论文部分内容阅读
由于器材升级、医疗实践改革、人员变更和医疗技术更新等问题,医疗设施的建设从来不曾真正结束。而更重要的是,在项目开始阶段的规划、设计和建造与多年之后已改变的项目情况难以契合。为了使建筑做到可持续,业主需要知道如何制订能应对变化中的需求的任务书以确保建筑具有可变的能力,就像电气等基础设施系统中将部件根据使用年限分类,以确保不会因为使用寿命预期较短的部件更替导致更高级别的系统强制关闭或者损害这样的办法。这就需要我们从传统的决策制订方式转型到能同时适应建筑“文化”和设计手法变化的新型决策制订方式上去。
The construction of medical facilities has never really come to an end because of equipment upgrades, medical practice reforms, personnel changes and medical technology updates. More importantly, planning, design and construction at the start of the project are difficult to reconcile with projects that have changed over the years. To make the building sustainable, the owner needs to know how to create a mission statement that can respond to changing needs to ensure that the building has the ability to be variable, just as in an electrical infrastructure system, parts are classified by age to ensure they do not Because shorter life expectancy replacement parts lead to a higher level of system forced to shut down or damage such a way. This requires that we move from the traditional decision-making approach to the new decision-making approach that can simultaneously accommodate changes in architecture, culture, and design practices.