Reduced risk of delays and cost overruns by early and active involvement in issue resolution. Increased productivity by the elimination of adversarial relationships and case building. Reduced exposure to claims litigation through early low level project resolution of problem issues. Greatly reduced exposure to liability for document deficiencies through early review. Cooperative effort to resolve problems early to reduce exposure to claims and litigation resulting in reduced administrative costs and increased profit potential.
Improved cash flow due to elimination of, or reduction in, disputes resulting in withheld payments. Greater involvement in the decision making process as an active team member in the project.
Project Partnering for the Design and Construction Industry provides powerful tools for improving working relationships among contractors, designers, clients. It is no secret that problems in the construction industry canquickly escalate into full-fledged conflicts; adversarial positionstaken by the various parties involved.
Reduced exposure to, or elimination of, claims and litigation through early project dispute resolution. There is considerable overlap in the benefits for all parties to the project.
This highlights the similar interests that all parties have in agreeing to mutual goals and objectives in the partnering charter. Partnering requires considerable time, effort, and commitment at all stages of a project. The use of a partnering strategy is the voluntary decision to which all team members agreed at the beginning of the project.
Implementation steps for partnering could proceed in the following manner:. All parties should express their desire to perform the project under a partnering agreement at the beginning of the project. The owner 's intention of utilizing the concept should be mentioned in the bid solicitation and specifications. Any prebid conference should include a presentation on partnering.
There should be a meeting of top management of all firms involved in the project in the early design stage.
However, the executives at the CEO level should meet to discuss the partnering approach to managing the project. A commitment from the top of each organization is essential for partnering to work. Each member team should designate a partnering leader who would intend to participate in the workshop. All of the participants of the partnering workshop would develop and agree to a partnering charter which is a written list of the goals and objectives for the project. The charter is a physical symbol of the project team members' commitment to partnering. It is considered to be a road map for regular evaluation of the project process.
Specific benchmarking measurement goals as well as general goals can be part of the partnering charter. The charter does not change the terms of the project participants' contracts and is not a contract in itself. The charter is a guide for cooperation. Each party to the project should sign the charter to show their commitment to the partnering process. For periodic evaluation, a formal, regular evaluation of the progress of the project should occur normally as a formal monthly or bimonthly meeting.
At this review meeting, there should be an open dialogue on any problem areas with the goal of maintaining all parties' commitment to the partnering process and to make sure that an adversarial relationship has not started to build. The partnering charter should commit all of the team members to dispute resolution without claims or litigation.
The goal is that any disagreement is resolved at the project level and that if a dispute is unable to be resolved at the project level, it should quickly move up to the next level of management for resolution. The goal is to avoid claims and any involvement by outside lawyers that could result in litigation. Alternate dispute resolution ADR techniques can be an important part of the partnering process. If any dispute is unable to be resolved at the lower level, the parties should agree to mediation or some similar low cost dispute resolution.
The goal is to avoid the time and expense of claims and litigation. Alternate dispute resolution techniques can help maintain team spirit and friendly working relationships at the project. We have all seen construction projects where adversarial, confrontational attitudes have resulted in misdirected energies and high cost of claims and litigation.
The partnering process changes mindsets. Partnering can help all of us in the design and construction process redirect our energies and focus on the real issues associated with achieving optimum project goals. Partnering is not a panacea.
Partnering can and is changing our industry one project at a time. It is an approach which can produce outstanding results for our industry. What is Partnering in construction industry? A comprehensive literature study was carried out to identify a theoretical list of elements used in partnering projects.
Data from 26 partnering projects within Norwegian construction environment was collected during face-to-face semi-structured interviews conducted with key actors in the construction industry. Collected data utilized with findings from literature to develop a definition of partnering. Partnering is defined as a collaborative procurement form, focusing on integration of the project design and delivery by weighting collaboration and coordination between involved parties.