Integrated project delivery (IPD) is a new project delivery model that integrates all essential project participants into one contract. This multi-party contract contains an incentive-based remuneration model, liability waivers between the project participants acting as a team, joint assumption of project risks and a culture of cooperation characterized by transparency, collaboration and trust. The goal of this thesis is to present the new project delivery model in detail and to analyze it critically. The work focuses on the integration of partnership-based project management models like IPD to improve current approaches in building construction in Germany. First, the performance problems of existing project delivery models are identified through analysis of the status quo via literature review, and surveys in the form of expert interviews. An overview of partnership models and fundamentals of partnership-based project management is conducted in order to work out the principles of the integrated project management approach. This is followed by a qualitative study of experts in construction industry to identify opportunities and obstacles in applying IPD. The work concludes with the development of a concept structure for strategic introduction of integrated project management, especially for planning and executing construction parties. The paper concludes with a personal assessment of the integrated project delivery model and an outlook on future research goals. The findings of the study suggest that that there are several potential benefits to applying IPD, such as the ability to dissolve transactional contract structures, reduce points of intersection, and provide early integration of key project participants. However, the incentive-based remuneration model also harbours the possibility of creating new potential for conflict. The element of network formation among key project participants under IPD offers both, opportunities and risks. On the one hand, collaborative networks can achieve synergy and efficiency gains. On the other hand, there is a risk of exploitation of the owner by experienced networks, since the owner will be the only variable in these networks. IPD-guidelines and model contracts describe how to change corporate and business culture to one that is more open, transparent, and partnership-oriented. In an early phase of adapting IPD principles, it may make sense to use external consultants and coaches to help with this transition. The feasibility of these change measures is discussed in the thesis. Furthermore, the interviewed experts agree that the challenges the current legal framework poses to the application of IPD in Germany can be eliminated if they are dealt with appropriately. One factor that should not be overlooked is that IPD applicability is dependent on the project’s size and complexity. The study shows that reliable data is yet to be collected based on pilot projects that are ideally accompanied by scientific research. Integrated project delivery is a new approach that has been getting a lot of attention recently. In this process, rather negative descriptions of the German construction industry are linked with sensible approaches to solutions for actual problems. IPD already plays a positive role as an initiator of change, but must first prove itself within the specific conditions of the German construction market. This paper identifies potentials and obstacles for companies that are willing to innovate and take risks on their way to integrated project management.      «

Integrated project delivery (IPD) is a new project delivery model that integrates all essential project participants into one contract. This multi-party contract contains an incentive-based remuneration model, liability waivers between the project participants acting as a team, joint assumption of project risks and a culture of cooperation characterized by transparency, collaboration and trust. The goal of this thesis is to present the new project delivery model in detail and to analyze it criti...     »