A note on partnering

In a later section, we shall describe an oft-used technique under which the various parties involved in building a project pledge to cooperate as fully as possible, beyond that required as part of the formal construction contract. This partnering philosophy and process lead to a project partnering charter a moral contract of sorts in which expectations, understandings and promises are set forth. There is considerable evidence that this structured and formalised approach tends to reduce the incidence of conflicts and disputes, leads to greater project success in terms of schedule, cost and quality and results in more satisfied owners. Usually the partnering process is initiated after the construction contractor is selected.

As we consider the involvement of the parties involved in the planning and design phase, the notion of partnering ought to be emphasised. Even though there is not likely to be a formal partnering agreement at this point in the life cycle, the parties can contribute to project success by adopting a philosophy that emphasises cooperation, clear and frequent communication, active efforts to control costs and avoid delays and rapid resolution of problems and disputes. The owner and all other parties must be willing to trust each other and accept their proportionate share of risks.

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