本文選題：項目集成交付(IPD)　切入點：團隊　出處：《南京工業(yè)大學(xué)》2013年碩士論文

【摘要】：在建筑領(lǐng)域，DBB（Design-Bid-Build，設(shè)計——招投標(biāo)—建造）、CM（ConstructionManagement，建造管理）以及DB（Design-Build，設(shè)計—建造）是三種最常用的項目交付方式。但是，隨著建筑項目的不斷復(fù)雜化、大型化，建筑行業(yè)也向著更加專業(yè)化、集成化的方向發(fā)展，傳統(tǒng)項目交付模式已經(jīng)無法滿足行業(yè)需求和挑戰(zhàn)。為了促進(jìn)建筑行業(yè)的人員整合、優(yōu)化設(shè)計效果并整合設(shè)計施工一體化從而降低建造成本，，迎接建設(shè)項目國際化的挑戰(zhàn)，項目集成交付（IPD）這種新的項目交付方式隨著精益建造思想的發(fā)展而出現(xiàn)，并逐漸受到越來越多行業(yè)內(nèi)相關(guān)人士的關(guān)注。由此可見，IPD這種新型項目交付方式的出現(xiàn)及發(fā)展是建筑行業(yè)發(fā)展的必然趨勢，為了保證其順利發(fā)展及實施效果，在IPD模式下研究團隊激勵問題顯得很必要。 本文的主要研究內(nèi)容如下：首先，總結(jié)了國外相關(guān)專業(yè)組織提出的IPD模式的定義，針對不同定義下IPD模式的特征分別進(jìn)行了分析，并總結(jié)歸納出IPD模式區(qū)別于傳統(tǒng)項目交付模式的幾個主要特征。其次，通過調(diào)查研究IPD模式下最常用的四種合同類型中的具體條款，比較了四種合同在決策制定、目標(biāo)成本、報酬、變更及風(fēng)險分擔(dān)等方面的主要差別。然后，通過文獻(xiàn)綜述，總結(jié)了支撐IPD模式成功實施的六個關(guān)鍵因素，分別是合同形式、組織結(jié)構(gòu)、組織文化、精益建造、建筑信息模型（BIM)以及其他輔助因素，并針對每個因素進(jìn)行了具體分析，為下文構(gòu)建激勵機制奠定了基礎(chǔ)。接著，按照IPD聯(lián)盟中“風(fēng)險共擔(dān)、利益共享”的基本原則，構(gòu)建了聯(lián)盟利益分配的數(shù)學(xué)模型，并進(jìn)行算例分析，驗證了模型的可行性。最后，在前文研究的基礎(chǔ)上，構(gòu)建了IPD模式下的團隊激勵機制，主要包括“風(fēng)險共擔(dān)、利益共享”機制、目標(biāo)機制、績效評價與管理機制、合同機制，并分別分析了各個激勵機制的基本原則及主要內(nèi)容，為IPD模式下團隊的有效合作提供一定的理論指導(dǎo)。
[Abstract]:Design-Bid-Build, Design-Bid-Build, Design-Bid-Build, Design-Bid-Build, Design-Bid-Build, Design-Bid-BuildDesign-Bid-Build, Design-Bid-BuildDesign-Bid-BuildDesign-Bid-BuildDesign-Bid-Build, Design-Bid-BuildDesign-Bid-Build, Design-Bid-BuildDesign-Bid-Build, Design-Bid-Build, are the three most commonly used methods of project delivery. With the development of integration, the traditional project delivery mode can no longer meet the needs and challenges of the industry. In order to promote the integration of personnel in the construction industry, optimize the design effect and integrate the design and construction to reduce the construction cost, the traditional project delivery mode can not meet the needs and challenges of the industry. To meet the challenge of internationalization of construction projects, IPD), a new project delivery method, has emerged with the development of lean construction. This shows that the emergence and development of IPD, a new type of project delivery mode, is an inevitable trend of the development of the construction industry, in order to ensure its smooth development and implementation effect, It is necessary to study team motivation in IPD mode. The main contents of this paper are as follows: firstly, the definition of IPD schema proposed by relevant professional organizations abroad is summarized, and the characteristics of IPD schema under different definitions are analyzed respectively. The main characteristics of IPD model are summarized and summarized. Secondly, by investigating and studying the specific clauses of the four most commonly used contract types in IPD mode, the paper compares the four kinds of contracts in decision-making and target cost. Then, through literature review, six key factors supporting the successful implementation of IPD model are summarized, namely, contract form, organizational structure, organizational culture, lean construction, etc. Building information model (BIM) and other auxiliary factors are analyzed specifically for each factor, which lays the foundation for the following construction of incentive mechanism. Then, according to the basic principle of "risk sharing, benefit sharing" in IPD alliance, The mathematical model of alliance benefit distribution is constructed, and the feasibility of the model is verified by an example. Finally, based on the previous research, a team incentive mechanism based on IPD model is constructed, which mainly includes "risk sharing," Interest sharing mechanism, target mechanism, performance evaluation and management mechanism, contract mechanism, and the basic principles and main contents of each incentive mechanism are analyzed respectively, which provides certain theoretical guidance for effective team cooperation under IPD mode.
【學(xué)位授予單位】：南京工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.92;F272.92

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