The construction industry is constantly evolving with new products and building technical solutions. The construction industry organization jointly developed regulations known as standard contracts, or general regulations, which includes ten chapters. The standard contracts describe what the constructor industry should relate to in terms of performance and responsibility. When the standard contracts were negotiated about between the various parties in the industry some sections were developed through compromises. It is mainly in these sections misunderstandings, interpretations differences and conflicts occur. This report investigates in which sections conflicts commonly occur, what the consequences are and how the generally perception of the standard contracts is in the industry. The report also suggests solutions and improvements to the standard contracts. Eleven basic questions based on the generally perceptions of the standard contracts and the first six chapters of the standard contracts have been developed to clarify where disputes and misunderstandings may occur. The remaining four chapters have been deliberately excluded to limit the scope of this report. The content of the report is mainly based of twenty interviews with contractors and clients. The study shows that the perception of the standard contracts is positive and serves as a good tool to know what to relate to. The standard contracts should however adapt more to today's technological society. The study also presents suggestions on methods and advices that can be used to facilitate communication in the construction industry. This thesis in the Bachelor of Science in Construction Engineering at Uppsala University has carried out for ten weeks at a property company Klövern in Kista. / Byggbranschen utvecklas ständigt med nya produkter och byggtekniska lösningar vilket gör att uppförandet och förhållningssättet ändras med tiden. Branschorganisationen har gemensamt framtagit föreskrifter som benämns standardavtalen eller Allmänna bestämmelser som innefattar tio kapitel. I standardavtalen förklaras vad parterna ska förhålla sig till exempelvis vad gäller utförandet och vilket ansvar de har rent juridiskt. Det här för att undvika att parter hamnar i tvist med varandra. Man kan se standardavtalen som spelregler för byggbranschen som då vet vad man ska förhålla sig till. Då standardavtalen har förhandlats fram mellan de olika parterna i branschen innehåller de en del paragrafer som har tagits fram genom kompromisser och det är främst här missförstånd, oliktolkningar och konflikter uppstår. Den här rapporten undersöker vilka frågor som leder till att tvister vanligast uppkommer, i viss mån vad konsekvenserna blir och vidare undersöks hur synen på standardavtalen överlag ser ut i branschen. Rapporten leder fram till förslag hur standardavtalen överlag kan förbättras. Arbetet baseras på elva grundfrågeställningar kring den allmänna uppfattningen av standardavtalen samt ett antal frågor rörande bestämmelser i de sex första kapitlen i standardavtalen. Dessa har tagits fram för att klargöra vart tvister och missförstånd kan tänkas uppkomma. De resterande fyra kapitlen har medvetet uteslutits för att begränsa omfattningen i den här rapporten. Innehållet i rapporten grundar sig främst i ett tjugotal intervjuer som har genomförts med entreprenörer och beställare. Undersökningen visar att synen på standardavtalen är positiv och fungerar som ett bra verktyg för att veta vad man ska förhålla sig till. Standardavtalen bör dock anpassas till dagens tekniska samhälle. Det redovisas även förslag på metoder och råd som kan användas för att underlätta kommunikationen mellan parterna. Detta examensarbete inom högskoleingenjörsprogrammet i byggteknik på Uppsala universitet har utförts under tio veckor åt fastighetsbolaget Klövern i Kista.

Partnering is an increasingly common form of project in the construction industry. From its inception in the late 80's in the USA until today, the habit and knowledge are increasing about how to carry out an effective partnering project and what to look out for. Previous reports have been focused on what partnering is and thoroughly how it is works. This report is written together with Skanska Sverige ABs Orebro Office. The purpose is to investigate the major practical pros and cons, when you manage a partnering project instead of a regular one with a fixed price. The selected areas of interest are Finance, Stress, Accidents & Incidents, the problem-solving process and what kind of project is best applicable. Facts are mainly taken from interviewed employees at Skanska and relevant clients they have been in contact with.Finance is the most influential factor in which choice of contractor that gets the deal, in terms of fixed price projects. The sum for which the customer buys a contractor is including risk calculations and fee margins leading to the percentage margin can be quite high. It is up to the contractor to perform the work with the money which they have been bought. If the construction costs run high, the contractor still does not get paid more. If it costs less, the contractor saves more money than planned.In a partnering project, the contract sum is stated between the two parties and a reasonable percentage are generated as a fee for the contractor. The contractor earns this amount regardless of production cost. This can differentiate the total percentage of earnings, if it will be greater or less than expected. The incentive is to create as good a product as possible and at the same time reduce production costs. The arrangement is positive for both parties as a stable income comes to the contractor and the client is able to influence the project more. The benefits are greatest in larger, longer and more complex projects where the risk is greater.Stress generally decreases in partnering projects as it is based on creating one community and to helping each other. No conflicting discussions about whose fault it was but the focus is on how to solve the problem. This leads to an improved problem-solving process and an estimated reduction of Accidents & Incidents in the majority of individuals who are deeply familiar and accustomed to this type of partnering project.The financial incentive promotes a company that wants to increase the percentage of its earnings for its shareholders instead of those that focus on current sales and the money flow. It creates more satisfied customers who realize that the company is not wasteful of their money. This means that companies that are listed on the stock exchange market can possibly get better results from partnering.The conclusion is that the optimal projects for this type of cooperation are those with sales of more than 100 million SEK that last for a long time and have greater complexity. This is because smaller projects cannot use the systems which partnering has to offer because the project is already rounded off when the partnering is at its best. Partnering is a good, stable and secure form of cooperation for both client and contractor as it is a stable income for the contractor and that the client has a better opportunity to influence the project. This as well as the final cost for the client should be as low as possible.