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4.1.2 项目团队决策
成功的集成式项目有能使团队成员都接受并遵守的决策方法和流程。在一个完全集成式项目中，最终决策能力不属于某个团队成员。与之相反，所有决定都是由明确的决策机构一致做出的。不论各方决定如何构建该决策机构，在集成式项目中引领决策机构的绝对原则是：所有决策都是为了项目的最大利益。
决策机构的组建根据项目而有所不同，但是所有这种机构都要有主要参与方和主要支持型参与方的组合，以便协作做出对项目利益最优的决策。在项目开始的时候就完成决策机构的实际组建，并将之反映在各方之间的协议中。
实际上，主要参与方与主要支持型参与方之间的区别最明显的领域就是团队决策。主要参与方的优势就在于持续参与整个项目，因此他们总会是项目决策机构的一部分。尽管主要支持型参与方不太可能会是决策机构的一部分，但是在与其对应的专业领域，他们会充当决策机构的顾问。通过所有项目参与方参与到决策流程，无论是作为决策机构成员亦或是顾问，项目都会因为所有项目参与方贡献其专业知识处理手头的问题而使项目收益。
为了提供定期的、及时的以及持续的决定，决策机构会根据协作日程定期会面。会议越是频繁，决策机构适应项目形势的能力越强。除了定期会议，IPD也要求了一种流程，在该流程中，团队成员能召开紧急会议处理突然出现或需要即刻解决方案的问题。没有这种灵活性，项目团队不能对项目出现的关键问题及时作出反应并将之解决。
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4.1.2 Project Team Decision Making
The successful integrated project has decision making methods and processes that each team member accepts and agrees to abide by. In a fully integrated project, ultimate decision making abilities are not vested in a single team member. Rather, all decisions are made unanimously by a defined decision making body. Regardless of how the parties decide to structure the decision making body, in an integrated project one overriding principle directs the decision making body: all decisions are made in the best interest of the project.
The composition of the decision making body varies from project to project, but always consists of some combination of the primary participants and key supporting participants working collaboratively to render decisions in the best interest of the project. The actual composition of the decision making body is determined at the outset of the project and reflected in the various agreements between the parties.
In practice, team decision making is the area in which the distinction between primary participants and key supporting participants is most apparent. The primary participants, by virtue of their constant involvement on the project, are always part of the project’s decision making body. Although possible, key supporting project participants are typically not part of the decision making body, but they serve as advisers to the decision making body on topics corresponding to their areas of expertise. Through the participation of all of project participants in the decision making process, whether as a member of the decision making body or in an advisory role, the project benefits because the process allows all project participants to bring their expertise to bear on the issue at hand.
In order to provide regular, timely and consistent decisions, the decision making body meets regularly according to a collaboratively set schedule. The more frequent the meetings, the greater the decision making body’s ability to adapt to project circumstances. In addition to regular meetings, IPD also requires a process by which team members can call for emergency meetings to address issues that arise without notice and require immediate resolution. Without this flexibility, the project team cannot promptly respond to, and resolve, critical issues arising during the project.
TO BE CONTINUED—
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