relational contracting精选.pptVIP

Relational Contracting, Culture Globalisation Value in Project Delivery Systems Facilitating a Change in Culture (2002-022-A) Problem Implementation of relational contracting: throughout a range of projects with a focus on client body staff Context Empowerment, regional development and sustainable industry Queensland government have experience Successful on large projects Need to examine skill sets needed for successful partnering/alliancing Rationale RM, Partnering and alliancing require a change of mind set – a culture change Client side must change along with contracting side A fit is required between organisation structure and organisation culture Objectives To move relational contracting down the value chain Audit required of current position Skill sets need to be identified Change needs to be implemented Methodology – Value in Project Delivery Systems: Facilitating a Change in Culture Diagonal slice In Australia it has been identified that there are four levels at which RM needs to operate and that each level has its own issues: Principal/Director Superintendent/project manager Superintendent reps/engineers Inspectors/foremen Benefits of RM Less paperwork; More enjoyable to go to work; People are more helpful, less destructive and more proactive; Clients can potentially make savings in their operations; Contractors can potentially make savings in their operations; Training and education. Workshops There must be a commitment from both sides to send ALL personnel along to the RM workshops; and To maintain a stable project team throughout the project. A common language Why RM does not Work Not all participants believe in the efficacy of RM; Problems arise in communication and adoption of proactive approaches; A high turnover of personnel from participating organisations is a serious impediment to the RM project; Project Delivery Strategy (PDS) is a key element in ensuring RM works effectively; Client buy-in. Issues Raised in the Study  Org