Alliance Contracting—Evolving Alternative Project Delivery (2015) / Chapter Skim
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5 INTRODUCTION It is thought that projects can be delivered more efficiently ".
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6 Figure 1 encapsulates the underlying focus of alliance contracting: performance. The contract is predicated on the equation shown in this figure.
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7 legal and regulatory provisions that might act as barriers to implementation and suggest potential remedies for an agency wishing to experiment with alliancing. KEY DEFINITIONS Throughout this report a number of procurement terms in a precise sense will be used.
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8 shift in organizational culture that must take place to implement alliancing. The term "best for project" infers a form of the U.S.
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Area (KRA) on actual performance outcomes achieved by the NOP, compared to pre-agreed performance targets.
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10 STUDY APPROACH The approach used to complete the synthesis relied on two independent sources of information: • Literature review and • Case studies of alliance projects. The first was a comprehensive review of the literature.
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11 whereby two parties agree to cooperate at a very high level to achieve separate but complementary objectives." Hence, the major distinction between "partnering a contract" in the United States and a "partnering contract" elsewhere, is "whether the express good faith agreements are binding on the parties to the agreement" (Scheepbouwer and Gransberg 2014)
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12 appears to bring more benefits to the project than the other two relational contracts. The paper states that the differences shown in Figure 2 and Table 4 are the result of the "different degrees of integration .
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13 in use that contain significant differences from the pure alliance model. Two common variants are termed "competitive alliancing" and "collaborative alliancing." In both cases, elements of the project delivery phase are much the same, including the risk allocations and the project management structures.
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14 • Initial project alliance agreement written around "best value" theory. • Final project alliance agreement centered on gainshare/painshare scheme developed around transparent financials.
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15 selves to project alliancing are large-scale, high-risk projects in difficult environments that have complex stakeholder issues that require flexibility during design and construction. In the United States, some have argued that public–private partnership (P3)
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