This
paper explores the Team Approach to Project Management with reference to
Strategic and Project Partnering / Alignment, drawing on case histories.
Setting
up the Program or Project so that the controls are in place is important if the
essential management tools, including Value Management, Risk Management,
Quality, Health and Safety and Environmental Management are to be brought in at
the right time and for maximum benefit.
The
author demonstrates that it is never too early or too late to apply this to
Programs or Projects.
INTRODUCTION
"Of
course, I have always worked like this, in a team."
How
often has this been said at Team Building and Partnering workshops? The fact is
that most of us have worked as teams, but usually in the confines of our own
organizations. Rarely in the Construction Industry have we worked as a single
team drawn from several different organizations, not until recently, that is.
Salford Centre for Research and Innovation
Demonstrating How
Collaborative Working Works:
“Why Integrated Supply Chains are not working”
Michael Thompson, CEng,
FICE, MCIWEM
Presented on13th July 2004
SYNOPSIS
Setting the scene for the
day, Michael Thompson deliberately and controversially challenged that
Integrated Supply Chains are working in the UK, in the hope that the
speakers that followed him would show him that he is wrong!
He drew on his own
experiences in Partnering over nearly 10 years, including working with a
major UK contractor introducing the concepts of Partnering to their
specialist contractors both in the North East and in the South West of the
UK in the late 1990s, explaining how it was received and what went right
and what went wrong.
By reference to the
targets set by Sir John Egan and the Strategic Forum for Construction in
Accelerating Change (2002), he talked about how Small to Medium
Enterprises (SMEs) are being approached today from both the Client /
Contractor and SME points of view.
He raised what seem to be
some of the pitfalls of such relationships as well as the benefits, and
ended by asking the question, “Why isn’t it getting better?”, in the hope
that the answers would follow, as the day progressed.
