Project Alliancing and Relationship Contracting Conflict Embracing Project Delivery Systems

7 Pages Posted: 7 Jun 2003 Last revised: 18 Apr 2011

Date Written: April 14, 2011

Abstract

Project Alliancing and Relationship Contracting have been used as project delivery systems for a number of major projects in Australia over the last 10 years including the Pacific Motorway in Queensland and the National Museum in Canberra.

These commercial contracts are based on the following principles: - A change in culture from a 'master-servant' to a peer relationship. - All risks and rewards are shared on an agreed equitable basis. Sharing the pain and the gain. - Outcomes where all parties either win or lose. - A collective responsibility for the project. - All parties have an equal say and all decisions must be ones that are the best for the project. - A 'no-blame' integrated team culture. - Full access to the resources, skills and expertise of all parties. - A philosophy of delivering optimum commercial benefits and outstanding outcomes to all parties. - A high performance culture with encouragement for innovative thinking. - Open and honest communication with no hidden agendas. - Support rather than blame and the honouring of all commitments made. - An express commitment to resolve all issues within the alliance without recourse to litigation except in the case of wilful default.

This paper will examine the creative role that conflict plays within these systems. Note: An updated version of this paper can be found on the Papers Link.

Keywords: Organizational, Equitable, Allignment, Project alliance,

Suggested Citation

Rooney, Greg, Project Alliancing and Relationship Contracting Conflict Embracing Project Delivery Systems (April 14, 2011). 16th Annual IACM Conference Melbourne, Australia 2003. Available at SSRN: https://ssrn.com/abstract=400640 or http://dx.doi.org/10.2139/ssrn.400640

Greg Rooney (Contact Author)

Independent ( email )

No Address Available

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