SIA phase model
Common project management in Switzerland is based on the SIA phase model (standard 102/112). This hierarchical process principle creates incentives for the client to distribute the concretisation of his planning over several planning phases. As a result, planning orders are considered in isolation in sub-phases, the know-how of the contractors is not collected until the “execution” phase, and risks are passed on to the last contractor in the chain. The concerns of later operations are often only taken into account in the form of benchmarks or written reports.
Silo thinking vs. cooperation
In the SIA phase model, the parties involved defend their interests against the client, architect or a general contractor. The goal of each commissioning party is to achieve the highest possible profit and to take as few risks as possible. The focus is therefore not on a joint solution to the problem and certainly not on the success of the project.
Solution collaborative project delivery methodology
The solution lies in a change of culture, in changed processes and in contract rule formation based on incentives and motivation.
So-called collaborative or integrated project delivery methods (IPA) are based on a partnership approach to the project and on the early inclusion of know-how for all key trades. Teams from planning, engineering, execution and operation jointly develop solution approaches and search for the most suitable way to fulfil the objectives. At the same time, project risks are evaluated and actively managed. Work is carried out according to the “best for project” principle, and everyone participates in profit and loss. This increases certainty with regard to feasibility and profitability, and mutual trust is established. This trust, in turn, is the basis for creativity and mutual motivation.
Final thoughts
The cultural change described leads to a changed culture of dispute. It is no longer a matter of shifting risks onto others and asserting isolated party interests. Instead, there is an incentive-driven interest on the part of all parties to solve problems quickly and amicably. This also changes the role
the role of the lawyers involved. Thoughtful and conflict-avoiding contracts are just as much in demand as forward-looking influence on the process and interest-based contributions to solutions. This leaves little room for costly and time-consuming court proceedings.
Because in the end, only the success of the project and thus of the entire team counts. A failure within the project thus ultimately becomes the failure of all and not the last one to be bitten by the dog or the opposing lawyer.
