Trust and Control in the context of Integrated Project Delivery

Project delivery models such as "Project Alliancing" and "Integrated Project Delivery" have been used successfully abroad for many years. These models differ from traditional models in particular through early integration of key project participants and common incentive systems geared to project success. The successful implementation of IPD usually requires a high degree of trust. At the same time a certain form of control can be beneficial or urgently required. The following article therefore examines the question which elements influence the degree of trust between the partners in an IPD project and to what extent control is required in turn. Therefore aspects of integrated project delivery that require or influence trust were identified and their configuration depending on the level of trust was analyzed.