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PARTNERING

IMPLEMENTATION OF PARTNERING

Partnering requires considerable time, effort, and


commitment at all stages of a project. The use of a partnering
strategy is the voluntary decision to which all team members
agreed at the beginning of the project. Implementation steps for
partnering could proceed in the following manner:

1. All parties should express their desire to perform the project


under a partnering agreement at the beginning of the
project. The owner's intention of utilizing the concept should
be mentioned in the bid solicitation and specifications. Any
prebid conference should include a presentation on
partnering.
PARTNERING

2. There should be a meeting of top management of all


firms involved in the project in the early design stage.
However, the executives at the CEO level should meet to
discuss the partnering approach to managing the project.
A commitment from the top of each organization is
essential for partnering to work.
PARTNERING

3. A partnering workshop/team building session should be


held in the very early stages of the project. Each member
team should designate a partnering leader who would
intend to participate in the workshop. All of the
participants of the partnering workshop would develop and
agree to a partnering charter which is a written list of the
goals and objectives for the project. The charter is a
physical symbol of the project team members' commitment
to partnering. It is considered to be a road map for regular
evaluation of the project process.
Specific benchmarking measurement PARTNERING
goals as well as general goals can be part
of the partnering charter. The charter
does not change the terms of the project
participants' contracts and is not a
contract in itself. The charter is a guide
for cooperation. Each party to the project
should sign the charter to show their
commitment to the partnering process.

For periodic evaluation, a formal, regular


evaluation of the progress of the project
should occur normally as a formal
monthly or bimonthly meeting. At this
review meeting, there should be an open
dialogue on any problem areas with the
goal of maintaining all parties'
commitment to the partnering process
and to make sure that an adversarial
relationship has not started to build.
PARTNERING

4. The partnering charter should


commit all of the team members to
dispute resolution without claims or
litigation. The goal is that any
disagreement is resolved at the
project level and that if a dispute is
unable to be resolved at the project
level, it should quickly move up to the
next level of management for
resolution.
Resolutions should be sought in a
win-win atmosphere of open
communication and trust. The goal is
to avoid claims and any involvement
by outside lawyers that could result in
litigation
PARTNERING

Alternate dispute resolution (ADR)


techniques can be an important part of
the partnering process. If any dispute is
unable to be resolved at the lower level,
the parties should agree to mediation or
some similar low cost dispute resolution
dispute resolution technique. The goal is
to avoid the time and expense of claims
and litigation. Alternate dispute
resolution techniques can help maintain
team spirit and friendly working
relationships at the project.
PARTNERING

We have all seen construction projects


where adversarial, confrontational
attitudes have resulted in misdirected
energies and high cost of claims and
litigation. The partnering process
changes mindsets. Partnering can help
all of us in the design and construction
process redirect our energies and focus
on the real issues associated with
achieving optimum project goals.

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