Alliance Contracting—Evolving Alternative Project Delivery (2015) / Chapter Skim
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16 chapter two ALLIANCING CASE STUDIES The following reasons were used for selecting the various alliance cases. First, there are three distinct types of alliances now practiced, the pure alliance, the competitive alliance, and the collaborative alliance.
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17 Challenges: The specific challenge on this project was to route the new highway through difficult and environmentally sensitive terrain. The NGTR Alliance envisioned creating a visual showcase of environmental and engineering excellence.
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18 to use risk sharing among the alliance members to compress the schedule and made alliancing a more attractive option than traditional DB contracts. Procurement: Tendering for the NGTR project was done in two phases.
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19 damage suffered was particularly unique in that nowhere else in the world had liquefaction been repeatedly experienced across such a great expanse than that which occurred in Christchurch. The total cost of damage is estimated to be approximately 10% of New Zealand's Gross Domestic Product, and the Christchurch earthquake is ranked as one of New Zealand's most expensive natural disasters since 1950.
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20 Scope: Horizontal infrastructure repair including roads, bridges, retaining walls, freshwater, and wastewater storm water networks. Challenges: The major challenge was the scale of the reconstruction, combined with an unknown scope.
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21 delivery team are compared with the respective TOC and its performance is also measured against non-cost KRAs. This serves to benchmark each delivery team against other teams.
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22 This results in a higher DPS score, which earns that contractor 23% of the future work. Table 12 shows the cumulative calculation for the total projected AOC (the sum of the cumulative total reimbursed project costs for all contractors)
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23 Rationale for choosing alliancing: This was a complex project and it was imperative that a high-performance team be recruited to undertake it. This might have been difficult through a conventional competitive procurement process; a traditional measure and value contract would not provide incentives to contractors and designers to "think smarter," because they would not gain from seeking innovative solutions to cut costs.
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24 • Predictability (cost) -- Finished 7% under budget • Turnover and Profits -- Satisfactory.
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25 17% of the weight, making it the second most weighted criterion after price. The project was awarded in November 2007.
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26 vide increased driver safety and road conditions information to motorway users while also ensuring more effective management of the motorway long into the future. The project required 1.67 million cubic meters of earthworks, as well as 500,000 tons of asphalt.
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27 the parties agree not to litigate their differences other than in instances of willful default. However, the drafting of these clauses has given rise to some concern and, as is the case under English law, care must be taken so that a no disputes clause does not preclude litigation completely, thus rendering the clause void for ousting the jurisdiction of the courts.
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28 Summary: Simply put, it is illegal for the UK government to take away the contractor's right to sue for damages. Thus, the MHA functions as an umbrella organization that advertises, awards, and administers contracts for highway construction and maintenance for its members.
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29 Summary: The AMA annual report for the year ending June 30, 2010, outlined its performance in achieving VfM against its objectives for the year. It also reviewed the progress made during the second year of the AMA.
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30 Scope: The scope for the project involved the widening of existing SH20 between Walmsley Road and Queenstown Road, modification and rebuilding of several existing motorway bridges, foot bridges, and the construction of a duplicate bridge over Manukau Harbor. A new interchange was also to be constructed at Gloucester Park.
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31 alliance contract rather than the more common tripartite contracts seen in Australian alliances. Value: AU$969 million Start: December 2007 Completion: November 2009 Scope: The project's major feature of work was the dredging and disposal of more than 22 million cubic meters of sand and silt.
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32 communication both within the alliance and with its external stakeholders through its community advisory council and dive industry liaison group. In the words of Nick Easy, the alliance's executive director, ".
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33 Procurement: The project was not finally delivered using alliancing; however, the procurement plan if it had been allowed to proceed as planned included the following: • Responses to Request for Quotation (RFQ) expected to include – Project Team -- Firms, key personnel, organization – Relevant project experience.
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34 The structure is broken down as follows: • Elements in the target price – Contractor margin (fee) – Incentives – Risk (known)
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35 regulatory and policy proscriptions. Nevertheless, the methodology used by Johnson et al.
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36 the current level of collaboration between the state and its contractors. For example, risk can be shared in a lump sum DB contract by adding unit pricing for elements that are difficult to quantify before design, as was done by the Montana DOT (McLain et al.
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37 relationships between organizations and the people that are involved with the project as well as those that are affected by the project. While maintenance of traffic may appear like a technical challenge, it is really a work zone safety issue and requires that the plan be accepted as sound by all members of the alliance and communicated to the traveling public, the impacted stakeholder, to gain their acceptance, which if done well, causes many commuters and commercial truckers to decide on a self-imposed detour to avoid the project during construction when possible.
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38 author)
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39 federal agencies that produced those RFPs believed that qualifications and past performance were the most important (Gransberg and Barton 2007)
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