Improving project governance in relationship contracts
Is your governance team finding the right balance between strategic and operational involvement in your project or program? Do they understand the distinction between governance and leadership? If you think there is room for improvement, you are not alone.
Getting results from alliances
It is performance evaluation time on your typical collaborative infrastructure contract. Most who have been there will be familiar with the scramble to gather data and evidence, present it winningly and then refine and improve performance based on the management team’s evaluation and feedback.
Project alliancing: Queensland Main Roads
Queensland’s Department of Main Roads has considerable experience with alliancing. The organisation has used the approach for more than a decade under the guidance of the Major Projects Office’s general manager Derek Skinner, who says alliancing is used where appropriate for a major project to provide the potential to progressively wind up the project as the issues are settled and the Total Outturn Cost (TOC) is signed off.
Project: Tugun Bypass, Queensland
To understand what the parties involved in Queensland’s Tugun Bypass set out to achieve for its stakeholders, you need look no further that this quote from the PacificLink Alliance Induction Book:
The Tugun Bypass is more than just an important road for this region. It has brought together friendly, determined people who see this as an opportunity to create a landmark for this region. We are passionate about creating a ‘Journey to Remember’, not only for the people who will use the Tugun Bypass, but also in the hearts of the employees brought together under the banner of PacificLink Alliance.