Influence of project alliance in rail construction industry (original) (raw)
Related papers
Alliance skills and cultures : addressing project management behaviors in construction alliances
2014
The purpose of this paper is to engage in a comprehensive understanding of alliance skills, cultures, and management behaviours in construction alliances. Alliance Contracting has been introduced to overcome some of the challenges caused by adversarial contracts, by: aligning the incentives of the partners, clearly defining their rights and responsibilities, and providing the means for resolving disputes when they arise. A qualitative technique of semi-structured in-depth interviews was used to gather primary data in response to a series of research questions. The responses were analysed by means of a code-based content analysis. The results show that the key contributor to the success was the development of a supportive culture within the alliance. In addition, the alliance benefited its members by providing learning experiences, which contributed to the success of future projects. This created benefits beyond the life of the alliance, and transferred knowledge back into the partne...
Project Alliances In The Australian Construction Industry – Transaction Attributes And Costs
Project Alliancing is a relatively new and unproven method of procurement in the Australian Construction Industry. It has primarily developed in order to counteract the affects of globalisation and rising disputation and because of its ability to reduce risk and increase overall project success. Alliancing is a relationship-based procurement method, selecting alliance participants based on a soft dollar evaluation rather than traditional tender price evaluation. Performance is motivated by commercial incentives based on key performance indicators (KPI's) that aim to go beyond 'business as usual' targets. An important element of Alliancing is the team culture that focuses on an open book and no blame relationship. This paper presents a framework of project success factors and discusses a case study of a recent Australian Project Alliance. A semi-structured interview process involving senior project participants and a review of project documentation identified a number of project specific success factors: establishing an integrated alliance office; staging of project and stretch targets; setting project specific KPI's; facilitating ongoing workshops that include site personnel; and the use of a web-based management program.
Using a case study approach to identify critical success factors for alliance contracting
Engineering, Construction and Architectural Management, 2014
Construction projects are dynamic, ever changing and most crucially inherent with risks. For instance, states that these levels of risk and the growing size and complexity of projects has attributed to the adversarial and fragmented nature of the construction industry. Traditional forms of contract, such as Construct Only or Design and Construct, consist of project risks being allocated to the party believed best placed to manage the risk. Subsequently, the terms and conditions of traditional contracts aim at predicting all possible outcomes and assigning liability, so when changes or alterations occur, the result often ends in dispute. By comparison, relationship-based contracts, such as Alliancing, are built on a partnering ethos in order to embrace collaboration, change and innovation in project delivery .
Project alliances in the Australian construction industry: a case study of a water treatment project
2006
Project Alliancing is a relatively new and unproven method of procurement in the Australian Construction Industry. It has primarily developed in order to counteract the affects of globalisation and rising disputation and because of its ability to reduce risk and increase overall project success. Alliancing is a relationship-based procurement method, selecting alliance participants based on a soft dollar evaluation rather than traditional tender price evaluation. Performance is motivated by commercial incentives based on key performance indicators (KPI’s) that aim to go beyond ‘business as usual’ targets. An important element of Alliancing is the team culture that focuses on an open book and no blame relationship. This paper presents a framework of project success factors and discusses a case study of a recent Australian Project Alliance. A semi-structured interview process involving senior project participants and a review of project documentation identified a number of project spec...
Clinical and Experimental Dermatology, 2000
The UK construction industry has long been criticised for engendering adversarial relationships among project participants. The nature of interrelationships ultimately determines overall project performance%2C in terms of finished product%2C and levels of performance and satisfaction for the participants. To investigate these interrelationships%2C the performance and satisfaction of each individual participant must be considered. Better understanding of the interrelationships should help reduce adversarialsm and improve the performance and satisfaction of each participant. The possible interrelationships that may exist are discussed based on %91soft knowledge%92 approaches%2C i.e. psychology%2C organisational behaviour and sociology. It is concluded that the performance of each participant is interdependent and essential towards project performance. Two levels of satisfaction%2C which determine the quality of working relationships between participants%2C are postulated. The first le...
A CULTURAL PROFILE OF CONSTRUCTION PROJECT ORGANIZATIONS IN THE UK
There is a common belief that the culture of the construction industry has an impact on its performance. The culture of the construction industry at the project level is often associated with such attributes as fragmentation, antagonism, mistrust, poor communication, short-term mentality, blame culture, casual recruitment, machismo and sexism. Whilst such associations are helpful to the extent that they focus attention on the failings of the industry and point to aspects that need to be improved, they are often arbitrary making it difficult to systematically assess the impact of culture on performance. As part of a wider study to empirically examine the impact of culture on performance, construction project organizations (CPOs) were profiled to determine their cultural orientations. Analysis of the data collected through a questionnaire survey revealed five principal cultural dimensions of workforce, performance, team, client and project orientation. Results of a cluster analysis ba...
AN INVESTIGATION INTO THE IMPACT OF CULTURE ON CONSTRUCTION PROJECT PERFORMANCE
For many years, government backed reports have continued to deplore the poor performance of the construction industry with many projects failing to exceed or live up to the expectations of clients. There is a common belief that the culture of the construction industry is one of the factors that has an impact on its performance. The culture of the construction industry at the project level is often associated with such attributes as fragmentation, antagonism, mistrust, poor communication, short-term mentality, blame culture, casual approaches to recruitment, machismo and sexism. These attributes are in turn associated with project outcomes like litigation, poor health and safety performance, and inferior quality. Whilst such associations are helpful to the extent that they focus attention on the failings of the industry, and point to aspects that need to be improved, they are arbitrary and often based on no more than anecdotal evidence, and as such do not provide a systematic basis for assessing the real impact of culture on performance. This research was thus undertaken to look for empirical evidence of a relationship between cultural orientations and project performance outcomes.
The Impact of Project Organizational Culture on the Performance of Construction Projects
Cultural influence has recently received significant attention from academics due to its vital role in the success or failure of a project. In the construction industry, several empirical investigations have examined the influence of culture on project management. The aim of this study is to determine the impact of project organizational culture on the performance of construction projects. A total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed. The findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance. Goal alignment and reliance, contractor commitment, and worker orientation (i.e., commitment to workers) contribute to improved overall performance and participant satisfaction. Contractor commitment and cooperative orientation enhance labor productivity, whereas goal alignment and trust and contractor commitment ensure learning performance (i.e., learning from experience). The findings of this study may assist construction professionals in implementing practices that can contribute to the sustainability and success of construction projects.
1999
The UK construction industry has long been criticized for engendering adversarial relationships among project participants. The nature of interrelationships ultimately determines overall project performance, in terms of finished product, and levels of performance and satisfaction for the participants. To investigate these interrelationships, the performance and satisfaction of each individual participant must be considered. Better understanding of the interrelationships should help reduce adversarialism and improve the performance and satisfaction of each participant. The possible interrelationships that may exist are discussed based on ‘soft knowledge’ approaches, i.e. psychology, organizational behaviour and sociology. The paper presents a conceptual model of performance and satisfaction for main participants of the project coalition. The ultimate aim of the research is described, that is development of a predictive model for optimizing the interrelationships. The model will deter...
Proceedings of the Creative Construction Conference 2019, 2019
There is strong evidence to suggest that the use of collaboration and integration principles and methods improve overall project performance in the construction industry. Commercial Integrated Project Delivery (IPD) and Civil Infrastructure Alliance Contracting have specific collaboration and integration principles that define each as a unique delivery method. This paper investigates the similarities and differences between IPD and alliancing in terms of their key principles and explains the differences using the inherent differences between the construction sectors that have dominantly used each of the project delivery methods. The study uses 14 key performance indicators that are typically used to measure the performance of construction projects categorized into a) design optimization and b) construction risk management. The study concludes that IPD is more preferable for projects that require design optimization as the major KPI while alliancing might be more suitable for projects that deal with a significant amount of construction risks. The findings of this study can serve as a guide to properly identify collaboration and integration principles that will allow for better and enhanced project performance in a specific construction sector.