应用建筑信息建模，整合进度与成本，建立施工进度曲线外文翻译资料

Applying building information modeling to integrate schedule and cost for establishing construction progress curves

Kun-Chi Wang, Wei-Chih Wang, Han-Hsiang Wang, Pei-Yuan Hsu, Wei-Hao Wu, Cheng-Ju Kung

1. Introduction

A cost-based progress curve (S-curve), which is a graphical representation of cumulative progress against time, is commonly used to control the schedule of a construction project. The vertical scale of an S-curve represents the cumulative project progress in dollars or as percentage completed, and the horizontal scale represents time. To plot an S-curve, the costs that are associated with each activity in the project schedule must be determined.

An accurate calculation of the cost of a scheduling activity depends on the identification of relevant cost items (cost centers or cost accounts) that represent the construction resources or physical end items (such as reinforced steel, form, and concrete) that are required to perform that activity. A cost item comprises the quantity and unit price of a particular resource. Each cost item may be associated with one or several activities. Accordingly, the cost of an activity is the required (distributed or allocated) quantity multiplying by the unit price of the cost item. Therefore, the total costs of the activity are the sum of the costs of the associated cost items (if the activity is associated with many cost items).

If only one cost item is relevant to the aforementioned cost calculation for an activity, then the relationship between the activity and the cost item is typically called a one-to-one relationship (because one activity is associated with one cost item). For instance, the activity of installing steel falsework commonly corresponds to a single cost item (steel falsework), resulting in a one-to-one relationship.

Other relationships, such as many-to-one or many-to-many, may exist between different types of activities and cost items. For example, the use of 280 kg f/cm2 concrete to grout the first, second, and third floor slabs exhibits a many-to-one relationship in which three activities correspond to one cost item (280 kg f/cm2 concrete). In this case, the cost of the 280 kg f/cm2 concrete cost item should be allocated to all three activities. In a many-to-many relationship, the activities of setting 1st-floor columns/walls steel and setting 1st-floor beams/slabs steel are both associated with the costs the two cost items - rebar SD420Wand rebar SD420. Although the above calculations can be carried out, it is highly time-consuming and error-prone, especially when a construction project involves hundreds of activities and cost items.

The above problem is often described as the problem of integrating schedule and cost. This problem basically arises from the fact that schedule- and cost-control functions are performed independently of each other and use different control structures: the work breakdown structure (WBS) and the cost breakdown structure (CBS). To reduce the complexity of integrating scheduling activities with cost items, many practitioners take the simple approach of using a master-level schedule that comprises only a few milestone activities to generate an S-curve. As an example, a milestone activity “structure construction” is used to represent many activities in detail, such as “layout”, “setting steel of column/beam/wall/slab”, “setting forms of column/ beam/wall/slab”, “concreting”, and others. The costs that are associated with this milestone activity are then easily obtained by summing the costs of the many associated cost items (including layout, steel, form, and concrete) without further breaking down the cost of each item into those associated with the individual activities. Although this simplified approach saves time, it reduces the accuracy of the curve. Conversely, using a detailed task-level schedule (instead of a milestone schedule) to obtain an accurate S curve considerably increases the workload associated with data acquisition and processing.

An accurate S curve sets a precise progress target (or the budgeted cost of the work scheduled) to be accomplished in a given time period, whereas a rough curve developed using milestone activities adds little value to the schedule control of a construction project. Developing a more accurate S curve requires more efficiently computing the costs of each activity.

The rapid development of information technologies has provided solutions to numerous construction management problems such as integrating design and construction activities and cost estimation. Recently, the building information model (BIM), which is a new IT and is a three-dimensional (3D) framework that can digitize a great amount

of building information, has attracted much attention owing to its effectiveness in data acquisition and storage in support of construction management. Notably, several researchers have developed BIM-based methods to extract quantities or estimate costs. However, these quantity takeoffs and cost estimations can only account for one cost item at one time. Accordingly, this study develops a method of using BIM to resolve the complicated relationships between schedule and cost to establish a construction S curve that supports schedule control.

2. Review of recent studies

This section reviews recent studies of construction progress curves, the integration of schedule and cost, the use of BIM for quantity takeoffs and cost estimation, and automated construction progress tracking.

2.1. Construction progress curve

An S-curve typically has a small slope at its beginning and near its end and a large slope in the middle, indicating that progress is slow in mobilization and demobilization periods, but faster as the bulk of the work takes place. The S-curve is widely used to control construction project schedules and is effective for reporting the status, and predicting the

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毕业设计

英文文献及翻译

姓 名： 周 璟 雯

学 号： 15200412130

专 业 名 称： 工 程 管 理

指 导 老 师： 祝 连 波

提 交 日 期： 2019年5月20日

Applying building information modeling to integrate schedule and cost for establishing construction progress curves

Kun-Chi Wang, Wei-Chih Wang, Pei-Yuan Hsu, Wei-Hao Wu, Cheng-Ju Kung

Department of Civil Engineering, National Chiao Tung University

1. Introduction

A cost-based progress curve (S-curve), which is a graphical representation of cumulative progress against time, is commonly used to control the schedule of a construction project. The vertical scale of an S-curve represents the cumulative project progress in dollars or as percentage completed, and the horizontal scale represents time. To plot an S-curve, the costs that are associated with each activity in the project schedule must be determined.

An accurate calculation of the cost of a scheduling activity depends on the identification of relevant cost items (cost centers or cost accounts) that represent the construction resources or physical end items (such as reinforced steel, form, and concrete) that are required to perform that activity. A cost item comprises the quantity and unit price of a particular resource. Each cost item may be associated with one or several activities. Accordingly, the cost of an activity is the required (distributed or allocated) quantity multiplying by the unit price of the cost item. Therefore, the total costs of the activity are the sum of the costs of the associated cost items (if the activity is associated with many cost items).

If only one cost item is relevant to the aforementioned cost calculation for an activity, then the relationship between the activity and the cost item is typically called a one-to-one relationship (because one activity is associated with one cost item). For instance, the activity of installing steel falsework commonly corresponds to a single cost item (steel falsework), resulting in a one-to-one relationship.

Other relationships, such as many-to-one or many-to-many, may exist between different types of activities and cost items. For example, the use of 280 kg f/cm2 concrete to grout the first, second, and third floor slabs exhibits a many-to-one relationship in which three activities correspond to one cost item (280 kg f/cm2 concrete). In this case, the cost of the 280 kg f/cm2 concrete cost item should be allocated to all three activities. In a many-to-many relationship, the activities of setting 1st-floor columns/walls steel and setting 1st-floor beams/slabs steel are both associated with the costs the two cost items - rebar SD420Wand rebar SD420. Although the above calculations can be carried out, it is highly time-consuming and error-prone, especially when a construction project involves hundreds of activities and cost items.

The above problem is often described as the problem of integrating schedule and cost. This problem basically arises from the fact that schedule- and cost-control functions are performed independently of each other and use different control structures: the work breakdown structure (WBS) and the cost breakdown structure (CBS).

To reduce the complexity of integrating scheduling activities with cost items, many practitioners take the simple approach of using a master-level schedule that comprises only a few milestone activities to generate an S-curve. As an example, a milestone activity “structure construction” is used to represent many activities in detail, such as “layout”, “setting steel of column/beam/wall/slab”, “setting forms of column/ beam/wall/slab”, “concreting”, and others. The costs that are associated with this milestone activity are then easily obtained by summing the costs of the many associated cost items (including layout, steel, form, and concrete) without further breaking down the cost of each item into those associated with the individual activities. Although this simplified approach saves time, it reduces the accuracy of the curve. Conversely, using a detailed task-level schedule (instead of a milestone schedule) to obtain an accurate S curve considerably increases the workload associated with data acquisition and processing.

An accurate S curve sets a precise progress target (or the budgeted cost of the work scheduled) to be accomplished in a given time period, whereas a rough curve developed using milestone activities adds little value to the schedule control of a construction project. Developing a more accurate S curve requires more efficiently computing the costs of each activity.

The rapid development of information technologies has provided solutions to numerous construction management problems such as integrating design and construction activities and cost estimation. Recently, the building information model (BIM), which is a new IT and is a three-dimensional (3D) framework that can digitize a great amount of building information, has attracted much attention owing to its effectiveness in data acquisition and storage in support of construction management. Notably, several researchers have developed BIM-based methods to extract quantities or estimate costs. However, these quantity takeoffs and cost estimations can only account for one cost item at one time.

Accordingly, this study develops a method of using BIM to resolve the complicated relationships between schedule and cost to establish a construction S curve that supports schedule control.

2. Review of recent studies

This section reviews recent studies of construction progress curves, the integration of schedule and cost, the use of BIM for quantity takeoffs and cost estimation, and automated construction progress tracking.

2.1.

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