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

譯

文

—續(xù)

4.1.7 撤出/分派

如上所述，創(chuàng)建協(xié)作團(tuán)隊(duì)對(duì)于IPD的成功至關(guān)重要。盡管團(tuán)隊(duì)成員的初選對(duì)于IPD項(xiàng)目很重要，但是價(jià)值的可持續(xù)性和團(tuán)隊(duì)成員之間的不變的承諾對(duì)項(xiàng)目的最終成功同樣重要。與任何項(xiàng)目一樣，某一參與方的退出是具有破壞性的，但是考慮到項(xiàng)目團(tuán)隊(duì)對(duì)于項(xiàng)目成功的重要性，這種破壞在IPD中是加劇的。

失去和替代某一團(tuán)隊(duì)成員對(duì)團(tuán)隊(duì)的必要協(xié)作屬性是破壞性的。當(dāng)失去某一團(tuán)隊(duì)成員時(shí)，新選出的任何潛在參與方都要滿足與最初那個(gè)參與方相同的準(zhǔn)則。進(jìn)行廣泛的過渡以便項(xiàng)目流程高效地持續(xù)下去，同時(shí)新的團(tuán)隊(duì)成員也要和其它成員進(jìn)行很多團(tuán)隊(duì)建設(shè)方面的努力。然而，新的替代參與方可能會(huì)面臨克服成為團(tuán)隊(duì)剩余成員們的圈外者的困境，這取決于被替代參與方何時(shí)退出團(tuán)隊(duì)。

相應(yīng)地，為了發(fā)揮出IPD的最大優(yōu)勢(shì)，團(tuán)隊(duì)需要作出任何努力以保持其持續(xù)性。無論是出于分派還是出于自愿終止的原因，團(tuán)隊(duì)成員的撤出都無疑是非常令人沮喪的。在項(xiàng)目開始的時(shí)候，項(xiàng)目團(tuán)隊(duì)決定可以接受成員撤出的少數(shù)實(shí)例情況（如果有的話）。任何此類決定都是協(xié)議的一部分，而且此協(xié)議可包括在某些特定情況下撤出的破壞條款。

4.1.8 團(tuán)隊(duì)成員糾紛解決

與充滿了太多對(duì)抗性關(guān)系的傳統(tǒng)交付模式相反，基于協(xié)作的IPD模式的團(tuán)隊(duì)持續(xù)性是最重要的。這種工作關(guān)系和團(tuán)隊(duì)決策流程的實(shí)施能避免團(tuán)隊(duì)內(nèi)部大多數(shù)糾紛。但是，即使在最有協(xié)作力的團(tuán)隊(duì)中，也不能忽視團(tuán)隊(duì)成員之間出現(xiàn)糾紛的可能性。

當(dāng)傳統(tǒng)項(xiàng)目中出現(xiàn)糾紛時(shí)，通常各方唯一的辦法就是提出索賠，這會(huì)立刻將各方置于對(duì)立面并使各方作出只對(duì)他們自己有利的行動(dòng)——采用“獨(dú)善其身”的本能。如果各方到了這個(gè)地步，團(tuán)隊(duì)基本就廢了。這個(gè)時(shí)候，IPD的優(yōu)勢(shì)就喪失了，并且以后再在團(tuán)隊(duì)中取得協(xié)作文化氛圍就很困難。為了在IPD中保住團(tuán)隊(duì)和項(xiàng)目，這些糾紛可以不經(jīng)過提交索賠和采用對(duì)抗性立場(chǎng)而內(nèi)部消化掉。

內(nèi)部糾紛是通過項(xiàng)目決策主體解決的，如上所述，該主體基于項(xiàng)目利益的最大化一致做出決議。應(yīng)用項(xiàng)目決策主體解決糾紛可使團(tuán)隊(duì)成員在做出的決策中獲得擁有感。為此，掌控項(xiàng)目團(tuán)隊(duì)關(guān)系的協(xié)議注重內(nèi)部糾紛解決并為實(shí)行這種決議提供了具體流程。在某些情況下，參與方同意"無訴訟"條款，該條款免除了其訴訟或仲裁權(quán)利。

很大程度來講，內(nèi)部糾紛解決的成功不怎么依賴于采用的特定流程，更多的則是取決于團(tuán)隊(duì)成員采用IPD團(tuán)隊(duì)方案的程度。當(dāng)某一團(tuán)隊(duì)成員堅(jiān)持責(zé)任孤島的觀念時(shí)，該項(xiàng)目就會(huì)受挫。團(tuán)隊(duì)越是更好地一同工作，越是能避免內(nèi)部糾紛。如果內(nèi)部糾紛解決失敗，各參與方的協(xié)議將采用外部糾紛解決的方法，而沒有"無訴訟"條款。在這方面，各方可遵從更傳統(tǒng)的糾紛解決流程，比如調(diào)解，然后是仲裁和訴訟。

IPD中的糾紛內(nèi)部解決強(qiáng)調(diào)了其與傳統(tǒng)項(xiàng)目交付的不同以及團(tuán)隊(duì)成員之間為行IPD而需要進(jìn)行的文化變革。傳統(tǒng)的合同簽訂是為了約束各方。精心擬定的傳統(tǒng)建設(shè)合同明確定義了各方的責(zé)任和失敗的后果。責(zé)任很少重疊，因?yàn)檫@會(huì)產(chǎn)生關(guān)于正確角色的歧義。該合同的重點(diǎn)在于交易——必須執(zhí)行的活動(dòng)。另一方面，集成式合同方案注重對(duì)成功完成項(xiàng)目的必要關(guān)系。與交易合同不同，此類關(guān)系合同在國(guó)內(nèi)設(shè)計(jì)和建筑行業(yè)中非常罕見。因此，存在稀缺的法律先例。所以，如果產(chǎn)生糾紛，很難評(píng)估某一方的權(quán)力和責(zé)任也很難預(yù)測(cè)潛在的后果。

未完待續(xù)—

原

文

—CONTINUE

4.1.7 Withdrawal/Assignment

As discussed above, creation of a collaborative team is critical to the success of IPD. While the initial selection of team members is critical to an IPD project, continuity of values and on-going commitment among the team members is perhaps just as important to the project’s eventual success. As with any project, the loss of a participant is disruptive, but in IPD the loss is exacerbated given the importance of the project team to the project’s success.

The loss and replacement of a team member is disruptive to the necessary collaborative nature of the team. When a team member is lost, any potential new participant is selected to meet the same criteria as the original. Extensive transitioning takes place so that the process may continue effectively, and many of the same team building efforts occur with the new team member. However, depending on when the participant is lost, the replacement participant may face an uphill battle overcoming the feelings of being an outsider to the remaining members of the team.

Accordingly, in order to glean the greatest benefit from IPD, every effort is made to maintain the continuity of the team. Withdrawal of team members, whether through assignment or voluntary termination, is highly discouraged. At the outset of the project, the team decides the few instances, if any, where withdrawal is acceptable. Any such decisions are made part of the agreement(s) in place and the agreements may include damage provisions for withdrawal in certain circumstances.

 4.1.8 Team Member Dispute Resolution

As opposed to traditional delivery approaches where adversarial relationships abound, IPD is based upon collaboration in which team continuity is of the utmost importance. As a result of this working relationship and implementation of the team’s decision making process, most internal disputes among team members are avoided. It would be na?ve, however, to ignore the possibility that disputes may still arise among and between the team members, even within the most cooperative and well meaning teams.

As disputes arise throughout a traditional project, often the parties’ only recourse is to submit claims, which immediately thrusts the parties into adversarial positions forcing them to act in their own best interest – adopting the “hunkering down” instinct. If the parties reach that stage, the team is crippled. At that point, the benefits of IPD are lost, and it is very difficult to regain later the collaborative culture within the team. To preserve both the team and the project in IPD, these disputes are resolved internally without the necessity of filing claims and adopting adversarial positions.

Internal disputes are resolved by the project’s decision-making body, which, as stated above, makes decisions unanimously in the best interest of the project. Utilizing the project’s decision making body to resolve disputes provides team members a sense of ownership in the decisions that are made. To this end, the agreements controlling the project teams’ relationship emphasize internal dispute resolution and provide for specific procedures to effectuate such resolution. In some cases, the participants agree to a “no suit” provision, which waives their rights to litigate or arbitrate.

In large part, the success of internal dispute resolution will depend less on the particular procedures employed and more on the degree to which the team members have adopted the team approach of IPD. When a team member hangs on to the notion of separate silos of responsibility, the project suffers. The better the team works together, the more likely it is able to survive internal disputes. Should internal dispute resolution fail, the participants’ agreements address methods for external dispute resolution, absent a “no suit” provision. In this regard, the parties may follow more traditional lines of dispute resolution, such as mediation followed by arbitration or litigation.

The internal resolution of disputes under IPD emphasizes the difference between it and traditional project delivery and the need for cultural change among the team members to effectuate IPD. Traditional contracting is about creating boundaries. A well-drafted traditional construction contract clearly defines the parties’ responsibilities and the consequences of failure. Responsibilities rarely overlap as that creates ambiguity as to the correct role. The contract’s focus is on the transaction – the activity that must be performed. Integrated contract approaches, on the other hand, focus on the relationships necessary for the successful completion of the project. Such relational contracts, unlike transactional contracts, are quite rare in the domestic design and construction industry. As a consequence, a scarcity of legal precedent exists. Therefore, if disputes arise, it may be more difficult to evaluate one’s rights and responsibilities or predict potential outcomes

TO BE CONTINUED—

本文版權(quán)歸腿腿教學(xué)網(wǎng)及原創(chuàng)作者所有，未經(jīng)授權(quán)，謝絕轉(zhuǎn)載。

上一篇：BIM 手冊(cè) | 第四十五期《BIM 手冊(cè)》第二章_2.5.2節(jié)——作為BIM平臺(tái)

下一篇：BIM 手冊(cè) | 第四十六期《BIM 手冊(cè)》第二章_2.5.3節(jié)&2.6節(jié)——作為BIM環(huán)境&BIM平臺(tái)

猜你喜歡

教你讀懂外墻墻身詳圖！

樓梯識(shí)圖的要點(diǎn)

根據(jù)在結(jié)構(gòu)中的作用，鋼筋有哪些分類？

屋頂?shù)慕M成和類型介紹

BIM結(jié)構(gòu)知識(shí)-結(jié)構(gòu)？軀體？什么是結(jié)構(gòu)軀體圖？（上）

暖通空調(diào)專業(yè)制圖采用的線型及其含義

最新課程

隧道工程識(shí)圖（盾構(gòu)法）

工程基礎(chǔ)

42128人已學(xué)

隧道工程基本內(nèi)容

工程基礎(chǔ)

36420人已學(xué)

隧道工程識(shí)圖（鉆爆法）

工程基礎(chǔ)

30883人已學(xué)

工程基礎(chǔ)：橋梁工程識(shí)圖

工程基礎(chǔ)

46745人已學(xué)

BIM必修課：電氣識(shí)圖

工程基礎(chǔ)

78602人已學(xué)

BIM必修課：暖通識(shí)圖

工程基礎(chǔ)

92948人已學(xué)

推薦專題

Revit下載全版本2014~2025專輯

Revit離線族庫(kù)、樣板、族樣板專輯

BIM電腦配置專輯

全國(guó)BIM等級(jí)考試相關(guān)內(nèi)容專題

全國(guó)BIM標(biāo)準(zhǔn)合集

Revit常見安裝問題專輯

1+X歷年真題合輯

Revit基礎(chǔ)工具詳解專輯

廣聯(lián)達(dá)軟件下載專題-MagiCAD下載,施工建模,模板腳手架,BIM5D

bim模型手機(jī)查看軟件專題

bim軟件_bim軟件有哪些_bim軟件介紹_bim軟件多少錢一套

Revit2024專題-Revit2024下載,Revit2024教程,Revit2024新功能

成塔混動(dòng)設(shè)計(jì)

Revit2025專題