工程管理专业超越边界的BIM大学毕业论文英文文献翻译及原文.docx

1、工程管理专业超越边界的BIM大学毕业论文英文文献翻译及原文 毕 业 设 计（论文）外 文 文 献 翻 译文献、资料中文题目：超越边界的BIM文献、资料英文题目：BIM Beyond Boundaries文献、资料来源：文献、资料发表（出版）日期：院 （部）： 专 业： 工程管理班 级： 姓 名： 学 号： 指导教师： 翻译日期： 2017.02.14本科毕业论文外文文献及译文 文献、资料题目：BIM Beyond Boundaries 文献、资料来源：Design Intelligence文献、资料发表（出版）日期：2012.12.10院 （部）： 管理工程学院专 业： 工程管理班 级： 姓

2、名： 学 号： 指导教师： 翻译日期： 2015.2.10外文文献：BIM Beyond BoundariesSeptember 10, 2012 by Randy DeutschAbstract: Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.Keywords: BIM, expertise, anti-learning, mas

3、ter builderSeveral forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces including the rise of the expert, the growing complexity and speed of projects, and BIMs increasing recognition as an enab

4、ler, catalyst, and facilitator of team collaboration also present significant challenges that can be overcome with the right approach and mindset.At one time, being an expert meant knowing more than ones competitors in a particular field. Firms that reinforced their expert culture hoarded informatio

5、n, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technology experts, shortsightedly addressing todays needs at the expense of tomorrows. While architects have always been trees with many branches, our current economic climate ha

6、s discouraged them from being anything but palm trees: all trunk, no branches. And yet things change so quickly that those who went to bed experts are unlikely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way slowly,

7、 over time, through traditional means. Even when we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new information in our industry. Expertise today is a much more social, fluid, and iterative process than it used to be.

8、 Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specific situation at hand. Expertise has often been associated with teaching and mentoring. Today its more concerned w

9、ith learning than knowing: less to do with continuing education and more with practicing and engaging in continuous education. Social media presents the would-be expert with both opportunities and challenges. Working with the understanding that somebody somewhere has already done what you are trying

10、 to do, design professionals, like agile technology experts, can find what theyre looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one

11、. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.An expert today is someone whose network, community, or team deems him or her so. Such acknowledgment from ones community can be

12、 considered a form of social certification. To grow ones professional reputation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.BIM EXPERTISE REQUIRES UNLEARNINGAs we grow in our careers, we tend to focus more

13、 on people issues and less on technology. We also tend to cooperate conditionally, responding to the behavior of others. This has huge implications for design and construction professionals who might be naturally collaborative through sharing knowledge, learning, mentoring, and teaching but are othe

14、rwise conditioned and tempered by the culture of the firm where they work.Working in BIM provides an unprecedented opportunity to learn: how buildings go together, how projects are scheduled, cost implications of decisions, and impact on the environment. At the same time, there is a great deal we st

15、ill need to unlearn with BIM. We can start by asking some questions: Which aspects of the traditional design process change with BIM and which stay the same? What knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most important: What, while lear

16、ning to work in BIM, needs to be unlearned?While unlearning habits we picked up working in CAD would seem like a good place to start, theres also a great deal we need to unlearn in order to return to our original sharing attitude and cooperative ways. These include bad habits weve acquired since we

17、left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we may have learned to be mistrustful, skeptical, competitive, secretive, and working independently in silos. In doing so, weve unlearned many of the critical natural habits, attitudes, and

18、mindsets necessary to work effectively and collaboratively on integrated teams.BIM EXPERTISE REQUIRES DETACHMENTFrom Japanese martial arts theres the concept of shuhari: First learn, then detach, and finally transcend. As consultant Ian Rusk has explained, shu, ha, and ri are considered three phases

19、 of knowledge that one passes through in the study of an art. They can be described as the phases of traditional knowledge, breaking with tradition, and transcending it. Working in BIM, we need to address all three steps to meet our goals. Of the steps, the second (detachment, or breaking with tradi

20、tion) is the most important. Detachment requires that we remain flexible and agile while learning, not holding on tightly to our ideas, agendas, or prejudices, so that we can move beyond them.BIM EXPERTISE REQUIRES COLLABORATIONWhile we as an industry have now lived with BIM for more than two decade

21、s, most firms have acquired and implemented the technology primarily as a visualization and coordination tool in the past several years. We appear to have reached a standstill in the softwares use, with many firm leaders wondering how to make the leap to more advanced uses. Further mastery of the ap

22、plication through traditional means wont help us get there. If we are to achieve our personal, organizational, professional, and industry-wide goals of fully participating in public, community, creative, and economic life, something more needs to happen.Achieving higher levels of BIM use including a

23、nalysis, computation, and fabrication requires skills and a mindset that allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesnt necessarily lead to collaboration. We each have to decide whether or not to look beyond BIM as a tool and embrace it

24、as a process. When recognized as a process, BIM can be a powerful catalyst and facilitator of team collaboration.BIM EXPERTISE REQUIRES DEPTH AND BREADTHIt would be a mistake to assume that expertise in BIM as a technology alone will lead to greater leadership opportunities on integrated teams. In t

25、his capacity, BIM requires attention to acquiring skills that, while easy to attain, can be overlooked if we focus primarily on the software tools.With BIM, technical expertise should not be considered more important than increasing ones social intelligence, empathy, or the ability to relate well wi

26、th others. Additionally, the conventional window for achieving technological expertise is too long. Better that one achieves a high level of BIM competency motivated by passion and curiosity. Having competency in one subject doesnt preclude you from addressing others. In fact, it can be a determinan

27、t for doing so. Being versatile flies in the face of current thinking that to succeed we should bolster our strengths over our weaknesses. The answer to Should I be a specialist or generalist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift

28、 of the design professional is the rare (and underappreciated) ability to do both simultaneously. As with any hybrid generalizing specialist or specializing generalist ones strength provides the confidence to contribute openly from many vantage points and perspectives. It is critical for “T-shaped”

29、experts to reach out and make connections (the horizontal arm of the T) in all the areas they know little or nothing about from their base of technical competence (the vertical arm of the T). T-shaped experts have confidence because of their assurance that they know or do one thing well. Their confi

30、dence allows them to see as others see by means of not through what they know. Their expertise doesnt color their perception so much as provide a home base to venture from and return to with some assurance that theyll maintain their bearings when venturing out across the table.Broad-minded design pr

31、ofessionals often find themselves in the role of “anti-experts,” approaching challenges from the perspective of the outsider. To this Paula Scher of Pentagram said, “When Im totally unqualified for a job, thats when I do my best work.” Once we balance, own, and ultimately realize our expert and anti

32、-expert selves, we (as a community, profession, and industry) will do our best work.WHAT DO WE DO NOW?Firms want to know how to optimize their work processes to become more efficient at what they do best, to remain competitive by leveraging the competitive advantage of BIM and integrated design. One of the ironies facing the industry is that in order to master BIM, dont learn more BIM. Instead, do other things. What will bring about greater efficiencies and effectiveness, increas