第五期《IPD指南》创建集成式项目（2/11）

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4.1 IPD 团队建设和运作

项目团队是IPD的命脉所在。在IPD中，项目各参与方是作为一个综合团队走到一起的，他们的共同目标是设计并建造一个成功的项目。在传统项目模式中，一旦出了麻烦，项目趋势便是大家各自“未雨绸缪”并且保护自己的经济利益。如此，合作会受到影响，项目也会陷入困境。与此相反，IPD要求所有参与方在项目出现困难的时候一起将之解决。这种“抱团”与“独善其身”的区别至关重要。因为在当今设计建造行业中，在面临困难的时候，人们这种独善其身的想法非常强烈，从独善其身向集成式的、抱团的模式转变无异于文化的转变。因此，集成式团队、团队成员采用能做好服务的新方法之能力、各团队成员的行为这三方面的结合是十分关键的。

4.1.1 项目团队组建和团队建设

集成式项目中，尽可能在项目启动之前就成立项目团队。在某些情况下，可基于先前合作关系中建立起的信任、舒适和熟悉程度成立项目团队。另一些情况下，业主可不必考虑成员之间任何先前存在的合作关系组建项目团队。无论哪种情况，都要尽可能最大程度地在最早的时间点确认和组建团队成员。

一般来说，项目团队包含两类成员：即主要参与方和主要支持型参与方。主要参与方即为那些从项目开始到项目结束都有实质性参与和责任的成员。例如，在传统项目中，主要参与方是业主、建筑师和承包商。不同于传统项目中各方之间的关系，IPD中主要参与方更加广泛，它们通过合同关系或凭借其在为项目建立的单一目的实体（SPE）中的个人利益而联系在一起。请参考下面第六部分中有关潜在合同编排以及SPE可能性的详细内容。

主要支持型参与方在集成式项目中扮演着重要角色，但是相比那些主要参与方，其发挥的作用多是离散性的。在一个传统项目中，主要支持型参与方包括主设顾问和分包商。在IPD中，主要支持型参与方与主要参与方之一或由主要参与方组成的SPE直接签订合同。无论哪种情况，主要支持型参与方都要受到管理主要参与方之间关系的协作方式和流程的约束。

在IPD中，主要参与方与主要支持型参与方之间的差异因项目的不同而有所变化。举个例子，在大多数项目中，结构工程师名义上不被认为是主要参与方，因为结构工程师发挥的作用是离散型的，并且很少实质性地参与到项目全时期中。然而，如果结构设计是项目的压倒性的重要考量（比如在桥梁建设中），那么结构工程师在整个项目中就有了实质性的责任和项目参与。相应地，结构工程师就会作为一个主要参与方存在。

建立IPD团队需要非常谨慎，在这里，参与方可作为协作单位一同工作。团队的组建要考虑集成式流程所需的能力、团队动态、兼容性、沟通、建立信任和承诺。虽然没有必要，但是团队组建流程和后续的团队建设可能包括个性评估、沟通培训以及其它用于将不同部分塑造成强大团队所需要的技术。一旦完成团队组建，营造一种能够使协作和开放式沟通变得兴旺的团队氛围十分重要。将团队定位在联合设施中可以促进开放式沟通与合作，而且共址会议不切实际的时候，定期会议和视频会议可能会变得有用。无论采用哪种项目方式，都有必要建立一个团队（在这里，参与方自愿并且能够一起高效工作）并且为该团队提供能促进协作的工具和环境。集中定义用于衡量绩效的项目目标和指标，以及使个人成功与项目成功相匹配的报酬模型，同时提供激励措施使大家作为一个团队一同工作。

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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.

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