TRUST AND CONTROL IN THE CONTEXT OF INTEGRATED PROJECT DELIVERY

Abstract

Project delivery models with a high level of integration of the involved partners like "Project Alliancing" (e.g. in Australia and Finland) and "Integrated Project Delivery" (IPD) (e.g. in the US and Canada) have been used successfully for many years. These models differ from traditional models particularly by integrating key project participants at an early stage and offer incentive models based on the success of the project. In this article the term “Integrated Project Delivery” (IPD) is also used as a generic term for project delivery models with a high level of integration. The successful implementation of these models requires a high degree of trust between the partners. At the same time a certain level of control can be beneficial or even required. The following article examines the question which elements in an IPD project influence the level of trust between the partners and to what extent control is required in turn. Therefore elements of IPD that require trust are identified and their configuration depending on the level of trust is analysed.