工程项目中的Partnering致力于建立相互信任、跨组织协作的高效项目执行模式。从信息流程的角度，将Partnering分为3阶段5个子过程。运用IDEF0模型，从输入、限制条件、驱动机制和输出4个方面识别3个阶段中影响Partnering的因素。通过实际案例，分析Partnering实施中网络型信息流，呈现其各子过程之间的逻辑关系。研究发现，组织的高层管理者在Partnering前期是关键的驱动机制；组织间的信任水平是Partnering实施效果的主要限制因素；问题解决效果和共同目标的达成与否是衡量Partnering效果的关键子过程；项目执行中的一方的持续努力会局部改善Partnering的实施效果。%Partnering in project focuses on established trust,collaboration,and efficient project execution. In this paper,in the view of procedure processing,it defines partnering as 5 sub-processes under 3 phases. Meanwhile,IDEF0,via input,constraints, mechanism and output,is used to model information flow of partnering and relationship of its sub-processes with a case study to verify. It was found that organizational management drives the early processes of partnering,and trust constraint in each process of partnering. Following the case study,effectiveness of problem solving and common goal can be used to anticipate partnering efficiency. But continuing improvement of one party may also drive the development of partnering on a limited level.
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