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第八期《IPD指南》創(chuàng)建集成式項(xiàng)目（5/11）

發(fā)布于：2018-08-07 19:40:40

首頁(yè)/技術(shù)分享/工程基礎(chǔ)

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BIM譯站

版權(quán)說明：本文來源BIM譯站微信公眾號(hào)，轉(zhuǎn)載已取得授權(quán)

公眾號(hào)名稱：BIM譯站

公眾號(hào)賬號(hào)：BIM2018130

微信圖片_20180711090004.jpg

譯

文

—續(xù)

4.1.5 共享敏感的、所有權(quán)的或機(jī)密的信息

協(xié)作合同安排考慮了比傳統(tǒng)模式下的做法共享更多的不同時(shí)期和不同情況下的信息。機(jī)密協(xié)議能讓所有IPD模式參與方注意到正確使用共享機(jī)密信息的重要性。通過謹(jǐn)慎選擇參與方和起草合同，IPD參與方會(huì)就交換的項(xiàng)目信息僅用于項(xiàng)目目的達(dá)成一致。

4.1.6 補(bǔ)償

從協(xié)作和集成的角度來看，傳統(tǒng)交付模式會(huì)由于各個(gè)參與方在財(cái)務(wù)上的成功沒有跟項(xiàng)目的成功綁定而受挫。考慮到人的本性，項(xiàng)目參與方會(huì)為了保護(hù)他們自己的經(jīng)濟(jì)利益而努力工作。在傳統(tǒng)交付模式中，這樣的行為有時(shí)候會(huì)導(dǎo)致對(duì)項(xiàng)目、其它參與方或這兩方面都不利的結(jié)果。將參與方的成功與整個(gè)項(xiàng)目的成功綁定起來的補(bǔ)償模式可有力地把個(gè)人和項(xiàng)目統(tǒng)一起來。在IPD模式中，個(gè)人經(jīng)濟(jì)利益的成功依賴于項(xiàng)目的成功。由于這個(gè)原因，IPD參與方保護(hù)并改進(jìn)其經(jīng)濟(jì)利益的本性就會(huì)落實(shí)到有利于項(xiàng)目的行為上去。

對(duì)制定補(bǔ)償模式（使個(gè)人成功與項(xiàng)目成功保持一致）感興趣的各方，有很多備選方案。任何補(bǔ)償模式的適當(dāng)性均依賴于任何給定項(xiàng)目及其參與方的獨(dú)特性。由于包含了激勵(lì)條款，IPD合同會(huì)比傳統(tǒng)建設(shè)合同更復(fù)雜。同樣，某種程度上，財(cái)務(wù)方面的結(jié)果來自于特定目標(biāo)（例如，項(xiàng)目完成里程碑、健康和安全需要、生命周期成本，等等）的取得，之后可能會(huì)出現(xiàn)關(guān)于某些目標(biāo)是否達(dá)到以及達(dá)到何種程度的爭(zhēng)議。謹(jǐn)慎的合同起草，清晰和明確的激勵(lì)里程碑之定義，以及勤勉的團(tuán)隊(duì)篩選，將最大限度地降低此類糾紛發(fā)生的可能性。

未完待續(xù)—

原

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—CONTINUE

4.1.5 Sharing Sensitive, Proprietary or Confidential Information

Collaborative contracting arrangements contemplate the sharing of much more information under different times and circumstances than is customary under traditional models. Confidentiality agreements serve to make all IPD participants aware of the importance of the proper uses of shared confidential information. Through careful participant selection and contract drafting, IPD participants achieve a level of comfort that project information exchanged will be utilized only for project purposes.

4.1.6 Compensation

From the perspective of collaboration and integration, traditional delivery methods suffer because the inpidual participant’s financial success is not necessarily tied to the project’s success. Given human nature, project participants will work hardest to preserve their own financial success. In traditional delivery methods, that behavior sometimes results in consequences that are detrimental to the project, other participants, or both. Methods of compensation that tie the participant’s success to the overall success of the project are powerful tools for unifying inpidual and project success. In IPD, inpidual financial success relies on project success. For that reason, the IPD participant’s natural instinct to protect and improve its own financial interest results in behavior that benefits the project.

There are many options available to parties interested in crafting methods of compensation that align inpidual success with project success. The appropriateness of any method will necessarily depend on the unique characteristics of any given project and its participants. Due to their inclusion of incentive provisions, IPD contracts can be more complex than traditional construction contracts. Also, to the extent that financial consequences flow from the attainment of specific goals (e.g., completion milestones, health and safety requirements, life-cycle costs, etc.), disputes may arise afterward over whether and to what extent certain goals were achieved. Careful contract drafting, clear and unambiguous definitions of incentive milestones, and due diligence in team selection, will minimize the likelihood that such disputes will arise.

TO BE CONTINUED—

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