—续

协作合同安排考虑了比传统模式下的做法共享更多的不同时期和不同情况下的信息。机密协议能让所有IPD模式参与方注意到正确使用共享机密信息的重要性。通过谨慎选择参与方和起草合同，IPD参与方会就交换的项目信息仅用于项目目的达成一致。

从协作和集成的角度来看，传统交付模式会由于各个参与方在财务上的成功没有跟项目的成功绑定而受挫。考虑到人的本性，项目参与方会为了保护他们自己的经济利益而努力工作。在传统交付模式中，这样的行为有时候会导致对项目、其它参与方或这两方面都不利的结果。将参与方的成功与整个项目的成功绑定起来的补偿模式可有力地把个人和项目统一起来。在IPD模式中，个人经济利益的成功依赖于项目的成功。由于这个原因，IPD参与方保护并改进其经济利益的本性就会落实到有利于项目的行为上去。

对制定补偿模式（使个人成功与项目成功保持一致）感兴趣的各方，有很多备选方案。任何补偿模式的适当性均依赖于任何给定项目及其参与方的独特性。由于包含了激励条款，IPD合同会比传统建设合同更复杂。同样，某种程度上，财务方面的结果来自于特定目标（例如，项目完成里程碑、健康和安全需要、生命周期成本，等等）的取得，之后可能会出现关于某些目标是否达到以及达到何种程度的争议。谨慎的合同起草，清晰和明确的激励里程碑之定义，以及勤勉的团队筛选，将最大限度地降低此类纠纷发生的可能性。

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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.

From the perspective of collaboration and integration, traditional delivery methods suffer because the individual 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 individual and project success. In IPD, individual 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 individual 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.

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