Abstract
Preparing well before entering a contract is always vital, independent of the characteristics of the project and type of contract. However, as projects become larger and more complex, and value for stakeholders and society becomes the dominating perspective on success, the need for well-developed collaboration is becoming more and more critical. In this paper, we investigate how the parties should prepare for a collaborative project. The purpose is to help owners secure the success of the project for its key stakeholders. We choose to address the issues as an active risk mitigation strategy that serves as a vehicle to reduce uncertainty, avoid unnecessary risks, and utilize opportunities as a project owner. We look at the project mainly through a project owner perspective, but on key points, we contrast this with contractor perspectives. The research was performed in Australia in 2020 and includes public and private sector investment projects. The methodology is qualitative case studies and includes primarily in-depth interviews supplemented with document studies and two workshop group discussions. The paper highlights the difference between being collaborative in a contract and using a collaborative contract. The results document significant differences in preparations depending on the degree of complexity of the projects. One major difference is illustrated in the different levels of precision in terms and definitions used in communication. Complex projects require freedom of interpretation only gained by allowing wide and less precise expressions.
Highlights
Received: 21 October 2020Accepted: 26 December 2020Published: 30 December 2020Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.The relationship between the contractor [1] and the owner has a major impact on the performance of construction and infrastructure projects
Each interview resulted in a specific checklist that described the process of preparing for a collaborative contract
We explored whether there was a difference in the way the interviewees prepared for collaborative contracts, levels of complexity, and why these differences occur
Summary
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. The relationship between the contractor [1] and the owner has a major impact on the performance of construction and infrastructure projects. Research has shown how important social relationships are to project performance, including the vital role played by trust [2]. Research has revealed a generally shared belief amongst practitioners that trust, honest communication, and a shared vision are essential for effective relationships between contractors and owners [3]. The importance of creating an environment where all parties benefit from the contract has been repeatedly emphasized in the literature (e.g., [4,5,6,7]).
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