What Makes an Alliance an Alliance

What Makes an Alliance an Alliance

JMPM – issue May-August 2018

LINK: What Makes an Alliance an Alliance – Experiences from Australian Infrastructure Projects

What Makes an Alliance an Alliance – Experiences from Australian Infrastructure Projects

Brendan Young, Ali Hosseini, Ole Jonny Klakegg, Ola Lædre

 

Abstract

The purpose of this research is to explore what alliancing means in the context of Australian infrastructure projects. It aims to define alliancing in this context by identifying its hard elements and to explore the relationship between the academic and practitioner points of view. This paper explores the concept of alliancing in the context of large infrastructure projects by comparing the results of a literature and document study with results obtained from an interview series conducted in Australia.

This research shows that alliancing can be identified by 25 hard elements. It seems the case that no single element is unique to alliancing, but rather it is the combination of elements that really makes the alliancing model a unique project delivery model. The study identified twelve project characteristics that make a project suitable for alliancing, along with an explanation of how the alliance elements address these characteristics.

These findings will help assist academics and practitioners new to the alliancing model understand what alliancing is and when it is suitable to use.

Keywords

Alliance; project delivery model; relational delivery; public procurement; infrastructure

 

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