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Collaborative Project Procurement Arrangements

Book Description

Large projects, especially in the construction and infrastructure sectors, involve collaborations of many different types, such as built-own-operate, public-private partnership, or competitive dialogue. This monograph details the authors’ research on the types of collaborative projects. The research undertaken for this book responds to the need for a taxonomy of relationship-based procurement approaches, a particular type of project alliancing in need of standardization. Recommendations are made based on interviews with 36 subject matter experts from several countries, as well as an extensive literature review

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. Acknowledgments
  6. Contents
  7. Abbreviations
  8. The Research Question
  9. Context of the Research
  10. Brief Overview of the Methodology
  11. Brief Overview of the Findings and Application for Practice
  12. Chapter 1 Introduction
    1. The Purpose of the Research
    2. The Research Approach
    3. Fundamental Introductory Project Procurement Concepts
    4. Literature Supporting RBP Analysis
    5. Chapter 1 Summary
  13. Chapter 2 Introduction
    1. Project Characteristics
      1. The Shenhar et al. Diamond Perspective: NCTP
      2. The Turner and Cochrane Four-quadrant Perspective
      3. Projects from an Organizational Learning Process Perspective
      4. Projects from an Identity Perspective
    2. Projects from a Complex Product-Services Perspective
    3. Project Life Cycle Theory
      1. A Linear Perspective
      2. A Recursive Perspective
    4. Project Procurement Forms
      1. Traditional—Segregated Design and Delivery Procurement Forms
      2. Focus on Integrated Design and Delivery Procurement Arrangements—Emphasising Planning and Control
      3. Focus on Integrated Project Teams—Emphasizing Collaboration and Coordination
    5. Beyond the “Iron Triangle” Performance Implications
      1. Triple Bottom Line Implications
      2. Corporate Social Responsibility Implications
      3. Balanced Scorecard and Other Performance Implications
    6. Chapter 2 Summary
  14. Chapter 3 Introduction
    1. The Business Justification for Outsourcing
      1. The Economic Logic
      2. The Strategic Logic
      3. The Tactical/Pragmatic Logic
    2. Governance Fundamentals
      1. Governance Concepts and Definitions
      2. Organizational Structures for Governance
      3. Transparency and Accountability
      4. Ethics and Governance
    3. Complexity Implications
      1. Tame, Messy, and Wicked Problems
      2. Forms of Complexity
      3. Responding to Complexity
    4. Chapter 3 Summary
  15. Chapter 4 Introduction
    1. Trust and Commitment
      1. Elements and Models of Trust
      2. The Trust Environment
    2. Collaboration Frameworks
      1. Co-learning and Organizational Learning
      2. Perspective Taking
      3. Social Capital
    3. Strategic Human Behavior Aspects
      1. Managing People Across RBP Forms
      2. Project Manager and Alliance Manager Capabilities
      3. Selecting, Inducting and Redeploying Team Members
      4. Employee Rewards
      5. Performance Management and Review Processes
      6. Concluding Comments
    4. Competency Classification
      1. PMI Competency Framework
      2. Alliancing Association of Australasia (AAA) Profiling Professional Excellence
      3. Innovation Competencies
    5. Chapter 4 Summary
  16. Chapter 5 Introduction
    1. The Study Approach
      1. The Researchers’ Perspective and Worldview
      2. The Data and Information-Gathering Approach
      3. Validation Approach
    2. Data and Information Resources
      1. Government and Industry Reports
      2. Reflections on the Literature
      3. Interviews with Academics and Practitioner SMEs
      4. SME Insights from Our Own Past and Current Research
    3. Chapter 5 Summary
  17. Chapter 6 Introduction
    1. Emerging Forms of Collaboration Terms
    2. Collaboration as Four Orders of Project Team Collaboration
    3. An RBP Wittgenstein's Family Resemblance Model
    4. Details of Collaborative Arrangements Skills
      1. Project Management KSAE
      2. Business Solutions KSAE
      3. Relational KSAE
    5. Chapter 6 Summary
  18. Chapter 7 Introduction
    1. Mind the Gap! - Identifying and Bridging KSAE Gaps
    2. Emerging Trends, the Way Forward
    3. Implications for PM Education and Skills
      1. Implications for the Project Owner (PO) and POR Education and Skills Development
      2. Implications for Project Managers and their Team Members’ Education and Skills Development
    4. Chapter Summary
  19. Appendix 1 – Resource Sources
    1. Ethic Plain Language Statement and Questions Asked
    2. Meta study Interview Instrument
    3. Case Study Interview Guide
    4. Case Study Interview Guide – Program Alliance Leaders
    5. Case Study Interview Guide Project Alliances
  20. Appendix 2 – Details of Data Coding for the Wittgenstein Model
  21. References
  22. Contributors