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公眾號賬號：BIM2018130
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4.1 IPD 團隊建設和運作
項目團隊是IPD的命脈所在。在IPD中，項目各參與方是作為一個綜合團隊走到一起的，他們的共同目標是設計并建造一個成功的項目。在傳統項目模式中，一旦出了麻煩，項目趨勢便是大家各自“未雨綢繆”并且保護自己的經濟利益。如此，合作會受到影響，項目也會陷入困境。與此相反，IPD要求所有參與方在項目出現困難的時候一起將之解決。這種“抱團”與“獨善其身”的區別至關重要。因為在當今設計建造行業中，在面臨困難的時候，人們這種獨善其身的想法非常強烈，從獨善其身向集成式的、抱團的模式轉變無異于文化的轉變。因此，集成式團隊、團隊成員采用能做好服務的新方法之能力、各團隊成員的行為這三方面的結合是十分關鍵的。
4.1.1 項目團隊組建和團隊建設
集成式項目中，盡可能在項目啟動之前就成立項目團隊。在某些情況下，可基于先前合作關系中建立起的信任、舒適和熟悉程度成立項目團隊。另一些情況下，業主可不必考慮成員之間任何先前存在的合作關系組建項目團隊。無論哪種情況，都要盡可能最大程度地在最早的時間點確認和組建團隊成員。
一般來說，項目團隊包含兩類成員：即主要參與方和主要支持型參與方。主要參與方即為那些從項目開始到項目結束都有實質性參與和責任的成員。例如，在傳統項目中，主要參與方是業主、建筑師和承包商。不同于傳統項目中各方之間的關系，IPD中主要參與方更加廣泛，它們通過合同關系或憑借其在為項目建立的單一目的實體（SPE）中的個人利益而聯系在一起。請參考下面第六部分中有關潛在合同編排以及SPE可能性的詳細內容。
主要支持型參與方在集成式項目中扮演著重要角色，但是相比那些主要參與方，其發揮的作用多是離散性的。在一個傳統項目中，主要支持型參與方包括主設顧問和分包商。在IPD中，主要支持型參與方與主要參與方之一或由主要參與方組成的SPE直接簽訂合同。無論哪種情況，主要支持型參與方都要受到管理主要參與方之間關系的協作方式和流程的約束。
在IPD中，主要參與方與主要支持型參與方之間的差異因項目的不同而有所變化。舉個例子，在大多數項目中，結構工程師名義上不被認為是主要參與方，因為結構工程師發揮的作用是離散型的，并且很少實質性地參與到項目全時期中。然而，如果結構設計是項目的壓倒性的重要考量（比如在橋梁建設中），那么結構工程師在整個項目中就有了實質性的責任和項目參與。相應地，結構工程師就會作為一個主要參與方存在。
建立IPD團隊需要非常謹慎，在這里，參與方可作為協作單位一同工作。團隊的組建要考慮集成式流程所需的能力、團隊動態、兼容性、溝通、建立信任和承諾。雖然沒有必要，但是團隊組建流程和后續的團隊建設可能包括個性評估、溝通培訓以及其它用于將不同部分塑造成強大團隊所需要的技術。一旦完成團隊組建，營造一種能夠使協作和開放式溝通變得興旺的團隊氛圍十分重要。將團隊定位在聯合設施中可以促進開放式溝通與合作，而且共址會議不切實際的時候，定期會議和視頻會議可能會變得有用。無論采用哪種項目方式，都有必要建立一個團隊（在這里，參與方自愿并且能夠一起高效工作）并且為該團隊提供能促進協作的工具和環境。集中定義用于衡量績效的項目目標和指標，以及使個人成功與項目成功相匹配的報酬模型，同時提供激勵措施使大家作為一個團隊一同工作。
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4.1 IPD Team Building and Functioning
The project team is the lifeblood of IPD. In IPD, project participants come together as an integrated team, with the common overriding goal of designing and constructing a successful project. If trouble arises on a traditional project, the tendency is often to “batten down the hatches” and protect one’s financial interests. Cooperation suffers and the project flounders. In contrast, IPD demands that participants work together when trouble arises. This “huddling” versus “hunkering” distinction is crucial. Because the hunkering down instinct in the face of trouble is so strong in the design and construction industry today, moving to an integrated, or huddling, approach is tantamount to cultural change. Therefore, the composition of the integrated team, the ability of team members to adapt to a new way of performing their services, and inpidual team members’ behavior within the team are critical.
4.1.1 Project Team Formation and Team Building
In an integrated project, the project team is formed as close as possible in time to the project’s inception. In some instances, the project team will establish itself based on pre-existing levels of trust, comfort and familiarity developed through past working relationships. In other instances, the owner may assemble the project team without regard to any pre-existing relationships among the team members. In any event, and to the greatest extent possible, project team members are identified and assembled at the earliest possible point in time.
Generally speaking, the project team includes two categories of team member: the primary participants, and key supporting participants. The primary participants are those participants that have substantial involvement and responsibilities throughout project, from beginning to end. For example, in a traditional project the primary participants are the owner, architect and contractor. Unlike the relationship in a traditional project, the primary participants in IPD may be defined more broadly and they are bound together by either a contractual relationship, or by virtue of their inpidual interests in a single purpose entity (SPE) established for the project. Refer to Section VI below for details regarding potential contractual arrangements and SPE possibilities.
The key supporting participants on an integrated project serve a vital role on the project, but perform more discrete functions than the primary participants. In a traditional project, the key supporting participants include the primary design consultants and subcontractors. In IPD, the key supporting participants enter into contracts directly with either one of the primary participants, or with any SPE the primary participants have formed. In either event, key supporting participants agree to be bound by the collaborative methods and processes governing the relationship among the primary participants.
In IPD, the difference between the primary participants and the key supporting participants is a fluid distinction that will necessarily vary from project to project. For example, on a majority of projects, a structural engineer is not normally considered a primary participant as it performs a discrete function for the project and is rarely substantially involved for the duration of the project. If, however, structural design is the overriding project concern as, for example, in bridge construction, the structural engineer would have substantial responsibilities and project involvement throughout the course of the project. Accordingly, the structural engineer would serve as a primary participant.
Great care is taken to establish an IPD team where participants can work together as a collaborative unit. Team formation considers capability, team dynamics, compatibility, communication, trust building and commitment to an integrated process. Although by no means necessary, the process of team formation and subsequent team building may include personality assessment, communication training, and other techniques to forge a strong team from disparate parts. Once the team is formed, it’s important to create a team atmosphere where collaboration and open communication can flourish.
Locating the team in a joint facility may facilitate open communication and cooperation, and regular meetings and video conferences may be useful when co-location is impractical. Regardless of the methods employed, it is necessary to establish a team where participants are willing and able to work together effectively and to provide the team with tools and circumstances that facilitate collaborative performance. Collectively-defined project goals and metrics to measure performance, along with compensation models that align inpidual success with project success, also provide incentives to work as a team.
TO BE CONTINUED—
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