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Design
Published in John Endicott, Deep Excavations in Soil, 2020
Construction partnering is a commitment between a project’s owner, the consulting engineers and/or architects, contractors and other key project stakeholders to create a cooperative project environment with a team committed to understanding one another. It is similar in objectives to Alliancing [35] but generally is limited to the entities that are closely related to the project such as the Employer, the Contractor and the Engineer. The objective is cooperatively to address issues arising during construction on a “win-win” basis and to mitigate disputes and thereby save the costs of the resolution of disputes. The process has been in use in North America since about 1990. As a means of risk reduction, Partnering is aimed at reducing the consequence of risk, including geological risk.
Overview of the construction industry
Published in Lincoln H. Forbes, Syed M. Ahmed, Lean Project Delivery and Integrated Practices in Modern Construction, 2020
Lincoln H. Forbes, Syed M. Ahmed
The project delivery methods include: Design-bid-build (DBB),Design-build (DB),Engineer-procure-construct (EPC),Design-CM contracts,Design-agency CM contracts,Fast-track construction,Partnering,Design-build-operate, andRelational contracting/lean project delivery.
The ‘Intelligent Client’
Published in Jason Challender, Russell Whitaker, The Client Role in Successful Construction Projects, 2019
Jason Challender, Russell Whitaker
In previous studies of collaborative working, very little attention has been focused on the trust building process (Harris and Lyon, 2013). Support for this argument comes from Thorgren et al. (2011) who concurred that ‘scant attention has been paid to the role and development of trust in partner alliances’. The study by Challender (2017) therefore sought to fill this gap in knowledge by examining trust building attributes and mechanisms, and exploring the influence of these on generating trust in construction partnering. It was also designed to address calls for greater insight into how trust is created, mobilised and developed (Huemer, 2004) and for more understanding of the effects and impact of other factors interacting with trust (Huang and Wilkinson, 2013).
A Structural model for the impact of supply chain relationship traits on project performance in construction
Published in Production Planning & Control, 2018
Soo-Yong Kim, Viet Thanh Nguyen
Other researchers investigated the factors that result in unsuccessful partnering. For example, 15 problematic issues were identified from six contractors involved in unsuccessful project partnering relationships (Ng et al. 2002). Some problems occurred in all stakeholders specific such as lack of continuous open and honest communication, lack of win-win attitude, lack of commitment to the partnering arrangement, lack of intimacy in the partnering relationship, ineffective problem solving and unwillingness to compromise. Another research was conducted by Chan, Chan, and Ho (2003) in Hong Kong. The survey findings of the research indicated that facing commercial pressure to compromise on the partnering attitude, little experience with the partnering approach and uneven levels of commitment among project participants were the three most important problems that lead to the failure of construction partnering. Some authors discovered the factors that lead to the traditional adversarial relationships such as Gardiner and Simmons (1998), and Thomas and Thomas (2005). A summary of the factors that lead to traditional adversarial or unsuccessful partnering and the frequency of their citation were presented in Table 2.