politic for resending asynchronous messages, so these messages will not be forgotten.Asynchronous for a sequence way will try to change to synchronous if answers to the messages are received in times that are lower to the monitoring time interval established for the message control mechanism and the queue for that sequence contains only one message.Users of systems including this kind of ASI-SSI management component will find that expected behavior and perceived performance will be improved by giving them an automated control of priorities and order of messages from other users and from the system itself.4 Case StudyDevelopment of software system is known to be a complex task, the use of the object-oriented analysis and design (OOAD) is a great help to identify problems and describe the solutions in terms of object-oriented models. However, learning OOAD is a challenging in particular for younger students because they need to work in group in order to get experience to analyze and design the software system independently of any language programming. This cases, address this issue with a collaborative system called OOADCE (Object-Oriented Analysis and Design Collaborative Environment) [5], which allows to undergraduate students to put in practice out of classroom the OOAD in a collaborative manner.Fig. 5. Collaboration scenario between two students using the OOADCEWe have chosen the collaborative learning system described by the OOADCE model to show an example of how combinations of both communication mechanisms could be used to implement functionalities in a system that needs to manage messages in varied ways.Combination of ASI and SSI is necessary to implement different kinds of solutions where interactions must switch between synchronous and asynchronous modes many times, maybe in the same session. An example of an architectural implementation using the component to solve the scene: “ask for commentaries about homework at an assisted session”, coul d be represented by the view of previous figure.Software for assisted class sessions and individual tests could, in general terms, be developed using SSI functionality of the architectural component; at the same time, download of self-study material and management of homework could make use of ASI functionality, but the use of the component to combine both behaviors, like when groups need to interact designing and correcting models is where it makes easier to design the architectural model for the system.Because of OOAD nature, student could need time for thinking and deciding. In this case, activities that are taking place in a synchronous way could be switched to an asynchronous mode.With the proposed architectural model, the system can manage needs of synchronous and asynchronous messaging giving continuity and congruency to the exchange of messages among users (teacher and students) and the system. Also, by using the proposed interaction control component, delays and composition (integration and sorting) of messages can be integrated in a way that users perceive as “a natural system behavior”.Fig. 6. Use of the Asynchronous-Synchronous System Interacion (ASI-SSI) control componentThis case is not the only application in which we can use the ASI-SSI control component. Software for virtual meetings can use the component to establish similar functionalities to the described in the OOADCE model. Coordinator of a meeting can switch from a synchronous mode to an asynchronous mode and vice-versa to load contextual documents, or give time for decisions taking and then switch mode to make corrections on a collaborative way.Other example of the potential use of this component is in a remote CCTV surveillance system that must run on Internet. Under normal situations the system can use ASI mode to send pictures from different places that are being monitored by several cameras. When an unexpected event appears, the system must switch the mode to SSI, so images from the camera that has focused the event can be sent in real time. All other, cameras will continue sending signals in ASI mode. Voice communication could be activated in SSI mode too to support coordination between guards. The camera will continue in this mode until the emergence finishes, after that the system will take the ASI mode again for this camera. SSI mode will be still working for voice streams until finishing the conversation.5 Related WorkFolmer and Bosch [6] describe architectural patterns that are considered to have a positive impact on usability. Those patterns are common solutions to provide better user-system interaction but they must be applied to specific kinds of interactions (synchronous or asynchronous).Graunke y Krishnamurthi [7] presents a set of design patterns to build flexible user interfaces. These patterns are focused on synchronous interactions and make use of configuration files to implement flexibility.On his book, Ian Garton [8] shows how message oriented middleware is used to manage synchronous and asynchronous interactions by using message queues but his description doesn’t describe how to make hybrid mechanisms to combine both kinds of interactions in an architectural model.Systems that work with synchronous and asynchronous interactions are described in the paper of Preguiça et al. [15]. In this paper we can see how both kind of interactions can be handled in a fixed way, but they don´t show a mechanism for control of a dynamic behavioral change responding to different rates.6 Conclusions and Future WorkWe cannot say that Asynchronous-Synchronous System Interaction (ASI-SSI) control mechanism is a pattern because it must be implemented as a component which will be responsible of conducting inputs and outputs in the system. The component must have a switching mechanism to decide between different interactions modes.This simple mechanism makes easier to implement traditional functionalities which help to improve system usability, like: undo, redo, cancelation, contextual help, etc. but also it can be used to help on implementing heterogeneous system integration,simultaneous language translation, broadcasting systems, multiple devices handling, etc.An efficient control of both kinds of interactions improves system usability perception and overall user experience when interacting with computers. Correct switching between both modes can help user to take better control of system assisted processes by giving them superior ways for watching and answering to notification messages, to correct deviations on time, to find important information and to avoid missing of relevant data, per example.Maybe some people could thing that the ASI-SSI control mechanism is just a transformation mechanism from SSI to ASI; but we can argue that input behavior is conserved as a classic synchronic interaction, unless transformation is necessary.It’s necessary to develop a language to generate the scripts needed to implement the validation part of the component doing it more reusable and less coupled. References1. Hewett, T., Baecker, R., Card, S., Carey, T., Gasen, J., Mantei, M., Perlman, G., Strong,G., Verplank, W., ACM SIGCHI Curricula for Human-Computer Interaction, ACM SIGCHI(1996)2. 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