This approach has been used successfully in an offshore project. Although each party had a separate contract, ranging from reimbursement to lump sum, the partners had the opportunity to make additional profits through an incentive agreement – if the project went under budget and earlier than expected. When the most collaborative agreements cannot be implemented, it is often possible to integrate parts of the cooperation into a traditional project structure. Below are two examples of project owners who have benefited from the implementation of certain collaborative processes. The individual and final agreement signed by all parties clearly defines the volume of work, the timetable, coordination guidelines and cooperation obligations for each critical supplier partner. In addition, compensation (effective coverage of costs and overheads) and profit sharing will be defined if the project is successful. In addition, detailed voting rights, representation on the board of directors and the management team for the execution, as well as the process of amending the project are outlined. So far, there are only comparisons for the curved fall, where there is a good match between the results of the complete wind tunnel and the wind tunnel on the wind wall, but where the agreement is less good elsewhere, although the profiles of the pressure fields are very similar. There is also evidence of a greater generation of turbulence on the building at the model scale than at the full scale. These differences may be associated with a Reynolds Number/Separation modeling problem for curved inflation fall. Despite the success of the relatively small number of implementations, project participants did not accept cooperation contracts.
Many players in the sector stumble because they do not know what it takes to implement collaborative models, or because they have difficulty finding the right partners who agree with this type of structure. In addition, funding parties are often reluctant to approve anything other than fixed-price agreements because they refer to uncertainty and the inability to transfer risk. In addition, some public owners are legally required to award contracts to the lowest-qualified bidders, which prevents them from entering into more collaborative contractual terms. Sometimes it is possible and advantageous to add only one or two parts of the collaboration.